ASEAN Policy Blueprint For SME Development Case Study

The vision of ASEAN Policy Blueprint for SME Development (APBSD) is for ASEAN SMEs to be “competitive, innovative, and [become] world-class enterprises that perform major roles in regional and global supply chains and are able to take advantage of the opportunities from ASEAN economic integration by 2015.” In connection to this, the Strategic Action Plan for SME Development aspires to “further enhance the competitiveness and flexibility of SMEs in moving toward a single market and production base in ASEAN.” Access to financing, facilitation, technology development, promotion, and human resource development would be one of its key policy measures and activities. Thus, a study is conducted to assess its implementation for SMEs in the Philippines
125), one of the challenges to the development and sustainability of social enterprises in the Philippines is reconciling the world of vast community enterprises with that of common businessmen: “community stakeholders have to make the transition into market practices when engage in earned income activities while those who come from the business standpoint must learn to deal with community dynamics”. However, it seem that more is expected from communities than to the usual business practitioners since communities are the ones who should undergo training on business skills and are expected to professionalize their operations with the help of the social enterprise activities. Instead of usual businessmen adjusting or accepting the ways that communities transact or deal with one another, the communities are expected to conform to business methods to be able to
These social entrepreneurs make tremendous cost benefit analysis especially when they indulge to cater basic humanitarian needs. Sometimes there are risk involved along the way, thus social entrepreneurs must be ready to create novel business models, organizational structures and unique strategies that will fit in establishing the objective of social value in a limited, disparate and dynamic environment (Seelos & Mair, 2004).
According to Hibbert, Hogg et al. (2002), Social entrepreneurship is mainly defined as the use of entrepreneurial behavior for social ends rather than for profit objectives, or alternatively, that the profits generated are used for the benefit of a specific disadvantaged group. This emphasizes that social entrepreneurship objectives’ is to extend a hand towards unfortunate people. It is not just earning income but also its about how to utilize income for consumer’s