Posts Tagged ‘money’

Fundamental Elements of Informal Sector Commercial Activity

There are two key elements which underpin the dynamics of any business or commercial enterprise in the informal sector. These are Time and Money.

A generalized framework can be diagrammed, as shown above, where the dotted line denotes the degree of uncertainty and volatility of an individual’s cash flow patterns – whether from a variety of informal economic activities – such as for the farmer or trader; or from the salary received for a white collar job. The X axis – Time – denotes the increasing accuracy of estimating the Arrival date of a cash payment (from some revenue source), and the Y axis – Amount – denotes the increasing accuracy of estimating the Amount that will arrive. Their relative ability to estimate Arrival and Amount with any degree of accuracy is indicative of their ability to forecast and plan for expenditure.

Thus, at one end of the continuum, one can position an odd jobs labourer who may or may not get paid work on any given day, and is unable to predict with any degree of certainty what type of job he’ll get selected for, nor for how many days it will last. It could be as basic as loading a truck for half a day’s pay, which in turn might even be in kind, and not cash. And, at the other end of this continuum, one can position a the typical white collar salaried professional or civil servant who knows with certainty exactly on which day they will receive the salary and exactly how much will arrive.

 

Positioning and Location

Now, we can frame these two elements of the commercial operating environment in the form of a position map, as shown above, that maps the ability to plan expenditures against the stability of the cash flow. The red arrow is the continuum of certainty and stability of Timing and Amount of an income stream, anchored by the most vulnerable odd jobs labourer at one end and the relatively most secure salaried professional at the other.

Where it gets interesting is the relatively liminal space in the middle where the various economic actors in the informal economy constantly shift position as they seek to mitigate the volatility of their income streams, through a variety of mechanisms. Much of their decision making is related to their own perception of uncertainty and ability to forecast.

For the purpose of this explanatory diagram, I have selected 4 typical examples drawn from different sectors of the informal economy common in the developing country context. Each are at the more vulnerable end of their own segments i.e. a subsistence farmer, rather than one with an established cash crop; or a small roadside kiosk rather than an established general merchandise store in a market town; since they have not yet achieved the goal of their business development strategies to move their own entrepreneural ventures towards relative stability, and thus provide more insight on the relationship between cash flow patterns and investment and expenditure planning.

The hawker of goods at a traffic light or junction is in a comparatively more fragile situation than the kiosk owner with a fixed location who works to develop relationships with passing customers in order to convert them to regulars at her store. Unlike the kiosk, which might be located near a busy bus stop, or outside a densely populated gated community; the hawker cannot predict which cars will pause at the red light as he darts through traffic shouting his wares. However, compared to the odd jobs labourer, the hawker has comparatively more control over his income generation since his is not a passive function of waiting to be picked from the labour pool in a truckyard or construction site.

The smallholder farmer might actually be better off economically in many ways than his urban brethren involved in informal retail, being able to live off the land more cheaply than in the city. Experienced farmers, for the most part, are able to predict with reasonable accuracy, more or less the quantity of their crop, and the estimated timing of the harvest. However, his sense of uncertainty is often perceptually greater due to the unmitigatable impact of adverse weather conditions, or the sudden infestation of a pest or blight, any of which could at any time completely destroy his harvest, and thus, his expectations. This sense of insecurity in turn influences his decisions on expense commitments to far ahead in time, or too large a lumpsum at some point outside of his regional harvest season. The farmer’s income streams are relatively more out of his control than the disposable income in the pockets of the kiosk’s customer base.

The market woman with her display of fresh produce, at the entry level of inventory investment capacity, might only have one or two different varieties of vegetables or fruit to sell, and may not yet have established a permanent structure – a table, a kiosk – in the market. She might start off with only a tarpaulin on the ground with some tomatoes and onions for sale. Unlike the traffic intersection hawker, however, she is more likely to begin by assuming a regular placement and location as this establishes the foundation for her future business development, through the factors of discoverability and predictability among the customers in that locale.

That is, in addition to Timing and Amount of Income – the cash flow patterns and sources – we begin to see the role played by location – Place1, as a supporting element of the commercial activity in the informal economy. While farmers are least likely to have much control over the location of the land they may inherit, their risk mitigation strategies to minimize volatility of their income streams and maximize their ability to plan for the future and manage emergencies will be discussed in depth in the section2 on rural household financial management. These practices are the foundation of business development strategies commonly observed in the informal economy in developing countries which tend to be less urbanized, and as is often the case, more dependent on agriculture as a component of national GDP.

 

Appendix
1 People, Pesa, Place: A Multidisciplinary Lens on Innovating in Emerging Markets
2 Rural Household Financial Behaviour on Irregular Income Streams at the Base of the Pyramid

Uncertainty and The Prepaid Economy: Time and Money

prepaid-globalgsma-2011-2013

Uncertainty characterizes the entire global Prepaid Economy and is the underlying driver for decision making.

Systems are unreliable

Inadequate infrastructure, variability in basic services (will we have electricity this morning?), obsolete or incomplete systems; all of these, and more, are part and parcel of life in the emerging regions of the world. Will we wake up to find the capital city grinding to a halt because riots have erupted over the price of onions? None can say.

All of these elements act together to create a far more volatile operating environment which adds up to an uncertainty around timing. Will an accident along the main artery cause hours long grid lock familiar to anyone from Lagos to Lahore?

Cash flow is irregular

For the vast majority employed in the informal sector, regular predictable paychecks are not the norm.  Irregular unpredictable income streams from a variety of sources are the norm, and daily wage workers are not guaranteed that work will be available the following morning.

Even the farmer faces uncertainty, though her fields might be fruitful and ready for harvest. Seasonal ebbs and flows in cash flow are part of the rhythm of daily life outside of the formal economy’s calender year with its predictable regularity.

Smaller businesses too may feel less secure in cash intensive markets, dependent as they are on ensuring that incoming revenues must cover outgoing expenses.

Uncertainty is the only certainty

No one, however is immune from the larger uncertainties of their environment. Strikes, riots, power cuts or floods – these can bring entire cities grinding to a halt.

And the lower down the income stream you are, the greater the impact of this uncertainty. Without float, planning becomes a challenge and community is your insurance in times of need. Juggling to minimize the volatility between income and expense is an ongoing exercise in trade-offs.

Empowering oneself through control of time and money

In the prepaid economy, the greater the span of control you have over timing of a payment – its frequency and periodicity, and the amount to be spent, the greater your ability to plan and manage your finances. From chaos and disorder, one can find ways to negotiate and be flexible, whilst striving to keep one’s head above water.

This characteristic manifests itself in a wide variety of forms – purchasing patterns; choice of cooking fuel; social and flexible weights and measures; a wee bit of wriggle room to negotiate in case of the unexpected.

This is the second article in The Prepaid Economy Series. Here is a link to the IntroductionThe next one will take a closer look at the importance of flexibility and negotiability – that wee bit of wriggle room, left for the unexpected.

Why prepaid business models work so well for the rural and informal economy

We broke down the basic concept of the ‘pay as you go’ or prepaid mobile plan – in general, discounting the details of the various different strategies and pricing/time plans of different countries as a way to begin understanding what is it about this model that makes it work at the BoP.

Could we somehow find a general principle that could then be applied elsewhere, seeing as how successful this model has been amongst the lower income markets?

Fundamentally, all prepaid plans had one lumpsum upfront amount for the starter pack/activation and thereafter could be kept ‘alive’ by a minimum additional recharge or top up accordingly.

That is, this payment plan is flexible – it allows you to decide how much you wish to pay and when, though the absolute minimum frequency does depend on the provider’s rules and this decision making thus puts you in control of how much you spend and when; based on your incoming cash flow and current priorities for your discretionary spending.

Just for comparison’s sake, a mobile phone subscriber on a post paid model would have to pay the amount on the monthly bill by a certain date in order not to fall behind or incur penalties. That is, there is little flexibility (other than making actual changes to which plan you’re on) and the control of when to pay, how much to pay and the frequency of the billing is all in the hands  of the service provider. The user (customer) has little control over time and money.

Now, bringing it back to our findings from the workshop on the financial planning behaviour observed among those at the BoP where we see that it is their ability to control the elements of time – periodicity & frequency; money – cash or goods and also social capital or in this context “trust” that in fact allows them to increase their ability to plan their ‘cash flow’ and ‘working capital’ across their multiple sources of income and resource allocation, thus decreasing the variance between their income and expenditure.

We can already see the fundamental reason why, then, the pay as you go model has been successful for those at the BoP, it is one of the very few that essentially puts control over time and money in the hands of the user (customer) rather than the provider (business). One could, at this point, say that the element of trust or social capital is also involved – just as Ram Babu’s neighbour who loaned him Rs 1300 was willing to let him pay it back in small sums from the money he earned daily from his wheat mill until the total was paid off, the prepaid model does not impose fixed amounts and payment schedules on the user. The transactions occur at the customer’s discretion.