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TRAINING MODULES
Table of Contents
FOREWORD BY DSE CHAIRMAN ON ENTERPRISE GROWTH MARKET TRAINING MANUAL ..............
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LIST OF FIGURES
Figure 1:
Figure 2:
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LIST OF TABLES
Table 1:
Table 2:
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Table 3:
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Table 4:
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Table 5:
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Table 6:
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Table 7:
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mall and Medium Enterprises (SMEs) play a crucial role in employment creation and income
generation and contribute substantially to development in Tanzania. SMEs have been
established in both rural and urban settings to cover both farming and non-farming economic
activities, thus, playing an important role in utilising and adding value to local resources. Indeed,
SMEs development can be closely associated with a more equitable distribution of income and
is thus an important factor in poverty alleviation and economic empowerment initiatives.
Tanzania has many different policy initiatives that aim at developing the SME sector, but its
full potential has yet to be tapped due to a number of constraints hampering its development.
Financial literacy and access to finance are among the major constraints facing SMEs in Tanzania.
According to the Micro, Small and Medium Enterprises (MSME) Survey Report of 2010, the two
biggest challenges to growth in Tanzania are insufficient working capital and lack of access to
financial markets. In the recent past, financial institutions and other stakeholders in the countrys
financial markets have developed different solutions aimed at addressing these challenges, but
they continue to hinder SME development.
In an effort to address the financing challenge that faces Tanzanian SMEs, the Capital Markets
and Securities Authority (CMSA) carried out a study that recommended introduction of a market
segment at the Dar es Salaam Stock Exchange (DSE) that will cater to SMEs capital-raising
needs. To implement this initiative, the DSE developed a Training Program to create public
awareness and provide education on basic business and managerial skills, to ultimately create
an environment conducive to attracting the capital essential for SMEs expansion and growth.
Simply put, the purpose of this training is to enable SMEs to attract capital from potential
investors.
This publication contains eight training modules that will be delivered at different workshops
aimed at medium-sized enterprises in the country. The training will be held throughout the
whole country using a regional or zone approach. The training material is a revised version of
earlier materials prepared by specialists or experts from academia, the business industry, and
practitioners. The revised material takes into account new developments in Tanzanias financial
markets, particularly new developments in the capital markets and stock exchange operations.
On behalf of the DSE Board, I wish to take this opportunity to express my sincere appreciation
to: the projects financiers Financial Sector Deepening Trust (FSDT); the DSE management and
staff; the CMSA; and the other experts involved. Their cooperation and dedication made this
publication possible.
Pius A. Maneno
Chairman
Dar es Salaam Stock Exchange
August 2013
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MODULE ONE
AN OVERVIEW OF SMEs
IN TANZANIA
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Module Outline
MODULE OUTLINE
(i) Introduction
(ii)
(iii)
To present the position and role played by SMEs in the economy; and
The role of the Dar es Salaam Stock Exchange (DSE) in providing investment
opportunities.
(iv) Methodology
(v)
Expected Outcome(s)
Module One
1.0 AN OVERVIEW OF SMEs IN TANZANIA
1.1 Introduction
1.1.1 Definition of SMEs
The term SMEs stands for Small and Medium Enterprises. The commonly used factors
in defining the term are: total number of employees; total capital investment; and sales
turnover. The Organisation for Economic Co-operation and Development (OECD)
defines SMEs as non-subsidiary, independent firms that employ less than a given
number of employees (between 250 and 500). As per the Small Industry Development
Organization (SIDO) definition, SMEs in Tanzania are mostly formal undertakings
engaging up to 100 employees, with a capital investment of up to TZS 800 million. To
be listed on the Enterprise Growth Market (EGM) segment of the Dar es Salaam Stock
Exchange (DSE), SMEs must have net assets (issued and paid up capital) of at least TZS
200 million.
1.1.2 Classification of SMEs
For the purposes of the Tanzanias SMEs Development Policy, SMEs are categorized as
follows:
Table 1: Categories of SMEs in Tanzania
Category
Employees
Micro enterprise
1 4
Up to 5 million
Small enterprise
5 49
Medium enterprise
50 - 99
Large enterprise
100+
quality marketing strategies by local firms, including SMEs, to make them more
competitive and enhance their capacity to respond to global marketing conditions.
Program on Business Environment Strengthening for Tanzania (BEST)
This program aims at: achieving better regulation; improving commercial dispute
resolution; strengthening the Tanzania Investment Centre (TIC); changing the
culture of government; and empowering private sector advocacy.
1.4 Major Constraints to the Development of SMEs
Three major constraints contribute to the underdevelopment of SMEs in developing
countries, including Tanzania:
For the SME sector to grow in a sustainable manner, all three areas need to be
addressed. However, this manual addresses only the third constraint: access to capital.
This area has received relatively more attention than the other constraints faced by
SMEs, but nevertheless remains a major constraint for the SME sector. So far, efforts
to enhance access to finance by SMEs have focused mainly on commercial banks,
microfinance institutions, and government/donor-funded programs. However, these
funding sources have provided mostly short-term financing and, in some cases, have
not been sustainable. Consequently, SMEs have not been able to obtain long-term
funding for growth. There is, therefore, a need to identify additional sources of funds
to provide long-term financing.
1.5
Medium enterprises are the target group of the EGM. The selection of this target
group is based on the following factors:
Their size makes it possible for them to attain economies of scale and as such, they
have the necessary absorptive capacity and can fully capitalize on the technology
and technical assistance provided to them;
They are potential sources of innovation;
They have the growth potential to access funding through capital markets and thus
can facilitate wealth creation through wider share ownership among Tanzanians;
and
As entities with listing potential, they have the potential to provide a demonstration
effect and to bring about a multiplier effect.
1.6 Conclusion
SMEs are considered among the key vehicles for wealth creation, with the potential
to make a substantial contribution towards real economic growth depending on their
growth orientation. In Tanzania, the full potential of SMEs sector has yet to be tapped
due to the existence of a number of constraints (e.g., limited access to finance). The
main focus of this module was to highlight the capital financing options currently
available to SMEs in Tanzania, with emphasis on the role of capital markets. The module
introduced the DSEs EGM platform as one of the preferred long-term capital financing
options for SMEs in Tanzania.
Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the main forms of entities used in conducting
business and the cost implications of each form of business;
To convey to entrepreneurs the comparative advantages of each form of business
and to provide a comparative analysis of each; and
To enable entrepreneurs to make better, more informed choices of business legal
structures (recognizing their importance in wealth creation and distribution).
(iii) Key Issues to be Addressed by the Module
A comparative analysis of a variety of legal forms of business and what it takes to
establish each form of business entity;
The factors that business persons need to take into account when choosing a legal
structure and the post-establishment obligations of each form of business; and
The most appropriate legal structure for SMEs growth and sustainability.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations;
Participants experiences/interactions; and
Discussion of practical issues.
Module Two
2.0 BUSINESS LEGAL STRUCTURES
2.1 Introduction
2.1.1 What is a Business?
A business is an enterprise or operation that produces commodities or renders
services. It involves the performance of activities or functions such as buying,
selling, and producing. These activities are conducted in a physical, political, and
economic environment. The main motive for carrying out a business is profitmaking.
2.1.2 Types of Business Entities
The entrepreneur or owner of a business can choose any formal manner in which
he or she will operate the business. There are four main forms of legal entities
by which business can be conducted: sole proprietorship, partnership, company
(private, public, or listed), and commercial trust.
The critical characteristics of each relate to:
Private Company
Ltd. (2 minimum
shareholders:
maximum 50
shareholders)
(ii) Capital
A limited liability company that asks a person to introduce capital by
becoming a shareholder has the benefit of being able to assure the
investor of limited liability not offered by general partnership. It follows,
therefore, that companies have a wider range of alternatives for raising
capital than do partnerships and sole proprietorships. For example, only
companies can access capital through capital markets; partnerships and
sole proprietorships cannot.
2.2.4 Perpetual Life
Legally, a company has a perpetual life unless stated otherwise in its constitution.
A company is expected to survive the deaths of its shareholders. Although
this is the legal position, experience has shown that many companies collapse
immediately after the death of their founders. A partnership comes to an end
with the death of one partner. The death of the sole proprietor also brings to
an end the sole proprietorship. For continuity purposes, a company is the most
appropriate vehicle for ensuring sustainability.
2.2.5 Management Structure
A sole proprietorship is a one-man-show. As such, it is vulnerable to a number
of shortcomings as stated above.
A partnership is at liberty to organize itself in such a way that certain partners
exercise management functions while others are only consulted on major issues.
However, as far as an outsider is concerned, any partner may have apparent
authority to act in management and may therefore bind the firm.
In contrast, a company has a prescribed structure that facilitates the separation
of management functions from capital investment in the company. Management
functions are broadly exercised by the directors and relatively few functions
are reserved for the shareholders in a general meeting. This arrangement
provides the flexibility to hire competent persons both on the board and at the
management level.
2.2.6 Tax Considerations
Before deciding on the form of business vehicle to use, the tax relief available
for each form is normally considered. There are many differences between the
treatment of an unincorporated business (sole proprietorship or partnership)
and that of a company and its directors and shareholders. Some favour the former
while others favour the latter. Consideration is then given to the significant
differences in treatment.
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structures and control that reflect the essence of modern corporations and good
corporate governance. In simple terms, the relationship between owner(s) and
management is as follows:
The shareholders or members own the business;
The shareholders do not directly own the company, but appoint directors to
manage and run the business on their behalf;
The directors are responsible to the company and accountable to the
shareholders;
The directors are the agents of the shareholders;
The directors are trustees of the company;
Companies are separate legal entities from the shareholders; and
The assets of the business are owned by the company, not by the shareholders.
2.4 Decision Making in Companies
2.4.1 Shareholders Decisions
(i) Shareholders are the owners of the company as they raise the money/capital
to establish the company. Shareholders are responsible for making the
following decisions:
Altering any aspect of the companys constitution;
Appointing directors of the board;
Dismissing directors from the board; and
Condoning any breach of duty to the company by its directors.
(ii) Shareholders decisions are normally made through resolutions in a
prescribed percentage (e.g. 75%) or just a simple majority.
2.4.2 Directors Decision-Making Powers
(i) Typically, directors are responsible for making the following decisions:
Entering into contracts (including sales and purchases, borrowing,
contracts of employment);
Calling general meetings;
Taking legal proceedings in the companys name; and
Approving transfers of shares (and the consequent changes in
membership).
(ii) Directors also have limited authority for the following decisions, in the sense
that they must first seek approval from shareholders in a general meeting:
Issuing new shares in the company;
Entering into contracts with individual directors by which the company
will buy from or sell to that director something of significant value; and
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OWNERSHIP
Shareholders/
Members
Company
Separate Legal Entity (with its
own Rights, Responsibilities,
Assets, LIabilities, Risk, Returns) independent of its shareholders
Leadership
DIRECTORS
Management
Executive Directors
Top Management
Middle Management
Employees
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CRITERIA
SOLE
PROPRIETORSHIP
PARTNERSHIP
COMPANY
COMMERCIAL
TRUST
1.
Formation
Natural person
Partnership
begins trading
Agreement
Memorandum
Trust Deed;
and Articles of
Certificate of
Association; Incorporation
Certificate of
Incorporation
2.
N/A
On registration
On registration
Ceases when
there is a
membership
change
Perpetual
succession
unless stated
otherwise
Perpetual
succession
unless stated
otherwise
By agreement,
change of
partners or
when a
partners estate
is sequestrated
Deregistration
or winding-up
by dissolution/
liquidation
Deregistration
or winding-up
by dissolution/
liquidation
Incorporation
N/A
(Legal Personality)
3.
Existence
4.
Termination
Ceases when the
sole proprietor
stops carrying on
business
5.
Ownership of
One natural person
Natural or
Business
legal persons
(2 to 20)
Shareholders:
Trustees on
(a) Private (2 to 50) behalf of
(b) Public (7 to
beneficiaries
unlimited)
6.
Management
The Sole proprietor
Owned jointly by
all partners
The directors
The Trustees
7.
The partners
The directors
The Trustees
Partners
contribute
(money, property
or services)
Issues shared
captial of the
shareholders
Initial
contribution by
the settlor
Shareholders
Agreement &
Articles of
Association
Representation
8.
Capital
Own resources of
contribution
the proprietor
(money/property)
9.
Regulation
N/A
Partnership,
(Agreements)
agreement
10.
Disposal or
N/A
As per Agreement As per Articles
As per the Trust
transfer of Deed
interests
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S/No
CRITERIA
SOLE
PROPRIETORSHIP
11.
Liability to
Liable for all the
creditors
debts of the business
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PARTNERSHIP
Partners are
jointly and
severally liable
for the partnership
debts
COMPANY
COMMERCIAL
TRUST
Debts of the
company are its
shareholders
Trustees are
liable for all
Trust debts
12.
Audit
No audit required
No credit required
requirements
Audit
requirements
by independent
auditors
Audit
requirements
by independent
auditors
13.
Accounting
N/A
N/A
requirments
by law
Specific
accounting
requirements
-disclosure &
record
Specific
accounting
requirements
-disclosure &
records
14.
Insolvency of
Results in
Results into
business entity
bankruptcy of the
bankruptcy of
owner
the partners
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Tax Entity
Not separate -
taxed in the hands
of the proprietor
(30%)
Not a separate
entity - partners
partners taxed
(30%)
Separate tax
entity
(25% - 30%)
Separate tax
entity
(30% or 10%)
16.
Salaries to
N/A - cash taken is
owners
drawings and not
deductible
Salary to an
equity partner
is an advance
against
partnership
profits
If a shareholder
is employed,
salary is
deductible
If a trustee is
employed,
salary is
deductible
For Salaried
partner, it is
just a business
expenses
MODULE THREE
BUSINESS PLANNING
AND EVALUATION
TRAINING MANUAL I THE DAR ES SALAAM STOCK EXCHANGE (DSE) I
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Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the importance of business planning in
establishing new businesses and maintaining/expanding existing businesses;
To teach entrepreneurs how to develop excellent business plans for different
business sizes;
To convey to entrepreneurs the importance of and need for excellent business
plans for SMEs; and
To teach entrepreneurs how to develop business plans for SMEs that can be used
to attract capital and/or business financing.
(iii) Key Issues to be Addressed by the Module
Business planning and its importance in establishing new businesses and expanding
existing businesses;
Business plan creation and how plans can used to attract capital and other available
sources of business financing; and
The benefits to SMEs of business planning.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations; and
Participants interactions/experiences and discussion of practical issues.
(v) Expected Outcomes
Entrepreneurs should understand the importance of business planning in
establishing and expanding businesses;
Entrepreneurs should understand what to include in a business plan and how,
when, and why to prepare one; and
Entrepreneurs should understand how a well-written business plan can help SMEs
attract capital and different sources of funding.
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Module Three
3.0 BUSINESS PLANNING
3.1 Introduction
A business plan is a very important tool for guiding new businesses to success. It
allows entrepreneurs to test if a business idea is feasible and if, when put into use; it
can be sustained in the foreseeable future. For a business idea to get off the ground,
decisions about products, market, location, size, financing, infrastructure, etc. should
be thoroughly examined in a business plan. The business planning process should
be given adequate time to satisfactorily answer if the product(s) or service(s) to be
offered: fills a gap in the market; provides something different from other businesses
in the same industry; and will have a demand in the market that is greater than the
current supply.
3.2 Why Prepare a Business Plan?
Business planning gives entrepreneurs an opportunity to identify a target market,
a product, and customers. It also helps entrepreneurs study the market to establish
clear benefits for the customers who ultimately choose to deal with them. Among
other things, a good business plan:
Serves as an opportunity to prepare a review of planned operations;
Provides further insights into the detailed working of the company;
Reveals strengths and weaknesses that may not be immediately apparent;
Signals to potential investors the businesss prospects and opportunities for the
future; and
Is a document (required) to be presented to the CMSA for capital raising and listing
to get regulatory approval.
3.3 Guide to Writing a Good Business Plan
A business plan generally projects three to five years ahead and outlines the route
the company intends to take to grow revenues. The plan should be reviewed regularly
and changed when necessary to ensure that it (and the business) stays focused on the
objectives. A good business plan will include, among other things, the following:
3.3.1 An Overview of the Business
The business overview section should provide a high-level review of the
businesss current position. Key historic milestones and information about the
company should be clearly stated here. This section should help financiers,
current and potential investors, and the public understand the position, goals,
and future plans of the business and its unique proposition.
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Strengths Weaknesses
Advantages the
business can exploit, e.g.
good customer service
innovative edge
unique products
Opportunities
Threats
Strategic to counter
threats with strengths
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MODULE FOUR
FINANCIAL MANAGEMENT
AND RECORD KEEPING
TRAINING MANUAL I THE DAR ES SALAAM STOCK EXCHANGE (DSE) I
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Module Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the importance of financial management and
recordkeeping for running their businesses efficiently; and
To help entrepreneurs understand and make use of the financial management and
recordkeeping process.
(iii) Key Issues to be Addressed by the Module
Key elements of financial management (financial planning, financial control, and
decision making) and recordkeeping; and
How to implement the key elements of financial management and recordkeeping.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations;
Interactions with entrepreneurs to share their experiences; and
Discussion of practical issues.
(v) Expected Outcome(s)
Entrepreneurs should understand the different elements, processes, and
importance of financial planning and recordkeeping; and
Entrepreneurs should be able to collect, process, safely store, and consequently
make use of financial data to make decisions on all finance-related issues.
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Module Four
4.0 FINANCIAL MANAGEMENT AND RECORDKEEPING
4.1 Introduction
Financial management is the operational activity of a business that is responsible
for obtaining and effectively and efficiently utilizing economic resource (funds) to
accomplish the businesss objectives. It is the area of business management devoted
to the judicious use of capital and careful selection of sources of capital to enable
the business to reach its goals. Financial management therefore plays a vital role in
business development (including that of SMEs) by enhancing competitiveness and
the ability to withstand business risks. Standard financial management and proper
recordkeeping systems can also help enterprises be financially flexible enough to
readily fund investments when opportunities arise.
4.2 Importance of Financial Management
Financial management is critical to business development because finance is the
backbone of businesses. Sound financial management enables businesses to:
Improve profitability with the help of strong financial control tools such as
investment evaluation and cost management;
Increase the value of the firm with strong performance, profitability and a better
financial position, a higher asset position and valuation are achieved; and
Promote savings as a result of (and/or in conjunction with) strong financial
performance.
4.3 Financial Planning, Control, and Decision Making
Financial planning, control, and decision making are the three key elements of financial
management processes:
4.3.1 Financial Planning
The financial planning process is used to determine the current financial status
and current/future financial needs of businesses. This ensures that enough
funding is available at the right time to meet the businesss needs. In the short
term, funds may be needed to invest in equipment and stocks, pay employees,
and pay for purchases made on credit. In the medium to long term, funding may
be required for major production expansions or acquisitions.
4.3.2 Financial Control
Financial control is an important tool that helps businesses measure and
meet their objectives. Proper use and allocation of funds leads to improved
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operational efficiency, reduced capital costs, and increased value of the firm.
Strong financial control measures should address whether: assets are being
used efficiently; business assets are secure; and choices and decisions made
are in the best interest of shareholders and in accordance with rules.
4.3.3 Financial Decision Making
The interdependent nature of some business units (e.g., marketing, production,
personnel) necessitates financial decisions to consider their different (and
related/likewise) needs. Decisions on how, where, and when to invest, hire,
pay dividends, raise wages, fund new programs, etc. should be thoroughly
investigated before any conclusions are reached.
4.4 Importance of Recordkeeping and Accounting Information
4.4.1 Recordkeeping
One of the most fundamental components of achieving business success
is keeping good financial records. The importance of keeping good financial
records is always clear during tax filings, loan applications, monitoring of
business performance, and the selling of business shares, as it is important to
know where, when, and how the money is going.
The minimum requirement of a good recordkeeping system is that it lists monies
that come into the businesss possession and monies that leave its possession.
4.4.2 Accounting Information
Accounting information is simply the data a business entity is able to make
known to its users. Business entities require accounting data and related
information to manage and control activities and their respective performances
productivity/profitability levels, differences between marginal liabilities and
marginal assets, etc. A sound accounting system in an organization depends
on the existence of a good recordkeeping system. Therefore, a business must
have system(s) in place for monitoring and managing finances that is both
comprehensive and easy to understand.
Accounting information should help businesses:
Manage cash flow to optimize cash flow;
Handle supplier queries to avoid double/late payments;
Maintain accurate records of past and current activities; and
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the owner and other stakeholders. It provides a good picture of the financial
health of a business and is a tool used to evaluate a businesss liquidity. The
difference between the assets (what a business owns) and liabilities (owes) is
the net worth of the business (owners equity).
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Amounts
Sales Revenue
Interest Income
Other Earned Revenues
Total Revenue
Expenditures
Cost of goods sold
Selling, general and administration expenses
Research and Development expenses
Interest Expenses
Other Expenses
Total Expenses
Pre-tax Income (Revenue-Expenditures)
- Income Tax Expenses
Net Income
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Amount
4.7 Conclusion
Sound financial management skills and good recordkeeping of accounting information
ultimately help businesses make more informed and better decisions in terms of
investments, production, profit sharing and allocation, personnel, expansion, etc.
The three financial management elements financial planning, control, and decision
making can be achieved only with sound recordkeeping and use of accounting data
and information.
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MODULE FIVE
CORPORATE GOVERNANCE
AND COMPLIANCE
TRAINING MANUAL I THE DAR ES SALAAM STOCK EXCHANGE (DSE) I
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Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the genesis and importance of corporate
governance in business entities (companies);
To explain to entrepreneurs the various stakeholders involved in companies
operations (internal and external) and their divergent interests;
To convey to entrepreneurs the separation of powers between and functions of
shareholders, Board of Directors members, and management;
To describe the corporate governance challenges facing SMEs and various
approaches to address them;
To underscore the importance of compliance with laws in doing business; and
To present the obligations and rights established by various laws.
(iii) Key Issues to be Addressed by the Module
Corporate governance and its importance in attracting capital;
The separation of powers and decision-making roles exclusively vested to
shareholders, directors, and management and the manner in which they are
exercised;
Ways to harmonize the conflicting interests of stakeholders for the better
functioning of the company;
Basic laws that businesses must observe;
The rights, obligations, and compliance requirements imposed by each law;
The pros and cons of legal compliance; and
The consequences of non-compliance such as penalties (monetary/ imprisonment).
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations; and
Participants interactions/experiences and discussion of practical issues.
(v) Expected Outcome(s)
Entrepreneurs should understand the importance of corporate governance in
attracting capital;
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Entrepreneurs should understand how the mandates for power and decision
making are divided in companies;
Entrepreneurs should understand the advantages of opening up family businesses
to other stakeholders;
Entrepreneurs should understand the benefits of complying with the laws and the
consequences of non-compliance;
Entrepreneurs should understand the importance of registering their businesses,
inventions, trademarks, and copy rights; and
Entrepreneurs should understand the legal interests protected by each law.
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Module Five
5.0 CORPORATE GOVERNANCE AND COMPLIANCE
5.1 Introduction
Companies are legal persons with special governance structures set up to serve and meet
the interests and expectations of various stakeholders. Stakeholders can be grouped
into two broad categories internal and external stakeholders. Internal stakeholders
include directors, employees, management, and shareholders. External stakeholders
include customers, suppliers, contractors, environmentalists, governments, and other
parties indirectly associated with the company. All of these stakeholders have different
interests which must be reconciled for the prosperity and continuity of the company.
Reconciliation can be achieved by the existence of corporate governance.
5.2 Definition of Corporate Governance
Corporate governance refers to the systems by which corporations are directed,
controlled, and held to account. Corporate governance involves systems that assist
companies in improving their management, their board structures, and their procedures
to make them more accountable to shareholders and other stakeholders. Issues such as
financial reporting, transparency and auditing, remuneration of directors, separation
of powers, and minority shareholders rights are included in these systems.
Corporate governance covers the full suite of relationships between a companys
management, its board, and its stakeholders including, but not exclusively, shareholders.
In the broader sense, a company is not responsible to shareholders alone. It is also
responsible to other stakeholders such as society, its employees, the government, and
the public at large. Corporate governance involves the following three organs:
5.2.1 Shareholders
Decide on changes in Memorandum and Articles of Association of the
company;
Decide on the capital structure of the company;
Approve dividends, annual financial statements, and the annual report;
Appoint auditors and directors of the company; and
Approve directors remunerations.
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Cadbury (1992) defines corporate governance as the system by which companies are directed and controlled; see Sir
Adrian Cadbury Report on UK corporate failures.
5.2.2 Directors
Approve the business plan;
Hire executive management;
Are responsible for preparation of financial statements and the annual
report; and
Recommend the amount of dividend to be paid.
5.2.3 Management
Implements the business plan;
Oversees day-to-day activities of the company; and
Hires low-level cadre management.
5.3 Why is Corporate Governance Needed?
The need for corporate governance has evolved in the recent past due to the following
factors:
Corporations are required (expected) to comply with legal requirements;
Corporations are required to be accountable to all stakeholders with whom they
interact;
Corporations are expected to be sustainable institutions, viable and competitive in
society, and able to survive the demise of their founders;
Well-managed corporations are well-positioned and able to attract finance from
different investors from within the country and from outside, thus increasing
investment, growth, and employment;
As corporations interact with society daily, they must account for the manner in
which they serve society at large, despite their profit motives; and
The expectations of shareholders for transparency, protection of their rights, fair
and equitable treatment, and maximization of their returns must be met.
5.4 Drivers of Corporate Governance
The importance of corporate governance worldwide has increased due to:
Globalisation and economic integration throughout the world;
Increased pressure to conserve the environment;
Increased separation of the ownership and control of corporations;
More competitive global markets, which force corporations to look for more
optimal means of enhancing shareholders value so as to attract investment funds
from both local and international sources; and
Evidence that good corporate governance structures can lead to higher economic
payoff.
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upon, and articulate the activities necessary for its operations and prioritise the
timing of such activities. The board should ensure that the identified activities
are consistent with statutory requirements and its calendar of meetings.
5.6.5 Committees of the Board
The board should establish appropriate committees to facilitate the companys
operations. Examples include audit, remunerations, and risk management
committees.
5.6.6 Board Evaluation
Evaluation of the board should be seen as a positive process, an instrument for
the improvement of the boards functioning, and a healthy process meant to
ensure effectiveness and achievement of corporate objectives.
5.7 Corporate Governance: Corporate Social Responsibility
There is no universally accepted definition of Corporate Social Responsibility (CSR)
in place at the moment. The U.S.-based network Business for Social Responsibility
suggests that CSR implies operating in a manner that meets or exceeds the ethical, legal,
commercial and public expectations that society has of business. The Commonwealth
Association for Corporate Governance suggests that CSR is the distinctive contribution
a company makes to the advancement of a society or alleviation of social concerns,
usually through some form of investment in partnership with the community, which
may include the government.
On a global scale, corporations are increasingly taking into consideration the need
to contribute to the society in which they operate, recognizing the role other
stakeholders play in the very existence of companies. Companies spend some of their
profits contributing to the social needs of the areas in which they operate. Sometimes
called Corporate Social Investment, this can include supporting education, health care,
water, and social activities. CSR generally encompasses the areas of: accountability;
community economic development and involvement; the environment; and ethics and
human rights.
5.8 Corporate Governance: Strategic Management for Value Creation
The corporations strategy is a combination of competitive moves and approaches
to compete successfully, please customers, and achieve organizational objectives.
A businesss sole purpose is to create value and wealth for its owners (primarily),
shareholders, and stakeholders at large (secondarily). Corporate executives can create
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value for stakeholders by selecting the most appropriate field in which to operate and
by utilizing their assets in the most effective way. The strategic management process
involves a clear definition and implementation of the following:
The mission, or the overriding purpose of the firm. Whatever the firm states
to the public implies maximizing value primarily to the shareholders and other
stakeholders;
The objectives of the firm, or targets the firm establishes for the attainment of its
mission. Objectives are selected for their impact in achieving value creation and
are the means of evaluating progress towards fulfilment of the corporate mission;
The strategy, or the selection of markets in which to operate and how to compete.
This can be done by pursuing a cost advantage or product differentiation to remain
competitive in the market; and
The tactics, or the implementation of the best (available) operating policies to
secure the chosen competitive advantage.
5.9 A Case for Corporate Governance in SMEs
Good corporate governance by SMEs will facilitate a clear separation between owners
and managers of SMEs. It will also influence transparency, separation of personal and
business activities, and better governance of SMEs, hence contributing to wealth
creation. Proper procedures and good governance will enhance SMEs ability to access
funding through capital markets, as good governance is a prerequisite for entry into
capital markets.
5.10 Corporate Governance: Transforming Family Businesses into Corporations
Family-owned firms have great potential for transforming the economy if they open
up to other stakeholders. Opening up companies to other stakeholders will facilitate
the entry of investors who seek to maximize returns, and in the process will facilitate
wealth creation for all stakeholders. Successful multinational corporations (MNC)
such as SONY, Michelin, Microsoft, TATA, and others started as family businesses.
Opening them up brought in new skills and talents, which revolutionized them to
become todays MNC.
5.10.1 Position of Major Shareholders (and/or Founders)
Founder shareholders in SMEs consider themselves owners, and hence
they have an upper hand in major decisions of the company. Instituting
corporate governance will mean delegating some of the roles performed by
major shareholders to the Board of Directors and attendees of the General
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by the law, which imposes certain requirements with which the company and
its officials must comply. These include:
The filing of annual returns, which consist of all the relevant particulars
of the company, including information on shareholding, directorship,
debentures, and other charges;
The filing of audited accounts;
The filing of any changes in the particulars of the company, such as change
in the name of the company, its aims and objectives, the Board of Directors,
the nominal share capital, the classes of shares, address of registered office,
debentures and other charges in relation to the company, appointment
of receivers, managers, and administrative officers, and winding up
proceedings; and
Payment of various taxes to the central and local government.
company (and its officers) that does not comply with the above and other
requirements may be penalized by way of payment of monetary penalties,
and sometimes even by criminal action. Compliance will give credibility to
the company, make it more creditworthy when such status is at issue, and
will generally render the company in good standing both in business and
social circles.
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may even assign his rights under it to the enterprise. Trade and service marks
are another type of intellectual property. The law gives entrepreneurs the
opportunity to register their trade and service marks to protect their markets
and reputations with respect to the quality of their products. A prudent
manufacturer should make full use of this law by registering his trade and
service marks. At the same time, it is pertinent to avoid using other peoples
marks, as this may result in disputes and litigation with potentially adverse
consequences.
5.11.7 Insurance Law
In business, it is advisable to have a form of protection against risk. Insurance
laws provide the mechanism to such protection by setting out rules governing
insurance contracts between insurers and the insured. Fire insurance, theft and
burglary insurance, motor vehicle insurance, and workmens compensation are
among the risks relevant to businesses that can be covered.
5.11.8 Law of Succession
The law of succession refers to transmission of the rights and obligations of a
deceased person to his heirs. Succession also signifies the estate and debts left
by a person after his death, whether the value of his property exceeds his debts
or vice versa or whether he has left only debts without property. Succession
not only includes the rights and obligations of the deceased as they exist at the
time of his death, but all that accrues after opening of the succession. Finally,
succession signifies the right by which an heir can take possession of the estate
of the deceased, such as it may be. The law has thus devised a set of rules
providing for substantive rights to cater to the rights of successors of estates.
Some business enterprises die with their owners. Companies, on the other hand,
survive the death of their shareholders. While the assets of sole proprietorships
or partnerships are inheritable, those of companies are not; only their shares
can be inherited.
5.12 Conclusion
The framework for good governance exists in Tanzania in all aspects. The legal and
operating systems to foster good governance have been established and are working.
The burden is on SMEs to improve their governance structures to tap into the huge,
unexploited capital market potential in Tanzania. An SME should be able to survive the
demise of its founders. This can only be achieved with the existence of good corporate
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MODULE SIX
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Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand different financing sources for SMEs and their
attendant characteristics;
To describe the costs associated with each source of capital;
To convey to entrepreneurs the factors normally considered by investors (including
venture capitalists); and
To help entrepreneurs understand the importance of gearing in any capital invested
(debt versus equity) and the consequences of poor gearing.
(iii) Key Issues to be Addressed by the Module
Sources, characteristics, costs, and access to capital financing;
Financial planning to secure additional working capital or capital expenditure; and
Ways for SMEs in Tanzania to access these sources of finance and to identify the
best sources of capital for wealth creation and distribution.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations;
Discussion of practical issues; and
Participants experiences/interactions.
(v) Expected Outcome(s)
Entrepreneurs should be able to determine which source of capital finance best fits
them according to the size and level of their business; and
Entrepreneurs should understand how to access finance through capital markets,
including knowing when to do so, how long it will take, who to involve, and
specifically what steps to take.
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Module Six
6.0 FINANCING OPTIONS FOR SMEs
6.1 Introduction
As a business moves beyond the start-up phase, the entrepreneurs focus has to
change. Identifying opportunities for growth and sustainability must become a priority
for managers/owners. It is important that they keep looking for ways to develop and
promote the businesss growth. Failure to do so will allow competitors to grow and
take the entitys market share, which could seriously weaken its position.
Sound financial planning is the foundation of any growth strategy. This process entails
establishing how much investment will be required and when and identifying possible
sources of funding. One of the major hurdles to business expansion faced by SMEs in
Tanzania, and indeed all over the world, is securing financing be it to fund additional
working capital or capital expenditure. The most common sources of finance available
to SMEs in Tanzania are examined next.
6.2 Different Sources of Finance Available to SMEs
6.2.1 Owners Personal Savings
In most cases, this is the first point of call whenever a business requires an
additional cash infusion. Owners funding may take the form of a loan or
an additional equity contribution from shareholders/directors. The main
distinction between the two is that it is expected that the loan will be repaid by
the business at a future date. Not only is this a cheaper source of funding (no
interest), but it is also an indication of personal commitment to the venture on
the part of entrepreneur(s). In practice, however, this option may be severely
limited, as the entrepreneur may have already invested a substantial portion of
personal resources in the business.
6.2.2 Bank Loans
Bank loans remain the most commonly used source of credit for most SMEs.
Bank borrowing has the following common features:
The borrower is expected to have a banking relationship with a lender;
There is a contractual repayment date;
There is payment of a specified rate of interest; and
The debt may be unsecured or secured on the assets of the business. In
the event of default, the lender has the right to sell these assets to redeem
the debt.
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facilitate access to credit by SMEs. The arrangement is in line with the National
Policy on SMEs Development, which is geared towards the promotion and
support of SMEs in Tanzania. Specifically, the SME-CGS aims at providing
credit guarantees to participating financial institutions relating to short- and
medium-term financing, as well as cooperating with various stakeholders in
promoting SMEs in the area of entrepreneurial skills.
6.2.4 Asset Leasing
Paying cash up front to purchase equipment can be a significant drain on
businesses working capital. Leasing an asset, however, gives businesses access
to assets without having to pay for them up front. Asset leasing is an agreement
used to finance the use of equipment or assets. A financing company or bank
(lessor) makes an investment in equipment for the benefit of its customer
(lessee) with expectations to recover the full cost of its investment in the
asset through regular rental payments. Payments are calculated in a manner
that enables the finance company to recover the full cost of its investment in
the asset, plus a margin of profit or interest.
Leasing offers various advantages over other means of financing. The most
important ones suitable for SMEs are:
No collateral requirements collateral/security is seldom required in leasing
because the leased asset serves as security for the finance advanced. The
lessor retains legal ownership over the asset, and in the event of default,
the lessor can repossess the equipment;
Leasing allows technological advancement and therefore offers a way to
modernize production and develop small businesses; and
Low transaction cost a lease can be concluded more quickly and simply
than a bank loan. The lessor is usually only interested in determining the
ability of the leased goods to generate sufficient cash flow to pay monthly
rentals throughout the lease term.
6.2.5 Venture Capital Funds
Venture capital is another source of finance for SMEs facing expansion funding
constraints. Venture capital funds primarily collaborate with entrepreneurs
by providing high-risk equity financing for business opportunities that can be
profitably harvested eventually. Venture capital has been described as the
maternity ward and incubation center for wealth creation. Unlike banks,
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venture capitalists are not passive providers of capital but active coaches for
the entrepreneurs with whom they partner. Venture capital firms seek to add
value in several ways, by:
Identifying and evaluating business opportunities, including management,
entry, or growth strategies;
Monitoring and coaching company management;
Providing technical and strategic input;
Attracting additional capital, directors, management, suppliers, and other
key stakeholders and resources;
Participating actively in managing companies; and
Assisting in the development of new products or services.
Venture capital firms usually seek a high return on their investments to
compensate for the various associated risks. Factors considered requirements
by venture capitalists before they invest in any venture include:
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highly geared a company becomes, therefore, the greater the chance that a poor years
trading performance will result in a default on its debt service obligations, with dire
consequences.
Businesses are usually advised to keep a low gearing ratio (low in debts) because debts
involve a contractual commitment on the part of a borrower to pay interest and repay
capital on the due date. Nonpayment of debt interest is a serious matter in that the
majority of commercial loan agreements give lenders the right to use legal procedures
to recover the debt. On the other hand, if a company fails to pay a dividend on equity,
all that is likely to happen is that its share price will decline as disgruntled investors
sell their shares. However, this is not likely to threaten the immediate survival of the
business.
6.4 Conclusion
Given the above scenario, it is important that SMEs strive to ensure that a significant
proportion of the entitys finance is provided by shareholders, who are the legal
owners of the business. This can be achieved through inviting venture capital equity
participation or through the capital market. Moreover, the existence of a sizeable fund
of permanent capital invested in the business will increase the confidence of lenders,
whereas overdependence on debt finance might not only be seen as sign of weakness,
but also as a potential threat to the future sustainability of the business.
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MODULE SEVEN
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Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the position and role of capital markets in the
financial system and the economy;
To convey to entrepreneurs the role the stock exchange plays in capital raising; and
To describe to entrepreneurs what it takes to go public and eventually obtain a
listing in the DSEs Enterprise Growth Market (EGM) segment.
(iii) Key Issues to be Addressed by the Module
The importance, role, and position of capital markets and financial systems in the
economy;
The functions and roles of a stock exchange in relation to capital raising; and
Basic requirements for raising capital through capital markets and listing at the
DSE.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations; and
Participants interactions/experiences and discussion of practical issues.
(v) Expected Outcome(s)
Entrepreneurs should understand the importance of raising capital through capital
markets;
Entrepreneurs should know what their business should do to access capital through
capital markets;
Entrepreneurs should know how to undertake the process for going public and
getting listed on the DSE; and
Entrepreneurs should understand the incentives available to issuers as well as
investors in capital markets.
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Module Seven
7.0 DSEs ENTERPRISE GROWTH MARKET
7.1 Introduction
It is universally accepted that no modern economy can flourish without the backing
of a strong, efficient financial system. Such a system plays the role of intermediation
by facilitating the movement of funds from savers (surplus spending units) to users
(deficit spending units), thereby increasing the efficiency of economic resource
allocation and deployment.
In an effort to modernize and develop Tanzanias capital markets, the Capital Markets
and Securities Authority (CMSA) carried out a study in 2006 on the appropriate
market structure for Tanzania. The study identified the need to change the existing
structure to align it with the then existing economic functions and activities of the
country (dominated by SMEs) as well as to facilitate the implementation of national
policies aimed at empowering Tanzanians.
Before the study, the DSE had one market segment that served established (i.e.,
medium to large) companies in the country the Main Investment Market Segment
(MIMS). The study recommended creation of a second segment the Enterprise
Growth Market (EGM) to help SMEs mobilize funds to meet their capital needs
through the DSE.
7.2 Functions of a Stock Exchange
7.2.1
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nor brokers determine the prices of securities traded on the stock exchange.
7.2.4 Facilitates Transparency
Disclosure requirements put in place by the DSE require listed companies to
promptly disclose all price-sensitive information so that investors may make
informed decisions. This is achieved at two levels: (i) at the initial offering
period, when companies have to meet listing requirements relating to offering
documents; and (ii) through continuous listing obligations. In this context, the
DSE becomes an information clearing point between listed companies and
investors (an information hub).
7.2.5
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7.3.3
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S/NO
CRITERIA
None
200 million
Incorporation Status
companies).
Issuer Type
issue of shares
combination of all.
Business Operations
10
Minimum number of
S/NO
CRITERIA
11
Period moratorium
12
Utilization process of
proceeds
13
Nominated Advisors
14.
15.
Financial Statements
authorized auditor.
16.
Auditors
Registered by NBAA
17.
Same Management
Management team.
18.
Audit Committees
19.
20.
Certificate of comfort
21.
of Association
22.
Composition of board of
23.
Prospectus approved by
a regulator
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S/NO
CRITERIA
24.
Compliance to other
Corporate Governance
Issues
time.
25.
7.6 Conclusion
This module introduced the EGM segment of the DSE to entrepreneurs. It showed
them the importance and benefits of mobilizing capital through the DSE and explained
the whole process of going public and eventually getting listed on the DSE. It should
be clearly stated here that this market calls for sophisticated investors who can assess
the market and make informed decisions about the companies in which they invest.
Those who cannot carry out the necessary assessment should consult investment
advisors before investing in EGM-listed companies.
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MODULE EIGHT
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Course Outline
(i) Introduction
(ii) Purpose of the Module
To help entrepreneurs understand the functions and roles of the DSE in relation to
capital raising (issuing) and listing;
To convey to entrepreneurs the initial issuing and listing procedures and
requirements of the DSE; and
To enable entrepreneurs to understand the continuous listing procedures and
obligations of the DSEs EGM segment.
(iii) Key Issues to be Addressed by the Module
Functions of a stock exchange for and during issuing and listing;
The processes of raising capital (issuing) and listing using capital markets; and
Continuous listing obligations of the DSE.
(iv) Methodology
Presentations by consultants;
Practical examples/case studies of actual situations;
Participants interactions/experiences; and
Discussion of practical issues.
(v) Expected Outcome(s)
Entrepreneurs should understand the importance of raising capital through capital
markets;
Entrepreneurs should understand the process and requirements of capital raising
(and listing) through a stock exchange;
Entrepreneurs should know the continuous listing obligations of listed companies
at the DSE; and
Entrepreneurs should know how to comply with the capital raising and listing
requirements of the DSE.
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Module Eight
8.0 LISTING REQUIREMENTS AND CONTINUOUS LISTING OBLIGATIONS
8.1 Introduction
The DSE Listing Rules for the EGMs are less onerous compared to those for the Main
Market segment in order to enable small and start-up companies to raise capital
through the capital markets and list their shares at the Stock Exchange.
An issuer who has met the initial issuing and listing eligibility conditions must:
Appoint a team of consultants to prepare the company for public issue of securities
and the listing of these securities on the stock exchange;
Appoint a Nominated Advisor, who will nurture the company from the time the
idea of raising capital arises;
Retain a Nominated Advisor to advise the company throughout its listed life on
the EGM;
Submit to the CMSA and DSE an application for a Nominated Adviser for approval
by both institutions; and
Prepare a prospectus for the purpose of public offer and listing as required by
CMSA Prospectus Regulations. Approval of this prospectus will then allow the
issuer to start selling securities to the public.
8.2 Listing Requirements: The Nominated Advisor
8.2.1 Roles and Responsibilities
A Nominated Advisor acts as a consultant to companies that may have bright
business ideas but lack capital and management capacity. The Nominated
Advisor operates on the EGM because some companies listed there are new
ventures. The Advisor guides the company on all initial listing requirements,
preparation of the prospectus, and compliance with the continuous listing
requirements. Companies wishing to obtain a listing on the EGM will not
be permitted to list if they have not appointed a Nominated Advisor. The
appointment is mandatory for the listing to be approved.
8.2.2 Conditions for Appointment as a Nominated Advisor
The Nominated Advisor stays with a company for its entire listing life unless
the company is de-listed or graduates to the main market. Individuals and firms
wishing to be appointed as a Nominated Advisor must:
Be incorporated as a public company under the Companies Act;
Have enough professionals who are licensed by the CMSA;
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Every issuer shall comply with the continuing listing obligations prescribed by the
CMSA and DSE rules. Every issuer must also retain a Nominated Advisor to advise the
company throughout its listed life on EGM.
An issuer shall, as soon as possible but not later than 24 hours, release an announcement
giving details of:
Circumstances or events that have or are likely to have a material effect on the
financial results, the financial position, or cash flow of the issuer and/or information
necessary to enable holders of the issuers listed securities and the public to make
informed decisions on the issuers performance and operations; and
New developments which impact the issuers operations, trading, and financial
performance or any information whatsoever considered by the issuer to be price
sensitive or that could lead to material movements in the prices of its listed
securities.
Lastly, an issuer shall submit to the DSE and the CMSA any material price-sensitive
information and shall publish a cautionary announcement as soon as possible after it is
in possession of such information, if at any time the necessary degree of confidentiality
of such information cannot be maintained, or if the issuer suspects that confidentiality
has or may have been breached.
8.6 Conclusion
This module illustrated to entrepreneurs the whole process of accessing long-term
capital through capital markets. It explained the process and key requirements for
any company that intends to float securities for public subscription. Furthermore, the
process and available alternatives through which long-term funds for investments are
raised were explained.
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