DDI_BLR_2002_ES_v01_M_WB
Antonina Redko
<_value>
NADA
Version 01
Enterprise Survey 2002
ES 2002
BLR_2002_ES_v01_M_WB
World Bank
European Bank for Reconstruction and Development
NADA
World Bank
European Bank for Reconstruction and Development
Enterprise Survey [en/oth]
Firm-level surveys have been conducted since 1998 by different units within the World Bank. This survey is part of the second round of the Business Environment and Enterprise Performance Survey (BEEPS II), a joint initiative of the World Bank Group ("WB") and the European Bank for Reconstruction and Development ("EBRD"). The initial goal of the study is to better understand conditions for doing business in targeted countries and how they compare to other countries. The ultimate goal of the research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth.
The survey was implemented to 6,667 enterprises in 27 transitional economies: 16 from Central and Eastern Europe (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYR Macedonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 11 from The Commonwealth of Independent States (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Ukraine and Uzbekistan). Researchers initially planned to conduct the study in Turkmenistan. But the research was canceled because of concerns that the Turkmen government would interfere with survey implementation.
This research was conducted in Belarus from June 19 to July 31, 2002, as part of the second round of the Business Environment and Enterprise Performance Survey. The objective of the survey is to obtain feedback from enterprises on the state of the private sector as well as to help in building a panel of enterprise data that will make it possible to track changes in the business environment over time, thus allowing, for example, impact assessments of reforms. Through face-to-face interviews with firms in the manufacturing and services sectors, the survey assesses the constraints to private sector growth and creates statistically significant business environment indicators that are comparable across countries.
The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition.
Belarus
National
The primary sampling unit of the study is the establishment.
The manufacturing and services sectors are the primary business sectors of interest.
Sample survey data [ssd]
MEMRB Custom Research Worldwide
The information below is taken from "The Business Environment and Enterprise Performance Survey - 2002. A brief report on observations, experiences and methodology from the survey" prepared by MEMRB Custom Research Worldwide (now part of Synovate), a research company that implemented BEEPS II instrument.
The general targeted distributional criteria of the sample in BEEPS II countries were to be as follows:
1) Coverage of countries: The BEEPS II instrument was to be administered to approximately 6,500 enterprises in 28 transition economies: 16 from CEE (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYROM, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 12 from the CIS (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Turkmenistan, Ukraine and Uzbekistan).
2) In each country, the sector composition of the total sample in terms of manufacturing versus services (including commerce) was to be determined by the relative contribution of GDP, subject to a 15% minimum for each category. Firms that operated in sectors subject to government price regulations and prudential supervision, such as banking, electric power, rail transport, and water and wastewater were excluded.
Eligible enterprise activities were as follows (ISIC sections):
- Mining and quarrying (Section C: 10-14), Construction (Section F: 45), Manufacturing (Section D: 15-37)
- Transportation, storage and communications (Section I: 60-64), Wholesale, retail, repairs (Section G: 50-52), Real estate, business services (Section K: 70-74), Hotels and restaurants (Section H: 55), Other community, social and personal activities (Section O: selected groups).
3) Size: At least 10% of the sample was to be in the small and 10% in the large size categories. A small firm was defined as an establishment with 2-49 employees, medium - with 50-249 workers, and large - with 250 - 9,999 employees. Companies with only one employee or more than 10,000 employees were excluded.
4) Ownership: At least 10% of the firms were to have foreign control (more than 50% shareholding) and 10% of companies - state control.
5) Exporters: At least 10% of the firms were to be exporters. A firm should be regarded as an exporter if it exported 20% or more of its total sales.
6) Location: At least 10% of firms were to be in the category "small city/countryside" (population under 50,000).
7) Year of establishment: Enterprises which were established later than 2000 should be excluded.
The sample structure for BEEPS II was designed to be as representative (self-weighted) as possible to the population of firms within the industry and service sectors subject to the various minimum quotas for the total sample. This approach ensured that there was sufficient weight in the tails of the distribution of firms by the various relevant controlled parameters (sector, size, location and ownership).
As pertinent data on the actual population or data which would have allowed the estimation of the population of foreign-owned and exporting enterprises were not available, it was not feasible to build these two parameters into the design of the sample guidelines from the onset. The primary parameters used for the design of the sample were:
- Total population of enterprises;
- Ownership: private and state;
- Size of enterprise: Small, medium and large;
- Geographic location: Capital, over 1 million, 1million-250,000, 250-50,000 and under 50,000;
- Sub-sectors (e.g. mining, construction, wholesale, etc).
For certain parameters where statistical information was not available, enterprise populations and distributions were estimated from other accessible demographic (e.g. human population concentrations in rural and urban areas) and socio-economic (e.g. employment levels) data.
The survey was discontinued in Turkmenistan due to concerns about Turkmen government interference with implementation of the study.
Face-to-face [f2f]
The current survey instruments are available:
- Screener and Main Questionnaires.
The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition.
Private contractors conducted BEEPS II on behalf of the World Bank and EBRD. Due to sensitive survey questions addressing business-government relations and corruption-related topics, private contractors were preferred over any government agency or an organization associated with government, and were hired by the World Bank and EBRD to collect the data.
Usually, the surveys were implemented following a two-stage procedure. In the first stage, a screener questionnaire was applied over the phone to determine eligibility and to make appointments. In the second stage, a face-to-face interview took place with the manager, owner or director of each establishment. Sometimes the survey respondent needed to call company accountants and human resource managers into the interview to answer questions in the sales and labor sections of the survey.
All surveys were conducted in the local languages.
The minimum time taken to administer an interview was about one hour with the average for most interviews time being one and a half hours. Some interviews were completed between two and four days in various sittings.
A minimum of 30% call-back checks (100% in Russia and the Asian Republics) were made in order to verify and clarify responses.
In Belarus, the number of targeted interviews was 250; 250 interviews were completed.
Data entry and first checking and validation of the results were undertaken locally. Final checking and validation of the results were made at MEMRB Custom Research Worldwide headquarters.
Overall, in all BEEPS II countries, the implementing agency contacted 18,052 enterprises and achieved an interview completion rate of 36.93%.
Respondents who either refused outright (i.e. not interested) or were unavailable to be interviewed (i.e. on holiday, etc) accounted for 38.34% of all contacts. Enterprises which were contacted but were non-eligible (i.e. business activity, year of establishment, etc) or quotas were already met (i.e. size, ownership etc) or to which “blind calls” were made to meet quotas (i.e. foreign ownership, exporters, etc) accounted for 24.73% of the total number of enterprises contacted.
Confidentiality of the survey respondents and the sensitive information they provide is necessary to ensure the greatest degree of survey participation, integrity and confidence in the quality of the data. Surveys are usually carried out in cooperation with business organizations and government agencies promoting job creation and economic growth, but confidentiality is never compromised.
Where necessary please site the source as "Enterprise Analysis Unit - World Bank Group https://www.enterprisesurveys.org"
Firm-level data is available to the public free-of-charge. In order to access the data, users must agree to abide by a strict confidentiality agreement available through Enterprise Analysis Unit website by clicking on "External users register here" at https://www.enterprisesurveys.org/Portal
The user of the data acknowledges that the original collector of the data, the authorized distributor of the data, and the relevant funding agency bear no responsibility for use of the data or for interpretations or inferences based upon such uses.
Belarus-2002--full data-5
The file contains the cleaned, raw database.
250
400
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
250
Card number
Card number
Card number
Card number
Card number
Screener Questionnaire
250
1
Serial number
Serial number
Serial number
Serial number
Serial number
Screener Questionnaire
250
Country
Country
Country
Country
Country
Screener Questionnaire
250
Belarus
Country
Country
Country
Country
Country
Screener Questionnaire
250
10
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
Screener Questionnaire
250
Sysmiss
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Screener Questionnaire
250
1
Capital
2
Other, over 1 million
3
Other,250,000-1,000,000
4
Other, 50,000-250,000
5
Under 50,000
Respondent represents the company
Respondent represents the company
Respondent represents the company
Respondent represents the company
Respondent represents the company
Good morning/afternoon/evening. I am calling from ……………a market research company. Could I please speak to the person who normally represents the company for official purposes, that is who normally deals with banks or government agencies/institutions?
IF ASKED TO EXPLAIN WHY, ADD: ……….. has been commissioned by the European Bank of Reconstruction and Development and the World Bank to carry out a survey of business in our country. They want to understand better the conditions for doing business in your country.
IF PERSON IS UNAVAILABLE, ARRANGE A CONVENIENT TIME AND CALL BACK. WHEN PUT THROUGH, CONTINUE.
Good morning/afternoon/evening. I am …… from ……. a market research company. We are carrying out a survey of business like yours on behalf of the European Bank of Reconstruction and Development and the World Bank. For classification purposes, could you please answer some preliminary questions? Thank you.
Do you normally represent this company when dealing with banks or government institutions?
250
1
Yes
2
No
Year firm began operations
Year firm began operations
Year firm began operations
Year firm began operations
Year firm began operations
Screener Questionnaire
In what year did your firm begin operations in this country?
250
1864
1877
1893
1930
1931
1932
1933
1935
1943
1944
1947
1955
1958
1959
1960
1961
1966
1968
1970
1971
1973
1975
1976
1977
1978
1980
1981
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Screener Questionnaire
What is the legal organisation of this company?
250
1
Single proprietorship
2
Partnership
3
Cooperative
4
Corporation, privately held
5
Corporation listed on a stock exchange
6
Other private sector
7
State/municipal/district-owned enterprise
8
Corporatized state-owned enterprise
9
Other state owned
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Screener Questionnaire
What is the legal organisation of this company?
250
1
2
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Screener Questionnaire
What is the legal organisation of this company?
Other
250
Sysmiss
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Screener Questionnaire
How would you best describe your firm's main area of activity in terms of sales?
250
2
3
4
5
6
7
8
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Screener Questionnaire
Could you please specify your firm’s main product line or main line of service in terms of sales?
250
1532
1551
1552
1581
1582
1589
1591
1596
1714
1740
1754
1822
1824
1920
2030
2051
2122
2212
2430
2466
2522
2615
2625
2662
2670
2682
2811
2812
3110
3161
3430
3614
3650
4521
4522
4523
4524
4525
4531
4532
4533
4534
4542
4543
4544
4545
5020
5030
5040
5111
5114
5132
5134
5138
5139
5142
5143
5145
5146
5147
5151
5153
5155
5162
5164
5165
5170
5211
5212
5222
5224
5227
5232
5243
5244
5245
5247
5248
5263
5271
5273
5274
5511
5512
5530
6022
6024
6321
6330
6340
6420
7011
7012
7031
7133
7220
7250
7420
7440
7481
7484
9213
9301
9302
9303
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Screener Questionnaire
How many full-time employees work for this company?
250
1
2-10
2
11-49
3
50-99
4
100-249
5
250-499
6
500-999
7
1000-9999
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Screener Questionnaire
How many full-time employees work for this company?
250
1
2-49
2
50-249
3
250-9999
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
Screener Questionnaire
What percentage of your firm is owned by:
Private foreign company/organisation
250
100
14.052
31.018
20
25
30
31
32
45
49
51
52
60
65
80
90
91
95
98
99
100
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
Screener Questionnaire
What percentage of your firm is owned by:
Private domestic company/organisation
250
100
69.596
42.93
1
2
3
5
9
10
13
20
24
25
35
40
44
48
49
51
55
68
69
70
80
91
100
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
Screener Questionnaire
What percentage of your firm is owned by:
Government/State
250
100
16.192
35.051
9
29
49
51
56
69
75
76
80
82
83
87
95
97
99
100
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
Screener Questionnaire
What percentage of your firm is owned by:
Other
250
18
0.16
1.593
5
17
18
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
46
204
1
2
3
6
7
10
13
14
16
17
18
1018
Sysmiss
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Screener Questionnaire
What is the nationality of this foreign company/organisation?
Other
8
242
1
2
4
9
10
97
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
46
204
1
2
3
6
7
10
13
14
16
17
18
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
1
249
18
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
250
Sysmiss
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Screener Questionnaire
Does your firm sell its products or services to customers outside the country?
250
1
Yes
2
No
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
Screener Questionnaire
What percentage of your total sales do such exports represent?
72
178
1
100
47.889
36.363
1
2
3
5
7
8
10
15
20
22
25
30
31
34
35
36
40
43
50
60
80
90
95
97
100
Sysmiss
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Direct loan or equity investment
250
1
Yes
2
No
3
Don't know
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Indirectly through an EBRD, World Bank or IFC credit line facility with a local commercial bank
250
1
Yes
2
No
3
Don't know
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Indirectly through an EBRD, World Bank or IFC supported local investment fund
250
1
Yes
2
No
3
Don't know
Company’s headquarters
Company’s headquarters
Company’s headquarters
Company’s headquarters
Company’s headquarters
Screener Questionnaire
Can you please tell me where are the company’s headquarters located?
250
1
At this site
2
Elsewhere in this country
3
In a foreign country
Number of establishments
Number of establishments
Number of establishments
Number of establishments
Number of establishments
Screener Questionnaire
How many establishments (including this one) does your firm have?
250
1
23
2.116
2.978
1
2
3
4
5
6
7
8
9
10
11
12
14
16
23
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Screener Questionnaire
Does your firm have holdings or operations in other countries?
Would it possible to arrange a time to see you and ask more detailed questions, please? The interview will take about one hour.
249
1
1
Yes
2
No
3
Don't know
Sysmiss
Respondent's job title
Respondent's job title
Respondent's job title
Respondent's job title
Respondent's job title
The purpose of this survey is to better understand constraints that hinder the development of businesses like yours. This study is being conducted for 28 countries by the European Bank for Reconstruction and Development and the World Bank.
The initial goal is to better understand conditions for doing business in your country and how they compare to other countries. The ultimate goal of this research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth. Your answers should reflect only your perception and experience of doing business in your country. I would like to assure you, that the information obtained here would be treated strictly anonymously and confidentially. Neither your name nor the name of your firm will be used in any document based on this survey. Neither the European Bank for Reconstruction and Development nor the World Bank nor any Governmental organisation will be informed of any individual firm’s responses or participation in this survey. I WOULD LIKE TO START BY ASKING SOME GENERAL QUESTIONS ABOUT YOU AND THIS ORGANIZATION.
What is your job title? Please note that even if you have more than one job title we are interested in the title/responsibilities that you regard as the most important.
250
1
Chief Executive/President/Vice President
2
Owner/proprietor
3
Partner
4
Director
5
General Manager
6
Manager
7
Finance Officer
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
What percentage of your sales comes from the following sectors in which your establishment operates?
Mining and quarrying
250
1
0.004
0.0632
1
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
What percentage of your sales comes from the following sectors in which your establishment operates?
Construction
250
100
25.42
42.162
1
20
51
55
60
65
70
80
90
98
100
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
What percentage of your sales comes from the following sectors in which your establishment operates?
Manufacturing
250
100
19.06
36.24
2
10
15
20
30
40
45
49
51
60
70
89
90
95
97
98
100
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
What percentage of your sales comes from the following sectors in which your establishment operates?
Transport storage and communication
250
100
9.74
29.031
1
2
5
10
20
53
60
85
97
100
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
What percentage of your sales comes from the following sectors in which your establishment operates?
Wholesale, retail, repairs
250
100
31.072
43.111
1
2
3
4
5
10
20
30
40
45
49
50
51
60
70
73
80
90
98
99
100
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
What percentage of your sales comes from the following sectors in which your establishment operates?
Real estate, renting and business services
250
100
6.512
23.272
6
7
20
25
30
35
40
60
80
100
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
What percentage of your sales comes from the following sectors in which your establishment operates?
Hotels and restaurants
250
100
1.968
12.774
20
25
70
86
91
100
% of sales from: Other
% of sales from: Other
% of sales from: Other
% of sales from: Other
% of sales from: Other
What percentage of your sales comes from the following sectors in which your establishment operates?
Other
250
100
6.224
23.931
9
47
100
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
What percentage of your firm does the largest shareholder(s) own?
250
10
100
83.488
22.981
10
15
17
25
30
45
50
51
52
55
56
60
65
66
67
68
69
70
75
76
80
82
85
86
87
90
91
95
97
98
99
100
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
How many shareholders hold this percentage share of the firm? Please give me the number
250
1
10
1.152
0.665
1
2
4
10
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
INTERVIEWER: SHOW CARD: - MULTIPLE ANSWER
Which of the following best describes the largest shareholder(s) in your firm?
250
1
Individual
2
Family
3
Domestic company
4
Foreign company
5
Bank
6
Investment fund
7
Managers of the firm
8
Employees of the firm
9
Government or government agency
10
Other (SPECIFY)
11
Don’t know
102
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
250
1
2
3
4
7
8
9
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
2
248
2
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
250
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
250
Sysmiss
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
Which of the following best describes the largest shareholder(s) in your firm?
Other
250
Sysmiss
How the firm established
How the firm established
How the firm established
How the firm established
How the firm established
How was your firm established?
206
44
1
Privatisation of a state-owned firm
2
Originally private, from time of start up
3
Private subsidiary of a formerly state-owned firm
4
Joint venture with foreign partner(s)
5
Other
Sysmiss
How the firm established: Other
How the firm established: Other
How the firm established: Other
How the firm established: Other
How the firm established: Other
How was your firm established?
250
Sysmiss
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
What year was the privatisation completed?
12
238
1992
1993
1994
1995
1996
1997
1998
Sysmiss
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Has there been a change in the general manager since 1998?
250
1
Yes
2
No
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
Did the current general manager work in the company prior to being appointed as a general manager?
250
1
Yes
2
No
Age of the general manager
Age of the general manager
Age of the general manager
Age of the general manager
Age of the general manager
What is the age of the general manager?
250
24
70
43.168
8.785
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
What is the highest level of education of the general manager?
249
1
1
Did not complete secondary school
2
Secondary school
3
Vocational training
4
Some university training
5
Completed university degree
6
Completed higher university degree (eg. masters, doctorate)
7
Don’t know
Sysmiss
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
I WOULD NOW ASK SOME QUESTIONS ABOUT THE SALES OF YOUR FIRM AND ITS SUPPLIERS
What percentage of your firm’s sales are:
Sold domestically
250
100
86.208
29.141
3
5
10
20
40
50
57
60
64
65
66
69
70
75
78
80
85
90
92
93
95
97
98
99
100
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
What percentage of your firm’s sales are:
Exported directly
250
100
13.072
28.476
1
2
3
5
7
8
10
15
17
20
22
25
30
31
34
35
38
40
50
60
80
90
95
97
100
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
What percentage of your firm’s sales are:
Exported indirectly through a distributor
250
90
0.72
6.328
5
10
15
20
35
90
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs?
63
187
15
1.54
2.526
1
2
3
4
5
7
10
15
Sysmiss
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs?
63
187
30
2.825
4.917
1
2
3
4
5
6
7
10
13
15
30
Sysmiss
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
What percentage of your domestic sales are to:
Government or government agencies (excluding state-owned enterprises)
244
6
100
24.725
32.004
1
2
3
5
10
15
17
20
23
25
29
30
35
40
50
52
55
60
70
75
80
81
85
87
90
95
100
Sysmiss
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
What percentage of your domestic sales are to:
Multinationals located in your country (not including your parent company, if applicable)
244
6
100
3.836
16.154
1
2
3
5
10
15
20
30
40
50
70
85
90
99
100
Sysmiss
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
What percentage of your domestic sales are to:
Your firm’s parent company or affiliated subsidiaries
244
6
100
0.922
7.568
10
15
20
30
50
100
Sysmiss
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
What percentage of your domestic sales are to:
Large domestic firms (those with approximately 250 plus workers) (not including your parent company, if applicable)
244
6
100
16.27
26.704
1
2
4
5
6
10
20
21
25
30
40
45
50
55
58
60
65
70
80
90
97
99
100
Sysmiss
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
What percentage of your domestic sales are to:
Other (sales to small firms, individuals, etc.)
244
6
100
54.246
39.552
1
3
4
5
8
10
13
15
18
19
20
23
24
25
27
30
35
40
50
55
59
60
70
75
77
80
90
95
96
98
99
100
Sysmiss
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
What percentage of your sales in the past 12 months goes to your three largest customers:
250
1
Less than 20%
2
20% or more
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
What percentage of your sales in the past 12 months is to customers that you have had for at least 3 years
248
2
1
Less than 20%
2
20% or more
Sysmiss
Number of competitors, range
Number of competitors, range
Number of competitors, range
Number of competitors, range
Number of competitors, range
Thinking of your firm’s major product line or main line of services in the domestic market, how many competitors do you face?
244
6
1
None
2
1-3
3
4 or more
Sysmiss
Exact number of competitors
Exact number of competitors
Exact number of competitors
Exact number of competitors
Exact number of competitors
Please give me the exact number of your competitors
43
207
1
3
2.326
1
2
3
Sysmiss
Competition importance scale
Competition importance scale
Competition importance scale
Competition importance scale
Competition importance scale
How important is competition from imports in the market for you main product line or main line of services in the domestic market?
244
6
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
These products cannot be imported
7
Don’t know
Sysmiss
Consequences of price increase
Consequences of price increase
Consequences of price increase
Consequences of price increase
Consequences of price increase
Now I would like to ask you a hypothetical question. If you were to raise your prices of your main product line or main line of services 10% above their current level in the domestic market (after allowing for any inflation) which of the following would best describe the result assuming that your competitors maintained their current prices?
250
1
Our customers would continue to buy from us in the same quantities as now
2
Our customers would continue to buy from us, but at slightly lower quantities
3
Customers would continue to buy from us, but at much lower quantities
4
Many of our customers would buy from our competitors instead
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
Considering your main product line or main line of services, in the domestic market what percentage of the total market sales does your firm have?
244
6
1
0-5%
2
More than 5%
Sysmiss
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
Please give me the percentage of the total market sales that your firm has.
35
215
6
100
35
30.055
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
Considering your main product line or main line of services in the domestic market, by what margin does your sales price exceed your operating costs (i.e., the cost material inputs plus wage costs but not overheads and depreciation)
244
6
2
100
18.053
12.885
2
3
4
5
6
7
8
9
10
12
13
14
15
16
17
18
20
22
24
25
27
30
35
40
45
50
52
55
70
100
Sysmiss
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
What percent of your establishment’s material inputs and supplies are:
Purchased from domestic sources
250
100
55.216
39.307
1
2
5
8
10
15
20
30
35
40
45
50
57
60
65
70
75
80
85
90
93
95
97
98
99
100
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
What percent of your establishment’s material inputs and supplies are:
Imported directly
250
100
17.768
32.147
2
3
4
5
10
15
20
25
30
35
40
43
45
48
50
60
70
80
85
90
92
98
100
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
What percent of your establishment’s material inputs and supplies are:
Imported indirectly through a distributor
250
100
27.016
35.45
1
2
3
5
10
15
18
20
25
30
35
40
42
50
60
65
70
80
90
95
100
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs?
83
167
15
2.373
2.753
1
2
3
4
5
6
7
8
10
14
15
Sysmiss
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs?
83
167
30
4.458
5.456
1
2
3
4
5
6
7
8
10
14
15
30
Sysmiss
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
What percent of sales in 2001 was lost due to delivery delays from your material input suppliers?
249
1
30
1.763
4.102
1
2
3
4
5
7
10
15
20
30
Sysmiss
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Thinking of your firm’s main material input, how many suppliers do you have?
247
3
1
None
2
1-3
3
4 or more
Sysmiss
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Please give me the exact number of your suppliers.
55
195
1
3
2.073
0.858
1
2
3
Sysmiss
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
What per cent of your material input purchases in 2001 is from the suppliers that you have had for at least 3 years?
245
5
1
Less than 20%
2
20% or more
Sysmiss
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Now, I would like to ask you a hypothetical question. If the main supplier of your main material input increased its supply price by 10% above what you pay at present (after allowing for inflation), how would you respond assuming that alternative suppliers if any left prices and other terms unchanged?
246
4
1
Purchase the same amount of the main material input from the existing main supplier
2
Purchase some of this material input from alternative suppliers, but continue most of purchases from the existing main supplier
3
Purchase most of this material input from alternative suppliers, but continue some purchases from the existing main supplier
4
Purchase all of this material input from alternative suppliers
Sysmiss
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Family
250
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Friends
250
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Former employees who now work for a potential customer or supplier
247
3
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Prior employment of senior managers by a potential customer or supplier
243
7
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Existing customers or suppliers
250
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Government agencies
247
3
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Business associations/chambers of commerce
234
16
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Trade fairs and other public sources of information
249
1
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Has your company undertaken any of the following initiatives since 1998?
Changed of identity of main material input supplier
247
3
1
Yes
2
No
Sysmiss
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Has your company undertaken any of the following initiatives since 1998?
Changed of identity of the main customers (>20% of sales)
249
1
1
Yes
2
No
Sysmiss
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Has your company undertaken any of the following initiatives since 1998?
Exported to new country
217
33
1
Yes
2
No
Sysmiss
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Changed of identity of main material input supplier
98
152
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Changed of identity of the main customers (>20% of sales)
85
165
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Exported to new country
18
232
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT INFRASTRUCTURE SERVICES
How many days in 2001 did your establishment experienced:
Power outages or surges from the public grid?
250
20
1.224
3.065
1
2
3
4
5
6
7
10
12
15
20
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
How many days in 2001 did your establishment experienced:
Insufficient water supply?
248
2
60
2.056
7.967
1
2
3
4
7
10
20
24
28
30
60
Sysmiss
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
How many days in 2001 did your establishment experienced:
Unavailable mainline telephone service?
249
1
30
1.751
5.414
1
2
3
4
5
6
7
10
14
15
20
21
30
Sysmiss
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Fixed line telephone
250
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Fax
250
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Mobile telephone
250
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Email
250
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Internet
250
1
Yes
2
No
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following?
A fixed line telephone connection
63
187
365
59.921
115.083
1
2
3
5
7
10
14
15
16
20
25
30
35
56
60
180
360
365
Sysmiss
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following?
An electrical connection
37
213
60
9.622
16.914
1
2
3
5
7
10
14
20
30
60
Sysmiss
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
NOW I’D LIKE YOU TO THINK ABOUT THE JUDICIARY AND LAW ENFORCEMENT
How often do you associate the following descriptions with the court system in resolving business disputes?
Fair and impartial
231
19
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
How often do you associate the following descriptions with the court system in resolving business disputes?
Honest/uncorrupted
229
21
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
How often do you associate the following descriptions with the court system in resolving business disputes?
Quick
231
19
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
How often do you associate the following descriptions with the court system in resolving business disputes?
Affordable
224
26
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
How often do you associate the following descriptions with the court system in resolving business disputes?
Able to enforce its decisions
229
21
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
To what degree do you agree with this statement? “I am confident that the legal system will uphold my contract and property rights in business disputes”.
239
11
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
% sales pre-paid
% sales pre-paid
% sales pre-paid
% sales pre-paid
% sales pre-paid
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PAYMENT TERMS OF YOUR FIRM
What per cent of your firm’s sales are pre-paid?
247
3
100
45.636
34.908
1
2
3
5
6
7
8
10
14
15
20
23
25
30
35
40
45
48
50
55
60
64
65
70
75
80
90
95
99
100
Sysmiss
% sales sold on credit
% sales sold on credit
% sales sold on credit
% sales sold on credit
% sales sold on credit
What per cent of your firm’s sales are sold on credit?
250
100
30.58
34.934
1
2
3
5
8
10
12
15
20
25
30
35
36
40
50
52
55
60
65
70
72
75
77
80
85
90
92
93
95
97
98
99
100
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Have you ever had to resolve an overdue payment?
250
1
Yes
2
No
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
How long did it typically take (in weeks) to resolve an overdue payment?
187
63
1
100
15.364
21.738
1
2
3
4
5
6
7
8
9
10
12
14
15
20
24
25
28
30
36
40
46
48
50
51
52
54
72
78
96
100
Sysmiss
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
Of these disputes over payments, what per cent was resolved by court action?
57
193
1
100
18.754
28.058
1
2
3
4
5
6
10
12
15
20
25
30
50
80
100
Sysmiss
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000?
246
4
20
1.041
3.123
1
2
3
4
5
6
7
9
10
12
14
20
Sysmiss
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000?
245
5
15
0.4
1.556
1
2
3
5
8
10
15
Sysmiss
Make payments: Security
Make payments: Security
Make payments: Security
Make payments: Security
Make payments: Security
Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments?
Security (equipment, personnel, etc. excluding “protection payments”)
250
1
Yes
2
No
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments?
Protection payments
250
1
Yes
2
No
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments? If yes, what per cent of your total annual sales do you pay?
Security (equipment, personnel, etc. excluding "protection payments")
119
131
0.1
10
1.367
1.738
0.100000001490116
0.200000002980232
0.300000011920929
0.5
0.600000023841858
0.699999988079071
0.800000011920929
1
1.20000004768372
1.29999995231628
1.5
2
3
4
5
7
10
Sysmiss
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments? If yes, what per cent of your total annual sales do you pay?
Protection payments
7
243
0.1
5
1.671
1.813
0.100000001490116
0.5
1
2
3
5
Sysmiss
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001?
250
1
Yes
2
No
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001? If yes, what were your estimated losses as a per cent of your total 2001 sales?
250
30
0.82
3.58
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.600000023841858
0.899999976158142
1
2
4
5
10
15
25
30
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
NOW I WOULD LIKE YOU TO THINK ABOUT THE GOVERNMENT POLICIES, LAWS AND REGULATIONS GOVERNING YOUR BUSINESS
To what degree do you agree with the following statements?
Information on the laws & regulations affecting my firm is easy to obtain
248
2
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
To what degree do you agree with the following statements?
Interpretations of the laws and regulations affecting my firm are consistent & predictable
246
4
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
How likely do you think it is that an unforeseen change in laws or regulations will occur in 2003 and have a significant impact on your business?
244
6
1
Extremely unlikely
2
Highly unlikely
3
Fairly unlikely
4
Fairly likely
5
Highly likely
6
Extremely likely
7
Don’t know
Sysmiss
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
What per cent of senior management’s time in 2001 was spent in dealing with public officials about the application and interpretation of laws and regulations and to get or to maintain access to public services?
250
50
7.158
11.163
0.100000001490116
0.200000002980232
0.5
1
1.5
2
2.5
3
4
5
6
8
10
11
12
15
20
25
30
40
50
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often is the following statement true? “If a government agent acts against the rules I can usually go to another official or to his superior and get the correct treatment without recourse to unofficial payments/gifts.”
240
10
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Is your firm a member of a business association or chamber of commerce?
250
1
Yes
2
No
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? “Critical value to your firm” should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Lobbying government
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Resolution of disputes (with officials, workers or other firms)
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information and/or contacts on domestic product and input markets
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information and/or contacts on international product and input markets
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Accrediting standards or quality of products; reputational benefits
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information on government regulations
42
208
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
THINK ABOUT NATIONAL LAWS AND REGULATIONS ENACTED IN 2001 THAT HAD A SUBSTANTIAL IMPACT ON YOUR BUSINESS:
Did your firm seek to influence the content of laws or regulations affecting it?
249
1
1
Yes
2
No
Sysmiss
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Your firm
250
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Your domestic competitors
244
6
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Other domestic firms
233
17
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Foreign firms
234
16
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
A business association to which you belong
42
208
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Other business associations
205
45
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Dominant firms or conglomerates in key sectors of the economy
230
20
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Labour unions
240
10
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Organised crime
229
21
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Regional or local government
244
6
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Military
228
22
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Individuals or firms with close personal ties to political leaders
240
10
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
International development agencies or foreign governments
240
10
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
WE NOW WANT TO ASK YOUR OPINION ON “UNOFFICIAL PAYMENTS” TO OFFICIALS IN THIS COUNTRY. CAN I PLEASE REASSURE YOU THAT:
We are interested in your opinions in a personal capacity
We do not imply in any way that your company makes unofficial payments/gifts
We recognise that your company neither approves of nor condones the use of unofficial payments/gifts
The responses that you give will be aggregated and presented in purely statistical terms; any comments you give me cannot be attributed to either you or your company
Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true?
“It is common for firms in my line of business to have to pay some irregular “additional payments/gifts” to get things done ” with regard to customs, taxes, licenses, regulations, services etc."
242
8
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true?
“Firms in my line of business usually know in advance about how much this ‘additional payment/gifts’ is"
213
37
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
On average, what percent of total annual sales do firm’s like yours typically pay in unofficial payments/gifts to public officials?
244
6
50
1.493
4.006
0.100000001490116
0.300000011920929
0.5
0.699999988079071
1
2
3
5
7
8
10
50
Sysmiss
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To get connected to and maintain public services (electricity and telephone)
248
2
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To obtain business licenses and permits
249
1
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To obtain government contracts
235
15
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with occupational health and safety inspections
248
2
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with fire and building inspections
246
4
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with environmental inspections
240
10
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with taxes and tax collection
247
3
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with customs/imports
233
17
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with courts
233
17
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To influence the content of new legislation rules decrees, etc.
231
19
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
When firms in your industry do business with the government, how much of the contract value would be typically paid in additional or unofficial payments/gifts to secure the contract?
241
9
20
1.067
2.876
0.100000001490116
0.5
1
2
2.5
3
5
8
10
20
Sysmiss
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
Recognising the difficulties that many firms face in fully complying with taxes and regulations, what per cent of total annual sales would you estimate the typical firm in your area of business reports for tax purposes?
244
6
20
100
91.881
16.652
20
25
30
40
43
45
50
60
65
67
70
72
75
80
82
88
90
95
97
98
99
100
Sysmiss
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to Parliamentarians to affect their votes
220
30
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to Government officials to affect the content of government decrees
221
29
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to judges to affect the decisions of criminal court cases
220
30
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to judges to affect the decisions in commercial cases
223
27
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to central bank officials to affect central bank policies and decision
223
27
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Illegal contributions to political parties and/or election campaigns to affect the decisions of elected officials
221
29
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
247
3
100
70.522
37.415
5
10
14
20
24
25
28
30
38
40
42
50
60
65
70
75
78
79
80
85
86
88
90
95
97
99
100
Sysmiss
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Equity (i.e. issue new shares)
247
3
70
0.494
4.875
1
2
5
20
24
70
Sysmiss
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from local private commercial banks
247
3
80
2.194
9.533
1
2
4
5
10
20
30
40
50
70
80
Sysmiss
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from state-owned banks, including state development banks
247
3
100
4.219
15.739
5
6
7
8
10
15
20
25
30
37
50
54
60
80
90
100
Sysmiss
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from foreign banks
247
3
50
0.202
3.181
50
Sysmiss
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Loans from family/friends
247
3
100
6.073
20.151
5
10
15
20
25
30
40
50
80
100
Sysmiss
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Money lenders or other informal sources (other than family/friends)
247
3
100
1.457
9.501
1
5
9
10
20
25
50
80
100
Sysmiss
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from suppliers
247
3
100
7.846
18.026
2
3
9
10
15
20
21
25
30
40
50
60
70
80
90
100
Sysmiss
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from customers
247
3
100
2.984
11.366
2
5
10
15
20
25
30
40
50
55
100
Sysmiss
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Credit cards
247
3
10
0.0486
0.648
2
10
Sysmiss
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Leasing arrangement
247
3
100
2.166
12.05
1
2
3
5
6
10
23
35
50
75
80
100
Sysmiss
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
The government (other than state-owned banks)
247
3
45
0.538
3.992
1
4
10
18
25
30
45
Sysmiss
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other (SPECIFY SOURCES)
247
3
100
1.255
10.69
20
90
100
Sysmiss
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other
250
Sysmiss
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Internal funds/Retained earnings
117
133
100
72.684
37.02
10
20
30
40
50
60
70
80
90
95
99
100
Sysmiss
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Equity (i.e. issue new shares)
117
133
5
0.0427
0.462
5
Sysmiss
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from local private commercial banks
117
133
100
2.838
12.76
4
5
8
10
45
50
100
Sysmiss
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from state-owned banks, including state development banks
117
133
70
1.889
8.274
1
3
7
10
20
30
70
Sysmiss
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from foreign banks
117
133
60
0.94
7.19
50
60
Sysmiss
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Loans from family/friends
117
133
100
7.325
23.708
2
5
10
20
25
50
80
100
Sysmiss
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Money lenders or other informal sources (other than family/friends)
117
133
80
2.427
10.874
9
25
40
50
80
Sysmiss
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from suppliers
117
133
50
1.88
8.087
10
20
40
50
Sysmiss
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from customers
117
133
50
0.855
5.919
5
40
50
Sysmiss
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Credit cards
117
133
10
0.0855
0.925
10
Sysmiss
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Leasing arrangement
117
133
100
6.239
19.252
5
10
20
30
35
40
50
60
70
80
100
Sysmiss
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
The government (other than state-owned banks)
117
133
100
1.641
10.97
7
25
60
100
Sysmiss
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other (SPECIFY SOURCES)
117
133
100
1.154
9.635
5
30
100
Sysmiss
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other
250
Sysmiss
Financing required collateral
Financing required collateral
Financing required collateral
Financing required collateral
Financing required collateral
Thinking of the most recent bank loan or overdraft you obtained, did the financing require collateral?
249
1
1
Yes
2
No
3
No loan
Sysmiss
Type of collateral
Type of collateral
Type of collateral
Type of collateral
Type of collateral
What kind of collateral (e.g. land, buildings, machinery, your home) was required? MULTIPLE ANSWER ALLOWED
84
166
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
12
23
34
45
123
234
2345
Sysmiss
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Land
84
166
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Buildings
27
223
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Machinery
4
246
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Your home
1
249
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Other (specify)
250
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Other
250
Sysmiss
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
What was the approximate value of the collateral required as a percent of the loan value?
98
152
30
300
130.918
52.121
30
50
60
70
80
90
100
110
115
120
130
140
145
150
152
175
178
180
200
250
270
300
Sysmiss
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
What is the loan’s annual cost (i.e. rate of interest)?
90
160
2
97
56.111
28.489
2
5
6.5
8
9
10
12
13
14
15
16
17
18
20
25
30
40
45
50
50.5
52
54
55
60
65
70
72
75
80
82
85
90
95
97
Sysmiss
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
What is the duration of the loan in months?
111
139
1
72
11.189
12.825
1
2
3
4
5
6
11
12
13
18
24
30
36
54
60
72
Sysmiss
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
How many days did it take to agree the loan with the bank from the date of application?
112
138
1
180
18.911
34.442
1
2
3
4
5
7
8
10
14
15
20
21
30
31
35
45
60
90
170
180
Sysmiss
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Now I would like to ask you a hypothetical question. If your firm were to fall behind in its bank repayments, which of the following would best describe how you would expect the bank to react?
105
145
1
Do nothing
2
Extend the term of the loan without changing the conditions
3
Extend the term of the loan but increase the interest rate
4
Begin legal proceedings to take possession of some assets of the firm
5
Don’t know
Sysmiss
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. How easy would it be for your firm to obtain a short-term working capital loan on commercial terms.
223
27
1
Impossible
2
Very difficult
3
Fairly difficult
4
Fairly easy
5
Very easy
6
Don’t know
Sysmiss
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. And how easy would it be for your firm to obtain a longer term banking loan for new investment.
216
34
1
Impossible
2
Very difficult
3
Fairly difficult
4
Fairly easy
5
Very easy
6
Don’t know
Sysmiss
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Has your firm changed its main bank (the single bank with which your firm has the closest relationship) since 1998?
250
1
Yes
2
No
3
No main bank
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
58
192
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance.
240
10
1
2
3
4
6
7
8
11
102
103
104
106
107
108
203
204
206
208
304
306
308
311
406
407
408
409
411
506
608
708
809
810
811
10204
10206
10308
10311
10406
10407
10408
10608
10609
10611
10708
10809
10811
20304
20306
20307
20308
20309
20310
20405
20406
20408
20409
20608
20610
20611
20708
30406
30407
30408
30607
30608
30609
30610
30611
30708
40608
40708
40811
1020305
1020306
1020308
1020309
1020406
1030406
1030407
1030408
1030608
1030610
1040607
1040608
1040811
1060910
2030405
2030409
2030506
2030608
2030609
2030710
2030809
2040708
2040710
2050610
2060708
3040607
3040608
3040611
3040708
3040811
3060708
4060708
4060811
7080910
Sysmiss
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Liquidate short term financial assets
65
185
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from banks
79
171
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from suppliers
99
151
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payment to suppliers/utilities
95
155
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Issue bills of exchange (e.g. veksels)
6
244
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Exchange goods for goods
77
173
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payments to budget (taxes) and extra-budgetary funds
40
210
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payments to workers (wages)
94
156
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from the government
16
234
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain a subsidy from the government
11
239
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Other (Specify source)
23
227
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Does your firm use international accounting standards (IAS)?
239
11
1
Yes
2
No
3
Don't know
Sysmiss
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
Does your establishment have its annual financial statement reviewed by an external auditor?
249
1
1
Yes
2
No
3
Don't know
Sysmiss
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
84
166
1
15
2.19
2.341
1
2
3
4
5
7
14
15
Sysmiss
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
234
16
1
18
1.795
2.051
1
2
3
4
5
7
10
15
18
Sysmiss
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
102
148
1
12
2.843
2.416
1
2
3
4
5
6
7
10
12
Sysmiss
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
32
218
0.1
3
1.653
1.098
0.100000001490116
0.200000002980232
0.5
0.800000011920929
1
2
2.5
3
Sysmiss
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
89
161
0.1
4
1.319
1.201
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.600000023841858
0.800000011920929
1
1.5
2
2.5
3
3.29999995231628
3.5
4
Sysmiss
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
34
216
0.1
3
1.162
1.018
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.800000011920929
0.899999976158142
1
1.5
2
3
Sysmiss
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
53
197
1
Sysmiss
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
143
107
1
Sysmiss
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
69
181
1
Sysmiss
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Cash or bank transfer (cash settlement)
249
1
100
92.819
15.143
20
35
40
50
56
57
60
65
70
75
80
82
85
87
88
90
94
95
96
97
98
99
100
Sysmiss
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Bills of exchange (e.g., veksels)
249
1
30
1.301
4.61
1
2
3
4
5
6
10
15
20
30
Sysmiss
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Debt swaps or offsets
249
1
90
0.602
6.16
10
20
30
90
Sysmiss
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Exchange of goods for goods
249
1
65
4.876
11.402
1
2
3
4
5
10
12
15
18
20
30
35
40
43
50
65
Sysmiss
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Other
249
1
40
0.402
3.681
30
40
Sysmiss
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
What share of your purchases from suppliers in 2001 was ultimately settled by:
Cash or bank transfer (cash settlement)
250
100
91.788
19.579
1
10
15
20
30
35
40
45
50
57
60
65
70
75
80
85
90
92
94
95
96
97
98
99
100
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
What share of your purchases from suppliers in 2001 was ultimately settled by:
Bills of exchange (e.g., veksels)
250
50
1.556
6.182
2
3
5
10
15
20
30
40
50
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
What share of your purchases from suppliers in 2001 was ultimately settled by:
Debt swaps or offsets
250
94
0.656
7.065
10
60
94
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
What share of your purchases from suppliers in 2001 was ultimately settled by:
Exchange of goods for goods
250
100
5.16
13.894
1
2
3
5
8
10
15
20
30
35
40
43
50
55
65
80
100
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
What share of your purchases from suppliers in 2001 was ultimately settled by:
Other
250
80
0.84
7.035
30
40
60
80
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Utilities
250
1
Yes
2
No
3
Don't know
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Taxes
250
1
Yes
2
No
3
Don't know
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Employees
250
1
Yes
2
No
3
Don't know
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Material Input suppliers
249
1
1
Yes
2
No
3
Don't know
Sysmiss
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Utilities
247
3
27
0.425
2.531
1
2
5
7
8
10
12
20
27
Sysmiss
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Taxes
250
30
0.28
2.208
1
2
5
7
9
13
30
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Employees
249
1
20
0.229
1.911
1
4
10
20
Sysmiss
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Material Input suppliers
244
6
100
2.627
10.445
1
2
4
5
6
9
10
18
20
25
30
40
50
60
65
100
Sysmiss
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
National government
250
1
Yes
2
No
3
Don't know
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
Regional or local government
250
1
Yes
2
No
3
Don't know
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
Other (SPECIFY)
1
249
1
Yes
2
No
3
Don't know
Sysmiss
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
National government
249
1
10
0.0723
0.731
3
5
10
Sysmiss
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
Regional or local government
249
1
20
0.339
2.256
0.800000011920929
1
1.5
2
4
5
20
Sysmiss
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
Other (SPECIFY)
1
249
5
5
5
5
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
I WOULD NOW LIKE TO ASK YOU QUESTIONS ABOUT THE OVERALL BUSINESS ENVIRONMENT IN YOUR COUNTRY AND HOW IT AFFECTS YOUR FIRM
Can you tell me how problematic are these different factors for the operation and growth of your business.
Access to financing (e.g., collateral required) or financing not available from banks
240
10
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
Can you tell me how problematic are these different factors for the operation and growth of your business.
Cost of financing (e.g., interest rates and charges)
233
17
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
Can you tell me how problematic are these different factors for the operation and growth of your business.
Telecommunications
247
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
Can you tell me how problematic are these different factors for the operation and growth of your business.
Electricity
248
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
Can you tell me how problematic are these different factors for the operation and growth of your business.
Transportation
247
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
Can you tell me how problematic are these different factors for the operation and growth of your business.
Access to land
235
15
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
Can you tell me how problematic are these different factors for the operation and growth of your business.
Tax rates
249
1
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
Can you tell me how problematic are these different factors for the operation and growth of your business.
Tax administration
240
10
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
Can you tell me how problematic are these different factors for the operation and growth of your business.
Customs and trade regulations
228
22
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
Can you tell me how problematic are these different factors for the operation and growth of your business.
Business licensing and permits
248
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
Can you tell me how problematic are these different factors for the operation and growth of your business.
Labour regulations
248
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Skills and education of available workers
249
1
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
Can you tell me how problematic are these different factors for the operation and growth of your business.
Economic policy uncertainty
249
1
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
Can you tell me how problematic are these different factors for the operation and growth of your business.
Macroeconomic instability (inflation, exchange rate)
249
1
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
Can you tell me how problematic are these different factors for the operation and growth of your business.
Functioning of the judiciary
223
27
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
Can you tell me how problematic are these different factors for the operation and growth of your business.
Corruption
224
26
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
Can you tell me how problematic are these different factors for the operation and growth of your business.
Street crime/theft/disorder
244
6
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
Can you tell me how problematic are these different factors for the operation and growth of your business.
Organised crime/Mafia
231
19
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Anti-competitive practices of other producers
247
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Contract violations of by customers and suppliers
248
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
Can you tell me how problematic are these different factors for the operation and growth of your business.
Title or leasing of land
229
21
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
Can you tell me how problematic are these different factors for the operation and growth of your business.
Other (Specify)
250
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
Can you tell me how problematic are these different factors for the operation and growth of your business.
Other
250
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PERFORMANCE OF YOUR FIRM AND ITS INVESTMENT ACTIVITIES
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Sales
250
1
Increase
2
Decrease
3
No change
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Exports
249
1
1
Increase
2
Decrease
3
No change
Sysmiss
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Fixed Assets (e.g., land, buildings, machinery and equipment)
230
20
1
Increase
2
Decrease
3
No change
Sysmiss
% change in: Sales
% change in: Sales
% change in: Sales
% change in: Sales
% change in: Sales
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Sales
206
44
2
500
66.311
95.714
2
3
4
5
10
12
14
15
18
20
25
27
30
35
40
45
50
60
70
80
90
96
100
105
106
139
142
150
190
200
300
400
450
500
Sysmiss
% change in: Exports
% change in: Exports
% change in: Exports
% change in: Exports
% change in: Exports
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Exports
54
196
1
400
66.722
83.617
1
5
7
10
12
15
16
20
30
40
50
60
70
80
100
200
300
400
Sysmiss
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Fixed Assets
97
153
1
600
67.165
105.741
1
2
3
5
6
10
15
16
20
25
30
32
40
45
50
60
70
80
100
150
200
300
400
500
600
Sysmiss
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
For classification purposes please could you tell me:
The estimate of your firm’s total sales in 2001
INTERVIEWER: OBTAIN THE ABOVE VALUES IN ONE OF THE TWO CURRENCIES (I.E EITHER LOCAL OR IN US DOLLARS).
222
28
2
47222
1254.284
4479.858
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
For classification purposes please could you tell me:
The estimate of the replacement value of the physical production assets used by your firm (land, building, equipment) in 2001
INTERVIEWER: OBTAIN THE ABOVE VALUES IN ONE OF THE TWO CURRENCIES (I.E EITHER LOCAL OR IN US DOLLARS).
196
54
1
22000
787.878
2601.098
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
New buildings, machinery and equipment
179
71
0.1
90
7.93
8.65
0.100000001490116
0.5
0.899999976158142
1
2
2.5
3
3.5
4
4.19999980926514
4.5
5
5.5
7
7.69999980926514
8
10
13
14
15
17
20
25
30
90
Sysmiss
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Research and development (including wages and salaries of R&D personnel, materials, R&D related education and training costs)
115
135
0.1
20
3.198
3.421
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.899999976158142
1
1.70000004768372
2
3
4
5
6
7
7.5
9
10
12
13
15.5
20
Sysmiss
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Advertising and marketing
177
73
0.1
30
4.36
5.455
0.100000001490116
0.200000002980232
0.400000005960464
0.5
0.899999976158142
1
1.29999995231628
1.5
2
3
3.5
4
5
6
7
8
9
10
13
15
20
25
30
Sysmiss
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Raw materials and bought in components/services
220
30
0.8
90
44.929
22.869
0.800000011920929
1
5
6
8
10
15
17
20
22
25
28
30
35
37
40
42.5
45
47
50
51
54
55
56
60
61
65
66
67
68
69
70
73
80
82
84
85
87
89
90
Sysmiss
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets?
86
164
1
100
23.093
22.203
1
2
3
4
5
7
8
9
10
12
14
15
17
20
25
30
40
45
50
60
65
70
78
80
100
Sysmiss
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets? And what was the level at the end of 1998/1999?
73
177
1
100
24.685
26.376
1
2
3
4
5
7
8
10
11
12
14
15
20
25
30
35
40
45
50
56
60
68
70
80
85
90
100
Sysmiss
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales?
250
1
Negative
2
0%
3
1-10%
4
11-20%
5
21-30%
6
31-40%
7
More than 40%
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales. What was the level in 1998/1999?
248
2
1
Negative
2
0%
3
1-10%
4
11-20%
5
21-30%
6
31-40%
7
More than 40%
Sysmiss
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
How much did your firm reinvest out of profits in 2001?
250
1
0%
2
1-10%
3
11-25%
4
26-50%
5
51-75%
6
More than 75%
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
What percentage of your total borrowing (loans, accounts payable) is currently denominated in foreign currency?
250
100
4.428
18.111
3
5
10
15
30
31
40
50
60
70
75
80
85
100
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Has your company undertaken any of the following initiatives since 1998?
Developed successfully a major new product line
250
1
Yes
2
No
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Has your company undertaken any of the following initiatives since 1998?
Upgraded an existing product line
250
1
Yes
2
No
Company introduced new technology
Company introduced new technology
Company introduced new technology
Company introduced new technology
Company introduced new technology
Has your company undertaken any of the following initiatives since 1998?
Introduced new technology that has substantially changed the way that the main product is produced
250
1
Yes
2
No
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Has your company undertaken any of the following initiatives since 1998?
Discontinued at least one product (not production) line
250
1
Yes
2
No
Company opened a new plant
Company opened a new plant
Company opened a new plant
Company opened a new plant
Company opened a new plant
Has your company undertaken any of the following initiatives since 1998?
Opened of new plant
250
1
Yes
2
No
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Has your company undertaken any of the following initiatives since 1998?
Closed at least one existing plant or outlet
250
1
Yes
2
No
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Has your company undertaken any of the following initiatives since 1998?
Agreed a new joint venture with foreign partner
250
1
Yes
2
No
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Has your company undertaken any of the following initiatives since 1998?
Obtained a new licensing agreement
250
1
Yes
2
No
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Has your company undertaken any of the following initiatives since 1998?
Outsourced a major production activity that was previously conducted in-house
250
1
Yes
2
No
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Has your company undertaken any of the following initiatives since 1998?
Brought in-house of a major production activity that was previously outsourced
250
1
Yes
2
No
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Has your company undertaken any of the following initiatives since 1998?
Obtained a new quality accreditation (ISO 9000)
250
1
Yes
2
No
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED “YES” ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Developed successfully a major new product line
110
140
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Upgraded an existing product line
156
94
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Introduced new technology that has substantially changed the way that the main product is produced
83
167
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Discontinued at least one product (not production) line
42
208
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Opened of new plant
14
236
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Closed at least one existing plant or outlet
17
233
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Agreed a new joint venture with foreign partner
57
193
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Obtained a new licensing agreement
91
159
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Outsourced a major production activity that was previously conducted in-house
52
198
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Brought in-house of a major production activity that was previously outsourced
35
215
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Obtained a new quality accreditation (ISO 9000)
31
219
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Thinking of your main product line or main line of services and comparing your production process with that of your closest competitor, which of the following best summarises your position:
244
6
1
My firm’s technology is less advanced than that of its main competitor
2
My firm’s technology is about the same as that of its main competitor
3
My firm’s technology is more advanced than that of its main competitor
4
Don’t know
Sysmiss
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Which of the following best describes the organisation of departments (in terms of the allocation of responsibilities, budgetary resources and staff) within your firm since 1998?
250
1
My firm is organised in much the same way as it was in 1998
2
My firm has had some reallocation of responsibility and resources between departments
3
My firm has had major reallocations of responsibility and resources between departments
4
My firm has had a completely new organisational structure
5
Don’t know
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to “Developing new products or services and markets”:
Pressure from domestic competitors
248
2
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from foreign competitors
246
4
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from customers
249
1
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from creditors
234
16
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from shareholders
240
10
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from government or government agencies
249
1
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to “Reducing the production costs of existing products or services”:
Pressure from domestic competitors
248
2
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from foreign competitors
246
4
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from customers
247
3
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from creditors
230
20
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from shareholders
233
17
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from government or government agencies
247
3
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%.
250
20
100
77.052
19.37
20
30
35
40
45
46
50
55
60
65
70
72
75
80
85
90
95
100
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%. What was the capacity utilisation in 1998/1999
250
20
100
76.328
20.739
20
25
30
40
43
45
46
47
50
60
65
70
75
80
85
87
90
95
96
98
100
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
250
2
2032
131.352
314.357
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
250
1
2048
124.852
306.73
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
250
1500
8.556
94.926
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
250
1000
6.828
63.539
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
What per cent of your current permanent, full-time workers are:
Managers (excluding those involve in shop floor supervision)
249
1
100
13.811
16.289
1
2
3
4
5
6
7
8
9
10
11
12
14
15
17
18
20
24
25
26
29
30
33
34
35
40
45
48
50
67
70
80
100
Sysmiss
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
What per cent of your current permanent, full-time workers are:
Professionals (e.g., accountants, engineers, scientists)
249
1
98
18.884
19.314
1
2
3
4
5
6
7
8
10
11
12
13
14
15
16
17
18
20
21
22
23
24
25
26
28
29
30
31
33
34
36
40
42
50
60
66
70
80
83
90
91
95
98
Sysmiss
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
What per cent of your current permanent, full-time workers are:
Skilled workers
249
1
97
52.876
27.757
1
3
5
10
12
13
20
21
25
26
28
29
30
32
33
34
35
36
38
39
40
42
44
45
48
50
51
52
53
54
55
56
58
60
62
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
80
81
82
83
84
85
88
90
91
92
95
97
Sysmiss
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
What per cent of your current permanent, full-time workers are:
Unskilled workers
249
1
70
8.165
13.41
1
2
3
4
5
7
8
9
10
11
12
13
14
15
17
20
23
24
25
26
27
30
31
33
35
36
37
39
42
46
50
55
64
66
70
Sysmiss
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
What per cent of your current permanent, full-time workers are:
Support workers (e.g., administration, sales)
249
1
77
6.265
10.065
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
20
25
27
30
35
38
40
43
49
72
77
Sysmiss
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
What percent of your permanent, full-time employees are expatriates?
246
4
33
0.187
2.126
1
2
3
33
Sysmiss
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
What percent of the workforce at your firm have the following education levels:
Did not complete primary school
1
249
5
5
5
5
Sysmiss
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
What percent of the workforce at your firm have the following education levels:
Primary schooling
32
218
2
76
20.094
19.537
2
3
4
5
6
7
8
10
12
14
15
16
18
20
25
30
35
40
60
70
76
Sysmiss
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
What percent of the workforce at your firm have the following education levels:
Some secondary school
48
202
1
96
16.771
20.746
1
2
3
5
6
9
10
12
15
20
22
25
30
50
61
66
67
96
Sysmiss
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
What percent of the workforce at your firm have the following education levels:
Secondary school diploma
229
21
1
100
63.393
26.037
1
3
5
7
10
12
14
15
17
19
20
21
25
30
33
34
35
40
45
46
47
50
52
55
56
58
60
61
63
64
65
66
67
68
70
72
73
74
75
76
78
80
81
82
83
84
85
86
87
88
89
90
93
94
95
96
97
99
100
Sysmiss
% of workforce with some university
% of workforce with some university
% of workforce with some university
% of workforce with some university
% of workforce with some university
What percent of the workforce at your firm have the following education levels:
Some university
108
142
1
82
13.315
16.774
1
2
3
4
5
6
8
10
13
15
20
25
26
30
33
40
50
60
66
75
82
Sysmiss
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
What percent of the workforce at your firm have the following education levels:
University degree or higher
224
26
1
100
33.893
27.484
1
2
3
4
5
6
7
8
9
10
12
13
14
15
16
17
18
19
20
23
24
25
26
27
28
29
30
31
32
33
35
39
40
42
44
48
50
55
60
65
67
70
74
75
77
80
83
85
86
90
95
99
100
Sysmiss
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
How much time did it take to fill your most recent vacancy for a:
Manager?
89
161
1
43
4.652
6.669
1
2
3
4
5
6
8
10
12
14
20
24
43
Sysmiss
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
How much time did it take to fill your most recent vacancy for a:
Professional?
136
114
1
50
5.176
8.544
1
2
3
4
5
6
8
9
10
12
20
24
48
50
Sysmiss
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
How much time did it take to fill your most recent vacancy for a:
Skilled worker?
173
77
1
75
3.832
8.234
1
2
3
4
5
6
8
9
12
14
16
20
24
48
52
75
Sysmiss
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
How much time did it take to fill your most recent vacancy for a:
Unskilled worker?
63
187
1
6
1.27
0.865
1
2
3
5
6
Sysmiss
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
How much time did it take to fill your most recent vacancy for:
Support workers (e.g., administration, sales)?
80
170
1
6
1.375
0.96
1
2
3
4
5
6
Sysmiss
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Do you offer formal training to your employees?
Managers
245
5
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Do you offer formal training to your employees?
Professionals
229
21
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Do you offer formal training to your employees?
Skilled workers
228
22
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Do you offer formal training to your employees?
Unskilled workers
119
131
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Do you offer formal training to your employees?
Support workers
145
105
1
Yes
2
No
3
Don't know
Sysmiss
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Managers
245
5
100
11.396
27.825
1
2
3
4
5
10
15
17
18
20
25
28
30
40
50
60
70
80
100
Sysmiss
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Professionals
228
22
100
14.171
28.664
1
2
3
4
5
6
7
8
10
15
20
25
30
31
35
40
50
60
75
80
100
Sysmiss
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Skilled workers
228
22
100
14.82
28.104
1
2
3
4
5
7
8
10
15
16
18
20
25
29
30
34
50
60
66
70
80
87
100
Sysmiss
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Unskilled workers
119
131
100
3.269
16.106
1
5
10
27
30
100
Sysmiss
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Support workers
145
105
100
0.993
8.669
1
2
5
6
30
100
Sysmiss
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
How many days did you lose in 2001 due to:
Strikes or other labour disputes?
250
6
0.04
0.418
2
6
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
How many days did you lose in 2001 due to:
Civil unrest
250
1
0.004
0.0632
1
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Now, I would like to ask you a hypothetical question. If you could change the number of regular full-time workers you currently employ without any restrictions (i.e. without seeking permission, making severance payments etc.), what would be your optimal level of employment as a percent of your existing workforce? (e.g. 90% implies you would reduce your workforce by 10%, 110% means you want to expand by 10%)
249
1
50
500
108.944
39.424
50
60
70
80
85
90
95
97
98
100
105
110
115
120
125
126
130
133
140
150
160
190
200
300
500
Sysmiss
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Since 1998, how have the following changed (increased/decreased).
The share of skilled workers
230
20
1
Increase
2
Decrease
3
No change
Sysmiss
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Since 1998, how have the following changed (increased/decreased).
The share of unskilled workers
124
126
1
Increase
2
Decrease
3
No change
Sysmiss
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Since 1998, how have the following changed (increased/decreased).
The share of managers and professionals
250
1
Increase
2
Decrease
3
No change
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Since 1998, how have the following changed (increased/decreased).
The share of employees that have at least a secondary education
235
15
1
Increase
2
Decrease
3
No change
Sysmiss
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of skilled workers
169
81
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of unskilled workers
65
185
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of managers and professionals
101
149
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of employees that have at least a secondary education
88
162
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Left company: Managers
Left company: Managers
Left company: Managers
Left company: Managers
Left company: Managers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Managers
250
1
Yes
2
No
Left company: Professionals
Left company: Professionals
Left company: Professionals
Left company: Professionals
Left company: Professionals
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Professionals
246
4
1
Yes
2
No
Sysmiss
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Skilled workers
236
14
1
Yes
2
No
Sysmiss
Number of managers that left company
Number of managers that left company
Number of managers that left company
Number of managers that left company
Number of managers that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Managers
16
234
1
3
1.563
0.727
1
2
3
Sysmiss
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Professionals
7
243
1
3
1.571
0.787
1
2
3
Sysmiss
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Skilled workers
3
247
1
5
3
2
1
3
5
Sysmiss
Importance of: Managers
Importance of: Managers
Importance of: Managers
Importance of: Managers
Importance of: Managers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Managers
18
232
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Professionals
8
242
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Skilled workers
INTERVIEWER THANK RESPONDENT:
Thank you very much for having taken the time to complete this questionnaire. The information on your perceptions is a very important input for the evaluation of conditions in the business environment and private sector relations with government, as well as for the formulation of policy advice.
3
247
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
INTERVIEWER: READ TO THE RESPONDENT
WE MAY REPEAT THIS SURVEY IN ABOUT 2-3 YEARS TIME IN ORDER TO SEE HOW THE BUSINESS ENVIRONEMENT HAS CHANGED. TO THIS END, WE WOULD LIKE TO ESTABLISH A PANEL OF COMPANIES AND WOULD ASK FOR YOUR PERMISSION TO INCLUDE YOUR COMPANY’S NAME, ADDRESS, AND TELEPHONE NUMBER IN A COFIDENTIAL DATABASE. THIS INFORMATION MAY BE USED BY OUR COMPANY OR A DIFFERENT RESEARCH AGENCY IN ORDER TO INTERVIEW YOU AGAIN IN 2-3 YEARS TIME. DO WE HAVE YOUR PERMISSION TO INCLUDE THE ABOVE-MENTIONED COMPANY DETAILS IN OUR DATABASE?
250
1
Permission granted
2
Permission refused