Case Studies

Developing Regional Business Agendas

In 2003, using a process developed by the Center for International Private Enterprise (CIPE), business associations, think tanks, and civil society organizations in eight Russian regions formed local coalitions to advocate for a better business climate. In each region, the local coalition crafted a Regional Business Agenda (RBA) for improved private sector growth. Participants worked in small groups with their regional partners to identify common obstacles and development objectives.

Finding the Keys to Political and Economic Change

By Fleur C. Luntao Harris

In September 2004, the Ahram Regional Press Institute (ARPI) and the Center for International Private Enterprise (CIPE) organized a historic two-day forum in Alexandria, Egypt that focused on increasing awareness and knowledge of democratic institutions. It highlighted the importance of improving governance through citizen participation in decision making, a vibrant and independent media, and the reduction of legal and regulatory burdens.

Advancing Transparency and Accountability

By Jen Maceyko

Egypt undertook comprehensive reforms in the 1990s, including large-scale privatization and development of the capital market, as it shifted toward a market economy. Despite these efforts, the financial collapse of a number of major companies revealed the need for widespread adoption of corporate governance principles within the Egyptian business community.

Developing the Private Sector through Business Associations

By Mark T. McCord

In October 2003, when the Center for International Private Enterprise (CIPE) opened its office in Kabul, Afghanistan, strong and sustainable business associations were in short supply. Establishing an effective, trusted business network was crucial to private sector development. At the time, apart from the Afghan-American Chamber of Commerce (AACC), which was headquartered in Washington, D.C.

Lowering Barriers to Participation in the Formal Economy

By Nafisul Islam

In recent decades, the percentage of Venezuela’s workforce employed in the informal sector has been steadily growing, and by 2003 more people were employed in the informal sector than in the formal sector. This phenomenon – informality – can severely undermine a country’s economic and political progress and stability through weak rule of law and ambiguous property rights. Informal entrepreneurs cannot access the benefits associated with formal businesses, such as bank credit and legal recognition of their businesses.

Making the “Extralegal” Legal

By Nafisul Islam

In the early 1980s, Hernando de Soto, a successful businessman and economist, left Europe to visit his native Peru. During his trip, he was struck by the disparity between the vibrant entrepreneurial spirit of the people and their desperate poverty. To find the reason for this gap between motivation and result, he decided to open a small garment factory in Lima. His first step was to hire four university students who would complete the bureaucratic procedures necessary to obtain a business license.

Promoting a Business Community through Radio

By Sariah Toze

In the decade since the overthrow of the authoritarian Marxist Derg Regime, Ethiopia’s government has implemented an economic reform program designed to stabilize the country’s finances, promote private sector participation in the economy, and attract foreign investment. Yet decades of poverty, civil conflict, highly centralized authority, and unfamiliarity with democratic concepts are not easily overcome. Ethiopia’s transition to democracy depends on strengthening alternative sources of information and broadening political debate.

Scoring Corporate Governance: A Framework for Implementation

The Asian financial crisis of 1997 underscored the need for governance reform not only in the business community but also in national development finance institutions (DFIs). DFIs are established by governments to provide long-term financing and technical assistance to sectors of the economy not served by other providers of capital. Unlike regular commercial banks, development banks provide training and management expertise in addition to financial assistance. They can therefore play a central role in advancing corporate governance reforms.

Jua Kali Associations in Kenya: A Force for Development and Reform

In Kenya, the millions of entrepreneurs and workers in the informal sector have long been disorganized and without a voice. Known as the jua kali, the sector faces numerous challenges. Cumbersome laws and regulations tend to inhibit the growth of jua kali businesses, and as business owners are unable to secure ownership over their shops and land, it is diffi cult to access credit.
To these numerous challenges, the government has given a mixed response, largely because of a lack of dialogue between the government and the informal sector.

Reform Case Study: Advancing Reform and Opportunity in Bangladesh Through Private Initiative, 1999-2005

The Dhaka Chamber of Commerce and Industry (DCCI) has led the way in integrating private sector input into Bangladesh’s national policy process. With assistance from the Center for International Private Enterprise, DCCI developed an advocacy campaign that achieved important economic reforms. These reforms liberalized the economy, improved the investment climate, facilitated job creation, and made government more responsive and accountable.


Subscribe to Case Studies


Center for International Private Enterprise
1211 Connecticut Avenue, NW, Suite 700
Washington, DC 20036
Tel: 202-721-9200    Fax: 202-721-9250
Privacy Policy Board Login