2015年-世界发展银行全球_Women-Led_Enterprises_in_Turkey_37页_1mb

Summary of Women-Led Enterprises in Turkey

Core Content

This report analyzes the characteristics, performance, and challenges of women-led enterprises in Turkey, based on the 2013 Business Environment and Enterprise Performance Surveys (BEEPS) conducted by the World Bank. The study compares women-led enterprises with those led by men and identifies key differences in ownership, sector concentration, geographic distribution, size, and leadership profiles.

Main Findings

Enterprise Profiles

• Foreign Ownership:

  • Women-led enterprises are significantly more likely to be foreign-owned (26%) compared to men-led enterprises (1%).
  • Enterprises with women share are even less likely to be foreign-owned (6%).
  • A large portion of women-led enterprises are subsidiaries of larger companies (45%), while only 1% of men-led enterprises are.

• Legal Type:

  • There is no significant difference in legal structure between women-led and men-led enterprises.
  • Over 50% of both types are shareholding companies with no shares traded.
  • Sole proprietorships are common for both, but women-led enterprises are less likely to be in this form (30% vs. 2%).

• Sector Distribution:

  • Women-led enterprises are concentrated in textile and clothing manufacturing (24%) and chemical products manufacturing (22%).
  • They are underrepresented in machinery, electronics, motor vehicles manufacturing, construction, and non-trade services.
  • Men-led enterprises are more evenly distributed across sectors.

• Geographic Distribution:

  • Women-led enterprises are more concentrated in the Marmara region (including Istanbul) and the Mediterranean and Black Sea regions.
  • They are less concentrated in the Aegean region and Eastern Anatolia.
  • Enterprises with women share are more concentrated in Istanbul (52%) than men-led enterprises (63%).

• Age of Enterprises:

  • Women-led enterprises are younger on average than men-led ones.
  • The average age of women-led enterprises is 6 years, while men-led enterprises average 12 years.

• Enterprise Size:

  • Women-led enterprises are medium-sized in terms of both employment and sales.
  • They are less likely to be large (only 2% of women-led enterprises are large by employment, compared to 8% of men-led ones).
  • Women-led enterprises have lower sales volume on average than men-led ones, but those with women share are more concentrated in the large sales category.

Leader Profiles

Education

• Both male and female leaders have similar educational attainment overall (42% have a bachelor’s degree or higher).
• However, women leaders have higher educational attainment at the higher end of the scale: 17% have a master’s or higher degree, compared to 6% of men.
• 58% of both genders have a secondary degree or less, but women are more likely to be in the secondary category (43% vs. 37%).

Marital Status

• Female leaders are slightly older (44.8 years) and less likely to be married (87.2% married vs. 93.7% for men).
• Female leaders have fewer children on average (1.35 vs. 1.25 for men).

Enterprise Performance

• Employment Performance:

  • Women-led enterprises employed 27% fewer people on average (9.7 staff) than men-led ones in 2013.
  • The employment gap is partially explained by the younger age of women-led enterprises and their concentration in larger sectors.
  • There is no significant difference in employment growth between the two groups over the 2010-2013 period.

• Sales Performance:

  • Women-led enterprises had 54% higher average sales (TL 2.03 million) than men-led ones.
  • The sales gap is attributed to sector concentration and foreign ownership.
  • Women-led enterprises are more concentrated in medium sales, while those with women share are more concentrated in large sales.

Business Environment Constraints

• Perception of Constraints:

  • Women-led enterprises do not perceive most business environment issues as bigger obstacles than men-led ones.
  • However, they apply less for operating licenses and take significantly longer to obtain them.
  • Women-led enterprises benefit more from state-owned banks and non-bank financial institutions for securing loans.

• Key Constraints:

  • Tax rates are the biggest obstacle for women-led enterprises.
  • Operating licenses and corruption are also perceived as significant challenges.
  • Access to finance is a major constraint, especially for women-led enterprises.

Key Information and Conclusion

• Methodology:

  • The study defines "women-led enterprises" as those where the top manager is a woman and is also the owner.
  • Only 70 out of 1,315 enterprises meet this definition, representing 5.3% of the total sample.

• Comparison with Other Studies:

  • The share of women-led enterprises decreased from 12% in 2008 to 5% in 2013.
  • The share of enterprises with female ownership also dropped from 41% to 25%.
  • These findings suggest a decline in female entrepreneurship in Turkey over the period.

• Conclusion:

  • Women-led enterprises in Turkey are more foreign-owned, more concentrated in specific sectors, and more medium-sized.
  • Despite these characteristics, they face challenges in access to finance and operating licenses.
  • The study highlights the need for targeted policies to support women entrepreneurs, especially in improving access to financial resources and reducing regulatory barriers.

References and Appendix

• The study is part of the "Increasing Women's Access to Economic Opportunities in Turkey" project, funded by SIDA and implemented by the Ministry of Family and Social Policies.
• The findings are based on BEEPS data from 2013, covering 1,344 enterprises with at least 5 employees.
• The dataset excludes smaller enterprises (with fewer than 5 employees), which may affect the analysis of start-ups and small businesses.
• The report includes Appendices A-1, A-2, and A-3 with additional data and figures.