Smes Expo Magazine

SMEs INTERNATIONAL

EXPOVISION BUILT TOGETHER

2014‘‘Harnessing technology and innovation to boost SMEs trade potential”

CONTENTS

What is SMEs International expo........................... Page 2

‘SME’s must embrace Buy Zimbabwe’......................Page 6

Speaker’s profi le..... .....................................................Page 8

SMEs funding facilities...............................................Page 10

ZMWF-committed to long term funding of MFIs.........................................................................Page 12

DHL take innovative approach.................................Page 14

What is a bankable project proposal?......................Page 18

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dailynewsMAGAZINE EDITORRoadwin Chirara GROUP EDITORStanley GamaMANAGING EDITORFrancis Harawa

DESIGN & LAYOUTTawanda ChiwaraPRODUCTION EDITORTinashe NekatiGM SALES AND MARKETINGPilate Machadu

SALES & MARKETING MANAGERPunish MurumbiMARKETING OFFICERFlorence Chithila

SALES & ADVERTISINGLee-Lindsay MusizaShingirai Chirikuutsi

MAGAZINE EDITOR

Published by dailynewsTELLING IT LIKE IT IS. WITHOUT FEAR .... WITHOUT FAVOUR.

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By Daniel Chigundu

THE SMEs International Expo is a platform that brings together small to medium enterprises (SMEs) from all sectors of the

economy, corporates and other organisa-tions that work or support SMEs activities through capacity development or funding.

It includes both local and international organisations.

Its main thrust is to create synergies and to promote a spirit of working together among these organisations through value-addition or as markets for each other’s product.

In an interview Twins Investments group chief executive Blessing Magenga, said the idea to hold this expo was hatched after realis-ing that most SMEs have the skill to make good products but the lack of exposure has been affecting their progress and growth.

Magenga believes this initiative is what has been missing for a long time in-order for SMEs to start expanding their products and accessing other markets locally and interna-tionally.

“The Expo is an annual exhibition specifi-cally geared to afford SMEs and corporates a platform to showcase their products and services. The expo is a strategic marketing platform that affords SMEs a once in a life opportunity to gain visibility nationally and in-ternationally; and to create business synergies

with other organisations globally,” she said.Currently, most SMEs in the country sell

their products to people in their locality be-cause of the various logistical issues and chal-lenges such as transport and shelter involved in marketing of products.

According to the FinScope Survey Zimbabwe 2012, there are about two million registered SMEs in the country but most of them have been failing to get access to proper markets for their wares.

The lack of markets and ideal working space has been identified by the FinScope Sur-vey as some of the reasons SMEs are failing to expand their operations.To page 4

What is SMEs International Expo?

The lack of markets and ideal working space has been identified by the FinScope Survey as some of the reasons SMEs are failing to expand

their operations.

Blessing Magenga

SMEs International Expo 2014 Vision Built Together2

Continued from p2High rentals charged by property owners

around town have forced SMEs to either work at undesignated places or in their own back-yard because they have no capacity to pay.

The expo also provides an opportunity for SMEs to learn the best practice expected and required by corporates and foreign markets for their goods to be accepted.

This opportunity is presented through a business conference that is usually held on the second day of the expo, were various speakers drawn from all sectors of the economy, both local and international take to the podium to discuss them and offer possible solutions.

In its previous editions the expo has been

graced by such people as India’s Ambassa-dor to Zimbabwe, His Excellency Jeitendra Tripathi, and Minister Olivia Muchena among others.

The Expo started in September 2011and has been growing steadily both in organizing and exhibition.

The inaugural expo was held at the Exhibi-tion Park (Show grounds).The second and third editions were held at the Harare Interna-tional Conference Centre (HICC) Rainbow Towers where the fourth edition is also being held.

Rainbow Towers Hotel has also become the exhibition’s home ground because of the diversity of people who visit it and its central-ity location.


What is SMEs International Expo?

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By Daniel Chigundu

SMALL to medium enterprises (SMEs) have played an uncontested role in helping to sustain the econ-omy since the meltdown that has

bedevilled the country.Spread across all the sectors of the

economy SMEs have been instrumental in providing jobs at a time when companies are closing and have helped to import basic commodities that were in short supply in the country.

Industry and Trade Deputy minister Chi-ratidzo Mabuwa says government appreciates efforts by SMEs that imported goods into the country when local industry was down but added that it was now time for them to “buy Zimbabwe” since industry is now coming up.

“…they now need to order from local sup-pliers, it was good when they imported be-cause it was helping in holding the economy, but now it is bleeding the economy.

“By continuing to import it means they

will be exporting jobs and money outside the country. SMEs are the ones to set the tone, they are the implementers of this turn around and so they now need to promote our own products,” she said.

Mabuwa said although SMEs can play a huge role in turning around the economy but the broader picture requires the involvement of everyone in the country.

She said the Buy Zimbabwe concept was a step in the right direction but needs resources so that more people can be made aware of the benefi ts associated with the buy-ing local products.

Local companies are struggling to regain market that was lost to imports because their prices are deemed to be on the expensive side because of the high costs of production in the country.

Chief among things that make local prod-ucts more expensive compared to imports include unreliable but expensive utilities and unfair tax regimes on raw materials.

‘SMEs must embrace Buy Zimbabwe’


Industry and Trade Deputy minister Chiratidzo Mabuwa

BEN White founded VC4Africa in 2007 as

a community for entrepreneurs and investors dedicated to building innovative companies in Africa.

He is a serial entrepreneur who joined his fi rst start-up at the age of 24. He joined Africa Re-port, the predeces-sor to CNBC Africa, before fundraising for Africa Interac-tive where he later served as commer-cial director. Ben has done extensive eth-nographic research on the emergence of software cultures in and around Kampala, Uganda.

He established the East Africa ICT Entrepreneurship program at Hivos (investing in pro-jects like Ushahidi, iHub, Sodnet and Map Kibera) and has taught courses in In-teractive Media and Entrepreneurship at the HvA College in Amsterdam. Ben is a founding board member of AfriLabs, a network of African technology incuba-tors, and is a partner at the seed stage investment company Sanaga Ventures.

Ben also ad-vises ActivSpaces, a leading community of innovators and technology incubator in Cameroon.

Speaker’s profi le

Ben White


By Daniel Chigundu

THE Labour and Economic Devel-opment Research Institute of Zim-

babwe (Ledriz) says there is need for government to develop cluster programs especially for SMEs in the rural areas.

Clusters are defi ned as geographic concentrations of

interlinked fi rms, suppliers, service providers, companies in related industries and related organisations in a specialized fi eld that not only compete but also co-operate.

In its book “Beyond the enclave”, Ledriz says the clusters will help to expose SMEs to markets.

“The government should come up with a cluster-development program that

targets SMEs in the rural and communal areas to enable them to obtain easier access to markets and technology.

“Clustering provides and encourages collective ef-fi ciency and competitiveness, and fosters productivity and innovation,” said Ledriz.

Zimbabwe is experiencing economic challenges which have seen major companies closing shop while

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From p8others have seriously scaled down

operations, throwing thousands of work-ers onto the streets.

However, those who have lost their jobs have established self-help projects in their backyards while others have turned to farming in an effort to sustain themselves.

Some of those operating in rural areas have constantly called on govern-ment to help them access markets for their produce in and out of the country.

Small farmers in Mutoko who are into horticulture say they are unable to compete for market with imported agricultural products from neighbouring South Africa. Mutoko farmers produce goods such as beans, carrots, tomatoes and butternuts and sell their products at the popular Mbare Musika where they are constantly forced to reduce their prices to match those imported.

Most perishable farm produce that fail to get buyers end up being thrown away, but others have called for the establishment of food processing com-panies and the labour think-tank (Ledriz) said government should support the

establishment of those enterprises.

“Government should support existing industries and at the same time promote and encour-age the develop-ment of small-scale and medium-scale enterprise SMEs, especially in rural areas,” Ledriz said.

Develop clusters for SMEs: Ledriz


1. Small and Medium Enterprises Revolving FundThe Fund is adminis-tered by the Ministry through Small Enter-prises Development Corporation (SEDCO). All applications should be directed to SEDCO.Eligible Sectors All sectors are eligible to apply for the Fund.Terms and ConditionsMicro Portfolio Loans ($500 and less) Non-refundable application fee of $20. Interest rate is 15% per annum with loan tenure of 4 months;Collateral is movable property. Loan threshold of $501- $5 000. A non-refundable application fee of $30;Interest rate is 15% percent per annum with a loan tenure of 6 months; Collateral Secu-rity for $501 - $1000 - a

vehicle. $1000 to $5000 -Title Deeds or Cession of lease over an immov-able propertyHow to Access the FundThe prospective client should produce a busi-ness plan or proposal, which is comprehensive and visit any SEDCO branch countrywide.2. Financial InstitutionsSMEs can also approach the following financial institutions below and any other financial institution with a special window for SMEs: 2.1 Infrastructure Development Bank of Zimbabwe (IDBZ)-US$30million SME Loan Facility2.2 Commercial Bank of Zimbabwe (CBZ) US$5 million 2.3 Central Africa Build-ing Society (CABS).

SMEs funding facilities

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Box 66974 Kopje, Harare. Tel: +263-4-750 766, 753 072

Cell: 0772 721 962, 0773 651 427

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THE endeavour by the microfi nance sector to effective-ly contribute to

national economic devel-opment is hampered by a number of challenges, chief among them being funding constraints resulting from liquidity challenges bedevil-ling the whole fi nancial system in Zimbabwe.

This challenge was trig-gered at the onset of the multicurrency system in 2009 and this negatively impacted heavily on the operations of microfi nance institutions (MFIs) whose balance sheets were literally wiped out during the hyperinfl ationary environment. It effectively meant that the majority of the MFIs had to start rebuilding their capital from zero by embarking on various capital raising initiatives.

Against this background and noticing the economic role that the sector plays through fi nancial inclu-sion of the unbanked public and employment creation, stakeholders saw the need to come up with an apex fund-ing body to provide liquidity to various MFIs operating in the country. As such, the Zimbabwe Association of Microfi nance Institutions (ZAMFI) together with development partners such as Hivos, the Department

for International Develop-ment, Danish International Development Agency and the German Development Services teamed up in vari-ous capacities to spearhead the formation of such an apex funding institution. This came up in the form of the Zimbabwe Microfi nance Wholesale Facility (Private) Limited (ZMWF) which was subsequently launched and became operational in the year 2012.

ZMWF’s main objective is to provide wholesale fi nance in the form of loans to MFIs that serve the economically active poor running micro enterprises or income gener-ating projects in Zimbabwe. By this, the overall ZMWF goal is to reduce poverty and create employment through access to fi nancial services, particularly credit, that are responsive to the needs of the communities in a manner that fosters sustainability and fi nancial inclusion.

Since inception, ZMWF has so far partnered fi f-teen MFIs to which it has disbursed loans worth $5.5m. The MFIs in turn have dis-bursed a cumulative 15 923 loans to the micro enterprises and individuals running in-come generating projects.

From the onset ZMWF, committed itself to trans-form the architecture of the

microfi nance sector from predominantly salary based consumer lending to more developmental enterprise lending industry. After the adoption of the multicurrency system, most of the registered MFIs deliberately chose the strategy to venture into consumer loans due to the perceived ‘low risk’ attendant to this class of loans.

While it is acknowledged that the prevailing economic conditions push the bulk of the MFIs operating in Zimbabwe towards consumer loans, ZMWF has managed to identify, partner and groom a couple of institutions that were exclusively consumer lenders at point of engage-ment. Through their respec-tive management teams, ZMWF has successfully managed to transform their mission to include enterprise lending which fosters greater development. With appropri-ate lending models, those that have worked with ZMWF can testify that enterprise loans are not as risky as perceived, with most of them profi ting from the good qual-ity of their loan books. They have realised the business op-portunity in working with the unbanked especially those in rural areas coupled with the esteem that come with con-tributing to the upliftment of

ZMWF-Committed to long term Funding of MFIs

To page 19


STAYING true to its reputation for speed, passion, teamwork and a can-do attitude,

DHL Express has grown its retail footprint in Sub Saha-ran Africa by an astonishing 1,000% in less than three years.

In what could become a business school case study, the company’s number of service points increased from 300 to over 3,300, not by building its own bricks and mortar branches but by partnering with local business owners who act as DHL resellers.

Thousands of vendors — such as an electronics store in West Africa, a travel agent in East Africa and a small grocery shop in Southern Africa — now allow their customers to send DHL shipments alongside their normal offerings.

These small businesses benefi t from commission on all DHL sales, an increase in foot traffi c as well as being associ-ated with a global brand.

“It’s really a win-win ap-proach. We having given these small shop owners a unique business opportunity to grow their revenues and gain credibil-ity by aligning themselves with an international brand. If they do well, we do well,” explains Sumesh Rahavendra, head of marketing for DHL Express Sub Saharan Africa.

The company is willing to partner with any entrepre-neurial business that sees value in becoming a DHL reseller. All partners are provided with a complete branding kit and go through an extensive training programme to ensure compli-ance with DHL’s requirements and procedures.

DHL has also forged similar partnerships with larger compa-nies such as mobile network op-erators, retail business centres, supermarkets and fuel retailers.

Not only is partnering with existing vendors more cost effective than building its own branches, it also brings DHL closer to its customers. An entrepreneur in Ghana can send a sample to a client in the India from the same place he picks up his daily newspaper, whereas a mother in Zimbabwe is now able to ship a birthday gift to her son in China while purchasing a magazine in a bookshop.

DHL also simplifi ed its pric-ing and packaging options to fi t in with the needs of its custom-ers as opposed to the other way around. To make people aware of its retail offering, the streets of Africa are often painted yellow and red through tactical advertising campaigns involving dancing, singing and special DHL giveaways.

“Through the passion and energy of our 4,000 employees across Sub Saharan Africa,

we have changed the percep-tion that DHL only caters for multinationals and big busi-ness. Our retail customers no longer have to sit in traffi c to send a document or parcel, but can literally fi nd a DHL service point right around the corner,” says Rahavendra. “Perhaps most gratifying is the fact that we are empowering business own-ers and aspiring entrepreneurs across Africa with an additional opportunity to earn money and live better.”

He tells the story of a DHL reseller in Kenya whose mobile phone accessories shop is located right opposite a DHL corporate-owned store. When asked why customers would ship with her rather than go to the fully-branded DHL outlet, she said the average person re-lates much better with her shop, perceiving it to be affordable and less formal than the one across the road.

“In a continent like Africa where the informal economy rules, a company’s retail strategy cannot revolve around high-end shopping malls,” adds Rahavendra. “You have to operate on a level where customers can understand, feel and relate to your product. You really need to ensure that your brand connects to the average person on the street,” concludes Rahavendra.

DHL takes innovative approach to grow retail footprint by 1000% in Sub Saharan Africa


DHL International Zimbabwe, Villa Gardens, 29 Central Avenue,Cnr 4th Street, P.O.Box CY 338, Causeway, Harare, Zimbabwe

Tel: +263 4 700120-9, Fax: +263 4 708334

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NETONE’S OneWallet mobile money service has proven its mettle as the most secure mobile money service in

Zimbabwe. This mobile money service is expanding

in leaps and bounds as NetOne aggressively increases the agency network for OneWallet to conveniently deliver the service anywhere cross the country in Zimbabwe. Across the country NetOne subscribers can conduct OneWallet transactions at OneWorld shops, Zimpost outlets, NetOne mobile kiosks and accredited dealers nationwide.

NetOne Marketing & Sales Director had only kind words for OneWallet’s agency recruitment drive. “We are proud to be expanding our dealer-ship network through equipping all our airtime dealers nationwide to become OneWallet money agents.

We have competitive tariffs for sending and receiving cash and OneWallet has created a heavy downstream industry where Small and Medium Enterprises are benefi tting from setting up mobile kiosks to sell our airtime and conduct OneWallet transactions,” she said.

“For one to enjoy NetOne’s OneWallet one is required to swap their SIM card to a 128K at a NetOne OneWorld Shop, dealer or Zimpost out-let. This is because the 128K SIM card is armed with an encryption algorithm which ensures security of transactions and passwords on the SIM card and not over the air which carries a risk of being hacked. OneWallet has a robustly secure system that only you can access your Personal Identifi cation Number (PIN),” she explained, emphasising that security is the key differentia-tor for OneWallet over other mobile networks’ mobile money services.

Apart from sending and receiving cash with OneWallet, one can also top up their airtime ac-

count from their virtual money account and also top up another person’s airtime from a OneWal-let virtual account. Registration for OneWallet is simple. One conducts partial registration on their mobile phone on their 128K SIM card and visits the nearest NetOne dealer, Zimpost outlet or OneWorld Shop for verifi cation of identity par-ticulars as part of the process to ensure authen-ticity of account, as part of the robust security required for conducting OneWallet transactions.

“Apart from OneWallet, NetOne has mobile broadband which can be accessed on smart-phones and dongles. The mobile network is on an expansion drive of the mobile broadband ser-vice. Already in major cities, rural areas, tourist resorts and towns the service is available, there is need to intensify, expand and diversify service provision on the mobile broadband platform,” she added, further indicating that NetOne was as-sisting rural children to access mobile broadband and access the world through the internet.

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1. IntroductionObjectiveTo introduce your business

and your intended business activities. It may include the following:

Name of the business;Type of ownership (e.g. sole

proprietorship, partnership, co-operative, or company;

Location and principal activities; Expected major achievements

2. Executive SummaryObjectiveTo give a quick overview of

what is contained in the busi-ness plan.

a) Nature and Background of Business. Name and type of ownership; Major investors and management;

Principal activities;b) MarketArea, Size, Share, Custom-

ers, Competitors.c) StrategiesOverall marketing strategy;Production capacity.d) Expected Annual Fi-

nancial Results, Sales, Profi ts, Cash levels

3. Overview Of Industry, Market, Product/Service And Business

ObjectiveTo provide the data needs of

the business and the quanti-tative base for the market infor-mation upon which the planner will develop business strategies and sales forecasts

a) Industry AnalysisName of industry segment

that your business will go into; Size and growth patterns of segment e.g. units produced/sales per annum; Characteris-tics (competitive forces, capital labour requirements).

b) Products/Service of your business.

Name and describe the product/service

State competitive of your product or service

c) Nature of BusinessName investors and the

amounts to be invested;Brief history of the business

in terms of past achievements in assets, annual sales/profi ts; Or forecasts if proposal is foe new business.

d) Market Analysisi) Target Market AreaState area in which your

product/service will be sold;Size of target market area

(i.e. amount of product/services needed to satisfy demand in target area e.g. annual unit consumption or sales;

Growth /decline trends of your target market;

Estimated annual sales i.e. your market share (your forecast annual sales as a per-centage of total demand in the target market area).

ii) Customer Profi leYour potential customers

within the target market area (individuals, organisations and institutions);

Consumption/buying pat-terns (how often and how much they buy the product/service);

iii) CompetitionName (at least 3) major

competitors supplying/ser-vicing your target market; Competitors size, strength and weaknesses and your business competitive advantages.

BE ADVISED: if you can-not sell it don’t make it!

4. Strategy FormulationObjectiveTo decide on how the busi-

ness will operate to be able to sell profi tably within the market and industry.

a) Marketing Strategiesi) Advertising and Promo-

tionAdvertising media and

other promotional activities;Frequency and monthly cost

of advertising and promotionii) PricingProduct/service prices

and average product/service mark-up;

Pricing considerations e.g. cost, competitors prices, target customers, product quality etc.

iii) Methods of Selling and Distribution

Ways of supplying e.g. counter sales, in-house sales, sales agents, etc.

iv) Selling TermsCash and discounts, credit

sales, credit limit, credit period, etc;

Guarantees and conditions of guarantees;

Packaging and after sales service.

b) Operations and Produc-

What is a bankable project proposal?

To page 20


Project Proposal Guideline

their living stand-ards. Loans from the ZMWF fund come at concessionary inter-est rates to both the MFIs and end ben-efi ciaries as a way of promoting sustain-ability of operations at both borrower levels. The net effect of this is to lessen the repayment burden on end benefi ciaries consequently leading to high repayment rates at MFI level.

To promote productive sectors of the economy, particularly agri-culture, ZMWF provides value chain and project fi nancing to its MFI partners. Seeing that agricul-ture is a key driver to economic develop-ment in Zimbabwe, ZMWF saw it fi t to provide funding to MFIs that come up with innovative ideas related to fi nanc-ing agriculture in a bid to also develop resilient agribusi-nesses, promoting fi nancial inclusion and reduce vulner-abilities in poor rural households. Under this component, ZMWF provides

funding to and among various links and players within several value chains – from production, through processing, storage, distribution all the way to retail-ing. Value chains fi -nanced so far include cassava, dairy, chilli production and other crops under irrigation being produced by small holder farmers.

Being a develop-mental institution, ZMWF has a strong inclination towards the economic em-powerment of wom-en entrepreneurs. As such, one of its projects is to facili-tate the mainstream-ing of gender and HIV/ AIDS into the microfi nance sector by providing training of women entrepre-neurs throughout Zimbabwe. So far over 2 000 women have been trained under this project.

Realising that capital injection into the microfi nance sector does not adequately promote sustainability of the MFIs, one of the components under ZMWF has been

to provide capac-ity building support to its MFI partners especially those that are still young or exhibit operational and institutional weaknesses. Under this component, ZMWF has provided capacity building support to MFIs for the acquisition and implementation of management infor-mation systems (loan tracking software), talent and human re-sources development and business process improvement focus-ing on development of operational poli-cies and procedure manuals.

Banking on the support of its valued founding partners and other stakehold-ers in the sector, ZMWF pledges to continue playing an active role in the development of micro fi nancing in Zimbabwe as a way to promote fi nancial inclusion, employ-ment creation and strengthening income generating resilience of the economically active poor.

ZMWF-Committed to long term Funding of MFIsFrom page 12

SMEs International Expo 2014Vision Built Together 19

tion Strategiesi) Premises and FacilitiesSize of premises needed;Facilities, (water, power,

storage, etc);State whether premises will

be rented, leased or owned. ii)Machinery/Equipment

and Raw Material (Stock) Requirements

Machines, tools, motor vehicles, furniture and fittings and sources of supply.

Raw materials, stock requirements and sources of supply.

iii) Production MethodsProduction stages and pro-

duction capacity (i.e. output per given time).

c) Organisational Strategiesi) Key Personnel (Manage-

ment)Key operational staff, Job

functions and descriptions, Ownership in the business and Compensation (salaries, benefits, etc)

ii) Staffing PlanJob functions/titles; Num-

ber of people per job within the next 3 years;

Salaries/wages offered per job and conditions of service.

iii) Management Assis-tance and Staff Training

Training for management in relation to weakness areas;

Training plans for other staff and training institutions to be used for staff training.

iv)Supporting Professional Services

Professional services required by the business, i.e. essential services but not required on regular basis and sometimes your business cannot afford to employ a full time person e.g. accounting

and organisations that will provide the service and annual cost of these services.

v) Action PlanThree year plans stating

main goals to be achieved such as annual sales/profit. Forecasts and major capi-tal acquisitions or intended expansions.

Detailed outline steps to be taken to achieve year 1 goals, threats to business’ success and plans to overcome them.

5. Financial ForecastsObjectiveTo forecast the results that

are expected in the strategy formulation section and to out-line the investment to be made to achieve the results

a) Start-Up CostsDetails and costs of initial

business requirements. (These include assets that are already available. If you intend to im-port, the costs should include freight and clearance charges);

Start-up costs include: Land, buildings, machinery, equipment, vehicles, stock (materials/finished goods), working capital,

b) Sources of FinanceEquity – what owners will

contribute including any assets already owned and intended for use in the new business;

Loan required i.e. total start-up requirements less total equity provided, repayment period in years, and expected interest rate %.

c) Sales ForecastsMonthly breakdown of an-

nual forecast sales taking into account seasonal variations, seasonal variations and total annual sales.

d) Profit and loss Forecast

This is a statement which compares revenue gener-ated from the sale of goods in the business’s usual line or service provided, with regular expenses incurred in the day to day running of the business to find out how much profit and loss has been made.

A detailed proforma profit and loss statement showing sales and operating expenses month by month will be required for year one and on a quarterly basis for years two and three.

Cash flow BudgetThis is a detailed forecast

of the business cash position at given point in time, showing sources and amounts of cash to be received (inflows) and intended payments (outflows) and forecast cash balances at the end of every period. De-tails of inflows and outflows will be shown month for year one and then quarterly for years two and three forecasts.

Balance SheetA balance sheet is a classi-

fied statement showing busi-ness’ assets (what the business owns) and its liabilities (what it owes). It is intended to show a venture’s financial positions at a point in time. A forecast balance sheet must therefore show the following;

Fixed assetsCurrent assets, Current li-

abilities, Working capital, Net Asset Value, Owners Capital, Long terms loans and Total Capital employed

e) Explanations to Projec-tions

This explains the basis for years 2 and 3 forecasts.

From page 18


Project Proposal Guideline

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