Main Characteristics of Small and Medium Sized Agrifood Enterprises in Selected Regions of Cameroon

Abstract

In a context characterised by low competitiveness of agrifood enterprises in Cameroon, a socio-economic study on Small and Medium-Sized Agrifood Enterprises (SMAE) in the Cameroon cities of Yaoundé in the Centre region, Douala in the Littoral region, and Bafoussam in the West region was carried out between March and September 2021. This was with the aim of analysing the main characteristics of these enterprises. Data were collected from 300 managers of SMAE selected through a purposive sampling method. Descriptive statistical were used to analyse the data. The results revealed that SMEA in Cameroon are mostly Very Small Enterprises (VSE) (89.7%) with less than 10 years of existence, and self-funded without external sources of finance. Their production systems are essentially artisanal (69%) and their personnel are not qualified (72%). In addition, they are mostly organised in the form of Common Initiative Groups (CIGs), cooperatives or enterprises without legal status. These SMAE are mainly run by married (66,7%), female (56%) and higher level graduate (60%) managers with ages ranging from 41 to 50 years. The decision-making process in these enterprises is centred on the managers with a structure based on group work and very few employees with a job description. However, meetings are held frequently in these enterprises, and employees are most often consulted and informed of any developments. Furthermore, the main marketing strategy used by these enterprises is word of mouth, while informal observation is the main business intelligence strategy. Very few SMAE have Research and Development (R&D) activities. Nevertheless, they rely mainly on training to stay technologically alert. In addition, they generally collaborate with customers and suppliers. These characteristics mainly predispose Cameroonian SMEA to be unprofitable and inefficient. Therefore, the paper recommend to sensitize SMAE to the advantages of being formal, to put in place fiscal measures that match up with SMAE's activities, to develop financial systems adapted to SMAE's reality, to empower women and reduce gender inequalities in order to improve their managerial performances, to raise young entrepreneurs awareness of the importance of perseverance and the benefit of marriage on business, to help SMAE managers and their personnel to continuously build their capacity, to support SMAE financially and technically, to help SMAE in developing well defined business strategies, to sensitize SMAE managers to the importance of decentralisation in their activities and to promote collaboration between SMAE and strategic partners in their environment.