giri imcilik kongresi
Transkript
giri imcilik kongresi
K1rg1zistan-Tlirkiye Manas Oniversitesi Yaymlar1: 86 Kongreler Dizisi: 11 KIRGIZiSTAN·TURKiYE MANAS ONiVERSITESi iKTiSADi VE IDARiBiLiMLER FAKULTESi Kb1Pfbi3CKO·TYPEL!K Ii YH BEPC TET «MAHAC» CllAKYJlbTET 3KOHOM KYnPABJlEH fl ULUSLARARASI • • • • • • GIRI IMCILIK KONGRESI ME>KAYHAPOAHbliii KOHrPECC <<nPEAnPIIIHMMATEnbCTBO>> Uluslararas1 Kongre Bildirileri MaTepiii8Jlbl Me:>KJ].yHapOJJ.HOfO KOHrpecca 25 27 Mayns 2006 Bi§kek-K1rgazistan 25-27 Mas:a 2006, cPIIWKeK, Kbnprbi3CTaH Kugtzistan-Tiirkiye Manas Universitesi Yaytnlan: 86 Kongreler Dizisi: 11 H3.l.J;aHHB Kbrprbi3CKO-TypeuKoro yuusepcuTeTa «Manac»: 86 CepuB KoniJJepeuuuii: 11 Ktrgtzistan-Tiirkiye Manas Universitesi · iktisadi ve idari Birimler Fakiiltesi ULUSLARARASI GiRi iMCiLiK KONGRESi Khlprbi3CKO-TypeuKuii yuusepcuTeT «Manac» <IJaKyJibTeT 3KOHOMHKH u Ynpasneuu.H ME)K YHAPO HbLM KOHrPECC «llPE ITPHHHMATE bCTBO» 25-27 Mayts 2006, Bi kek 25-27 MaB 2006 r., linmKeK YK 334 6EK 65.5 6 64 BiLiM KURULU: P 9f. Dr. Sahavet GURDAL-KTMU, Prof. P.r. Cusup PiRiMBAEV- KTMU, Prof. Dr. J?ilt;:.k YILMAZCAN- KTMU, Prof. Dr. Tursunova S.A.-Kugtz Milli Universitesi, Prof. Dr. Kamc;tbekov T.K.-BDIGU, Doc;. Dr. Kenan OZDEN- KTMU 1.D01;. Dr. Belkts OZKARA- KTMU, Doc;. Dr. Hilseyin A AY- KTMU. Doc;. Dr. Serna SAKARYA- Bogazir;i Universj.tesi, Doc;:. Dr. Ktdtraliyev S.K.- TeachEYUksek Ogretim Akademisi, Doc;. Dr. Naaber Yuriy Rudolfovic;- KRSU. Doc;. Dr. Zvyagintseva O.P.- VladimirI letme Enst! Usil-Rusya, Doc;:. Dr. Drujinin P.V.- Kareliya Ara tlrma Merkezi -Rusya•..Komaldinov S. -Tacikistan Teknik Universitesi, Doc;. Dr. Serik ay l.S-Uluslararast Kazak-Ti.irk Ahmet YeseY.i Universitesi .. .. .. ORGANIZASYON KURULU- Prof. Dr. Sahavet GURDAL-KTMU, Doc;:. Dr. Kenan OZDEN- KTMU, Doc;. Dr. Belkts OZKARA- KTMU, Do<;. Dr. Urdaletova A.B. -KTMU. (Ogr. Gor. ule YILDIZ- KTMU Ara. Gor. Seyil NAJiMUDiNOVA- KTMU Ara. Gor. Biilent NAMAL- KTMU-sekreterya) Giri imcilik, gi.ini.imiiz bilgi toplumunda bireysel ve toplumsal geli me ve refahm, rekabetin en onemli unsuru olarak ortaya 91kmaktadtr. Sovyetler Birligi'nin dawJmastyla birlikte, ozgiirliiklerine kavu an ve dUnya arenasmda bagtms1z devletler olarak yerini alan KtrgJzistan, Ozbekstan, Kazakistan, Tacikistan, TUrkmenistan, Gurcistan ve Azerbaycan post komiinist donemde serbest pazar ekonomisine gec;:isUrecindedirler. Bu sUrec;te giri imciligin desteklenmesi ve yaygmla tmlmast, gec;isUrecinin daha k1sa ve sorunsuz olmasm1 saglayacakur. KtiltUrel donU Umlerin ekonomik, teknolojik ve politik donil Umlere ktyasla daha uzun bir zaman aldtgJ dU i.intildUgi.lnde, giri imciligin geli tirilmesi ve yaygml ttnhnas1 da uzun vadede bir yandan egitime, bir yandan da kongre ve sempozyumlarda dikkat r;ekme, bilgilendirme ve tartJ gJa ortamlannn yarattlmastra baghdtr. Ktrgtzistan-TUrkiye Manas Universitesi lktisadi ve ldari Bilimler Fakilltesi olarak «Uiuslararast Giri imcilik Kongresi» TUrk Cumhuriyetleri'nde giri imciligi te vik etmek ic;in, onun onemine dikkat c;:ekmeyi, onemli sorun alanlannm alt1m c;:izmeyi; bilim adamlan, giri imciler ve giri imci adaylan arasmda etk.ile im saglamayt ve sorunlara ortak c;ozi.imler geli tirmeyi amac;:Iamaktadtr. HAYliHhlH COBET: Jl..3.H, npocp. CaxaseT flopJJ.rut- KTYM, ,A. 3. H, npocp. KaM1.Jht6eKOB T.K. 6fJ3n, JJ..3.H. npO!p. nHpHM6aes }K.T. KTYM, .LJ.. 3. H, npocp. TypcyHOBa c. A. HI1MOn KHY• .LJ..3.H, npocp. HblJ1Ma3)1\aH weK KTYM. K.3.H• .nou. CaKaphll CeMa - 6occpopcKl'fM ymmepc1-1TeT (TypU!-Ill), K.::J.H, .nou. KeHaH 03.neH KTYM. 1<.3.H, .nou. 6eJ1bl<hiC 03Kapa - KTYM, K.3.H, .nou. XyceiiHH AKaM - KTYM, K.3.H, .nou. 3slln1Huesa o.n Bna.nHMHpCKHM HHCTHTYT 6H3Heca (POCCHll), K.cp-M.H, .nou. PY)KHHHH nasen BaCHJ1heBI14 I1HCTI1TYT ::JKOHOMHKI1 KapenhcKoro Hay4Horo ueHTpa PoccHHCKOM aKa.LJ.eMHI1 HayK (PocCHll), K.3.H, .nou.· KaMrut.LJ.I1HOB CH6xoH Ta.n)J<HKCKHM TeXHH4eCKHH yHHsepc11TeT, (Ta.LJ.)KHKHCTaH), K.3.H, .nou. Haa6ep l0p11ii Py.nonbcposl1'1 KPCY, K.<p-M.H, .nou. Kbt.LJ.htpamtes C.K. - AKa.neMHll Bbtcwero 06pa3oBaHHll TeachEx, .LJ..3.H, .nou. CepHK6aH bi.C. Me)K.LJ.yHapo.LJ.HhiM K axcKo-TypeuKHH yHHBepCHTeT HMeHH Ka)KH AxMeTa Rccas11 . OPrAHH3All,HOHHhiH KOMHTET- .LJ..3.H, npocp. CaxaseT flop.nan- KTYM, K.3.H, .nou. KeHaH 03.LJ.eH KTYM, K.3.H, ,LJ,OU. 6eJ1hKhiC 03Kapa - KTYM, K.cp-M.H. Yp,D,aneTosa A.B. - KTYM, (Wyne HbtJl.LJ.ht3, HIDK11MYA11HOBa C.C. ByneHT HaMan- ceKpeTapHaT) 6 64 ULUSLARARASI GiRi iMCiLiK KONGRESi MEiK,[(YHAPO,[(HhiH KOHrPECC «llPE,[(TIPHHHMATEJihCTBO»: C6. cTaTeil I B.: KTY «MaHaC», cp-T 3KOHOMI1KI1 H ynpaBJleHMll, 2006.-572 C. ISBN 9967-23-748-1 0,LJ,HI1M 113 ycnos11i1 3l<OHOMH'lecKoro pocTa cTpaH c nepexo.nHoii 3KOHOMHKOH JJ.Omtmo CTaTh WHpoKoe pa3BHTHe npe,D,npHHI1MaTeJlhCTBa, KOTOpOe cnoco6HO nOBh!CI1Th perutbHhiM )J,OXO)J, 11 yseJ1H4HTb 3aHl!TOCTh Hace JleHHll. J1MeHHO npe,D,npHHHMaTeJlbCTBO cnoco6Ho B03pO,D,HTb 4aCTHhiM Cei<Top 11 YCHJlHTh 31<0HOMI14eCKI1M pOCT. Pa3BHTI1e 3KOHOMHKI1 o6ycnasnHsaeTCll KOJ1114eCTBOM ycnewHo .neiicTBYIO!l(I1X cy6beKTOB 4UCTHoro cei<Topa. aHHhiH KOHrpecc 11MeeT CBOeM UeJlbiO CTHMYl111posaTb npe,D,np11HI1MaTeJ1hCTBO B T10pKOll3bi4HhiX rocy ,D,UpCTBaX nYTeM np11BJ1e'!eHHll BHHMaH11ll K BU)I<HOCTH npe,D,npHHI1MaTeJlbCTBa; Bhi.LJ.eJlHTh npo6neMHble ccpepbl npenpHHHMaTeJlhCTsa; noHCK npasHJlhHblX peweHI1H cyll(eCTBYIOW.11X npo6neM o6be,LJ,I1HeHHbiMH ycHJ111liMI1 y'leHhiX, npe.unpHHHMaTeJleH 11 KaH)J,I1)J,aTOB B npe,D,npHHHMaTeJll1, a Tal\)l(e cnoco6CTBOBaTb HaJIUiKI1BaHHIO KOHTai<TOB Meji<,LJ,Y HHMH. KoHrpecc BKJliO<JaeT B ce6e Hay4Hble )J,OKJla)J,hl y'leHhiX H3 Be.LJ.yW.HX ymiBepCHTeTOB 113 Kblprbi3CTaHa, Typuml, PocCHH, noJlbWH 11 APYrHX CTpaH.CHr. 34030 I 0000-06 ISBN 9967-23-748-l YK 334 BBK 65.5 © KTY «MaHac», 2006 i<;iNDEKiLER CO,li;EPJKAHHE Zamirbek MANASOV. THE DEVELOPMENT AND PROBLEMS OF AGRICULTURAL ENTREPRENEURSIDP IN KYRGYZSTAN................................................................. 7 Abdullah KARAMAN. KONAKLAMAi LETMELERiNDE ViZYON YQNETiMi TURK TURiZM SEJ<:TORONDE BiR UYGULAMA ............................................................................. 19 0.10. flpaoKo. 3ABHCHMOCTb HHBECTHIJ;HOHHbiX ITPOQECCOB OT KOPPYfll1;HH B CTPAHAX C 11EPEXO,ll;HOH 3KOHOMI1KOH (HA IIPHMEPE KbiPfbi3CKOH PECIIYEJ1I1KI1)....................::...................................................................................... 35 fl.B. J{py:J CuHuH. IIPE,ll;I1PHHI1MATEJ1hCTBO H HHHOB.AI.J;MOHHA5I ,ll;E51TEJ1bHOCTb B IIPHfPAHHliHOM PErHOHE ................................................................................... 43 Asuman AKDOGAN, Aye CiNGOZ. i<; GiRi iMCiLiGE VERiLEN ONEM DUZEYi VE i<; GiRi iMCiLiGi ETKiLEYEN 0RG0TSEL FAKTQRLERiN BELiRLENMESiNE YONELiK KAYSERi iLiNDE BiR ARA TIRMA ..................................................... 49 R!fat YILMAZ.i LETME i<;i YENi GiRi iM FiKiRLERiNiN DEGERLENDiRiLMESi VE i LETME STRATEJiSiNE iLi KiLENDiRiLMESiNDE DENGELi PERFORMANS OL<;OM SiSTEMi (BALANCED SCORECARD) VE BiR UYGULAMA ORNEGi 65 Adem OGUT, Hasan BULBUL, Nahit YiLMAZ. STRATEJiK YENiLENME ARACI OLARAK KURUMSAL GiRi iMCiLiK VE BU SURE<;TE YENiLiK<;iLiGiN ONEMi ......... 83 Fariz AHMADOV, Serdar ORHAN. BiR GiRi iMCiLiK ORNEGi OLARAK ULUSLARARASI ORTAK GiRi iMLERiN BA ARI KRiTERLERi: BAKU-TiFLiS-CEYHAN PETROL BORU HATTIORNEGi ···············································································90 Sema SAKARYA, Gozde KOSA, Biilent NAMAL.. GiRi$iMCiLiK SURECiNDE FIRSAT VE KIRGIZiSTAN ORNEGi .............................................................................................. 99 Ayhan SERHATERi, Ennan CO$KUN. GiRi$iMCiLiKTE ELEKTRONiK TiCARETiN QNEMi Ill F. Asuman YALC';IN, Selda ENE. iNTERNETiN GiRi iMCiLiGE SUNDUGU FIRSATLAR VE iNTERNETTE BA ARILI BiREYSEL GiRi iMCiLiK i<;iN MARKA YARATMA YOLLARININ iNCELENMESi iLE iLGiLi ORNEK OLAY ................................... 118 Kutay OKTAY, ismail KIZILIRMAK. KIRGIZiSTAN'DA SEYAHAT ACENTALARINA YATIRIM YAPAN GiRi iMCiLERiN KAR$1LA TIKLARI PAZARLAMA SORUNLARI .. 130 Kutay OKTAY. KIRGIZiSTAN'DA GiRi iMCiLERE KREDi VEREN FiNANSAL KURUMLAR VE KREDi VERiLME KO$ULLARI 0ZERiNE BiR iNCELEME .......................... 140 Fehmi KARASiOGLU, Haluk DUMAN. GELi$MEKTE OLAN ULKELERDE GiRi iMCiLiK . KULTURO VE RiSK SERMAYESi OZERiNE BiR iNCELEME............................ 148 Rabia Q'?.P._lj;fNiRC{! f/_aluk DUMAN, Namrk Kemal ERDEMiR. GiRi$iMCiLiK SURECiNDE . FiNANSAL BA ARISIZLIGIN ETKiLERi OZERiNE BiR iNCELEME ................ 160 MiinevverSOYAK. KADIN GiRi iMCiLidi VE MiKROFiNANS: T0RKiYE DENEYiMi ......... 169 Zekeriva MIZIRAK, Biro/ MERCAN, Nadide Sevil HALICI. GiRi iMCiNiN BQLGEYE . . <;EKiLMESiNDE SOSYAL SERMAYENiN ROLO........................................:.· ·.····· 178 Hasan BULBtJL, Ufitk DURNA, Nalzit YILMAZ. YENiLiK<;iLiGi GELi TiRMEDE BiLGi VE BiLGi TEKNOLOJiLERiNiN QNEMi ...............:...................................................... 188 C.A. Acmwllueea, A. OcMollalluee. HHHOBAQHOHHOCTb KAK KJ1l04EBOH <I>AKTOP IIPE,ll;IIPI1HI1MATEJ1bCKOfO YCIIEXA .............................................................. 198 Tz/JleK Tcbt3bt Auoa. EI13HEC-HHKYEATOP H EfO POJ1b B PA3BI1TH.YI MAJ10f0 EI13HECA204 Tiirkay DERELi. Dilek KALENDER, Alptekin DURMU$0GLU. GiRi$iMCiLiK PERFORMANSINA ETKi EDEN FAKTQRLERiN ARA$TIRILMASI: GAZiANTEP ORNEGi....................................................................................................................... 206 4 Nedim YUZBA$/OGLU, Muhammet BEzjRCi. SUCCESS AND FAILURE PREDICTION OF SMALL AND MEDIUM SIZED BUSINESSES THROUGH THE ALTMAN'S Z SCORE MODEL ......................................................................................................... 216 Belkz.1· OZKARA. Kemal KARAYORMUK, Mehmet Ali KOSEOGLU. GiRi iMCiNiN SON KOYO: GiRi iMLERiN SUREKLiLidiNiN SORGULANMASI ......................................... 221 Nedim YUZBA$/OGLU. GiRi iMCi FiRMALARIN GELi iMiNi VE YONETiM TARZLARINI ETKiLEYEN FAKTORLERiN VAKA ANALiZi METODU YARDIMIYLA DEGERLENDiRiLMESi ............................................................................................ 234 Nilgiin SARIKAYA. Faruk Anzl KONUK. iNTERNET KULLANICILARININ iNTERNET REKLAMLARINA YONELiK TUTUMLARININ GiRi iMCiLiK A<;ISINDAN ONEMi OZERiNE BiR ARA TIRMA ...................................................................... 246 El(f"Aszule TUNCA. ULKE iMAJININ VETANITIMININ YABANCI Y ATIRIMLARA ETKiSi: KIRGIZiSTAN ORNEGi ............................................................................................ 257 3. X <PyKcAtaH. HHHOBAU,HH B PEII1EHHI13AMq YBEJ1]11qEHl151 TIOCTABOK llPO,ZJ;YKll,l1l1 HA 3KCI10PT................................................................................... 266 Mustafa BOTE. TRABZON iLiNDE GiRi iMCiLiK OZELLiKLERi ARA TIRMASI................ 267 A. Atilla UGUR, Liitfil $AGBAN$UA. THE ROLE OF TAX POLICffiS IN INTERNATIONAL INVESTMENT DECISIONS: CASE STUDY FOR KAZAKHSTAN AND TURKEY. 279 · Raziyalum ABDjyEVA. VERGi iDARESi iLE MUKELLEF ARASINDAKi iLi KiLERiN GiRi iMCiLiGE ETKiSi (KIRGIZiSTAN ORNEGi)............................................... 288 N. Tolga SARU9, Habib YILDIZ, Erman 90$KUN. HOW ENTREPRENEURSHIP CAN BE · ACCELERATED WITH MINIMIZATION OF BUREAUCRACY VIA ONLINE VENTURE START-UP APPLICATIONS: A COMPARATIVE STUDY................. 295 C. K. KblC)bzpanuee. BJ1l15IHHE HAJ1010B HA llPE.D:TIPHHHMATEJThCKYIO .D:E5ITEJ1bHOCTb....................................................................................................... 307 Nevin YORUK. GiRi iMCiLiKTE ALTERNATiF FiNANSAL TEKNiKLERiN KULLANIMI... 313 A. OcMOHaflztee. OE AHAJ1HTHliECKHX B03MO)l(HOCT5lX <t>HHAHCOBOH OTliETHOCTH X035lfiCTBYIOll.IJ IX CYE'bEKTOB ....................................................................... 323 Hiiseyin AKAY. KO<;OK VE ORTA BOY i$LETMELERDE FiNANSAL RAPORLAMA VE KAZAKiSTAN ORNEdi............................................................................................ 327 lJ. C. KeJHnup6aeea. POJ1b Jlli3HHf'A B 3KOHOMHKE. TIYTH PACillHPEHHJI H TIOBbllllEHH51 3<t><t>EKTHBHOCTI1 TIPHMEHEHJ.iiJI J1H3l1Hf'A B AT'POTIPOMbllllJlEHHOM KOMTIJlEKCE KblPT'bl3CTAHA .............................. 335 Ali c;aglar UZUN, Mehmet GUNLUK. KADIN GiRi$iMCiLERiN OZELLiKLERi, HAREKET NOKTALARI VE KAR$1LA$1LAN SORUNLARA iLi$KiN MUGLA iLl ARA$TIRMASI .......................................................................................................... 340 Mehmet TURAN, Seyil NACiMUDiNOVA. GiRi$iMCiLERiN SAHiP OLDUGU Ki$iLiKLERiN KOLTURLER ARASI DEGi$iM GOSTERMESi TURKiYE VE KIRGIZiSTAN'LI GiRi$iMCiLER UZERiNDE KAR$ILA$TIRMALI BiR ARA$TIRMA ................. 351 Muhsin HALiS, Mahmut DURMAZ, Ozlem Y. UGURLU, Behzat $ENCAY. GiRi$iMCi Ki iLiK VE POLiTiK DAVRANI$ ................................................................................................ 361 r.J. Kyoa6aeea. TIPO<t>ECClilOHAJ1bHOE llPE.D:llPI1Hl1MATEJ1bCTBO- KAK <t>AKTOP YCHJ1EHI15l TIOTEH11,11AJ1A CYE'bEKTOB MAJ1010 EI13HECA B llPOMbllllJ1EHHOCTI1 KhiPfbi3CTAHA .............................................................. 373 )J(.H. 0).1ypoea. POJ1b fOCY,[(APCTBA 11 llPE.Ll:llPMRl1MATEJ1bCTBA B PA3BHTI1H PbiHKA )KJIIJ1b5l HA COBPEMEHHOM 3TATIE................................................... 383 jl,. jl,;;Jcanapoea. PbiHOK ME.Ll:HUHHCKHX YCJ1YT' B KbiPfbi3CTAHE................................... 389 5 Muhibbi Suat AKSOY. Ferit KULA. GiRi$iMCiLERiN TURKI CUMHURiYETLERDE YATIRIM NiYETLERiNi ETKiLEYEN FAKTORLER: KAYSERiLi GiRi$iMCiLER OZERiNE BiR ARA$TIRMA ····················································································396 Tiizin BAYCAN LEVENT. Seda KUNDAK. iSVi<::RE'NiN GiRi$iMCi TURKLERi ...................... 405 Ekrem ERDOGAN, Emel <;ETiNKAYA. M. Numllah KURUTKAN. BiLGi TOPLUMUNDA GiRi$iMCiLiGiN DEGi$EN BOYUTU: SANAL GiRi$iMCiLiK.......................... 418 Adem OGUT. Asian SENDOGDU, Nahit YILMAZ. BiLi$iMCi GiRi$iMCiLiK TiPOLOJiSi AqSINDAN BiLGi YqNETi iN.iN iL.KEL?i ·······················:········:················:··:431 Abdiillatf <;EVIKER. Ercan SARIDOGAN. BILGI VE ILETI$1M TEKNOLOJILERI VE YENILIK URETiMi: OECD ULKELERi OZERiNE EKONOMETRiK BiR ANALiZ ............ 437 A.vhan SEYFULLAHOGULLAR/, Ba ak YAL<;IN, Siileyman TURKOGLU.ELEKTRONiK . GiRi$iMCiLiKTE KULLANILAN WEB TEKNOLOJiLERiNiN iNCELENMESi VE PERAKENDE SATI$ YAPAN SiTELERiN BiLi$iM A<::ISINDAN KAR$ILA$TIRILMASI .............................................................................................. 459 Abdulhalim <;ELiK. BiR iSTiHDAM POLiTiKASI OLARAK GiRi$iMCiLiK ............................. 467 Ceem.rraHa TyoKoea. COIJ;I1AJibHhiH KATIHTAJI- <PYH,ll;AMEHT PA3BHTH51 MAJ10f0 EH3HECA ................................................................................................................... 477 A.M Kallttmceeea. MHKPO<PHHAHCHPOBAHHE KAK AKTYAJibHhiH HHCTPYMEHT TIPEO,ll;OJ1EHH.51 EE,ll;HOCTH.................................................................................. 484 3./J. KaTtwHemoe, T.T. Typoamtee. TIOMEP)l(KA MAJ10f0 TIPE,ll;TIPHHHMATEJJbCTBA KAK CPE,ll;CTBA B EOPhEE C EE,ll;HOCThlO................................................................. 490 K.A. ToKmop6aeea. TIPABOBOE OEECTIEqEHHE PABEHCTBA )l(EHIIJ:HH KhiPfhi3CKOH PECTIYEJJHKH B CI1CTEME 3KOHOMHqECKHX OTHOlllEHHH................... 495 3.Y. Ha3ap6eKoea. TIPOEJJEMhi fEH,ll;EPHOHTIOJJHTHKH B TIPE,ll;TIPHHl1MATEJibCTBE501 C.lil. CaJZKoea. TIPOEJJEMhi )l(EHCKOfO TIPE,ll;TIPHHHMATEJibCTBA B Kh1Pfhi3CKOH PECTIYEJJHKE........................................................................................................... 508 Muhsin HALiS, Mehmet DEMiRAG, Serdar K. YAVUZ, H.Murat SAHiN. GiRi$iMCiLiK KARARLARINA ETKiSi A<::ISINDAN <::EYRE GOVENLidi VE YIKICI FAALiYETLER .......................................................................................................... 510 Kenan OZDEN. KOBiLER i<::iN KRiZDE FiNANSMAN YONETiMi UZERiNE BiR MODEL ONERiSi...................................................:.................................................................. 527 Muhammet BEZiRCi. RiSKTEN KA<::INAN YATIRIMCILARIN YENi GiRi$iMCiLiK ARENAS!; VOB (V ADELi i$LEM VE OPSiYON BORSASI), TORKiYE ORNEGi ............... 544 HOW ENTREPRENEURSHIP CAN BE ACCELERATED WITH MINIMIZATION OF BUREAUCRACY VIA ONLINE VENTURE START-UP APPLICATIONS: A COMPARATIVE STUDY N. Tolga Saru{ Habib YlldiZ* Erman .;o kun*** OZET Ki.i Uk ve orta Ol eklii letmelerirket kurmaa amalanndaogu zaman yeterli kaynak ve dam mana sahip degillerdir. Bu yOzden bu tOrirketler geneldeirket kurma prosedUrOnO ve izlenmesi ge reken ad1mlan bilmemektedirler. irket kurmaki in gerekeni lemlerin yogunlugu i.ilkeden iilkeye degi mektedir. Baz1 Ulkelerde bUrokrasi ve klrtasiyecilik olduka yogun olmasma kaqm, diger Ulke lerdeirket kurma a amalan net vei lemlerde hizhdir. Bu tUr Ulkelerde yatmrnlann ve yeniirketle rin te vik edildigi soylenebilir. <;ah mada degi ik Ulkelerdeki irket kurma a amalan ve internet yo luyla ba vuru yapabilrne olanaklan incelenrni tir. Se ilen 5 farklt Ulkede (Kanada, Birle ik Kralhklar, Singapur, TUrkiye ve K1rg zistan)irket kurmaki in gerekli a amalar ile sUre ve maliyetler incelen mi tir. Geli rnive geli mekte olan farklt ekonorniler sec;ilerek irket kurma a amasmda sunulan internet ve e-devlet hizmetleri ara tmhm tir. <;ah mamn son kismmda iseirket kurma a amalannda klrtasiyecilikten kurtularak sisterni verimli bir hale getirmeki in gerekli olan onerilere yer verilrni tir. SUMMARY Start-up ventures, especially the small and medium ones, have limited amount of resources and capital as well as insufficient experts such as lawyers, consultants, accountants and administrators to support them when they need it most. Thus, most of these businesses do not know how to proceed with establishing a new firm. They are not aware of bureaucracy and the necessary steps to follow. The level of bureaucracy's impact changes from country to country. In some countries these processes can be long, money and time consuming and may take several weeks or months which discourages new venture start-ups, whereas in others these processes are much more efficient and fast which en courages new venture start-ups. These differences and the impact of availability of e-government and online application possibilities are the subject of our study. The study comparesureaucratic systems -·-·· for venture start-ups in different countries and discusses to provide an opportunity for adapting the most effective ones for the developing countries. In this study, our aim is to analyze and compare the steps and the amount of money and time spent in. the application process for new ventures in five different selected countries. These five coun tries are chosen according to their different leVel of bureaucratic necessities and red tape used. We analysed some developed countries which have very efficient venture start-up processes and those in which the process is slow and ponderous. Another objective of the study is to find out how e-gov ernment services, i.e. the use of internet and online application availabilities impact on the cost of start-up both to the firms involved and to government spending. We look at the steps required for start-up in countries such as Canada, Singapore and England • Yrd. D. Dr., Sakarya i.lniversitesi t).B.F. Maliye Bol. •• Yrd. D. Dr., Sakarya i.lniversit si I.t. .F. Maliye BOI. ···Doc;. Dr., Sakarya Universitesi f.I.B.F.l letme Bol. 296 and try to derive some lessons for less effective systems in countries such as Turkey and Kyrgyzstan. Studying business start-up rules in different countries are not only valuable for cross-comparison, but they are also helpful for policy makers in reducing the cost involved for start-ups. In this inter-disci plinary study, technical and regulatory suggestions to broaden the applications of online start-ups are placed in the last part of the study. Key Words: Entrepreneurship, e-govemment, online application, start-up INTRODUCTION It just takes 2 days to start-up a business in Australia while it takes 203 days to do the same in Haiti (Sharader and Werner 2005). Recently many countries are trying to reform their business regis tration process in order to reduce informal_economy and increase the investments. There are many successful reforms in the subject of business registration in countries such as Canada, UK and Singa pore. European Union countries also reduced the registration cost by 10% and registration time by about 15% (Sharader and Werner 2005). Although it is very useful to reform start-up procedure of business, the job is more difficult than it first seems. The main reason of difficulty of start-up registra tion reform is the fact that it requires great deal of coordination between many government depart ments (de Sa, 2005). The business start-up reforms help the economy in a different number of ways. Firstly, if start-up procedure is burdensome, this would increase informal sector. Secondly, in a country where registra tion period is costly and long, business start-up and investments will be low. There is also very strong evidence that shows the increase in business entry, after successful reforms (Doing Business in 2006, p.13). According to the same report by Doing Business "fifteen thousands German businesses have saved on notary and other expenses by registering in London, where the required capital is only £1" (p.lO). This example shows that easy start-up processes may also result with increased number of for eign companies and foreign investment. So businesses take notice of start-up procedure in a country when they make investment decisions. Benefits of online start-up is much higher for developing or underdeveloped countries. Accord ing to de Sa (2005) "... the worst the business start-up procedures the higher the potential gains from successful reforms" (p.4). Reforms of start-up increase the level of investment and thus reducing un employment rate in the country. For example, a study cited by Doing Busicess indicates that Algeria can benefit an increase in business investments up to 30%, when the country reforms its start-up regulation to the same level in Turkey (Alesina eta/., 2003). Some other benefits of simplification of start-up procedure can be (i) an increase in efficiency since formal businesses are more productive, and (ii) an increase in tax revenues both because of the fact that productivity is increased and informal sector is decreased. Overall, benefits of online start-up can be summarized as: 1. Cost Saving: Online start-up will decrease the cost of starting a new business as well as simplifying the process. Online WB/IFC Small and Medium Enterprises Department's study shows that there is a correlation between the number of SMEs per 1000 inhabitants and the cost to start a business (de Sa, 2005). Thus it can be concluded that decreased cost of starting a new business will lead more private sector companies. · 2. Standardization: Online start-up process will standardize the transactions and companies . must formalize their business. This will lead to bellcr functioning and controlled organiza tions which will increase productivity and growth. 3. Time Saving: Reports show that online start-up will minimize the number of agencies to ap ply and because all the processes can be automated, the processing time will .be cut signifi cantly. 4. Objective Process: Because of standardization provided with online start-up applications and processing human judgement will be minimized and subjective decisions can be eliminated in most cases. The information and documents must be provided fully. Better online application and processing systems will make the process more objective. 5. Simple and Understandable: Page 13 of the report by de Sa (2005) shows that in developing and developed countries there are 18 different institutions and bodies in the business regis tration/start-up mechanisms. With online application and processing these 18 institutions can be reduced to 3-4 main institutions. This will make everything simpler and more understand- 297 able especially for the smaiJ and medium businesses which have limited amount of resources and capital as well as insufficient experts such as lawyers, consultants, accountants and ad ministrators to support them when they need it most 6. More firms are set up: Simple and understandable processes will result with higher number of firms set up. 7. Increase in investment: Easy processes will attract foreign companies and firms as well as in vestments to that country. 8. New jobs: New companies will be hiring new employees and this will decrease unemploy ment rate. 9. Preventing informal economic activities: With online registration all the processes and information will be accurate and they can be cross-checked easily. Another benefit will be reducing human error. Online system allows for error checking and minimizes human error. Since everything will be recorded correctly and information can be checked in a short time, informal economic activities will be minimized 10. Minimized opportunities to extract bribes: Online registration system will prevent bribes be cause it will standardize all the processes. WHAT WE NEED FOR A SUCCESSFUL START-UP ONLINE APPLICATION AND REGISTRATION PROCESSING SYSTEM? Within the 10 countries ranked highest, on the ease of starting a business, some of the important features in common are availability of online registration in a countrywide database, use of standard ized registration forms, and elimination of newspaper publication requirement. All these features are available because of technology especially because of internet and online start-up applications with websites standardize forms: Most of new business applications get rejected because of flowed or in sufficient paperwork. With standardized forms made available on web pages and better instructions about how to fill them as well as putting some measures to prevent errors lowers the rejection rate significantly. We can classify the components of a successful online start-up system as a) A well designed, functioning E-government system and applications and integrated e-government offices throughout the government: If this system is not in place than even though a common registra tion organization accepts the application, it cannot send data and information to different government agencies and cannot serve the purpose. i) Hardware ii) Software iii) Databases iv) Connectiveness b) Well educated and trained employees c) A national registration database d) Support from government e) Information infrastructure t) Educated.and conscious citizens We can mention 4 stages about the on-line start-up from ]east to the most. Stage 0 The service provider or the administrative responsible level does not have a publicly ac cessible website or the publicly accessible website managed by the service provider or by the administrative responsible level does not qualify for any of the criteria for the stages 1 to 4. Stage 1The information necessary to start the procedure for registering a new company is avail able on a publicly accessible website managed by the service provider or by the administrative responsible level. Stage 2 The publicly accessible website managed by the service provider or by the administra tive responsible level offers the possibility to obtain the paper form to start the procedure for registering a new company in a non-electronic way. Stage 3 The publicly accessible website managed by the service provider or by the administra tive responsible level offers the possibility of an electronic intake with an official electronic form to start the procedure for registering a new company. 298 Stage 4 The publicly accessible website managed by the service 'provider or by the administra tive responsible level offers the possibility to completely treat the declaration of a new company via the website. Case handling, decision and delivery of a standard procedure to register a new company can be treated via the web. No other formal procedure is necessary for the applicant via "paperwork" Capgemini (2004, p. 54). STARTING A BUSINESS IN DIFFERENT COUNTRIES After explaining the fundamentals of online start-up, now we analyze 5 selected countries chosen based on their different sophistication level of online start-up applications. Canada (information about Canada is mostly taken from cbsc.org website) Canada is one of the world's leading countries in terms of ease of starting a new business and . one of the most business friendly regulatory regimes. According to a study of regulations governing start-up of a new business in 75 countries, Canada has the fewest procedures, speediest process and lowest cost required (Djankov, 2000). As a result over the past two years, more than 25 000 small businesses have began operating in Canada. It is predicted that as the Canadian population ages self employment will be more feasible and because of the impact of new technology and the internet, start-up growth will continue to be strong and will exceed 100 000 over the next five years (Start Me Up, 2004). When we look at the successful start-up support in Canada we see that Canada Business Service Centres (CBSC) undertake a broad range of activities to foster entrepreneurship and make sure that entrepreneurs know about government programs, services and regulations, as well as the assistance available through the CBSCs themselves. The CBSC mandate is to serve as the primary source of timely and accurate business related information, and to provide referrals on government programs, services and regulations, without charge in all regions of Canada. The mission of the CBSCs is four fold: • Improve the st.art-up, survival and growth rates of small and medium-sjzed enterprises by giving business people access to accurate, timely and relevant information and referrals in every part of Canada. • Reduce the complexity of dealing with various levels of government by consolidating busi ness information from the clients' perspective in one convenient service. • Enable clients to make well-informed business decisions in a global economy. • Encourage business success through sound business planning, market research and the use of strategic business information. CBSCs started to function in 1992 in Canada. They used basic electronic information manage ment tools, lotus notes, groupware and fax services until 1996. In 1996 they launched first national CBSC web site. In 2000 online Interactive Business Planner was launched. In 2001 Business Start-Up Assistant and Talk to Us!" (hi-channel service via phone and Web) was launched Online. In 2004 Information management: Content Management System (FatWire) was launched. Now, several initiatives are under way to modernize the CBSC network's information management/information technology infrastructure: TheCBSC portal will become the main Web-based desktop entry point for staff to access and interact with applications, content, tools, services and each other. It will provide users with an integrated work environment (E-workplace). The Content Management Systerii wHI handle CBSC Web publishing, from creation to publication, using features such as workflow for business processes. Given client preferences, Government On-Line objectives and the positive imp ,ct on operating costs, CBSCs have adopted a channel management strategy that uses the Internet to tht! maximum, as both a self-serve option and a way of delivering information to clients being assisted by CBSC infor mation officers. To help clients obtaining comprehensive and accurate answers to their questions, CBSC staff use a variety of databases, the Internet and tools accessible through a customized system. They promote Web-based information first, and they can deliver information via e-mail or the Web, as well as via regular mail or fax. 1- Telephone Services A toll-free telephone inquiry service is promoted as a first stop for business information. 2- "Talk to Us!" '1'alk to Us!" is a unique service simultaneously using Web and telephone to help business eli- 299 ents to find information online. The Internet is primarily a self-service tool, but the sheer volume of information can often lead to failed searches and frustrated users. "Talk to Us!" addresses this prob lem. Over the telephone, a CBSC business information officer helps the client refine search parame ters to obtain the needed Web-based information. 3- In-person Service CBSCs are walk-in business resource centres, where clients may access information on their own or receive assistance from business information officers. 4- Internet-based Services The CBSC Web site (www.cbsc.org) is actually a group of 14 sites-one for each province and territory, plus a national home site. Each local site posts regionally specific content and reflects any collaborative arrangements in place. The central site provides national information content and Web tools, Web publishing/content management-tools and Web hosting. Overall, the CBSC Web presence received 4.8 million visits in 2003-04. Generally, sites are organized from the business client's per spective, with topics and search options to suit various needs. 5- E-mail Service Clients can e-mail their requests for business-related information and are assured a response within one business day. Business Information System The foundation of the CBSC network is its ability to provide reliable, accurate information that is easy to access in a number of ways. Its national database, known as the Business Information Sys tem (BIS), is the key to many CBSC services and products. The BIS is posted on the Web, is a prime tool for information officers responding to client questions, and can also be faxed, e-mailed or printed. It has several components: The Government Programs, Services and Regulations Database are a collection of federal and provinciaVterritorial information. They contain up-to-date descriptions of government business pro grams, services and regulatory requirements relevant to Canadian businesses. It sets a high standard in content, design and customer appeal, allowing information officers to· locate requested information promptly, and to help clients navigate through the government programs and services available to in dividuals who are starting, improving or expanding a business. The BIS contains 1100 descriptions of federal business programs, services and regulations from 42 federal departments, agencies arid Crown corporations. Plus 2237 documents from provincial and territorial ministries and agencies across the country, making a total of 3337 documents in the collection. Info-guides provide a multi-jurisdictional overview of programs, services and regulations. They are available on specific topics, such as business start-up, financing, exporting and e-business. "How to Start" guides explain potential steps and requirements in establishing specific types of businesses. Guides currently available across Canada discuss starting "a bed and breakfast", a con venience store and a restaurant, a personal care home for seniors, or an alternative and complementary health care business. Each CBSC adds guides on other topics, depending on local demand; Fact sheets consistently rank among the CBSCs' most frequently requested documents. They cover a wide range of generic business topics, such as business planning, choosing locations, market researches and analysis, basic book keepings and promotions. The Online Small Business Workshop provides techniques and information for developing a business idea; starting, marketing and financing a new venture; and improving an existing small busi ness. The workshop was recently expanded to, include an e-business component. The Business Start-Up Assistant (BSA) :draws on multiple jurisdictions to supply the information needs of entrepreneurs in the start-up phase in each region of Canada. It features prominently on BusinessGateway.ca and remains its most popular cluster. At the end of 2003-04, an enhanced ver sion of the BSA was released. It responds to evolving needs by adding new content for specific audi ences (e.g. women, Aboriginal people), new topics, an improved search page and several user inter face improvements. As it is seen in Table-1, with CBSC system Canada has minimized time and cost for starting a new business. 300 Table 1 Numbers of procedures and costs for Canada Duration (days) Nature of Procedure (2005) Proc# Incorporate the company 1 1 2 Register for GST 2 2 Totals: 3 Source: Doing Business US$ Cost 252.51 0.00 $252.51 Starting a Business in UK To start-up a business in UK, all the information needed can be obtained from the government's websites (businesslink.gov.uk, companieshouse.gov.uk). There are free books about business ideas with success stories. Various forms can be provided and be filled online for start-up process. There are also interactive tools to help to start-up process and to find out which legal structure is right for the business and which kind of permits and registrations are needed for the applicants. As a one-stop shop "Business Unk schemes were established during the 1990s to enhance the interaction between business and (mostly local) government and to simplify administrative processes affecting business. These programmes were particularly concerned with supporting small and medium sized enterprises. The Business Link approach included the Chambers of Commerce, Training and Enterprise Councils, Local Authorities, Enterprise Agencies, and the Government." (OECD, 2003, p.206). Beyond this, we also searched for other EU countries since EU has become one of the super economies in the world. Figure 1 shows the results for 15 EU member countries (blue colour) and 10 recently joined countries (pink colour). The EU countries' on-line start-up sophistication levels are given below. As it can be seen al though some countries received the full-mark, others should improve their processes. Figure-1 EU countries' on-line start-up sophistication levels Source:Capgemini2004 Table-2· is taken·from-Doing Business website and shows the duration and cost information for UK. Table-2 Numbers of procedures and costs for UK Duration (days) Nature ?f Procedure (2005) Proc# US$ Cost Check i:ompany name Prepare company documents in front of a witness Register with the Companies House Register for VAT Register for PAYE Sign up for employer's liability insurance Totals: Source: Doing Business 1 0.00 2 1 Hi2.31 3 1 84.54 4 15 0.00 5 8 0.00 18 $246.85 6 6 0.00 301 Starting a Business in Singapore Singapore is one of the most "e-ready'' countries in the world. For example, the country has been ranked among the top three e-Governments by World Economic Forum in 2003. Singapore has started its study about the e government as early as 1980 (Xinhuanet, 2005). Recently, Prime Minister Lee Hsien Loong indicated that "Being a city-state, it is possible for us to wire up the entire country and give every Singaporean access to a computer. This is our unique strength, which we will leverage upon to provide the best possible public service to our citizens and customers" at the start of e-Gov ernment Action Plan 2 in which the Government has been investing S$1.3 billion over the period of 2003-2006 (e-Government Newsletter, 2005). These statements and awards received from different organizations shows the importance attributed to e-Government in Singapore. This also proves that successful e-government and online start-up applications can be achieved if the top level leaders believe in it and support it. -· There is an online application system for entrepreneurs to register to businesses and also to apply for necessary licences and permits. The project started in 2003 and it calls The Online Business Li censing Service (OBLS). The government side (www.business.gov.sg) offers 69 licences across 19 government agencies at one-stop licence shop. According to Singapore Government Fact Sheet, be fore implementing OBSL, a business process reengineering exercise (BPR) was carried out to reduce bureaucracy, this was resulted about (i) up to 90% reduction in application processing time, (ii) up to 60% reduction in customer data entry, and finally (iii) 10% reduction in the number of licenses due to aggregation and removal of redundant licences (Fact sheet, p2). All necessary information for business start-up is given online and Jicence application can be done with a few clicks. There are many benefits of OBSL. Some of them are as follows (i) Only one integrated form need to be completed for many licenses, (ii) One time payment can be made for mul tiple license fees, (iii) the processing of applications is carried out concurrently which results in valu able time saving. Some benefits of OBSL also can be seen from the Table3. Table 3 Benefits of Online Start-up in Singapore Business transaction Incorporating a new company Over the counter Cost: S$1,200 (- US$736) and up Processing time: 5 days Obtaining a entertainment licence public Applying for a pet shop licence Processing time:8 weeks No. of counter visits: government agencies 7 Processing time: 2 months Online Cost: Flat fee of S$300 US$184) Processing time:2 hours Processing time: 2 weeks No. of counter visits: 0 Processing time: 3 days Source: Government Fact Sheet, OBLS. The costs for incorporating a new company has been decreased from 1,200 Singapore dollars to 300 Singapore dollars through e-service, while processing time decreased from 5 days to 2 hours. Table-4 Numbers of procedures and cos'ts for Singapore Proc# Duration (days) US$ Cost Nature of Procedure (2005) Apply for approval of company name and file the·company incorporation Purchase the RCB search on the company ·:..• 1 l 187.89 2 1 5.96 Make a company seal 3 71.58 Register with the revenue authority 4 0.00 Register with the provident fund 5 1 0.00 Register for workmen's' compensation 6 1 0.00 Totals: 6 6 $265.43 Source: Doing Business 302 Starting a Business in Turkey A reform work carried out by Turkish government can be seen as one of the success stories. There was a high private sector involvement in the reform process and the government accepted over half of the recommended process changes by private sector (Sharader and Werner 2005). The reform process in Turkey is highlighted by de Sa (2005, pl0-12), and Han and Ala (2006) explained in detail the structure of companies and steps involve for start-up businesses. The reform process in Turkey involved not only legal reforms but also institutional reforms. On 17.06.2003 a new law, numbered as 4884, Law Amending Turkish Trade Law, Tax Procedure Law, Stamp Duty Law, Labour Law -and Social Insurance Law, took in place. The law eliminated the requirement of notarizations and stamp tax at regional registries (de Sa, 2005). There were also institutional develop ments such as (i) creation of Coordination Committee for the Improvement of Investment Climate (YOiKK) which has begun its studies on March 2002, and has built a bridge between public and pri vate sectors about business start-up reforms, (see, Akm 2004 for more information about the role of YOiKK), (ii) Trade Registry Office of the Chamber of Commerce (TROCC) has received the author ity of business registration from Ministry of Trade and Industry (MOTI). There are also operational improvements such as single application form and one-window for trade, tax, labour and insurance registrations (de Sa, 2005). Although no online application is possible at the moment, Trade Registra tion Gazette is available online, and detailed information is available on government sites about how to start-up business. As can be seen below, before the reform registration process was very complicated, and time consuming since businesses needed to register separately with each agency. Figure-2 Company Start-up Procedures in Turkey: Before reforms Source: <;anak, 2004. 303 After the reform, registration has become straightforward as can be seen below. Source: <;anak, 2004. Table 5 Numbers of procedures and costs for Turkey Nature of Procedure (2005) Proc# Duration (days) US$ Cost Notarize deeds 1 1 250.61 Pay to the account of Competition Authority 2 1 15.00 Register at trade registry office 3 2 760.99 Follow up with the tax office 4 1 0.00 Follow up with the Social Security Institution 5 1 0.00 Publish articles 6 1 13.78 Certify tax books 7 I 0.00 Deposit capital 8 1 0.00 Totals: Source: Doing Business 8 9 $1,040.38 Starting a Business in Kyrgyzstan If we look at the Table 6, we can see that the number of start-up procedures and days are smaller in Mongolia and Kyrgyzstan than the other Central Asian countries ·' Table 6. Numbers for Kyrgyzstan and Other central Asia Countries Country Number of procedures Time (days) 25 Kazakhstan 9 Kyrgyz Republic 21 8 20 Mongolia 8 36 Russia 9 35 11 Uzbekistan Source:Umurzakov, (2005, p.15) 304 There have been recent studies to streamline the start-up process in Kyrgyzstan (see Umurzakov, 2005), however the registration process still remains very complex, costly and burdensome. There is no online application available and duplicate fillings are not eliminated yet. Umurzakov (2005) explains the licensing reform in Kyrgyzstan as follows; "In Kyrgyzstan, the Law on Licensing was adopted in 1997. To streamline the licensing system the law was amended in 2001, reducing the number of activities subject to licensing from 64 to 29, since then this number has increased to 32. A government decree was also issued setting up a single procedure for issuing licenses and incorporating all licensing requirements into a single normative act. As a result, all ministerial acts regulating licensing were abolished. In essence, all this means that sub-licenses have been legally eliminated, however, some still exist in the areas of telecoms, internet providers, and construction. The Law on licensing was also amended to in corporate tighter procedures for issuing new licenses. Unfortunately, in the three years since these new procedures were adopted, there have been new types of licenses proposed by the gov ernment violating these very procedures. This shows a lack of awareness of the new procedures among licensing agencies and a disregard for them in supervising legal departments and the Ministry of Justice." (p.20) Table 7 Numbers of procedures and costs for Nature of Procedure (2005) Deposit capital Deposit the legally required initial capital in a bank Apply for license Notarize deeds Obtain proof of location Pick up a company registration fonn Obtain the Declaration of Sentencing Register with Ministry of Justice Register with the State Tax Inspectorate Register the company with the Ministry of Commerce Make a sign Obtain permission to make company seal Register with the Social Fund Register with the Financial Department Make a company seal Open bank account Register the workers for social security Totals: Proc# 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 Duration (days) l l 132 I 2 1 3 10 2 2 5 2 2 2 45 l 7 21 US$ Cost 0.00 0.00 45.55 10.27 0.00 1.82 0.46 4.25 1.37 3.10 0.73 25.12 0.68 0.46 6.83 0.00 0.00 $100.64 Source: Doing Business RESULTS AND CONCLUSION In this study, we present applications of online start-up in five different countries. Each country has different levels in terms of online start-up. Some are using it successfully to cut costs and shorten processing time, to make process more efficient and more understandable, to controLbusinesses better, to get more foreign investments, and to integrate involved government agencies to the same system, while others are just trying to figure out how to implement it. As a result start-up procedures and costs vary significantly in different countries (see Table 8). Table 8 Comparison of start-up costs Region or Economy Procedures (number) Duration (days) Cost(% GNI per capita) Min. Capital (% GNI per capita) Canada 2 3 0.9 0.0 305 Kyrgyz Republic 8 Singapore 6 Turkey 8 United Kingdom 6 Source: Doing Business 21 10.4 6 1.1 0.6 0.0 9 27.7 20.9 18 0.7 0.0 Especially with proliferation of successful e-government application, it is not hard to figure out that online start-up soon will be a necessity instead of a luxury. Especially, developing countries such as Turkey and Kyrgyzstan must develop and use online start-up as soon as possible. Now, it is an op portunity for them to use this as a competitive advantage against other developing countries which are trying to invite foreign investment and trying to stabilize their economies with new entrepreneurs and firms. As with many other opportunities in the business world, this wiJI not be an opportunity for long. Soon, a11 other countries will be using online start-up and then it wilJ be a necessity. After that period, it wiU become a threat. If online start-up is not used in a country, even domestic firms and people will be investing in other countries because of high costs, more bureaucracy, long processing times, and complex procedures. Thus online start-up is vital especially for developing countries. The first thing to do for online the use of start-up is One-stop shops. One-stop shops for business can be described as a single window in which all the necessary government services and information can be given from one location. They can either be physical or web-based. As explained in a study carried out by OECD; Information and advice services provided by such one-stop shops are especially valuable for business start-ups. One-stop permitting approaches, meaning the establishment of single access points for the registration of new businesses, can reduce the costs and the time involved. This can encourage entrepreneurial activities and facilitate the dynamic and the growth of local and national economies. There are an increasing number of countries following such practices. (OECD, 2003, p.30). One-stop shops are used extensively in many countries on the subject of business licensing ser vices as a tool to reduce business burdens. But governments should be careful that One-stop shops are not becoming just one more shops and they do not basically shift the burden of start-up from busi nesses to governments. Other important component of online start-up is the technology. Technology and information systems are especially useful for integrating complex systems such as government activities. Thus IT should be utilized for ·>toring, compiling and providing information, providing access to codified regulations, communicating within and between government departments and between different juris dictions (intranets), online filing of applications, and other transactions, compiling and reporting sta tistics, assigning business identification numbers, government collecting data from enterprises without active enterprise involvement, streamlining government contracting. Finally one of the critical success factors for online start-up is humans. Humans can be users (customers) or applicants, administrators, and government employees. Information systems literature is fuU of unsuccessful IT and IS projects. Even most sophisticated systems fail if human side is not well thought or considered. On the human side of online start-up, customers or business owners must trust the reliability and functionality of the system. The systems must be easy to use and easy to un derstand. The administrators and governmeqt employees must believe in the system and they should not see it as a threat to their job. ·· -. REFERENCES Akin, N (2004) Investment in Turkey and The Role of TOBB on Improving Investment Climate Mobilizing Investment for Development In Mena Region http://www.oecd.org/dataoecd/57/47/28508511.pdf Alesina, Alberto, Silvia Ardagna, Giuseppe Nicoletti and Fabio Schiantarelli. 2003. Regulation and Investment. NBER Working Paper 9560. 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