Online Reporter
Trade Focus
Allan Majuru
The month of March is globally dedicated to celebrating women, culminating in the commemoration of International Women’s Day on March 8.
The month also serves as a moment for critical reflection on women’s role in the broader economy and their participation in business.
In Zimbabwe, this reflection sits within a broader national development context that seeks to expand economic participation across all segments of society.
This is consistent with the vision championed by His Excellency, President ED Mnangagwa, which emphasises inclusive growth and the need to ensure that no one and no place is left behind.
Within this framework, integrating women into mainstream economic activities such as export trade becomes a necessary step towards building a more balanced and competitive economy.
Although the language of empowerment has grown stronger over the years, the practical outcomes have not kept pace.
Many programmes designed to support women entrepreneurs remain highly visible but produce limited structural change, particularly in transitioning women-led enterprises into large-scale, competitive businesses.
Gap between intent and impact
Across Zimbabwe and much of the developing world, women dominate the micro, small and medium enterprise (MSME) segment.
Data from the Zimbabwe National Statistics Agency (ZimStat) shows that women account for a significant share of operators in the informal, and small and medium enterprise (SME) sectors.
This level of participation reflects a strong entrepreneurial drive.
However, most of these businesses remain small, informal and disconnected from high-value markets.
The transition from survivalist activity to scalable enterprise remains slow and, in many cases, stalled.
A major reason for this stagnation lies in how empowerment programmes are designed and implemented.
Many interventions emphasise training, mentorship and access to small grants.
These components are important, but they are often delivered without a clear pathway to markets.
Enterprise owners are equipped with basic business skills but are not sufficiently linked to buyers, value chains or export opportunities.
Growth remains constrained regardless of the effort invested in capacity building.
Evidence from global institutions reinforce this pattern.
The World Bank estimates that women-owned businesses make up roughly one-third of formal SMEs worldwide, yet they encounter greater challenges in accessing finance, networks and markets.
The International Trade Centre indicates that only about 15 percent of exporting firms globally are led by women.
This gap highlights the difference between participation and competitiveness.
It also highlights the importance of focusing on market access as a central pillar of enterprise development.
The missing link is markets, not more talk
Programmes that do not integrate market considerations from the outset often fall short of delivering meaningful transformation.
Training without market linkage creates businesses that are technically prepared but commercially isolated.
Access to finance without viable market opportunities increases the risk of indebtedness rather than growth.
Mentorship without exposure to real trade environments limits the ability of entrepreneurs to respond to market dynamics. There has also been a tendency to frame women’s economic empowerment in ways that attract attention but do not address underlying constraints.
Narratives often focus on participation numbers, workshop attendance or funding disbursement.
These metrics provide visibility but do not necessarily reflect progress in building competitive enterprises.
Shifting the focus from discussion to implementation requires a change in how success is measured.
Indicators should reflect outcomes such as export volumes, market entry and business growth.
Counting the number of training sessions conducted or participants reached does not provide a complete picture.
Practical solutions require a shift towards interventions that prioritise market access, product competitiveness and integration into value chains.
Market access remains the defining factor in determining whether an enterprise can grow.
Domestic markets, while important, are often limited in size and purchasing power.
Export markets offer opportunities for scale, foreign currency generation and exposure to higher standards.
Participation in export trade encourages improvements in quality, packaging and production processes, all of which are critical for long-term competitiveness.
Export markets come with specific requirements.
Compliance with standards, consistency in supply and understanding of buyer expectations are essential.
Without targeted support in these areas, many women-led enterprises struggle to enter and sustain themselves in international markets.
This is where market-focused programmes become necessary.
ZimTrade, the national trade development and promotion organisation, has taken steps in this direction through initiatives that emphasise export readiness and market linkage.
The Next She Exporter programme is one such example. It identifies women-led businesses with export potential and provides structured support aimed at preparing them for international trade.
The programme goes beyond generic training by focusing on product development, quality standards and direct engagement with buyers. Participants are exposed to real market conditions, improving their ability to compete.
The recently launched SheTrades Hub, implemented by ZimTrade, in partnership with the International Trade Centre, builds on this approach.
The SheTrades initiative aims to connect three million women entrepreneurs to market opportunities globally.
Through the Zimbabwe hub, women-led businesses gain access to market intelligence, digital tools and international networks. These resources are designed to facilitate entry into export markets and strengthen competitiveness. Such programmes reflect a shift towards practical intervention.
Emphasis is placed on linking businesses to markets rather than preparing them in isolation. This approach aligns with global evidence on what drives enterprise growth.
Access to markets creates demand, which, in turn, drives production, investment and job creation.
It also provides feedback that helps businesses adapt and improve.
Why integration must be accelerated
Integration of women into the mainstream export business carries implications beyond individual enterprises.
Increased participation in exports contributes to national economic growth.
The International Monetary Fund has highlighted that reducing gender gaps in economic participation can lead to significant gains in gross domestic product.
For countries pursuing export-led growth strategies, expanding the pool of exporters remains essential, and women represent an underutilised resource in this regard.
Household-level impacts are equally important.
Research by the Food and Agriculture Organisation of the United Nations shows that women are more likely to allocate income towards education, health and nutrition.
Increased earnings from export activities can translate into improved living standards and better social outcomes.
This creates a direct link between trade and inclusive development.
There is also a competitiveness dimension to consider.
Businesses that draw from diverse talent pools tend to be more innovative and adaptable.
Inclusion of women in export sectors can enhance product development, market responsiveness and overall resilience.
These attributes are valuable in a global trading environment characterised by rapid change and increasing competition.
Reframing policy and institutional support
Policy frameworks play a critical role in supporting this integration.
Barriers related to access to finance, land and technology continue to affect women disproportionately.
Addressing these constraints requires targeted measures that recognise the specific challenges faced by women-led businesses.
Financial institutions can contribute by designing products suited to the needs of exporters, including working capital facilities and trade finance instruments.
Information access remains another critical area. Market intelligence enables businesses to identify opportunities, understand requirements and make informed decisions.
Digital platforms offer a means of bridging information gaps and connecting enterprises to global markets.
The SheTrades Hub provides an example of how technology can support market integration in a practical way.
Private sector involvement remains equally important.
Large companies can facilitate the inclusion of women-led SMEs in their supply chains, providing a pathway for growth and formalisation.
Collaboration between corporations and smaller enterprises can create mutually beneficial relationships that strengthen value chains and enhance competitiveness.
Allan Majuru is the chief executive officer of ZimTrade.
