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ENTERPRISESURVEYS
WHATBUSINESSESEXPERIENCE
Montenegro2023CountryProfile
2
Contents
Introduction 3
FirmsCharacteristics 4
Workforce 5
FirmPerformance 5
PhysicalInfrastructure 5
InternationalTrade 6
AccesstoFinance 7
ManagementPractices 8
Informality 8
Regulations,Permits,andTaxes 8
Corruption 9
BusinessEnvironmentObstacles 9
Appendix 11
TheCountryProfilesproducedbytheEnterpriseAnalysisUnitoftheWorldBankGroupprovideanoverviewofkeybusinessenvironmentindicatorsineacheconomy,comparingthemtotheirrespectivegeographicregionandgroupofcountrieswithsimilarincomelevels.Thesametopicsarecoveredforallcountrieswithslightvariationsofindicators.Allindicatorsarebasedontheresponsesoffirms.TolearnmoreabouttheEnterpriseAnalysisUnitandtoobtainCountryProfilesforothercountries,pleasevisit
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PleaseciteEnterpriseSurveysdataasfollows:EnterpriseSurveysTheWorldBankGroup.
TheEnterpriseSurveysteamcanbecontactedat:TheWorldBankGroup
2121PennsylvaniaAvenue,NWWashingtonDC,20433USA
Tel.(202)479-3800
3
EconomyOverview
Montenegro2023
Region:Europe&CentralAsia
IncomeGroup:UpperMiddleIncome
Introduction
TheEnterpriseSurveys(ES)focusonmanyaspectsofthebusinessenvironment.Thesefactorscanbeaccommodatingorconstrainingforfirmsandplayanimportantroleinwhetheraneconomy’sprivatesectorwillthriveornot.Anaccommodatingbusinessenvironmentisonethatencouragesfirmstooperateefficiently.Suchconditionsstrengthenincentivesforfirmstoinnovateandtoincreaseproductivity—keyfactorsforsustainabledevelopment.Amoreproductiveprivatesector,inturn,expandsemploymentandcontributestaxesnecessaryforpublicinvestmentinhealth,education,andotherservices.QuestionscontainedintheESaimatcoveringmostofthetopicsmentionedabove.Thetopicsincludeinfrastructure,trade,finance,regulations,taxesandbusinesslicensing,corruption,managementpractices,andinformality,accesstofinance,innovation,labor,andperceptionsaboutobstaclestodoingbusiness.
TheESareconductedbytheWorldBankGroupanditspartnersacrossallgeographicregionsandcoversmall,medium,andlargefirms.Thesizeofthefirmisdeterminedbythenumberofemployees:5to19(small),20to99(medium),and100ormore(large).Firmswithlessthanfiveemployeesareineligibleforthesurvey.Firmsthatare100%state-ownedarealsoineligible.
Thesurveysareadministeredtoarepresentativesample1offirmsinthenon-agricultural,formal,privateeconomy.Sectorcoverageisdefinedconsistentlyacrossalleconomiesandincludestheentiremanufacturingsectorandmostservicessectors:retail,wholesale,automotiverepair,hotelsandrestaurants,transportation,storage,
communications,construction,andIT.Publicutilities,governmentservices,healthcare,andfinancialservicessectorsarenotincludedinthesample(Figure1).TheESinterviewtakesplacewithtopmanagersandbusinessowners.
TheESarerepeatedeverythreeyearsforaparticulareconomy.Bytrackingchangesinthebusinessenvironment,policymakersandresearcherscanlookattheeffectsofpolicyandregulatoryreformsonfirmperformance.Repeatedsurveysaidinstudyingtheevolutionofthebusinessenvironmentandhowitaffectsthedynamicsoftheprivatesector.
ThisdocumentsummarizestheresultsoftheEnterpriseSurveyforMontenegro.Businessownersandtopmanagersin151firmswereinterviewedbetweenApril2023andAugust2023.Figure2providesadescriptionofthesamplebreakdownacrossthethreesurveydesigncategories:businesssector,firmsize,andlocation.
Figure1:SectorsoftheeconomycoveredbytheEnterpriseSurveys
Excluded
Included
SECTORS
AgricultureFishing
Mining
Publicutilities
FinancialintermediationPublicadministration
Education,healthandsocial
work
SECTORS
Manufacturing(allsubsectors)Construction
Motorvehiclessalesand
repair
WholesaleRetail
Hotelsandrestaurants
Storage,transportation,andcommunications
IT
ADDITIONALCRITERIA
•<5employees
•Informalfirms
•100%state-ownedfirms
ADDITIONALCRITERIA
•5+employees
•Formal(registered)firms
•Minimumof1%privateownership
4
Figure2:CharacteristicsoffirmssurveyedSector
Manufacturing[69]Services[82]
82
69
Size
31
74
46
Small(5-19)[74]
Medium(20-99)[46]
Large(100+)[31]
FirmsCharacteristics
Inadditiontocollectinginformationonthebusinessenvironmentandfirmperformance,theESalsocollectinformationoncharacteristicsofprivatefirms.Figure3showsthedistributionoffirmsintheprivatesectoraccordingtotheirage,measuredbythenumberofyearstheyhavebeeninoperation.Theeffectofthebusinessenvironmentonfirmperformancemaydependonfirms’experienceandlongevity.Also,olderfirmsandyoungfirmsmaydifferintheirabilitytosuccessfullynavigatethebusinessenvironment.
Figure3:Agedistributionoffirms
40
35
32
30
18
20
11
10
010
0i
0-1011-2021-3031-4041-5051-6060+
FirmAge(Years)
Figure4exhibitsthepercentageoffemaleparticipationinemployment,intopmanagementandinfirmownership,comparedtotheequivalentpercentagesfortheregionandforeconomieswithsimilarincomelevels.Femaleinclusionineconomicactivityisnecessaryforpromotingsharedprosperity,oneofthetwindevelopmentgoalsoftheWorldBankGroup.
5
Figure4:Femaleparticipationinemployment,topmanagementandownership
45
40
35
30
25
20
15
10
5
0
40
37
35
24
20
18
14
38
34
%Employeesthatarefemale
%Firmsw/a
femaletop
manager
%Firmsw/
female
participationin
ownership
.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome
Workforce
TheEScollectworkforceinformationsuchasthenumberofpermanentfull-timeemployees,thenumberoftemporaryemployees,employeesbygender,whetherformaltrainingisoffered,andthetopmanager’sexperienceworkinginthefirm’ssector.Inaddition,formanufacturingfirms,theESalsocollectsthebreakdownoftheworkforcebetweenproductionandnon-productionworkersandbetweenskilledandunskilled
productionworkers.Figures5and6highlightfirms’investmentintheskillsandcapabilitiesoftheirworkforce.
Figure5:Percentageoffirmsofferingformaltraining
37
32
40
26
30
20
10
0
UpperMiddleIncome
Montenegro2023Europe&Central
Asia
Theincidenceoftrainingismeasuredbythepercentoffirmsthatofferformaltrainingandtheintensityoftrainingismeasuredbytheshareofworkersreceivingtraininginthemanufacturingsector.
Figure6:Withinfirmsofferingtraining,proportionofworkerstrained*
68
80
52
47
60
40
20
0
UpperMiddleIncome
Montenegro2023
Europe&CentralAsia
*onlyformanufacturingfirms
FirmPerformance
Ifaneconomy’sbusinessenvironmentissupportiveandcompetitive,resourcesareoftenchanneledtothemostproductiveusesandfirmsinvesttofurtherincreasetheirproductivity.Usingtheresponsestoquestionsonannualsalesandthetotalnumberofpermanentfull-timeemployees,bothinthelastfiscalyearandthreefiscalyearsearlier,growthmeasurescanbecomputedforeachfirm.Figure7displaystheresultingannualgrowthrateinemploymentandinrealsales.Bylookingatbusinessenvironmentmeasuresinconjunctionwithavailableperformancemeasures,policymakerscandeterminewhichaspectsofthebusinessenvironmentmaybeimpedingorenablingthegrowthoftheprivatesector.
Figure7:Annualemploymentandsalesgrowth
14
12
10
8
6
4
2
0
12
3331
1
Annualemploymentgrowth
(%)
Realannualsalesgrowth(%)
.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome
PhysicalInfrastructure
Awell-developedphysicalinfrastructure,includingroads,electricity,waterandtelecommunications,iscentraltocompetitivenessandgrowthofaneconomy.Quality
6
infrastructureefficientlyconnectsfirmstomarketsforinputs,products,andtechnologies.Itreducesthecostofproductionandenhancesthecompetitivenessoffirmsindomesticandinternationalmarkets.
TheEScapturethedualchallengeofprovidingastronginfrastructureforelectricity,watersupplyandtelecommunicationsinadditiontoinformationonthedevelopmentofinstitutionsthateffectivelyprovideandmaintainthesepublicservices.
Efficiencyintheoperationoftheprivatesectorrequiresareliablesupplyofelectricity.Figure8showstheextenttowhichfirmsfacefailuresintheprovisionofelectricityasmeasuredbythepercentoffirmsexperiencingelectricaloutagesandbythenumberofpoweroutages.Inadequateelectricityprovisionsupplycanincreasecosts,disruptproduction,andreduceprofitability.
2
2
1
No.ofpoweroutages
-4
-2
-0
60
50
40
30
20
10
0
Figure8:Reliabilityofelectricitysupplyandrelatedlosses
55
46
31
%offirmsexperiencingelectricaloutages
.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome
Figure9displaystheefficiencyofinfrastructureservicesbyquantifyingthenumberofdaysittakestoobtainanelectricityconnection.Servicedelaysimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.
Figure9:Daystoobtainanelectricalconnection
250
191
200
150
100
4446
50
0
Montenegro2023Europe&CentralUpperMiddle
AsiaIncome
Formanyindustriesinthemanufacturingsectorwaterisalsoanimportantinputinthemanufacturingprocess.Figure10presentsthenumberofdaysittakestoobtainawaterconnection.Theseservicedelaysalsoimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.
Figure10:Daystoobtainawaterconnection
35
30
25
20
15
10
5
0
31.130.5
24.4
UpperMiddleIncome
Montenegro2023Europe&CentralAsia
InternationalTrade
Participationininternationaltradeallowsfirmstoexpand,raisestandardsforefficiency,importmaterialsatlowercost,andacquireupdatedandbettertechnologies.However,tradingalsorequiresthatfirmsdealwithcustomsandtraderegulations,andoftenfirmsarealsorequiredtoobtainexportandimportlicenses.
TheESquantifythetradeactivityoffirmsandcollectsinformationontheoperationalconstraintsfacedwhenexportingandimporting.Figure11providesameasureoftheintensityofforeigntradeintheprivatesector,capturedbythepercentageoffirmsthatexportdirectlyatleast10%oftheirtotalannualsales.Figure11alsoshowsthepercentageofmanufacturingfirmsthatuseinputsorsuppliesofforeignorigin.
7
Figure11:Percentageofexportingandimportingfirms
100
80
60
40
20
0
91
70
61
18
1011
%offirmsexportingdirectly%Usinginputsofforeign
origin*
Montenegro2023Europe&CentralAsia
UpperMiddleIncome
*onlyformanufacturingfirms
Efficientcustomsproceduresenablebusinessestodirectlyexportandimportgoods.Figure12displaystheaveragenumberofdaystoclearcustomsforexportsandimports.Delaysinclearingcustomsforexportsandimportscreateadditionalcoststothefirm,caninterruptproduction,interferewithsales,andmayresultindamagedsuppliesormerchandise.
Figure12:Averagedaystoclearexportsandimportsthroughcustoms
15
12
10
66
4
5
11
0
ExportsatcustomsImportsatcustoms
Montenegro2023Europe&CentralAsia
UpperMiddleIncome
Figure13comparesthevarioussourcesusedtofinancepurchasesoffixedassets(investments).Investmentpurchasescanbefinancedbyinternalsources,banks,inputs’suppliercredit,orothersources,includingnon-bankfinancialinstitutionsorpersonalnetworks.Excessiverelianceoninternalfundsmayindicatepotentiallyinefficientfinancialintermediation.
Figure14displaystwoindicatorsoftheuseoffinancialservicesbyprivatefirms:thepercentageoffirmswithacheckingorsavingsaccountandthepercentageoffirmswithabankloan.Theformerindicatormeasurestheuseofdepositmobilizationserviceswhichhelpsfirmstomanagetheirliquidityandpayments.Thesecondindicatormeasurestheuseoffinancialservicesonthecreditside.Availabilityofcreditpermitsfundingprojectsthatotherwisewouldbeconstrainedbyeachfirm’slimitedpooloffunds.
Figure13:Sourcesoffinancingforpurchasesoffixedassets
Montenegro2023
Europe&CentralAsia
UpperMiddleIncome
91
44
55
020406080100
%ofInvestment
73
69
75
16
18
14
0
3
3
Financedbybanks
FinancedbysuppliercreditOther
FinancedbyequityFinancedinternally
AccesstoFinance
Well-developedfinancialmarketsprovidepaymentservices,mobilizedeposits,andfacilitatefundingforthepurchaseoffixedassets–suchasbuildings,land,machinery,andequipment–aswellasworkingcapital.Efficientfinancialmarketsreducetherelianceoninternalfundsorinformalsourcessuchasfamilyandfriendsbyconnectingfirmsthatarecreditworthytoabroadrangeoflendersandinvestors.
TheESprovideindicatorsonthesourcesoffirmsfinancingandonthecharacteristicsoftheirfinancialtransactions.
Figure14:Useoffinancialservices
100
80
1009999
6362
60
38
40
20
0
Small(5-19)Medium(20-99)Large(100+)Withchecking/savingsaccountWithbankloan
8
ManagementPractices
Soundmanagementpracticeshavebeenshowntobeakeyelementinfirms’productivityandtheiroverallperformance.TheESindicatorsonmanagementpracticescovereightimportantaspectsrangingfromtakinglong-termactionstofixandavoidproblemsinproductionorservice-delivery;number,time-horizon,andotherfeaturesofproductionorservice-provisiontargets;totheuseofbonusesorpromotionstorewardbetterperformance,andactionstolimitunder-performance.
Figure15illustratesthecompositemanagementpracticesindex,whichcombinesinformationfromalleightcomponents,eachisalsoavailableasaseparateESindicatorintheAppendix.Theeightindividualcomponentsandthiscompositeindexareusefulwhencomparingacountrywithpeersorcomparatorgroups.Thecompositemanagementpracticesindexvariesfrom0to100,with100denotinganideal,mostwell-structuredmanagementpractice,wherebyalleightsubcomponentsarehandledmosteffectively.TheESindicatorsonmanagementpracticesarecalculatedforfirmswithatleast20workers.
Figure15:Managementpracticesindex
66
70
51
50
60
50
40
30
20
10
0
UpperMiddleIncome
Montenegro2023
Europe&CentralAsia
Informality
Whenfirmsareformallyregistered,theyarerequiredtoabidebyrulesandregulations,whicharecommonlysetbygovernments.Payingtaxesisusuallythemosttangibleconsequenceofbecomingpartoftheformalprivatesector.Somefirmstrytoavoidtheseconsequencesbynotregisteringtheirbusinessandtherebyremainingintheinformalsector.Alargeinformalsectormayrepresentachallengetocompetingformalfirmsasinformalfirmsareabletoengageinpracticesthatcangiveanunfair
advantageoverformalfirmsthatmustcomplywiththeprevailingrulesandregulations.
Figure16providestwomeasuresoftheincidenceofinformalityintheprivatesector.Thefirstindicatoristhepercentageoffirmsthatindicatethattheyfacecompetitionfromunregisteredorinformalfirms.Thesecondindicatoristhepercentageofcurrentlyregisteredfirmsthatstartedoperationsbeingformallyregistered.
Figure16:Firmsandinformality
100
80
60
40
20
0
86.595.890.1
46.7
44.3
31.3
Competewithinformalfirms
Montenegro2023
UpperMiddleIncome
Registeredwhenstarted
operations
Europe&CentralAsia
Regulations,Permits,andTaxes
Goodeconomicgovernanceinareassuchasregulations,businesslicensing,andtaxationisafundamentalpillarofafavorablebusinessenvironment.Registeredfirmspaytaxesandaresupposedtocomplywithregulations.
Figure17:Timetaxandmeetingswithtaxofficials
10
9
9
8
8
7
35
33
60
41
40
20
0
%offirmsthatmetwithtaxofficials
9.1
8
7.7
Seniormgmttimew/govtregulations
Montenegro2023Europe&CentralAsia
UpperMiddleIncome
Permitsandlicensesareusuallyrequiredforbusinesstooperate,buildanewstructure,andtoimportdirectly,amongotheractivities.Ideally,theseregulationsandpermitssafeguardthegeneralpublic’sinterestwhile
9
remainingtransparentandnotimposingheavyburdensontheprivatesector.
TheESprovidequantitativemeasuresofregulationssuchasbusinesslicensingandtaxation.Figure17illustratesthet“imetax”imposedbyregulations,whichisthepercentageoftimespentbyseniormanagementdealingwithregulatorycompliance.Figure17alsopresentsthepercentoffirmsthatwerevistedorrequiredtomeetwithtaxofficials.
Figure18focusesontheefficiencyofbusinesslicensingandpermitservices.Theindicatorsmeasurethetimerequiredtoobtainanimportlicense,aconstructionpermit,andanoperatinglicense.Delaysinobtaininglicensescanbecostlytoentrepreneursastheyadduncertaintyandadditionalcoststomuchneededbusinesstransactions.
100
80
60
40
20
0
Figure18:Numberofdaystoobtainpermits
92
61
40
30
20
13
ImportlicenseConstruction
permit
Operatinglicense
39
19
16
.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome
Complyingwithregulationsiscostlyforbusinesses.Excessiveorinefficientregulationscandiscourageprivatesectoractivityandforeigndirectinvestment.
Corruption
Corruptionbypublicofficialscanbeamajoradministrativeandfinancialburdenonfirms.Corruptioncreatesanunfavorablebusinessenvironmentbyunderminingoperationalefficiencyandraisingthecostsandrisksassociatedwithrunningaprivatefirm.
Inefficientregulationsconstrainfirms’operationsastheypresentopportunitiesforsolicitingbribes,wherefirmsarerequiredtomake“unofficial”paymentstopublicofficialstogetthingsdone.Inmanyeconomiesbribesarecommonandquitehighandtheyaddtothebureaucratic
costsinobtainingrequiredpermitsandlicenses.Theycanbeaseriousimpedimentforfirms’growthanddevelopment.
Figure19providesacompositeindexofcorruption,thebriberyincidence,thatreflectsthepercentageoffirmsexperiencingatleastonebribepaymentrequestacrosssixdifferenttransactionsincludingpayingtaxes,obtainingpermitsorlicenses,andobtainingutilityconnections.
TheEScaptureindividualtransactionswherebribesmaybesolicited.Figure20displaystheextenttowhichfirmsarerequestedtopayabribeinordertoreceiveselectedpublicservices.Businessesmaybeaskedtopaybribeswhentheyrequestaconstructionpermit,whiletryingtosecureagovernmentcontract,orduringmeetingswithtaxofficials.Thesethreetypesoftransactionsarecommoninstanceswhereopportunitiesforbriberyoccur.
Figure19:Briberyincidence(percentoffirms
experiencingatleastonebribepaymentrequest)
12
10
8
6
4
2
0
11
8
7
UpperMiddleIncome
Montenegro2023Europe&CentralAsia
Figure20:Percentageoffirmsrequestedorexpectedtogivegiftsorinformalpayments
20
15
10
5
0
15
10
98
6
3
10
ForgovtcontractInmtgsw/tax
officials
Forconstructionpermit
14
.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome
BusinessEnvironmentObstacles
MostindicatorsintheESarederivedfromsurveyquestionsthataskbusinessesfortheiractualexperiences
10
dealingwiththebusinessenvironment.Forexample,“Howmanydaysdidittaketogetapermit?”or“Howmanyhoursdidthepoweroutagelast?”.Asmallnumberofsurveyquestionsaskbusinessownersortopmanagersfortheirsubjectiveopinionregardingtheimportanceofvariousbusinessenvironmentelements.
Figure21showsthepercentageoffirmsthatconsideraspecificbusinessenvironmentobstacleasthemostimportantone.Therespondentwasaskedtochoosethebiggestobstacletotheirbusinessfromalistof15businessenvironmentobstacles.Thefigurepresentsthe
top10rankingobstaclescomparedtotheregionalaverages.
Figure22displaysthetop3obstaclesforsmall,medium,andlargefirms.Inmanyeconomies,theperceptionsofmanagersoflargefirmsareverydifferentfromtheperceptionsofmanagersofmediumandsmallfirms.Thisisrelatedtothecapacitytonavigatebusinessenvironmentobstacles:largerfirmsmayhavemoreoptionstofaceobstaclesbutatthesametimetheyarealsomorevisibleandmoreexposedtofailuresofthebusinessenvironment.
Figure21:Toptenbusinessenvironmentconstraints
Montenegro2023
51oEurope&CentralAsia
16
10
7
32211
TaxratesInadequately
theinformalsector
60
50
40
30
20
10
0
Crime,theftanddisorder
CorruptionTransportation
ElectricityPracticesof
Politicalinstability
educatedworkforce
administration
Courts
Tax
4
Figure22:Topthreebusinessenvironmentconstraintsbysize
60
50
40
30
20
10
0
Small(5-19Employees)
Medium(20-99Employees)
50
45
40
35
30
25
20
15
10
5
0
50
53
44
45
40
35
30
25
1817
20
15
11
15
10
5
0
Electricity
Inadequatelyeducated
Inadequatelyeducated
workforce
Taxrates
TaxratesPolitical
instability
workforce
Large(100+Employees)
44
38
10
Laborregulations
TaxratesInadequately
educatedworkforce
11
Appendix
Thefollowingtablecontainsthevaluesofallindicatorvariablesusedinthecountryprofile.
Montenegro2023
Europe&
Central
Asia
UpperMiddleIncome
FirmCharacteristics
AllFirms
SmallMediumLarge
Ageoftheestablishment(years)
20.0
20.1
20.0
19.5
21.0
18.7
Percentoffirmswithatleast10%foreignownership
8.3
4.7
11.7
44.9
8.3
6.1
Percentoffirmswithatleast10%government/stateownership
0.8
0.0
4.3
2.1
0.6
0.5
Gender
Percentoffirmswithfemaleparticipationinownership
24.0
26.5
16.2
11.4
34.8
34.2
Percentoffirmswithafemaletopmanager
13.5
13.6
4.6
33.3
17.9
20.0
Proportionofpermanentfull-timeworkersthatarefemale(%)
39.8
40.0
43.3
29.7
38.1
37.1
Percentageofpermanentfull-timenon-productionworkersthatarefemale*
68.9
73.7
53.1
60.6
49.5
49.2
Percentageofpermanentfull-timeproductionworkersthatarefemale*
31.3
31.6
30.0
37.2
34.7
34.4
Workforce
Percentoffirmsofferingformaltraining
25.6
19.1
40.2
70.9
36.7
32.3
Proportionofworkersofferedformaltraining(%)*
67.7
n.a.
52.0
n.a.
46.7
52.4
Yearsofthetopmanager'sexperienceworkinginthefirm'ssector
26.1
26.9
22.7
24.2
21.5
20.0
Numberofworkers
21.5
7.7
34.9
168.6
30.3
35.4
Proportionofpermanentworkers(outofallworkers)
96.4
95.8
99.2
98.1
95.7
96.7
Proportionoftemporaryworkers(outofallworkers)
3.6
4.2
0.8
1.9
4.3
3.3
Proportionofproductionworkers(outofallpermanentworkers)*
70.5
72.1
64.2
81.2
69.9
72.4
Proportionofskilledworkers(outofallproductionworkers)*
91.2
93.0
85.0
92.0
78.6
78.0
Performance
Realannualsalesgrowth(%)
12.3
11.8
10.1
24.9
2.7
1.4
Annualemploymentgrowth(%)
1.1
0.0
3.6
9.4
2.9
2.8
InnovationandTechnology
PercentoffirmsthatspendonR&D
16.5
n.a.
13.3
23.9
20.2
18.6
Percentoffirmsthatintroducedanewproduct/service
7.5
9.1
1.8
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