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CRISIS AND RENEWED OF INTEREST OF SMALL BUSINESS IN
MOROCCO
CRISIS AND RENEWED INTEREST OF SMALL BUSINESS IN MOROCCO
CRISE ET REGAIN D’INTÉRÊT DES PETITES ENTREPRISES : CAS DU

MAROC
OUAHRICH HAJAR
PhD student at the Faculty of Law, Economic and Social Sciences-
Souissi, Mohammed V University of Rabat, Morocco
hajar.ouahrich@um5r.ac.ma
KHARISS MOHAMED
Professor of Higher Education at the Faculty of Law, Economic and
Social Sciences-Souissi, Mohammed V University of Rabat, Morocco
m.khariss@um5s.net.ma
Date of submission: 28/06/2021

Date of acceptance: 22/10/2021
Moroccan Journal of Research in Management and Marketing, V°13, N°2, July-December 2021 130
MOROCCO
RESUME
De façon inédite depuis 2020, le monde est confronté à une épidémie, liée au virus COVid-19.
Bien qu’elles constituent le moteur de l’économie nationale, les petites entreprises sont
confrontées à plusieurs contraintes s’ajoutant à leur taille critique, qui sont principalement le
manque indéniable de fonds propres qui pénalise le financement, l’absence d’innovation, de
vision stratégique et de savoir-faire managérial, le retard des délais de paiement, les difficultés
d’accès aux marchés publics ainsi que le niveau très faible d’accompagnement sur le terrain.
L’objectif de cet article est de mettre en lumière la situation actuelle des petites entreprises
marocaines face à cette pandémie, d’où découle la problématique principale de notre
recherche : « Quel est l’impact de la crise sanitaire sur les petites entreprises au niveau
national ? »
Pour répondre à cette question principale, nous nous sommes basés sur une étude des
données statistiques et enquêtes du Haut-Commissariat au plan et du ministère des finances
réalisées en Avril 2020, et cela dans l’objectif de mesurer les répercussions de la crise sur la
situation des entreprises marocaines.
Les principaux résultats obtenus ont montré que la majorité des TPME (Très petites, Petites,
Moyennes Entreprises marocaines) sont en arrêt total d’activités et ce, dans tous les secteurs
sans exception. Ce qui n’est pas sans conséquences sur la croissance économique du pays, le
Produit Intérieur Brut, le taux de chômage … La relance ne sera pas facile. Les conséquences
de cette crise sanitaire sur l’économie et particulièrement sur les petites entreprises sont
remarquables.
MOTS CLES : Petite entreprise, Relance de l’économie, Crise, Esprit d’entreprendre,

Politique de promotion, Croissance économique, Crise Covid-19
ABSTRACT
In an unprecedented way since 2020, the world has been facing an epidemic that is linked to
the COVid-19 virus. Although they are the driving force of the national economy, small
businesses are faced with several constraints to add to their critical size, which are mainly
the undeniable lack of equity affecting the financing, the lack of innovation, of strategic
vision and managerial know-how, the late payments, the difficulties to access public
contracts as well as the very low level of support in the field.
This article aims to shed light on the current situation of Moroccan small businesses because
of this Covid-19 health crisis and this through the main problem of our research: “What is
the impact of this health crisis on small businesses at national level? “
MOROCCO
To answer this aim question, we have based ourselves on a study of statistical data and
surveys of the Hight Commission for Planning and the Ministry of Finance conducted in April
2020, with the aim of measuring the impact of the crisis on the situation of Moroccan
companies.
The main results obtained showed that the majority of Moroccan VSMEs (Very small, Small
and Medium-sized Enterprises) are in total cessation of activity, in all sectors without any
exception. This has consequences on the country's economic growth, the Gross Domestic
Product, the unemployment rate... The recovery will not be that easy. The consequences of
this health crisis on the economy and particularly on small businesses are notable.
KEYWORDS: Small business, Revitalization of the economy, Crisis, Entrepreneurial spirit,

Promotion policy, Economic growth, Covid-19 crisis
MOROCCO
INTRODUCTION
The concern for the economy revival is in the context of the deep socio-economic crisis
following the Covid-19 pandemic. The environment in which households, businesses and
the state operate will for a certain period be characterized by the containment of the
population, the sudden and continuous drop in internal and external demand, the
disruption of national and international trade, the total or partial cessation of production
and investments, the explosion of unemployment, the deterioration of purchasing power,
and the rapid increase in public spending. The socioeconomic and financial losses will be
very significant. As a result, the confidence of economic agents is at its lowest level and
business expectations are very pessimistic.
What effective and less costly strategy should be adopted by the public authorities
in the short term to get out of the crisis?
Before the crisis, VSEs provided 73% of private sector jobs but contributed only 36% of
national value added (CNSS 2014).
Vulnerable, not big enough to weather storms, or well capitalized enough to have
breath, the VSE which also includes merchants, artisans, small manufactures, farmers… was
hit hard by the Covid-19 crisis. Within the VSEs, almost all sectors have experienced
permanent or temporary stoppages of their activities and a significant drop in their sales or
turnover? The sectors most affected during the first half of the year in terms of sales decline
are the hotel and restaurant industry, tourism and the textile industry.
The Covid-19 crisis has no equivalent in modern history, neither in its intensity or in its
treatment.
1. PRELIMINARY ESTIMATES OF THE EFFECTS OF THE CRISIS ON SMALL BUSINESSES
The impact of the crisis on companies will be considerable, in particular on VSMEs “Very
small, small and medium-sized enterprises” which represent 93% of the Moroccan
production system (Turnover <75 million DH and n < 200 salaried employees. The High
Commissioner to the Plan HCP: « National enterprises survey - 2019 ». Consulted on May
MOROCCO
9th, 2020. www.hcp.ma. (64% of VSEs Turnover < 3 million DH and n < 10 salaried
employees. «The HCP, ditto » and 29% of SMEs).
Graph 1 : Distribution of companies by category
Source: Web site www.hcp.ma , April 3rd, 2020
Several companies, mainly the small ones, will have great difficulty in resuming their
activities. 83% of VSMEs are in total cessation of their activity and 17% in partial cessation.
The permanent and temporary cessation of work mainly affect VSEs (72%) and SMEs (26%).
That is a worrying situation with 134 000 companies in difficulty and more than 810.000
employees affiliated to the CNSS that are on a temporary cessation of work. HCP: « Main
results of the Economic Survey on the Effects of COVid-19 on Business Activity ». Consulted
on April 5th, 2020. www.hcp.ma . 27% of the companies would have totally or partially
reduced their workforce (-726 000 jobs that is 20% of the workforce excluding the financial
and agricultural sectors). VSMEs are the main ones to release the greatest number of
people: 57% of the 726 000 people who have stopped working excluding the agricultural,
financial and informal sectors (21% for VSEs and 22% for SMEs).
MOROCCO
Graph 2 : Proportion of companies in total or partial cessation of work by field of activity
Source: Web site www.hcp.ma , May 5th, 2020
By areas and branches of activity, the accommodation and catering sectors are the most
affected by the crisis (89% in cessation of work, that is -26% of work positions for catering
and -31% of employees for accommodation), then textiles with 76% (-34% of total
employment) HCP 2020, metal and mechanical industries (73%) and 60% for construction
(that is -27% of the workforce).
Graph 3 : Distribution of reduced employment by field of activity
Source: Web site www.hcp.ma , April 3rd, 2020
It should be noted that 43% of companies kept their operations (until April 04), 50% had
to reduce their production for 81% of them. The declines in production concern the sectors
of construction (62%), catering and accommodation (60%), transport (57%), chemical and
para-chemical industries (52%), textile and leather with 44% « HCP ».
MOROCCO
Graph 4 : Distribution of operating companies that have reduced their production by
category
Source: Web site www.hcp.ma , May 5th, 2020
2. RENEWED INTEREST FOR SMALL ENTERPRISES
For the revival of the economy, several proposals can be made. But for many reasons,
small enterprises and particularly small craft and family enterprises have a fundamental
socio-economic role to play, especially in times of crisis. "They should be considered as real
actors of development and as shock absorbers of socioeconomic shocks". (KHARISS
Mohamed,2004). « The Small Enterprise, a stake for the socio-economic development in
Morocco » April 4th, 2020. But the evolution of large companies (LC) always hides the
importance of this category.
During periods of growth, small enterprises are marginalized and relegated to second
place, although they are still a fundamental component of all economies. However, during
times of recession, most large companies (Turnover > 75 million DH or n > 200 employees.
HCP «National Business Survey ». 2019) are forced to change their strategies and undertake
significant restructuring, typically reducing their activities and concentrate on their core
products.
Due to the crisis, it is becoming impossible to depend on large firms, in in particular the
multinationals. On the other hand, small enterprises could be considered a of national
priority and have a great capacity for innovation and adaptation to different environments.
They play a leading role in the fields of the creation of employment and added value, the
distribution of incomes, the decentralization of socio-economic activities and the territorial
MOROCCO
development, especially in the disadvantaged regions.
A lot of other factors argue in favor of this category of enterprises. They have a very
important role in subcontracting, which allows them to play a capital mission in the
densification of the national production system and in the sectoral integration.
Thus, “only the small enterprises, capable of quickly adapting to the changing market,
to high technologies, to the specific aspect of new needs, will be at the forefront of the
economy, unlike the large groups that form its foundation”. (BIZAGUET Armand, 1999).
Indeed, structural socio-economic problems (low savings, poverty, territorial

imbalances, public debts, unemployment, ...) aggravated by the crisis and drought justify
the great importance of small enterprises.
But, if we admit that these companies have significant potential, even in times of crisis,
we must also admit that they are very fragile, their survival and development are generally
disabled by several constraints.
3. THE MAIN CONSTRAINTS TO DEVELOPMENT OF THE SMALL ENTERPRISES
The study of the real world of SIEs ‘Small Industrial Enterprises’ on the basis of a survey
carried out as part of a doctoral research (KHARISS Mohamed, 2004) shows that SIEs in
Morocco suffer during all stages of their life from several constraints, which does not let
them fully play their roles. The main obstacles to the development of these entities can be
summarized as follows:
3.1. THE LOW NUMBER OF SMALL ENTERPRISES
The creation of companies in Morocco, particularly in the industrial sector, remains very
low compared to the enormous needs of the national economy and compared to the
significant potential it has.
Within the borders, no socio-economic need is totally satisfied, the marginal propensity
to consume is very high and the markets that provide different goods and services are far
from being saturated. Outside, international trade opens up other markets to the
competitive Moroccan companies. The national economy is therefore very far from a state
MOROCCO
of stationarity (classical and neoclassical theory). The investment and the number of
creations must therefore be significant. But in reality, these two goals are not yet achieved.
We consider that the main explanatory factors for the weakness of creation of
companies in Morocco are as follows:
A. WEAK ENTREPRENEURIAL SPIRIT
The study of the profiles of creators added to the analysis of the structure of
unemployment by age and by level of education (KHARISS Mohamed, 2004) shows that
young Moroccans prefer to have a stable paid job mainly in the public service. The spirit of
innovation, entrepreneurship and risk pricing is of minimal presence or even absent,
especially among graduates. In this survey, 80% of the entrepreneurs interviewed were
over 30 years old when they started their business, 34% had no diploma, only 9% had a
university degree and 8% an engineering degree. This despite the fact that it is young
graduates aged under 30 that are most affected by unemployment. But unfortunately,
these young people are not generally project leaders. In this case, can we confirm that
universities in Morocco train salaried employees and unemployed people more and very
few entrepreneurs?
In developed countries, many studies have demonstrated that the level of training is
seen as the most determining factor in the creation of an enterprise, that is to say that the
propensity to create a company increases with the level of qualification. (D. Baron, 1984).
The number of creations and the analysis of the profiles of creators reveal to us that this
positive correlation between the level of training and the creation of enterprises is not
confirmed in Morocco. We can say that our young graduates suffer from several structural
problems.
B. THE IMPORTANCE OF OTHER CONSTRAINTS TO BUSINESS CREATION
In addition to a weak entrepreneurial culture, some other factors demotivate business

creation in Morocco. These can be presented as follows:
Funding problems: Project holders generally suffer from the low savings and the
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absence of funding possibilities in equity or quasi-equity at the time of the creation. In
advanced countries, venture capital is highly developed and can finance all the stages of a
business's life, even the pre-creation one. (KHARISS Mohamed, 1995). In Morocco, with the
exception of the funding lines guaranteed by the CCG of which the banks do not issue
enough communication, the banks don't finance the creation of a business.
In addition to funding problems, the other main obstacles to starting a business can be
summarized as follows:
• The unavailability and high cost of industrial or professional premises;
• The multiplicity and complexity of administrative procedures;
• The need for an integrated and coherent promotion policy.

3.2. THE SIGNIFICANCE OF THE NUMBER OF DISAPPEARANCES AND ABSENCE OF
SMALL ENTERPRISES DEVELOPMENT STRATEGIES
Disappearances are considered a second variable which slows down the evolution and
development of small enterprises in Morocco. For a better analysis, statistical data
concerning disappearances are scarce to even non-existent. « Everything happens as if the
disappearance of companies does not represent any interest for the analysis of the
fundamental resources of the functioning of companies » (O. Jerrari, 1992). But we know
that small enterprises are generally characterized by a high vulnerability and a very high
disappearance rate (P. CASPAR, 1988) described this phenomenon as “infant mortality of
new businesses”.
For this category of enterprises, the importance of the number of disappearances is

added to the weakness or absence of the development strategies of the surviving
companies. The distribution of these ones by age clearly highlights this phenomenon.
In fact, 75% of the surviving small businesses are new creations (73% for VSE), with
almost 50% of the latter being of less than 10 years (or 40% of VSE). These enterprises are
distributed as follows: 42% service sector, 35% for construction, 33% trade sector and the
lowest is 12% for industry.
MOROCCO
Graph 5 : Structure of enterprises by age
Source: Produced by us
The main explanatory variables for the disappearance of small businesses and the lack
of strategies for their development are as follows:
The quality of the creator-manager: the absence or insufficiency of the necessary skills
of the manager (training, skills, experience, availability ...) will lead the small business to
disappear or not to develop.
La The financial structure of small enterprises is considered as the second cause of the
disappearance and weak development of these businesses. It is generally characterized by
the weakness of own funds and long- and medium-term loans and by the importance of
short-term loans (suppliers, banks, others). This shows the importance of the bottom-end
of balance sheet and financial imbalance which makes very difficult to manage their cash
balance. This situation is usually made worse by late payments and collection problems.
These latter seriously affect VSMEs; 90% of the heads of these companies consider them
as considerable threats to their operations. This financial situation makes the banks more
demanding and reluctant with most of these companies. At the national level, one in five
companies calls on external financing (93% comes from bank credit, of which 18% intended
for small businesses).
The VSMEs suffer the most from barriers to accessing finance for 40% of them. Only
27% of very small enterprises have requested a bank loan during the last three years 2017-
MOROCCO
2018-2019. What hindered their requests are mainly the high interest rate (40%) and the
guarantees required (34%). For most managers, the behavior of banks and the costs of
financing are presented as a real obstacle to their development.
Graph 6 : Proportion of enterprises using external financing
Source: Elaboration by us
- The poor knowledge of the market and of commercial techniques: the creation of
a small enterprise is generally doesn't take place on the basis of serious market
studies. This leads to poor knowledge of customers and their needs and of the
importance of competition. Companies make little use of new technologies, while
35% own websites, only 35% use them in a professional manner (VSMEs represent
28% in this perspective). As a result, the turnover of small businesses generally
remains very low;
- The weakness and the low quality of human resources: small enterprises suffer from
weak supervision and the absence of a policy of recruitment and continuous
training. The supervision rate for small Moroccan companies is 25% (a rate of 33%
for the commercial sector and 18% for industry). 26% of the companies have
provided continuous training for the benefit of their staff (including 34% for SMEs
and 18% for VSEs).
4. The fundamental measures for the revival of small businesses
In Morocco, since the 1990s, efforts have been made to promote SMEs. But the small
enterprises that constitute the main component of SMEs, still suffer from several
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constraints. The low number of creations, the importance of disappearances and the weak
performance of the surviving small enterprises clearly show the existence of a problem of
consistency between the reality of these businesses, their roles and the support policy so
called "policy of promotion of SMEs”. A real support policy of small enterprises could be
based on the recognition of their identity, of their role as real development actors and an
understanding of their reality. It should also be decentralized and participatory.
The main objectives should be:
- Promoting the creation of small businesses in all regions and in all sectors of
activity;
- Sustainability, improved performance and the development of small companies.
The main axes on which the decentralized public authorities should operate are:
• The development of an entrepreneurial spirit among young people from primary

school to higher education;
• The creation by local authorities of local structures specializing in supporting the

carriers of small projects and of the small enterprise created. The role of the CRIs
(Regional Investment Centers) in this area remains very weak;
• The creation of zones of activities dedicated to these companies: The old abandoned
industrial zones, lands belonging to Habbous and estates should be exploited;
• The creation within the framework of PPP (Public Private Partnership) of venture
capital investment funds. These organizations should also have as other activities: le
suretyship, leasing and factoring in favor of small enterprises;
• An adequate and motivating tax system to encourage the creation and investment in
small businesses and reduce their operating costs;
• A specific and local policy of continuous training using the available training
structures (high schools and others).
MOROCCO
CONCLUSION
In conclusion, based on our analysis, we can affirm that the recovery in all sectors and for
all businesses, especially for small enterprises, will be difficult, gradual and very costly. It
requires the intervention of the public authorities through urgent and innovative
transversal and sectoral support strategies to help the enterprises, especially the small
ones, to emerge from the crisis. However, taking into account the socioeconomic and
financial situation of partner countries, particularly European countries, business recovery
plans must be based on internal demand and on national, even local human, financial and
technical resources.
What is clear is that the economic impacts of the Covid-19 pandemic have upset small
businesses, but what should not be overlooked is that this sector has never been a priority
for the Moroccan government, and now professionals are paying the consequences. The
moment the public and private actors decide to take responsibility, everything will be put
in place.
The coronavirus continues to lead to an increased risk of VSE failure. These micro-
enterprises, which are quite fragile due to a range of constraints, are facing new pressures
that are far beyond their capacity.
We need to do further effort based on what we have in order to provide jobs and income
for people. In addition, we must consider the promotion and use of Moroccan products as
a new act of citizenship.
MOROCCO
ACKNOWLEDGEMENT
This research was financially supported by the National Center for Scientific and
Technical Research of Morocco (CNRST). The authors wish to give their sincere thanks to
Dr. Jamila EL ALAMI Director of CNRST for valuable cooperation.
APPENDICES
APPENDICE 1: Distribution of compagnies by category
Category
Regions Industry Construction Trade Services Total
1. Tanger-Tétouan-Al Hoceima 11,7% 8,1% 7,9% 8,8% 8,7%

2. Oriental 4,3% 5,5% 4,8% 5,2% 5,1%
3. Fès-Meknès 9,3% 11,2% 8,7% 7,9% 9,0%
4. Rabat-Salé-Kenitra 9,6% 16,0% 13,8% 15,7% 14,7%
5. Béni Mellal-Khénifra 3,1% 5,4% 3,5% 3,0% 3,7%
6. Casablanca-Settat 46,8% 29,1% 43,7% 38,7% 38,5%
7. Marrakech-Safi 6,5% 9,4% 7,7% 10,8% 9,3%
8. Drâa-Tafilalet 1,2% 6,0% 1,6% 1,9% 2,7%
9. Souss-Massa 5,6% 5,9% 6,7% 6,9% 6,5%
10. Guelmim-Oued Noun 0,6% 0,9% 0,5% 0,3% 0,5%
11. Laâyoune-Sakia Al Hamra 1,1% 1,9% 0,8% 0,5% 1,0%
12. Ed Dakhla-Oued Ed Dahab 0,3% 0,5% 0,4% 0,3% 0,3%
Total 100,0% 100,0% 100,0% 100,0% 100,0%
APPENDICE 2: STRUCTURE OF ENTERPRISES BY AGE
Age range VSE SME LC Total
Less than 10 years 39,5% 30,3% 13,1% 35,0%
10 within 20 years 39,2% 42,2% 34,9% 39,8%
20 years and more 21,2% 27,5% 52,0% 25,2%
Total 100,0% 100,0% 100,0% 100,0%
MOROCCO
APPENDICE 3: DISTRIBUTION OF COMPAGNIES BY SECTOR OF ACTIVITY
Category VSE SME LC Total
Industry 7,7% 10,9% 25,8% 9,9%
Construction 20,9% 21,2% 22,9% 21,1%
Trade 27,9% 26,5% 27,5% 27,5%
Services 43,5% 41,5% 23,8% 41,5%
Total 100,0% 100,0% 100,0% 100,0%
MOROCCO
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CRISIS AND RENEWED OF INTEREST OF SMALL BUSINESS IN

CRISIS AND RENEWED INTEREST OF SMALL BUSINESS IN MOROCCO

CRISE ET REGAIN D’INTÉRÊT DES PETITES ENTREPRISES : CAS DU

Date of submission: 28/06/2021

MOTS CLES : Petite entreprise, Relance de l’économie, Crise, Esprit d’entreprendre,

KEYWORDS: Small business, Revitalization of the economy, Crisis, Entrepreneurial spirit,

1. PRELIMINARY ESTIMATES OF THE EFFECTS OF THE CRISIS ON SMALL BUSINESSES

Source: Web site www.hcp.ma , April 3rd, 2020

Source: Web site www.hcp.ma , May 5th, 2020

Source: Web site www.hcp.ma , April 3rd, 2020

Source: Web site www.hcp.ma , May 5th, 2020

2. RENEWED INTEREST FOR SMALL ENTERPRISES

Indeed, structural socio-economic problems (low savings, poverty, territorial

A. WEAK ENTREPRENEURIAL SPIRIT

B. THE IMPORTANCE OF OTHER CONSTRAINTS TO BUSINESS CREATION

In addition to a weak entrepreneurial culture, some other factors demotivate business

• The unavailability and high cost of industrial or professional premises;

• The multiplicity and complexity of administrative procedures;

• The need for an integrated and coherent promotion policy.

For this category of enterprises, the importance of the number of disappearances is

The main objectives should be:

- Sustainability, improved performance and the development of small companies.

• The development of an entrepreneurial spirit among young people from primary

• The creation by local authorities of local structures specializing in supporting the

APPENDICE 1: Distribution of compagnies by category

1. Tanger-Tétouan-Al Hoceima 11,7% 8,1% 7,9% 8,8% 8,7%

APPENDICE 2: STRUCTURE OF ENTERPRISES BY AGE

Age range VSE SME LC Total

Less than 10 years 39,5% 30,3% 13,1% 35,0%

10 within 20 years 39,2% 42,2% 34,9% 39,8%

20 years and more 21,2% 27,5% 52,0% 25,2%

Total 100,0% 100,0% 100,0% 100,0%

APPENDICE 3: DISTRIBUTION OF COMPAGNIES BY SECTOR OF ACTIVITY

Category VSE SME LC Total

Industry 7,7% 10,9% 25,8% 9,9%

Construction 20,9% 21,2% 22,9% 21,1%

Trade 27,9% 26,5% 27,5% 27,5%

Services 43,5% 41,5% 23,8% 41,5%

Total 100,0% 100,0% 100,0% 100,0%

Boissay, F., & Rungcharoenkitkul, P. (2020). “Macroeconomic effects of Covid-19: an early

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