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4 cards
Consulting increased business literacy by 0.3 questions on a 4-question quiz (0.52 standard deviations, p < 0.05), but generated an average stated income change of only 0.90 GH¢ (upper bound 95% CI of 41 GH¢ / 28% increase), which is negligible relative to the $75/hour consultant cost. Participants expressed a mean willingness-to-pay of only 5.9 GH¢ (US $4) per hour for continued consulting.
Large manufacturing firms easily executed physical equipment investments of $1,000,000 or more without credit constraints, yet could not secure debt financing for managerial consulting because organizational practices lack seizeable collateral [6].
Record-keeping adoption among consulting recipients surged by 45 percentage points at 6 months (Round 3, p < 0.01) and remained 26 percentage points higher at 12 months (Round 7, p < 0.05), but declined to a statistically insignificant 12 percentage point difference (with only 28% maintaining records) by 24 months (Round 8), 11 months after consulting ceased.
Combining capital grants and consulting nearly doubled monthly susu savings from a baseline mean of 18.6 GH¢ to 28.38 GH¢ in Round 6 (p < 0.01) and maintained a pooled average increase of 16.63 GH¢ across rounds (p < 0.10). Capital-only recipients did not increase susu savings significantly (2.16 GH¢ pooled, p > 0.10).