By: David Shoombe
The longevity of micro and small businesses is defined by how business owners respond to crises such as scaling down specialisation, lifelong learning, and mentorship.
The Villager took to the streets of Windhoek and engaged with small business owners on how they survived economic shocks such as the Covid-19 pandemic, slow economic growth, and the current oil price increase.
As the Bank of Namibia released its Monetary Policy Statement for 2026 stating that credit to the private sector was subdued in 2025, experienced entrepreneurs did not close down their businesses, but instead applied survival strategies to sustain business operations during difficult periods.
While others proceeded to shut down operations, clothing business owner Meke Niishinda stated that running her small-scale business taught her flexibility during changing economic and geopolitical seasons.
“We are the ones who feel the pain when the economy is hit, and if hustlers are defeated, then the ordinary citizens suffer,” she remarked.
Niishinda said scaling her business down from operating at a rented place to her home saved her business from collapse, as it reduced expenditure without compromising services provided to her clients.
“Many of my colleagues in this business would rather have the pride of operating in an expensive rented place while draining their pockets during hard times,” she shared.
Simon Makura, owner of Makura Technologies, recalled how economic shocks taught him “how to survive, how to be prudent, and how to negotiate with suppliers and sponsors.”
Makura advised entrepreneurs to choose business sustainability over public perspectives.
“If the situation allows you to focus on one product or a service that brings you sustainable revenues during times of economic shocks, do it rather than having products in stock which people are not buying,” he urged.
In light of that, Makura noted that after 10 years of operation, he learned to focus on his strengths of repairing laptops rather than televisions and cellphones.
He explained that specialisation allowed him to be known for one area, giving him a competitive advantage in the technological business space.
“When customers are not coming, I do not give up; I read economic trends and apply suitable business approaches,” he said.
Denise Koopman, also a small business owner, indicated that mentorship aided in her business’ survival during changes in demand and supply caused by the Covid-19 pandemic.
Koopman shared that “business mentorship allows entrepreneurs to face challenges with foresight and overcome them without collapsing.”
Despite her Bachelor of Commerce degree, with a specialisation in Business Administration and Marketing, she expressed how she acquired more skills and knowledge out of university through her mentors.
In addition Kalifeni Hamata, a senior business consultant, stated that businesses are not started for smooth sailing, adding that mentorship and strategic guidance for small and medium enterprises (SMEs) matters more than financial support.
He noted that more than 60% of SMEs younger than 4 years did not recover from Covid-19 and drought of 2024. These two events shed light on the notion that even though some infant businesses received financial aid and materials, longevity is often defined by guidance and mentorship.
As a result, Hamata urged the government to take business mentorship seriously, especially for the beneficiaries of the National Youth Fund, to ensure that financial backing bears the intended fruits.
