Abstract
The article illustrates the utility of subsector analysis with reference to the case of informal sector tailors and dressmakers in Kenya. Particular attention is given to the training needs of tailors and dressmakers, who are classified into stars and laggards, the difficulties they experience in running their businesses and some policy implications of this methodology. It is argued that the subsector approach avoids the tendency to see the informal sector as though it were an undifferentiated mass of microenterprises, by focusing on the movement of a product or service through various stages and the linkages and participants at each stage. This is likely to lead to a detailed understanding of the opportunities and constraints incumbent on a given sub-sector and thereby provide a framework for appropriate policy interventions.
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