Despite the increased outreach and low administrative costs, locally hired managers tend to limit their work to more standardized functions, and are noted not to contribute to the strategic side of CORFO operations. Moreover, there does not appeal- to be consistency in the service intermediation model, and clients have complained that agents offer what they know rather than what local business requires to become more efficient, competitive or profitable. Using a variety of econometric methods to address selectivity bias in program participation— including before-and-after comparisons, difference-in-difference (DID) techniques and DID with common support (propensity score matching)—they found significant net improvements in total factor productivity growth (TFP) ranging from 11.7 to 22.9 percent. Qualitative analysis of the survey of PROFO beneficiaries attributed many of these gains to reorganization of the production process, implementation of joint marketing strategies, introduction of quality control techniques, and managerial training.