Capital Issues and the Minority-Owned Business

1988 ◽  
Vol 16 (4) ◽  
pp. 77-109 ◽  
Author(s):  
Faith H. Ando
Keyword(s):  
Small Business ◽  
Commercial Bank ◽  
Black Business ◽  
Business Owners ◽  
Bank Loans ◽  
Financial Capital ◽  
Small Business Administration ◽  
Small Business Owners ◽  
Success Rates ◽  
Prevailing View

This article presents some of the results from an unusual survey of small business owners who differ in their ethnicity: Asians, blacks, Hispanics, and nonminorities. Contrary to the prevailing view of black and Hispanic business owners and their firms, the blacks and Hispanics in the data base—in general and on average—had the same human and financial capital as their Asian and nonminority counterparts. As a result, the black-owned and Hispanic-owned firms performed as well as the Asian-owned and nonminority-owned firms. Nevertheless, black business owners had lower success rates than nonminority men in obtaining commercial bank loans, although the terms for loans granted were similar for the two groups. In light of the apparent credit discrimination, U.S. Small Business Administration (SBA) loans remain an important source of debt-type capital to black-owned firms.

TURNAROUND STRATEGIES FOR DECLINING SMALL BUSINESS: THE EFFECTS OF PERFORMANCE AND RESOURCES

2005 ◽  
Vol 10 (03) ◽  
pp. 239-252 ◽  
Author(s):  
HOWARD S. RASHEED
Keyword(s):  
Small Business ◽  
Resource Availability ◽  
Current Theory ◽  
Business Owners ◽  
Growth Strategy ◽  
Small Business Administration ◽  
Small Business Owners ◽  
Adverse Conditions ◽  
Proposed Model ◽  
Turnaround Strategies

This study explores the choice between growth and retrenchment as turnaround strategies for small business owners experiencing decline in performance. Current theory related to organizational failure describes deterministic and voluntaristic perspectives of strategic choice, but they have not been applied to small business decline. Using the voluntaristic perspective the proposed model suggests choice is contingent on the effects the owner/manager's perceptions of performance and resource availability during a period of decline. Survey data from small government contractors in the U.S. Small Business Administration database are used to test the model. The results indicate these contractors choose growth strategy when their perceptions of resource availability and past financial performance are both high and when both are low, indicating small business owner/managers remain aggressive when faced with adverse conditions.

scholarly journals Small Business Strategies for Sustainability Beyond 10 Years

2017 ◽  
Vol 16 (1) ◽  
Author(s):  
Gabriel E Warren ◽  
Lynn Szostek
Keyword(s):  
Small Business ◽  
Financial Management ◽  
Small Businesses ◽  
Business Models ◽  
Business Owners ◽  
Small Business Administration ◽  
Business Strategies ◽  
Small Business Owners ◽  
Sustainable Business ◽  
The U.S

Small businesses are vital to the health of the U.S. economy, as they account for approximately 50% of all jobs and 99% of all firms. Historically, there has been a problem with small businesses being able to sustain their operations beyond 10 years. According to the U.S. Small Business Administration, when averaged across all industries, approximately 75% of new businesses failed within the first 5 years. The purpose of this multiple case study was to explore the business strategies some small business owners use to sustain their company beyond 10 years of operation. Data were gathered through semistructured interviews and a review of financial documents with a purposive sample of eight small business owners. Transcript reviews and member checking were completed to assure credibility and trustworthiness. Based on the methodological triangulation of the data sources collected, four emergent themes were identified after completing the data analysis: (a) building relationships, (b) finding your passion, (c) enhancing business knowledge, and (d) ensuring financial management. Small business leaders and their stakeholders may use the findings to advance the evolution of sustainable business models that meet the needs of small business owners.

scholarly journals Strategies for Enhancing Small Business Owners' Success Rates

2017 ◽  
Vol 16 (1) ◽  
Author(s):  
Susan Turner ◽  
Al Endres
Keyword(s):  
Small Business ◽  
Business Owners ◽  
Small Business Owners ◽  
Success Rates ◽  
Coffee Shop ◽  
Methodological Triangulation ◽  
Semistructured Interviews ◽  
Multiple Case ◽  
Business Site

Small-business owners represent 99.9% of all U.S. employer firms, employ 48% of the private sector employees, and provide 41.2% of the total U.S. private payroll. However, 50% of new small-business startups fail within the first 5 years of operation. The purpose of this multiple-case study was to explore strategies three small-business coffee shop owners in Duval County, Florida, used to succeed in business beyond 5 years. Three themes emerged from semistructured interviews and methodological triangulation via websites, social media, and site visits: (a) owner networking and designing the business site as a customer networking venue, (b) business plan effectiveness in identifying and addressing initial challenges and subsequent changes, and (c) achieving marketing differentiation.

Suggestions on Tax Support for Small Business Owners

2020 ◽  
Vol 21 (1) ◽  
pp. 89-107
Author(s):  
Sung Ho Jang ◽  
Sung Ook Park ◽  
Hyung Jong Na
Keyword(s):  
Small Business ◽  
Business Owners ◽  
Small Business Owners

Retirement, Recessions and Older Small Business Owners

2012 ◽  
Author(s):  
Tami Gurley-Calvez ◽  
Kandice Kapinos ◽  
Donald James Bruce
Keyword(s):  
Small Business ◽  
Business Owners ◽  
Small Business Owners

Measuring Success in Family Businesses: The Concept of Configurational Fit

2006 ◽  
Vol 19 (2) ◽  
pp. 115-134 ◽  
Author(s):  
Christoph Hienerth ◽  
Alexander Kessler
Keyword(s):  
Small Business ◽  
Small Businesses ◽  
Business Owners ◽  
Border Region ◽  
Small Business Owners ◽  
Comparable Data ◽  
Measurement Instruments ◽  
Success Measurement ◽  
Success Evaluation ◽  
As Effects

The problems associated with measuring success in small businesses are primarily caused by a lack of comparable data due to the ambiguity of “success” and by subjective biases. Success evaluation is dominated by the estimates of business owners, who tend to overestimate overall success and internal strengths. However, reliable success measurement instruments would be useful for small business owners/managers as well as small business policymakers. The main purposes of this article are to compare various measures of success, to explore the differences in their outcomes, and to analyze whether a model of success measurement using configurational fit can be used to overcome subjective biases. The study is based on a recent survey of 103 small family-owned businesses in the eastern Austrian border region. Our analysis of the data confirmed the existence of the measurement problems mentioned above. Although some individual indicators show significant biases as well as effects due to company age, size, and industry, the aggregated indicator based on the concept of configurational fit seems to be an appropriate means of overcoming most of these drawbacks.

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