Best practice network business model for internationalization of small and medium enterprises

2011 ◽  
Vol 9 (4) ◽  
pp. 299-315 ◽  
Author(s):  
Behrouz Zarei ◽  
Hoda Nasseri ◽  
Mahdi Tajeddin
Keyword(s):  
Business Model ◽  
Best Practice ◽  
Small And Medium Enterprises ◽  
Medium Enterprises ◽  
Best Practice Network ◽  
Practice Network

Time to get back to nature

2021 ◽  
Vol 23 (3) ◽  
pp. 26-27
Author(s):  
Sian Marsh
Keyword(s):  
Best Practice ◽  
Early Years ◽  
Outdoor Learning ◽  
Best Practice Network ◽  
Practice Network

The sights, smells and sounds of early years outdoor learning are more important than ever in our post-lockdown world, says Sian Marsh of Best Practice Network.

scholarly journals PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG

2019 ◽  
Vol 13 (01) ◽  
pp. 42
Author(s):  
Novitha Herawati ◽  
Triana Lindriati ◽  
Ida Bagus Suryaningrat
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Primary Data ◽  
Value Proposition ◽  
Middle Income ◽  
Business Model Canvas ◽  
Trade Offs ◽  
Customer Segment ◽  
Medium Enterprises

Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews.  Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product. Keywords: business model, fried edamame, strategy, value proposition

Open Innovation Strategies in SMEs

2013 ◽  
pp. 281-293 ◽  
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Economic Gain ◽  
Innovation Strategies ◽  
Medium Enterprises ◽  
Financial Base ◽  
Partnership Approach ◽  
Corporate Business

Open innovation in entrepreneurships already finds its acceptance at all levels of the business industry for adding value to the business. The value could be in the form of economic gain or enhancement of knowledge leading to a sustained financial base. Open innovation adopts various strategies to accomplish the task for enhancing the value gain. Varying by size, nature, pattern, or characteristics of the firm various strategies are being adopted by enterprises. Though largely known to be familiar in corporate business houses, in recent years open innovation is also becoming increasingly familiar in small and medium enterprises (SMEs) and the trend is rapidly increasing. However, despite the potency of open innovation strategies, most of the enterprises are yet to find a sustained business model, especially for the SMEs working at the periphery of that value chain. This forms the basis of the current study. This chapter is trying to formulate a business model incorporating partnership approach from academia, research houses, intermediaries, and other stakeholders.

Frameworks for the Benchmarking of Digital and Knowledge Management Best Practice In SME and Organizations

2010 ◽  
Vol 1 (2) ◽  
pp. 39-47
Author(s):  
Antonio Cartelli
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Best Practice ◽  
Small And Medium Enterprises ◽  
Competence Assessment ◽  
Digital Competence ◽  
Recent Proposal ◽  
Medium Enterprises ◽  
Digital Processes ◽  
The Impact

The paper discusses the impact of IT/ICT on society by analyzing the effects it has on subjects and organizations. The recent proposal of frameworks for digital competence assessment and the construction of suitable instruments helping students in the acquisition of this competence are the main reason for the transfer to Small and Medium Enterprises (SMEs). In this paper, the author compares knowledge phenomena in subjects with the strategies of knowledge management in the organizations. A framework for benchmarking best practices in SME and organizations is also given on the basis of the results obtained in virtual campuses. The author presents instruments for the acquisition of further information from all stakeholders, and possible interventions toward the improvement of digital processes in SMEs and organizations are discussed.

scholarly journals Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic

2020 ◽  
Vol 6 (4) ◽  
pp. 104
Author(s):  
Anjar Priyono ◽  
Abdul Moin ◽  
Vera Nur Aini Oktaviani Putri
Keyword(s):  
Business Model ◽  
Digital Literacy ◽  
Environmental Changes ◽  
Small And Medium Enterprises ◽  
Sampling Technique ◽  
Future Research ◽  
Multiple Case ◽  
High Level ◽  
Medium Enterprises

The objective of this study was to analyze how small and medium enterprises (SMEs) cope with environmental changes due to the COVID-19 pandemic by pursuing the business model transformation with the support of digital technologies. To achieve the objective, this study used a multiple case study design with qualitative analysis to examine the data obtained from interviews, observation, and field visits. Seven manufacturing SMEs from Indonesia were selected using a theoretical sampling technique, with the purpose of achieving some degree of variation to allow us to undertake replication logic. Our analysis demonstrates that SMEs adopt a different degree of digital transformations, which can be summarized into three paths, depending on the firms’ contextual factors. First, SMEs with a high level of digital maturity who respond to the challenges by accelerating the transition toward digitalized firms; second, SMEs experiencing liquidity issues but a low level of digital maturity who decide to digitalize the sales function only; and, third, the SMEs that have very limited digital literacy but are supported by a high level of social capital. This last group of firms solves the challenges by finding partners who possess excellent digital capabilities. The qualitative case study method allows us to conduct in-depth and detailed analysis, but has thin generalizability. To address this limitation, future research can use a survey covering various industries to test the proposed theory that has resulted from this study, so that the generalizability can be assured.

Identification and testing of barriers to sustainable manufacturing in the automobile industry: a focus on Indian MSMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naveen Virmani ◽  
Sasadhar Bera ◽  
Rohit Kumar
Keyword(s):  
Factor Analysis ◽  
Automobile Industry ◽  
Best Practice ◽  
Small And Medium Enterprises ◽  
Sustainable Manufacturing ◽  
Primary Data ◽  
Content Type ◽  
Policy Interventions ◽  
Government Rules ◽  
Medium Enterprises

PurposeThe purpose of the study is two-fold. First, to find out the different barriers that prevent the implementation of sustainable manufacturing practices in the case of Micro, Small and Medium Enterprises (MSMEs). Second, quantifying the relative intensity of these barriers to understand the importance and dependence power of the observed variables.Design/methodology/approachPrimary data were collected via structured questionnaires from 150 Indian MSMEs working in the automobile industry. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) was performed. Finally, barriers are ranked using graph theory and matrix approach (GTMA), considering the inheritance and interaction among the observed variables.FindingsThere are a total of 22 barriers to “sustainable manufacturing”. EFA and CFA models confirmed four different categories of barriers. In order of importance, they are ranked as – production and operations related; organization related; collaboration related; and government rules and regulations.Practical implicationsThe findings show that there are multiple barriers to sustainable manufacturing. The barriers are categorized into four major categories, and their ranking provides an opportunity for prioritization from both policy and managerial perspectives. The barriers can be overcome through both policy interventions as well as through best practice sharing, benchmarking and organizational-wide initiatives.Originality/valueThe study is among the first studies that provide valuables insights on what are the 22 different barriers to sustainable manufacturing and its relevance to the MSMEs working in the automobile industry. The study would provide further opportunities for similar studies in different sectors.

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