The Use of Information from and about Competitors in Small Business Management

1989 ◽  
Vol 13 (4) ◽  
pp. 35-46 ◽  
Author(s):  
Gail L Fann ◽  
Larry R. Smeltzer
Keyword(s):  
Small Business ◽  
Business Management ◽  
Business Owner ◽  
Sources Of Information ◽  
Business Managers ◽  
Small Business Owner ◽  
Qualitative Information ◽  
Small Business Management

Interviews of small business owner/managers were conducted to determine the extent to which they use information from competitors and about competitors. A combination of quantitative and qualitative information indicated that small business managers used competitors less frequently than customers and suppliers as sources of information. In addition, the managers did not analyze the competitors’ products or services closely, and they did not enter into formal arrangements with them.

SME Sustainability and Growth in Emerging Markets

2021 ◽  
pp. 397-418
Author(s):  
Chux Gervase Iwu
Keyword(s):  
Small Business ◽  
Emerging Markets ◽  
Business Management ◽  
Sustainable Growth ◽  
Business Owner ◽  
Enterprise Development ◽  
Small Business Owner ◽  
Entrepreneurial Ecosystem ◽  
Novel Approach ◽  
To Receive

The relatedness of the factors that slow down the sustainability and growth of SMEs in emerging markets is discussed in this chapter. The chapter further argues that even though the factors that have encumbered SMEs have gained traction in enterprise development and business management research, how their multidimensional interrelationship can harm the sustainability and growth of SMEs in emerging markets is yet to receive considerable attention. The entrepreneurial ecosystem framework of Mazzarol is used to present a novel approach in this review by attempting a richer explanation of the extent of the mutual connectedness of these factors and how they shape the entrepreneurial ecosystem. This chapter concludes that the factors that inhibit the realization of an impressive sustainable growth of SMEs are interrelated. For instance, the high cost of electricity significantly reduces the profit that can be made by a small business owner, and, in this case, the small business owner may have difficulty paying back a loan obtained in favor of the business.

Specific Features Leader in Small Business

2018 ◽  
Vol 7 (6) ◽  
pp. 38-42
Author(s):  
Л. Орлова ◽  
Lyubov' Orlova
Keyword(s):  
Small Business ◽  
Business Management ◽  
Business Managers ◽  
Small Business Management ◽  
Individual Needs ◽  
Business Relations

Success in all areas of business management depends on the development of specific tasks, but some small business managers perform better in the role of administrators, merchants, or inventors, rather than leaders. What distinguishes leadership from small business management is that in order to lead others, a leader must rely less on power, and more on authority. In business relations, authority usually originates from a number of sources: charisma, natural qualities, traditions, roles, functions, status, etc. In the process of analyzing leadership in a small business, one should take into account not only the leader, group, task and situation, but also the fact that changing any of these factors will affect all the others. Skillful leaders take into account individual needs in the group and the requirements for performing tasks.

Small Business Orientation: A Construct Proposal

2018 ◽  
Vol 43 (3) ◽  
pp. 529-552
Author(s):  
Rodney C. Runyan ◽  
Jeffrey G. Covin
Keyword(s):  
Small Business ◽  
Business Management ◽  
Future Research ◽  
Research Directions ◽  
Individual Level ◽  
Multidimensional Construct ◽  
Small Business Management ◽  
Future Research Directions ◽  
The Individual ◽  
Business Orientation

Entrepreneurship and small business management literatures diverged decades ago, with the former receiving the bulk of subsequent scholarly attention. The concept of a small business orientation (SBO) has not been widely and consistently employed in the literature. We present a conceptual framework aimed at clarifying the construct of SBO, and conceptualize SBO as a firm size- and age-independent phenomenon operating at the individual level, and reflecting manager values about how the business ought to be conducted. We discuss the values-based derivation of SBO, identify elements of this multidimensional construct, its likely consequences, and propose future research directions.

Learning to Solve a Business Problem: ‘Hands-on’ Can Get Results

2007 ◽  
Vol 21 (6) ◽  
pp. 465-471 ◽  
Author(s):  
Robyn Neeson ◽  
Leo Billington ◽  
Rowena Barrett
Keyword(s):  
Small Business ◽  
Business Owner ◽  
Business Growth ◽  
Small Business Owner ◽  
Business Training ◽  
Hands On ◽  
Small Business Training ◽  
The One ◽  
The Individual ◽  
The Right

Small business training can facilitate business growth. The authors show that a ‘hands-on’ approach can have a direct impact on a business owner's current situation. They consider this in relation to the problem of being unable to find the right staff, demonstrating that a programme such as the one they describe enables learning and addresses the lack of time and resources faced by many small business owner-managers. Such programmes also accommodate the style, pace and circumstances of the individual learner. This has a number of implications for the delivery of training to small business owner-managers.

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