scholarly journals Strategy formulation amongst small and medium manufacturing enterprises: An emerging market case study

2021 ◽  
Vol 10 (1) ◽  
pp. 158-166
Author(s):  
Mugove Mashingaidze ◽  
Maxwell A. Phiri ◽  
Mapeto Bomani
Keyword(s):  
Emerging Markets ◽  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Guided Practice ◽  
Manufacturing Enterprises ◽  
Process Perspective ◽  
Medium Enterprises

Strategy formulation has traditionally been associated with large corporates (Damke, Gimenez, & Damke, 2018). The literature on strategy formulation is rich, but this literature does not capture the intricacies of small and medium enterprises (SMEs) in emerging markets (Ahmed & Mukhongo, 2017). The study aims to gain an understanding of strategy formulation practices among the SMEs in emerging markets, particularly Zimbabwe. The philosophy of interpretivism guided the study. The study adopted a qualitative case study strategy in which data collection was conducted through semi-structured interviews with 15 manufacturing SME owners/managers in Harare, Zimbabwe. The results of the study revealed that the majority of participants understand strategy formulation and are greatly involved in strategy formulation. However, the study revealed that strategy formulation is not logically and systematically done thus does not resemble the conventional textbook strategic formulation models. Theoretically, the findings revealed that strategy formulation in SMEs is both an externally (market-based) and internally (resource-based) guided practice. The study advises SMEs to balance professionalism and responsiveness when strategising, that is balancing the process perspective with the learning perspective. The study was conducted in one city; similar studies could be conducted in other parts of the world to find similarities and differences.

scholarly journals Connecting Inward and Outward Internationalisation of Malaysian SMEs: A Learning Approach

2018 ◽  
pp. 264-275
Keyword(s):  
Knowledge Sharing ◽  
Value Chain ◽  
Explicit Knowledge ◽  
Small And Medium Enterprises ◽  
Structured Interviews ◽  
Supplier Relationships ◽  
Study Approach ◽  
Medium Enterprises ◽  
The Relationship

When SMEs are part of global value chain, the flows of information in cross-border buyer-supplier relationships which emerge from inward-outward internationalisation connections should be addressed. This study therefore investigates the learning processes of internationalising small and medium enterprises that engage in inward and outward internationalisation. Hence, this study adopts a qualitative case study approach based on ten cases of the internationalising SMEs in Malaysia. Semi-structured interviews with the Managing Directors of the selected SMEs were conducted over a two-year period. Additionally, participant observations were conducted by attending the meetings related to import-export activities and documentations were gathered for data triangulation Findings of this study highlights that the relationship with key foreign suppliers empowered case firms to connect inward to outward internationalisation through collaborative knowledge sharing. The distribution of knowledge through tacit-tacit and tacit-explicit knowledge sharing underpinned by formal planning was a prerequisite for inward-outward internationalisation connections to be established.

scholarly journals The status of strategic planning in Small and Medium Enterprises: Priority of afterthought?

2012 ◽  
Vol 5 (1) ◽  
pp. 34 ◽  
Author(s):  
Corrinne Thompson ◽  
Maria Bounds ◽  
Geoff Goldman
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Strategy Formation ◽  
The Status ◽  
Qualitative Descriptive ◽  
The Difference ◽  
Medium Businesses ◽  
Medium Enterprises

<p>Small and medium enterprises (SMEs) are faced will many challenges, and the development of a sound strategy for the SME could define how these challenges are met which, in turn, could mean the difference between success or failure of the enterprise. If a sound strategy is major contributing factor to the success of a small business, but the evidence of sound strategic management (as taught in universities and business schools) is not present in successful SME’s, one could question the way strategic management is conceptualised. The study thus aims to gather a greater understanding of strategic management – and strategy formulation practices in particular – within SME’s. The study employed a qualitative, descriptive design with semi-structured interviews conducted with 12 SME owners in Gauteng. Findings reveal that the majority of participants were in favour of and supported the notion of having a strategy for small and medium enterprises, but none of them made reference to a formal process regarding strategy formation.</p><p><strong>Key words:</strong> Strategy; strategy formulation, small and medium businesses; planning; qualitative research</p>

scholarly journals Readiness of Culinary Micro, Small and Medium Enterprises to Support the Development of West Java International Airport (WJIA) Kertajati (Case Study: Kertajati Village, Kertajati District, Majalengka Regency-Indonesia)

2020 ◽  
Vol 12 (1) ◽  
pp. 88-95
Author(s):  
Ruri Rahmawati ◽  
Asnita Frida Sebayang ◽  
Aan Julia
Keyword(s):  
Small And Medium Enterprises ◽  
Descriptive Analysis ◽  
Policy Implications ◽  
Community Readiness ◽  
Structured Interviews ◽  
West Java ◽  
Community Ownership ◽  
International Airport ◽  
Medium Enterprises

The purpose of this research is to find out how the stages and strategies of handling the readiness of Micro, Small, and Medium Enterprises (MSME) entrepreneurs in supporting the development of West Java International Airport (WJIA) Kertajati. The method used is descriptive analysis method with a quantitative approach. Data collection was carried out through structured interviews and questionnaires with 4 respondents from culinary Micro, Small, and Medium Enterprises in Kertajati Village. Techniques for measuring community readiness using the Community Readiness Modelconsisting of no awareness, denial/resistance, vague awareness, preplanning, preparation, initiation, stabilization, expansion/confirmation, community ownership. The results showed that the readiness of Kertajati Village Culinary MSME actors in supporting the development of WJIA Kertajati using 5 readiness dimensions, namely having a score of 4.4 or being in the preplanning stage which means that the community already has an understanding of the issues/problems that must be solved together. The handling strategy uses quantitative SWOT with the result that the strength (S) and opportunity (O) factors have a higher score than the weakness (W) and threat (T) factors. So there are several strategies or policy implications that can be carried out, namely providing incentives or capital assistance to culinary actors in Kertajati Village.

The Dual Lens Method

2010 ◽  
pp. 195-214
Author(s):  
Peter Marshall ◽  
Phyl Willson ◽  
Judy Young ◽  
Kristy de Salas
Keyword(s):  
Business Process ◽  
Small And Medium Enterprises ◽  
Process Analysis ◽  
Practical Experience ◽  
Strategy Formulation ◽  
Business Process Analysis ◽  
Is Strategy ◽  
Medium Enterprises ◽  
Selection Of

This chapter describes the development and testing of a method for information systems (IS) strategy formulation in small and medium enterprises (SMEs). A case study describing a practical experience with the method is presented. Essentially the method is comprised of two complementary analyses: an externally focused strategic analysis and an internally focused business process analysis. The method draws on the work of Levy and Powell (1999, 2000). The method is simple and clearly prescribed and does not require, as does the approach of Levy and Powell (1999, 2000, 2005), the selection of approaches from a range of applicable techniques. However, before assessing IS strategy formulation approaches for SMEs, including the work of Levy and Powell (1999, 2000, 2005) the authors will seek to justify the need for an IS Strategy Formulation Method for SMEs and then reflect on the importance of relevance and practicality, as two features of the approach which are important considerations in terms of establishing the method in practice.

scholarly journals Managing Risks and Stakeholders in the Design of a new Financial Product

2016 ◽  
Vol 4 (2) ◽  
pp. 59-70
Author(s):  
Luciano Quinto Lanz ◽  
Patricia Amelia Tomei
Keyword(s):  
Risk Management ◽  
Small And Medium Enterprises ◽  
Stakeholder Management ◽  
Single Case ◽  
Structured Interviews ◽  
Credit Access ◽  
Credit Guarantees ◽  
Management Techniques ◽  
Medium Enterprises

This article analyses risk’ and stakeholders’ management in the project to establish a product created by BNDES to provide partial credit guarantees for micro, small and medium enterprises (MSMEs), the Investment Guarantee Fund (FGI). The project went through several adjustments during its development to adapt it to changes in the credit market, the demands of financial agents and credit access’ public policy. For this analysis were used risk management models, stakeholder management in projects and guarantee systems. The methodology used was the single case study with the fund manager, with document analysis and semi-structured interviews. The results of the analysis indicate that the corrections in the direction and the adequacy of the fund project development pace, together with stakeholder management techniques use and project risk management, led to increased security in the Fund  implementation, minimizing the need for rework and schedule delays. This context prevented several risks associated with the operation and the adequacy of the final product, contributing to a gradual but steady adoption of the Fund's guarantee by financial agents.

scholarly journals Shortcomings of Transforming a Local Circular Economy System through Industrial Symbiosis: A Case Study in Spanish SMEs

2020 ◽  
Vol 12 (20) ◽  
pp. 8423
Author(s):  
John Rincón-Moreno ◽  
Marta Ormazabal ◽  
Maria J. Álvarez ◽  
Carmen Jaca
Keyword(s):  
Circular Economy ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Research Strategy ◽  
System Level ◽  
Industrial Symbiosis ◽  
Structured Interviews ◽  
Medium Enterprises ◽  
Circular Economy System

Defining the circular economy (CE) as a material and energy model coincides with the definition given by multiple authors in which Industrial Symbiosis (IS) has been deemed as a foundational strategy to support the implementation of the CE. The consumption of secondary materials is essential to achieve a successful transformation from a linear economy to a CE focused on IS practices. In this scenario, small and medium enterprises (SMEs) play a major role as stakeholders in developing CE systems as it is not possible to create this model with each company working in isolation. However, there is a lack of empirical studies on the role played by relevant local stakeholders such as individual firms interacting in the development of a local CE system. This study aimed to study the challenges that SMEs face in developing a CE system. A case study is selected as a research strategy using a mixed-method approach: a sequential quantitative (questionnaire) and qualitative (semi-structured interviews) data collection techniques were employed for this research. It was observed that an absence of inter-organisational collaboration and a misunderstanding of the roles played by SMEs may impede the implementation of a local CE system level.

Pure Biologics – From a Bootstrapped Boutique CRO to an Integrated Drug Discovery Public Company

2020 ◽  
Vol 7 (1) ◽  
pp. 48-63
Author(s):  
Sameer Deshmukh ◽  
Przemysław Jurek ◽  
Filip Jelen ◽  
Sabina Tabaczar ◽  
Tomasz Bakowski ◽  
...  
Keyword(s):  
Drug Discovery ◽  
Present Article ◽  
Small And Medium Enterprises ◽  
Public Funding ◽  
Corporate Management ◽  
Publicly Traded ◽  
Biopharmaceutical Company ◽  
Public Company ◽  
Medium Enterprises

The present article is a case study of a Polish biopharmaceutical company, “Pure Biologics”. The company was founded in 2010 by a group of scientists and, over the last nine years, grew substantially from just a few individuals to nearly one hundred professionals. Initially, a privately-funded civil partnership, Pure Biologics, has been transformed into a publicly-traded company. Such a transformation has been possible not only because of the expertise and growing experience of corporate management, but also the specific economic environment and substantial public funding dedicated to innovative Small and Medium Enterprises (SMEs).

RFID-Based Optimization Method for Inventory Control Strategy

2010 ◽  
Vol 34-35 ◽  
pp. 1983-1987
Author(s):  
You Bo Wu ◽  
Yi Tao ◽  
Xiao Hong Pan ◽  
Peng Cheng Wu
Keyword(s):  
Inventory Control ◽  
Small And Medium Enterprises ◽  
Market Competition ◽  
Optimization Method ◽  
Stock Management ◽  
Inventory Cost ◽  
Logistics Cost ◽  
Manufacturing Enterprises ◽  
Management Optimization ◽  
Medium Enterprises

As the market competition became more fiercely and the customers’ needs of diversified products increased, small and medium enterprises (SME) were more and more aware of the importance of getting quick respond of the market. More and more enterprises felt the logistics cost pressure during this business. How to lower down the logistics cost especially the stock cost became crucial for these SME enterprises. Further more, for enterprises whose producing type is many varieties small batches, how to use valid method to decline inventory and waste, is a great hard nut to crack. This article targeted on inventory control of clothing manufacturing enterprises for research, RFID technology was applied in stock management, optimization method was adopted for inventory control based on RFID, optimization control model was built, and the route for declined inventory cost and waste was analyzed. Finally, the application method was verified according emulation.

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