Strategic E-Business/ IT Alignment for SME Competitiveness

2012 ◽  
pp. 1427-1445 ◽  
Author(s):  
Eduardo Escofet ◽  
María José Rodríguez-Fórtiz ◽  
José Luis Garrido ◽  
Lawrence Chung
Keyword(s):  
Service Quality ◽  
Software Development ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Strategic Alignment ◽  
Software Development Process ◽  
Goal Modeling ◽  
It Alignment ◽  
Business Profitability ◽  
Medium Enterprises

Many small and medium enterprises (SMEs) have used e-business models for enhancing their competitiveness. As the needs of SMEs grow, however, so does e-business/ IT strategic alignment. Although some techniques have been proposed in literature to find and evaluate business/ IT strategic alignment, they largely suffer from lack of objectivity and integration. In this chapter, the authors propose a practical lightweight interview-based method that permits us to align e-business and IT strategies and to obtain investment priorities per software development process and area, towards improvements on service quality and business profitability. This method incorporates goal modeling and the Strategic Alignment Modeling techniques to address the growing needs of SMEs, to avoid inconsistencies and to increase confidence in compiled data and modeling results.

Strategic E-Business/ IT Alignment for SME Competitiveness

2011 ◽  
pp. 23-41
Author(s):  
Eduardo Escofet ◽  
María José Rodríguez-Fórtiz ◽  
José Luis Garrido ◽  
Lawrence Chung
Keyword(s):  
Service Quality ◽  
Software Development ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Strategic Alignment ◽  
Software Development Process ◽  
Goal Modeling ◽  
It Alignment ◽  
Business Profitability ◽  
Medium Enterprises

Many small and medium enterprises (SMEs) have used e-business models for enhancing their competitiveness. As the needs of SMEs grow, however, so does e-business/ IT strategic alignment. Although some techniques have been proposed in literature to find and evaluate business/ IT strategic alignment, they largely suffer from lack of objectivity and integration. In this chapter, the authors propose a practical lightweight interview-based method that permits us to align e-business and IT strategies and to obtain investment priorities per software development process and area, towards improvements on service quality and business profitability. This method incorporates goal modeling and the Strategic Alignment Modeling techniques to address the growing needs of SMEs, to avoid inconsistencies and to increase confidence in compiled data and modeling results.

scholarly journals From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

2021 ◽  
Vol 13 (3) ◽  
pp. 1021
Author(s):  
Sara Scipioni ◽  
Meir Russ ◽  
Federico Niccolini
Keyword(s):  
Organizational Learning ◽  
Circular Economy ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Sustainable Business ◽  
Fine Grained ◽  
Contextual Elements ◽  
Transfer And Retention ◽  
Multi Level ◽  
Medium Enterprises

To contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

Another failed M&A: misaligned business models as culprit

2017 ◽  
Vol 38 (5) ◽  
pp. 18-26
Author(s):  
Gaël Le Floc’h ◽  
Laurent Scaringella
Keyword(s):  
Customer Value ◽  
Multinational Enterprises ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Empirical Literature ◽  
Content Type ◽  
Recent Debate ◽  
Definition Of ◽  
Medium Enterprises

Purpose Literature on business models (BMs) has grown ve ry rapidly since the beginning of the twenty-first century, and although the theoretical and empirical literature has developed significantly, the number of practical and management-oriented studies remains relatively low. A recent debate in the field has focused on the definition of BM invariants: sensing customer needs, creating customer value, sustaining value creation and monetizing value. Extant empirical studies have mainly focused on multinational enterprises (MNEs) and successful BMs; however, this study concentrates on the failure of BMs in the case of small and medium enterprises (SMEs). An important source of a BM’s failure is the misalignment between MNE and SME involved in an acquisition. Design/methodology/approach Looking through the lens of the four BM constants, the aim of this study is to examine the case of the acquisition Domestic Heating (an SME) by Ventilair (an MNE). Findings Although both separate entities were achieving good results and each had a specific BM, the acquisition produced poor results mainly due to the misalignment of the two BMs. The findings lead the authors to make recommendations to practitioners on avoiding BM misalignment during an acquisition. Originality/value The authors encourage practitioners to enhance communication, promote organizational experiments, acknowledge specificities of both entities, foster employee commitment and ensure homogeneity in IT system usage.

scholarly journals Customer expectations and service delivery: Are SME’s aware of the service quality standards gap?

2015 ◽  
Vol 12 (4) ◽  
pp. 175-184
Author(s):  
Johannes Arnoldus Wiid ◽  
Michael Colin Cant ◽  
Carly Prinsloo
Keyword(s):  
Service Quality ◽  
Service Delivery ◽  
Competitive Advantage ◽  
Small Businesses ◽  
Quantitative Research ◽  
Small And Medium Enterprises ◽  
Quality Standards ◽  
Customer Expectations ◽  
Medium Enterprises ◽  
Service Standards

Competition among small businesses are high, as small businesses compete for market share which larger business do not engage with. A definite competitive advantage that small and medium enterprises (SMEs) can rely on is service quality (Kasul & Motwani in Anuar & Yusuff 2011:328; Tseng & Wu 2014:77). SMEs do not necessarily understand service standards and how to ensure that the service standard is implemented. The research utilised a quantitative research design whereby the data was collected by means of a 5-point Likert scale survey known as the SERVQUAL model. The results indicate that there are discrepancies between dimensions those owners feel should be adhered to and the extent to which they perceive their businesses to adhere to these dimensions.

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

Building Industrial Clusters in Latin America

2012 ◽  
pp. 146-166 ◽  
Author(s):  
Carlos Scheel ◽  
Leonardo Pineda
Keyword(s):  
Latin American ◽  
Business Models ◽  
Light Adaptation ◽  
Small And Medium Enterprises ◽  
Industrial Clusters ◽  
Industrialized Countries ◽  
Scarce Resources ◽  
Policies And Procedures ◽  
Value Propositions ◽  
Medium Enterprises

Analysis of more than 20 projects for clustering small and medium enterprises and supporting organizations in different Latin American countries has uncovered a number of barriers, activities, structures, strategies, policies and procedures that impact competitiveness. These factors mean that there are different appropriate industrial cluster and industrial business models appropriate for the social, economic, and business conditions of the Latin American region. It is difficult to transfer successful practices from industrialized countries to developing regions with a light adaptation, because it is impossible to have “clustering readiness” when resources are scarce, regional and industrial conditions are hostile, and associated capabilities of the participants of clustering are poor or nonexistent. These conclusions are supported by applying a methodology designed by the authors to identify global opportunities and formulate viable cluster structures, capable of converting isolated scarce resources in difficult situations, into world-class regional value propositions.

Breaking Out of Lock-In

2011 ◽  
pp. 294-320
Author(s):  
Abhishek Nirjar ◽  
Andrew Tylecote
Keyword(s):  
Human Capital ◽  
Software Development ◽  
Human Resource Development ◽  
Small And Medium Enterprises ◽  
Venture Capitalists ◽  
Market Opportunities ◽  
Effective Community ◽  
The Right ◽  
Medium Enterprises ◽  
Lock In

Small and medium enterprises in the Indian software development industry, like their larger counterparts, are mostly low on the value ladder. This chapter examines the difficulties confronting them in moving up the ladder, and the strategies and circumstances conducive to success, drawing on three case studies. Human resource development emerges as central. Though SMEs have meager resources for moving up, compared to large firms, they have a greater incentive to do so—and this organizational interest accords with the interests and motivations of their employees for career development. It is found that the keys to success are to treat employees as co-investors in their own human capital, to form an effective “community of practice” across the firm, and to find market opportunities which “stretch” the firm in the right direction and to the right extent. For the last of these the main contribution is made by existing clients, but an important role may be played by venture capitalists, particularly those which are U.S.-based.

Impact of service quality on satisfaction and loyalty at manufacturer-distributor dyad

2019 ◽  
Vol 16 (1) ◽  
pp. 91-122 ◽  
Author(s):  
Surjit Kumar Gandhi ◽  
Anish Sachdeva ◽  
Ajay Gupta
Keyword(s):  
Service Quality ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Equation Modeling ◽  
Content Type ◽  
Northern India ◽  
Indian Setting ◽  
Medium Enterprises ◽  
The Impact

PurposeThe purpose of this paper is to investigate the role played by service quality (SQ) in manufacturer–distributor working partnerships in the context of Indian small and medium enterprises (SMEs), and present two models which propose and validate that contributions toward SQ, made by both the manufacturing unit and distribution firm lead to satisfaction which consequently results in business-to-business (B2B) loyalty.Design/methodology/approachThe research design for this study includes a combination of literature review, exploratory interviews with a focus group and a questionnaire survey conducted through interview schedule from 101 information rich and willing respondents working in SMEs of northern India.FindingsThe paper brings out scales foe measuring organizational (internal) and distributor (external) SQ. Further, two models using structural equation modeling are developed. Model-I examines the effect of organizational SQ on distributor SQ. Model-II examines the impact of distributor SQ on satisfaction and loyalty and also tests a set of four propositions related to their working relationship. The models are empirically tested and are found to be fit.Research limitations/implicationsFuture researchers may validate these scales, and empirically test the proposed models in alternate settings. Insights derived from this study may be transferred to other partnerships, which may exist in a manufacturing supply chain including suppliers, employees, retailers and end consumers.Practical implicationsThis study would be of interest to SME practitioners interested in improving SQ with their distributors. The study also finds support for strengthening collaborative relationships with B2B partners to achieve a win-win situation.Originality/valueThere are very few empirical studies that measure SQ w.r.t. distribution function in SMEs and the concept is in nascent stage, especially in Indian setting.

scholarly journals Measuring the Readiness of SMEs for Eco-Innovation and Industrial Symbiosis: Development of a Screening Tool

2018 ◽  
Vol 10 (8) ◽  
pp. 2861 ◽  
Author(s):  
Daniela C. A. Pigosso ◽  
Andreas Schmiegelow ◽  
Maj Munch Andersen
Keyword(s):  
Business Models ◽  
Screening Tool ◽  
Small And Medium Enterprises ◽  
Scale Up ◽  
Special Focus ◽  
Industrial Symbiosis ◽  
Business Innovation ◽  
Green Business ◽  
Potential Benefits ◽  
Medium Enterprises

Despite the high business, innovation and sustainability potential linked with eco-innovation and industrial symbiosis, limited implementation can be observed in small and medium enterprises (SMEs). In order to enhance the implementation of these concepts in SMEs, the main goal of this paper is to propose a screening tool to identify and evaluate SMEs’ potential for eco-innovation, with a special focus on industrial symbiosis and green business models aspects. In order to accomplish this goal, an action research was developed in two cycles: (1) development and testing of the screening prototype; and (2) improvement and scale-up of the enhanced screening tool, in close collaboration with the research partners. In addition to enabling a better understanding about their own internal processes and activities, the evaluation of the potential of 108 SMEs for eco-innovation provided them with detailed insights about how to reach the potential benefits with industrial symbiosis and green business models. Differently from the identified existing tools, the screening tool proposed in this research aims at supporting companies to understand what their potential for eco-innovation is, combining wider eco-innovation and industrial symbiosis opportunities and green business models, supplemented with a readiness evaluation to explore the existing potential.

Sign in / Sign up

Export Citation Format

Share Document