Journal articles: 'Small business strategies'

1

Mawyne Jones Sr., Dr JaQuane, and Adit Upadhyay. "SME Sustaining Strategies." International Journal of Scientific Research and Management 10, no. 10 (October 30, 2022): 4112–18. http://dx.doi.org/10.18535/ijsrm/v10i10.em10.

Full text

Abstract:

More than 20% of small businesses that started in March 2018 failed within a year. Small business owners would benefit from strategies to identify and mitigate constraints from inception for business survival because business failure rates are higher among small businesses less than five years old. Grounded in the theory of constraints, this qualitative multiple case study aimed to explore strategies small business owners use to sustain beyond one year of operation. The participants included six small business owners in Georgia who successfully sustained their business for five years. Data were collected using semistructured interviews and analyzed using Yin's five-step data analysis approach. Three themes emerged: improving operational effectiveness, addressing marketing derivatives, and enhancing leadership competency. Key recommendations for new small business owners are utilizing bootstrapping techniques, offering customer-driven products and services, improving business networking, and strengthening leadership training. Positive social change implies the potential for local people's employment opportunities through business growth, leading to decreased poverty and improved living standards.

APA, Harvard, Vancouver, ISO, and other styles

2

Ogochukwu, Chukwu Anthony, and Karina Kasztelnik. "Innovative Strategies For Social-Economic Development Financial Strategies In The Development Country." SocioEconomic Challenges 5, no. 1 (2021): 44–65. http://dx.doi.org/10.21272/sec.5(1).44-65.2021.

Full text

Abstract:

This research paper summarizes the arguments and counterarguments within the scientific discussion on the Small and medium scale enterprises constitute the backbone of any nations economic development and had remained a major contributor in poverty alleviation, employment generation, and industrialization. The purpose of this phenomenological study was to explore the lived experiences of small and medium scale enterprise owners in the development country, regarding the raising of finances from lending institutions to ensure their business growth and sustenance. A phenomenological qualitative approach for this study as it empowers the researcher to investigate the lived experiences of participants to gain a deep understanding of the small number of participants who had raised funding from financing institutions and how to improve their experiences thereby reducing the challenges while seeking for financing. The relevance of this scientific problem discussion from the organizational life cycle theory and working capital management theory to emphasize the concept of study environment, financing institutions, knowledge, and experience of small business owners. Key findings emerged that within the business environment, there are lack of government policies to support small businesses, and financing institutions are not favorably disposed to support small and medium scale business. The wide-ranging factors discussed in this article also brought to fore additional financing strategies adopted by small businesses as alternatives to banks funding, the effect adequate funding will have their operations and the improvement required by government, financing institutions and owners of small businesses to support the growth and development of small businesses. The results of the research study may contribute to positive social change by creating awareness amongst small and medium scale business owners on the best financial strategies to fund their operations to remain profitable and sustained. The research study highlighted the need for both the government and financing institutions to support small businesses to function effectively to remain relevant, continue to generate more employment, improve the living standard of the owners of small business, and ultimately impact development country at large. Finally, this study added to the existing literature on small and medium scale enterprises financing strategies, their challenges, and their means to ameliorate the difficulties experienced by their owners when seeking for funding from lending institutions.

APA, Harvard, Vancouver, ISO, and other styles

3

Variyam, Jayachandran N., and David S. Kraybill. "Small Firms' Choice of Business Strategies." Southern Economic Journal 60, no. 1 (July 1993): 136. http://dx.doi.org/10.2307/1059938.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Lussier, Robert N., Matthew C. Sonfield, Joel Corman, and Mary McKinney. "Strategies Used by Small Business Entrepreneurs." American Journal of Business 16, no. 1 (April 22, 2001): 29–38. http://dx.doi.org/10.1108/19355181200100003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Anderson, Alistair R., and Martin H. Atkins. "Business strategies for entrepreneurial small firms." Strategic Change 10, no. 6 (2001): 311–24. http://dx.doi.org/10.1002/jsc.554.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Charles C III, JOHNSON, and UPADHYAY Aditya. "African American Small Consulting Business Sustaining Strategies." Asian Journal of Basic Science & Research 04, no. 04 (2022): 01–10. http://dx.doi.org/10.38177/ajbsr.2022.4401.

Full text

Abstract:

More than 80% of small consulting businesses fail within the first 5 years of operation. Small consulting company owners are concerned about failing within the first five years because they lack innovative strategies. Grounded in the resource-based view theory, this qualitative multiple case study aimed to explore strategies African American consulting company owners use for longevity beyond 5 years. The participants comprised African American owners of three consulting businesses located in the northeast region of the United States who successfully sustained their business beyond 5 years. Data collection included semistructured interviews with consulting company owners and reviewing company documents. A key recommendation includes conducting feasibility screening and designing and using a strategy canvas to identify opportunities.

APA, Harvard, Vancouver, ISO, and other styles

7

Lin, Binshan, John A. Vassar, and Lawrence S. Clark. "InformationTechnology Strategies For Small Businesses." Journal of Applied Business Research (JABR) 9, no. 2 (October 2, 2011): 25. http://dx.doi.org/10.19030/jabr.v9i2.6073.

Full text

Abstract:

The increasing emphasis on competitiveness in small business has lead to new emphasis on the competitive promise of information technology (IT). This paper discusses the unique characteristics of IT for small business and presents a strategic approach that will effectively integrate all the IT functions into the small business.

APA, Harvard, Vancouver, ISO, and other styles

8

García, Angel Ortiz. "Strategies to Reduce Occupational Fraud in Small Restaurants." Global Disclosure of Economics and Business 10, no. 1 (May 30, 2021): 37–56. http://dx.doi.org/10.18034/gdeb.v10i1.620.

Full text

Abstract:

Occupational fraud is a growing business risk that is causing greater financial losses in small businesses than large businesses. Business owners lose approximately 5% of their revenues due to occupational fraud. The purpose of this multiple case study was to explore the strategies used by some business owners of small restaurants to reduce occupational fraud. The fraud triangle theory was the conceptual framework for this study. Three small restaurant owners from Puerto Rico participated in face-to-face, semi-structured interviews to reveal their successful strategies to minimize fraud. The data collection process also included business documents and researcher observations that assisted in establishing methodological triangulation. Using Yin’s 5-step process, data were coded and analyzed to identify emergent themes. The primary emergent themes obtained from data analysis revealed that owner monitoring, analytical procedures, and segregation of duties are effective strategies to minimize employee fraud. Participants revealed that implementing these strategies may reduce organizational losses associated with the fraud. The findings of this study may contribute to social change by reducing fraud activities, business failures, unemployment level, and criminality rate while promoting trust between community members and their institutions.

APA, Harvard, Vancouver, ISO, and other styles

9

Ortiz-García, Angel. "Strategies to Reduce Occupational Fraud in Small Restaurants." Global Disclosure of Economics and Business 11, no. 1 (February 28, 2022): 1–20. http://dx.doi.org/10.18034/gdeb.v11i1.620.

Full text

Abstract:

Occupational fraud is a growing business risk that is causing greater financial losses in small businesses than large businesses. Business owners lose approximately 5% of their revenues due to occupational fraud. The purpose of this multiple case study was to explore the strategies used by some business owners of small restaurants to reduce occupational fraud. The fraud triangle theory was the conceptual framework for this study. Three small restaurant owners from Puerto Rico participated in face-to-face, semi-structured interviews to reveal their successful strategies to minimize fraud. The data collection process also included business documents and researcher observations that assisted in establishing methodological triangulation. Using Yin’s 5-step process, data were coded and analyzed to identify emergent themes. The primary emergent themes obtained from data analysis revealed that owner monitoring, analytical procedures, and segregation of duties are effective strategies to minimize employee fraud. Participants revealed that implementing these strategies may reduce organizational losses associated with the fraud. The findings of this study may contribute to social change by reducing fraud activities, business failures, unemployment level, and criminality rate while promoting trust between community members and their institutions.

APA, Harvard, Vancouver, ISO, and other styles

10

Green, Daryl D., and Thomas Kohntopp. "Small Enterprise Strategies in an Unstable Public Environment." Management and Economics Research Journal 02 (2016): 6. http://dx.doi.org/10.18639/merj.2016.02.283546.

Full text

Abstract:

Many small business owners in the United States dream about getting a large contract with the federal government, feeling that their lives would be easier if they did. Ironically, there have been numerous occasions where small businesses have gone out of business after being overwhelmed by a government contract. This case study addresses how small businesses can improve their survival and success rate in the public sector with a strategic approach to their operations. It begins by discussing the preparation that goes into federal contracting by small businesses. Case examples of four American companies involved in contracting with the Department of Energy are evaluated. Data collection is achieved through qualitative analysis. The application of these conclusions could increase the survival rate of small businesses operating in an unstable public environment. The study is significant because this research widens contemporary assumptions about strategic thinking for small businesses engaged in government contracting.

APA, Harvard, Vancouver, ISO, and other styles

11

NIEHM, LINDA S., NANCY J. MILLER, MACK C. SHELLEY, and MARGARET A. FITZGERALD. "SMALL FAMILY BUSINESS SURVIVAL: STRATEGIES FOR COPING WITH OVERLAPPING FAMILY AND BUSINESS DEMANDS." Journal of Developmental Entrepreneurship 14, no. 03 (September 2009): 209–32. http://dx.doi.org/10.1142/s1084946709001314.

Full text

Abstract:

This study identified 14 adjustment strategies employed by household and business managers to cope with overlapping work and family demands using data from 1997 and 2000 versions of the National Family Business Survey (NFBS). Significant differences were found between surviving small family firms by managerial role (single or dual) regarding gross income, gender, number of children under age 18, community size and trade sector. Both surviving and non-surviving enterprises tended to bring household work to the business field when times were hectic and demanding, and took care of family responsibilities while at the business. However, in non-surviving businesses, business managers reported a greater tendency to bring work home, demonstrating that work entered the family field more frequently than in surviving businesses. Managers of surviving businesses were more likely to make financial adjustments by hiring temporary help for the business or home, and less likely to ask others to help in the business without pay. Significant differences were also noted regarding the use of non-financial adjustments; managers of surviving family businesses were able to shift away from business work to spend time on family aspects, and to spend less time sleeping to help the business.

APA, Harvard, Vancouver, ISO, and other styles

12

Smith, John Grieve, and Vivien Fleck. "Business Strategies in Small High-Technology Companies." IEEE Engineering Management Review 15, no. 4 (December 1987): 59–66. http://dx.doi.org/10.1109/emr.1987.4306320.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Lloyd, Bruce. "Successful big business strategies for small firms." Long Range Planning 24, no. 2 (April 1991): 124. http://dx.doi.org/10.1016/0024-6301(91)90152-e.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Smith, John Grieve, and Vivien Fleck. "Business strategies in small high-technology companies." Long Range Planning 20, no. 2 (April 1987): 61–68. http://dx.doi.org/10.1016/0024-6301(87)90007-0.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Ullah, Farid, and Robert Smith. "The “Fairness Paradox” and “Small-Firm Growth Resistance Strategies”." World Journal of Entrepreneurship, Management and Sustainable Development 11, no. 3 (July 13, 2015): 154–75. http://dx.doi.org/10.1108/wjemsd-02-2015-0005.

Full text

Abstract:

Purpose – The purpose of this paper is to examine and explore why “Small-Businesses” resist employing outside the immediate family and investigate the employee as an outsider and entrepreneurial resource. Design/methodology/approach – The authors review the literature on barriers to small-business growth concentrating on key empirical and theoretical studies. The authors use empirical data from the Federation of Small Business in which informants commented on growth and employing outside the family. Findings – The findings suggest that small business owners adopt a polemical stance, arguing that a barrage of employment regulations deters them from employing outsiders because doing so brings trouble in terms of costs such as insurance, taxes, paperwork, leave (maternity and paternity) entitlement, etc. They argue that employing from inside the family or ones peer group is much cheaper, convenient and less hassle. This ignores the entrepreneurial employee as a potential ingredient of growth and points to a paradox whereby the very values and emotions characterized by fairness of which of “smallness” and “familialness” is composed compound the issues of discrimination central to the debate. Research limitations/implications – The paper offer important insights for growth issues among small businesses and challenge the contemporary equilibrium in terms of small “family-orientated” business philosophy relating to employment practices. Ideologically, the entrepreneur is an “outsider” fighting the establishment, yet paradoxically, in a small-business context s/he becomes the establishment by employing outsiders. This results in the fairness vs unfairness paradox. Originality/value – The paper contributes to the existing knowledge and understanding on growth issues among small businesses by illuminating a paradoxical insider vs outsider tension.

APA, Harvard, Vancouver, ISO, and other styles

16

Ahmed, Ibrahim, Usman Yerima Abdullahi, and Ibrahim Abba. "Customer Retention Strategies: Benefits on Small Businesses in Nigeria." Global Journal of Business and Social Science Review (GJBSSR) Volume 4 (2016: Issue-3) 4, no. 3 (August 21, 2016): 63–67. http://dx.doi.org/10.35609/gjbssr.2016.4.3(9).

Full text

Abstract:

Objective - This study endeavor to discover the benefits of customer retention strategies on customer retention and business performance in Nigeria. Methodology/Technique - Secondary data was used and a conceptual model developed to establish the relationship between customer retention and the retention strategies. Findings - The study observed that small businesses that practices customer retention strategies retains and satisfy their customers than those that do not. Novelty - It is recommended, however, that business managers should embrace the use of electronic mails, professionalism, welcoming complaints etc. as ingredients that lead to customer retention among small businesses. Type of Paper - Conceptual Keywords: Customers; Retention; Satisfaction and Strategy

APA, Harvard, Vancouver, ISO, and other styles

17

Akaeze, Nana Shaibu, and Christian Akaeze. "EXPLORING THE SURVIVAL STRATEGIES FOR SMALL BUSINESS OWNERSHIP IN NIGERIA." Australian Journal of Business and Management Research 05, no. 07 (June 24, 2016): 35–48. http://dx.doi.org/10.52283/nswrca.ajbmr.20160507a04.

Full text

Abstract:

Notwithstanding the unstable nature of Nigeria economy small business owners created approximately 32 million jobs and contribute almost 45% to the nations GDP. However, startup small businesses fail at rate over 80% the first five years. Guide by theory of constraints, the purpose of this qualitative multiple-case study was to explore survival strategies required by some small business owners to sustain business in Nigeria beyond 5 years. Data collection was through semi-structured interviews with 3 owners with up to 5 years of experience in small business management from 3 different regions of Nigeria. The 3 major themes from final data analysis were cost efficiency, informal crediting and aggressive marketing which participants said were crucial for business survival. Data analysis also revealed two critical constraints confronted by small business owners as Government Policy and capital constraints. Findings of this study contribute to social change by indicating some strategies which prospective and existing small business practitioners may use to sustain for survival beyond first five years. The findings may prove useful for small business programs and training schedules to practitioners, managers and owners.

APA, Harvard, Vancouver, ISO, and other styles

18

Matchaba-Hove, Tony, Shelley Farrington, and Gary Sharp. "The entrepreneurial orientation - Performance relationship: A South African small business perspective." Southern African Journal of Entrepreneurship and Small Business Management 7, no. 1 (July 1, 2015): 36. http://dx.doi.org/10.4102/sajesbm.v7i1.6.

Full text

Abstract:

The high failure rate among small businesses in South Africa has created an urgent need to identify strategies that will improve their levels of performance. The purpose of this study was to investigate the relationship between entrepreneurially orientated strategies implemented by small businesses in the Eastern Cape and the influence of these strategies on business performance. Entrepreneurial orientated strategies were assessed in terms of the five dimensions of entrepreneurial orientation, namely innovativeness, proactiveness, competitive aggressiveness, risk-taking and autonomy. Business performance was assessed in terms of profitability and growth. A measuring instrument was developed based on valid and reliable items. Statistical techniques including descriptive statistics, Pearson’s product moment correlations and structural equation modelling, were performed on data gathered from 317 small business enterprises. The results of this study showed that the more small businesses implement the strategies of proactive innovativeness, competitive aggressiveness, and autonomy, and the less risk-taking their strategies are, the more likely their businesses are to be successful.Key words: Small business, Entrepreneurship, Entrepreneurial orientation

APA, Harvard, Vancouver, ISO, and other styles

19

MILLER, NANCY J., and TERRY L. BESSER. "EXPLORING DECISION STRATEGIES AND EVALUATIONS OF PERFORMANCE BY NETWORKED AND NON-NETWORKED SMALL U.S. BUSINESSES." Journal of Developmental Entrepreneurship 10, no. 02 (August 2005): 167–86. http://dx.doi.org/10.1142/s1084946705000124.

Full text

Abstract:

A strategic network perspective established the theoretical foundation for exploring aspects of business management in 383 small businesses predominantly operating in small communities across the U.S. It was proposed that those owner/managers involved in formal voluntary organizations to promote business effectiveness would differ in their strategic decisions and evaluations of performance from businesses without such formal group affiliations. Business strategies assessed involved the emphasis placed on employees, customers, and community, and the effect of these three variables in explaining four elements of business performance. Networking businesses were found to place more emphasis on strategies dealing with employees, customers, and community than non-networking businesses. Final results suggested that network membership held a direct effect on business strategies, and that these strategies held varying direct effects on perceptions of business performance. Findings offer initial support for strategic network theory as well as practical information for small business owners considering network membership.

APA, Harvard, Vancouver, ISO, and other styles

20

Luamba, Dr Desire S., Dr Marvin L. J. Blye, Dr Irene A. Williams, and Joel Chagadama. "Innovative Strategies for Small Retail Companies' Sustainability." International Journal of Business and Management Research 9, no. 3 (September 10, 2021): 330–38. http://dx.doi.org/10.37391/ijbmr.090311.

Full text

Abstract:

Forty-one percent of small American retail companies fail to succeed beyond 5 years. The purpose of this multiple case study is to explore strategies small retail business owners need for sustainability beyond 5 years. This study's data were collected through face-to-face interviews with 4 small successful retail business owners located in the United States southeastern region. Based on the conceptual framework of Schumpeter’s innovation theory, the paper provides 3 strategies that may prevent failure and lead to small business sustainability: passion and determination, market development and customer satisfaction, and business model innovation.

APA, Harvard, Vancouver, ISO, and other styles

21

Klimenko, Ludmila, and Oxana Posukhova. "Small Business Dynasties in Modern Russia: Strategies and Prospects for Reproduction." Sociologicheskaja nauka i social'naja praktika 9, no. 1 (March 31, 2021): 43–60. http://dx.doi.org/10.19181/snsp.2021.9.1.7871.

Full text

Abstract:

Reproduction of generational succession in small and medium-sized businesses is a basic element of the national economies of many Western countries. Russia’s socio-economic development is also guided by a significant increase in the SME sector. However, the relatively short period of development of market relations in our country, economic crises and transitivity of the status of family business (both in the legal field and in public opinion), instability of organizational and communicative practices of inheritance of capital are factors that prevent the formation of entrepreneurial dynasties in Russia. An empirical study of strategies for reproduction of entrepreneurial dynasties shows that small businesses in our country are less focused on educational strategies, through obtaining professional education. Professional continuity is based primarily on work experience (usually from grassroots positions) and mentoring from the older generation. However, the educational strategies are becoming more relevant at the level of prospects for including the third generation of heirs in the family business. Strategies of social (accumulation of mobilizable social relations) and symbolic (accumulation and multiplication of recognition capital) investment are common in dynastic reproduction. Family traditions and business experience are often associated with the ability to transfer social capital at a lower cost, the advantage of broadcasting and adopting informal business experience and business connections. Intergenerational continuity is ensured by the formation and translation of the family culture of the business dynasty with special value-identification meanings, including the special professional ethos of family business representatives.

APA, Harvard, Vancouver, ISO, and other styles

22

Ambo Upe, Jusni, and Andi Aswan. "Internal factors improving viability of small food and beverage businesses: The case of Indonesia." Problems and Perspectives in Management 20, no. 1 (January 27, 2022): 117–27. http://dx.doi.org/10.21511/ppm.20(1).2022.11.

Full text

Abstract:

Small food and beverage business is considered highly contributing to the economy as it has a close linkage with local micro and small businesses, both upstream and downstream. However, this business group faces challenges; many of them are unable to survive, grow, and compete with large ones. This study is intended to analyze internal factors affecting the performance of small food and beverage businesses in Indonesia. With the use of 100 samples of small businesses, the study applied OLS multiple regression to examine the four internal factors, which are entrepreneurial characteristics, marketing strategies, business capital, and innovation activity. The study results show that marketing strategies, business capital, and innovation activities have a positive and significant effect on the performance of small food and beverage businesses. These findings indicate that small businesses depend mostly on those three factors with different levels of intensity for different business locations. Businesses located in universities and hospital areas are likely to have low intensity compared to those located in office areas or crowded places. Differently, entrepreneurial characteristics do not affect performance. Likely, small entrepreneurs did not have a strong business interest, still expecting to work in government organizations and companies. They established a business due to family encouragement and economic needs. AcknowledgmentThe study on the small businesses in food and beverage sector is part of a research grant project from Hasanuddin University conducted by LP2M (Institute for Research and Community Services Institute of Hasanuddin University). In carrying out this study, the involvement of a number of agencies cannot be ignored: Cooperatives and Small and Medium Size Regional Office of South Sulawesi Province and Cooperatives and Small and Medium Size Regional Office of Makassar City.

APA, Harvard, Vancouver, ISO, and other styles

23

Seon Myeong Ok and 이우창. "Small business-specific management strategies and its impact on business performance." Korea International Accounting Review ll, no. 50 (August 2013): 305–22. http://dx.doi.org/10.21073/kiar.2013..50.015.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Revutska, A. O., and H. I. Dybenko. "Strategies for managing small and medium business enterprises." Collected Works of Uman National University of Horticulture 2, no. 100 (2022): 91–100. http://dx.doi.org/10.31395/2415-8240-2022-100-2-91-100.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Boohene, Rosemond, Alison Sheridan, and Bernice Kotey. "Gender, personal values, strategies and small business performance." Equal Opportunities International 27, no. 3 (March 28, 2008): 237–57. http://dx.doi.org/10.1108/02610150810860075.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Taneja, Sonia, Mildred Golden Pryor, and Mario Hayek. "Leaping innovation barriers to small business longevity." Journal of Business Strategy 37, no. 3 (May 16, 2016): 44–51. http://dx.doi.org/10.1108/jbs-12-2014-0145.

Full text

Abstract:

Purpose The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability. Design/methodology/approach This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses. Findings Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses. Practical implications Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability. Social implications Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities. Originality/value The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.

APA, Harvard, Vancouver, ISO, and other styles

27

Dindin Abdurohim and Andry Mochammad Ramdan. "Survival Strategies and Online Marketing in the Time of the COVID-19 Pandemic of Bandung City SME: A Case Study of the Cibaduyut Shoe Center." Quantitative Economics and Management Studies 3, no. 6 (October 25, 2022): 944–57. http://dx.doi.org/10.35877/454ri.qems1259.

Full text

Abstract:

This study aims to describe and analyze survival strategies and online marketing strategies for small shoe businesses during the COVID-19 pandemic in Bandung. This study uses a qualitative method with a case study approach. Data were obtained by interviewing knitting business actors and related parties as key informants. The results showed that the COVID-19 pandemic had a negative impact on small shoe businesses in the shoe center of Bandung city. As a strategic step in the midst of a pandemic, business people use a survival strategy, by not increasing selling prices, but reducing profit targets, in the online marketing strategy of knitting small businesses using strategies: e-commerce, digital marketing, improving product and service quality, and customer relations. The implementation of this strategy is driven by an entrepreneurial spirit, flexibility, responsiveness to changes and technological developments, and the ability to collaborate with various stakeholders. This research shows that small businesses that implement survival strategies and online marketing are able to survive and improve business performance.

APA, Harvard, Vancouver, ISO, and other styles

28

Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko, and Iuliia Samoilyk. "Management of small business entities." Independent Journal of Management & Production 11, no. 8 (May 1, 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.

Full text

Abstract:

The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.

APA, Harvard, Vancouver, ISO, and other styles

29

Luamba, Dr Desire S., Dr Marvin L. J. Blye, Dr Ir Edouard M. Mwema, Dr Irene A. Williams, Dr Kevin James, and Dr Joel Chagadama. "The Benefits of Innovation for Small Businesses." International Journal of Business and Management Research 9, no. 4 (December 31, 2021): 425–32. http://dx.doi.org/10.37391/ijbmr.090405.

Full text

Abstract:

The purpose of this qualitative multiple case study was to explore strategic managerial tools small business owners or managers use to sustain growth over time through Schumpeter’s innovation theory. Five small business owners located in North America were interviewed through face-to-face open-ended interview questions. The results from data analysis collected through interview responses indicated that small business owners or managers attested that their businesses were developed when using innovation as a strategic managerial tool. By contrast, small business owners or managers agreed that the lack of using innovation and understanding the reality of the current business context had an adverse impact on business growth. The findings of this study may also provide small business leaders or managers with critical information to ensure success and better understand strategies small businesses need for long-term growth.

APA, Harvard, Vancouver, ISO, and other styles

30

Marin-Aguilar, José Trinidad, Gonzalo Maldonado-Guzmán, and Cid Leana-Morales. "Knowledge Management and Performance in Mexican Manufacturing Small Business." Research in Economics and Management 2, no. 3 (August 24, 2017): 135. http://dx.doi.org/10.22158/rem.v2n3p135.

Full text

Abstract:

Knowledge management has been recently considered in business administration literature, as a new discipline that has made an important contribution to the development and implementation of business strategies in organizations. Likewise, it has been considered that businesses, regardless of their size, that have implemented knowledge management as another one of their strategies have obtained significant benefits, being a higher level of performance one of them. In this sense, this paper with a simple of 124 firms analyzes the existing relation between knowledge management and the performance of small business in Aguascalientes state (Mexico). The obtained results show that knowledge management has a significant positive relation in the performance level of the small business.

APA, Harvard, Vancouver, ISO, and other styles

31

SCHAPER, MICHAEL T., and PAUL WEBER. "UNDERSTANDING SMALL BUSINESS SCAMS." Journal of Enterprising Culture 20, no. 03 (September 2012): 333–56. http://dx.doi.org/10.1142/s0218495812500148.

Full text

Abstract:

This paper provides an overview of the current state of knowledge about small business scams. A scam is a form of dishonest action, based upon an invitation to participate in an activity. Victims are encouraged, mislead or induced to voluntarily interact with the perpetrator, and ultimately to willingly surrender over money, information or other valuable resources. Common forms of scams directed towards small business include phishing, false business valuations and sales, fake overpayments, false directory and advertisement listings, bust-outs, blowing, cramming, advance fee fraud and misleading self-employment projects. The limited research evidence available to date suggests that small enterprises are particularly vulnerable to these types of criminal activity, are less inclined to report such events, are likely to be subject to repeat attacks, and are particularly susceptible to online scams. This occurs because small businesses often lack the in-house skills, resources and reporting arrangements needed to effectively detect and prevent scams. The paper also briefly examines the entrepreneurial nature of scammers, and explores some of the emergent literature on the psychology of small business scams that may explain scam propensity. Strategies for combating and avoiding scams are discussed, as are suggestions for future research directions in the area.

APA, Harvard, Vancouver, ISO, and other styles

32

Jackson, Gregory R. "Overcoming Small to Medium Business Failure through Leadership Strategies." Open Journal of Business and Management 09, no. 01 (2021): 353–84. http://dx.doi.org/10.4236/ojbm.2021.91019.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Romano, Claudio A. "Research Strategies for Small Business: A Case Study Approach." International Small Business Journal: Researching Entrepreneurship 7, no. 4 (July 1989): 35–43. http://dx.doi.org/10.1177/026624268900700403.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Johnstone, Marc. "Applying small business success strategies in the corporate world." Handbook of Business Strategy 6, no. 1 (December 2005): 235–38. http://dx.doi.org/10.1108/08944310510557530.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Tse, Terence, and Khaled Soufani. "Business strategies for small firms in the new economy." Journal of Small Business and Enterprise Development 10, no. 3 (September 2003): 306–20. http://dx.doi.org/10.1108/14626000310489781.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Tetteh, Emmanuel, and Janice Burn. "Global strategies for SMe‐business: applying the SMALL framework." Logistics Information Management 14, no. 1/2 (March 2001): 171–80. http://dx.doi.org/10.1108/09576050110363202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Chaganti, Radha, Rajeswararao Chaganti, and Vijay Mahajan. "Profitable Small Business Strategies under Different Types of Competition." Entrepreneurship Theory and Practice 13, no. 3 (April 1989): 21–36. http://dx.doi.org/10.1177/104225878901300304.

Full text

Abstract:

This study empirically examines the profit impact of different strategies under four different types of competition: 1. Low-intensity price and promotion competition; 2. Price competition; 3. Promotion competition; and 4. High-intensity price and promotion competition. The study finds that broad product scope is a key determinant of a firm's profitability in low-intensity price and promotion competition, price competition, and high-intensity price and promotion competition. However, under promotion competition, quality-image orientation was the most profitable strategy.

APA, Harvard, Vancouver, ISO, and other styles

38

Goldberg, Albert I., Gilat Cohen, and Avi Fiegenbaum. "Reputation Building: Small Business Strategies for Successful Venture Development." Journal of Small Business Management 41, no. 2 (April 2003): 168–86. http://dx.doi.org/10.1111/1540-627x.00074.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Vitkovskaya, Tatyana B. "Political Strategies of Large Business in Small Russian Towns." Ars Administrandi (Искусство управления) 14, no. 3 (2022): 532–53. http://dx.doi.org/10.17072/2218-9173-2022-3-532-553.

Full text

Abstract:

Introduction: the author attempts to demonstrate and explain the variability of large enterprises roles in urban policy and management focusing on conditions, motives and interests underlying the private business political participation (or non-participation) in urban politics. Objectives: to identify political strategies of large business connected with urban communities through enterprises located in the urban areas, to trace their dynamics over the past decade. Methods: the empirical basis of the study is made up by the materials of semi-formalized interviews with participants in urban politics (n = 8); data on electoral statistics and information about candidates in municipal elections provided by election commissions; biographical information about the mayors, deputies of local legislatures and managers of large enterprises, collected through open data on the official websites of state authorities and local governments and enterprises. Results: the article presents the results of the local political landscapes study in two small towns –Verkhnyaya Tura (Sverdlovsk region) and Gubakha (Perm region), having locations of large industrial enterprises; two political strategies have been identified, namely, the strategy of distancing from urban politics, and the strategy of limited political representation in the town scene, complemented by political and lobbying activity on regional level. Conclusions: the dominance of a large enterprise in the town’s economic life does not mean its dominance in the urban politics; large business do not necessarily take interest in the role of a political leader or coordinator of urban policy and acquiring such a role requires high electoral activity, organizational efforts and financial investments.

APA, Harvard, Vancouver, ISO, and other styles

40

Egorova, Natalia E., and Sergei A. Nekrasov. "Renewable Energy and Small Business: Synergies and Sustainability Strategies." Economics of Contemporary Russia, no. 4 (December 31, 2022): 89–103. http://dx.doi.org/10.33293/1609-1442-2022-4(99)-89-103.

Full text

Abstract:

The article highlights topical and, in many respects, debatable problems of the development of renewable energy both in the world economy and in Russia. Despite a 75% increase in generation from wind and solar stations in 2021, Russia's share in global electricity generation significantly exceeds its share in the use of renewable energy sources. What should be the priorities of the Russian state policy in this area and what are the methodological foundations for the formation of a strategy for the development of “green energy” – the solution of these issues lies in line with the priorities of modern economic science? Based on the tools of the general organizational science – tektology – the paper provides a theoretical justification for the possibility of synergistic effects when small and medium-sized businesses are involved in the development of the renewable energy sector, including for Russian conditions. The result of the formation of new ties between the subjects of the sectors under consideration and the participation of small and medium-sized businesses in the project of creating “green energy” will be to increase the structural stability of the transformable energy complex of Russia, diversify its fuel and energy balance, reduce the negative anthropogenic impact on the environment while reducing the cost of electricity for a wide range of end consumers. Using the example of solar microgeneration on the vertical enclosing surfaces of buildings and structures, the advantages that are currently not fully used for its development in the northern and eastern regions of Russia, which can be realized by small and medium-sized businesses without taking the territories out of economic circulation, are revealed.

APA, Harvard, Vancouver, ISO, and other styles

41

Onyema Lawrence, Damiete, and Anthony Wakwe Lawrence. "Assessment of Some Basic Strategies towards Managing COVID-19 Crisis in Micro/Small Sized Businesses." International Journal of Business and Management 16, no. 8 (June 26, 2021): 21. http://dx.doi.org/10.5539/ijbm.v16n8p21.

Full text

Abstract:

This research is aimed at finding out if micro/small sized business owners/managers apply business planning processes and how they survived the impact of COVID-19 in Port Harcourt, Nigeria. We interviewed 568 enterprise units covering 11 classes of businesses that represent most of the micro and small-sized businesses. We applied statistical and graphical methods to analyse the data obtained. Businesses adopted creative measures like online advertisement, online marketing and home delivery where possible to remain afloat after the restrictions imposed by government. Some diversified their businesses into other areas where the market is flourishing like selling sanitizers and face masks. We also observed that a good number of these micro-sized business owners/managers do not adopt structured business plans, review the performances of their businesses, have guiding policies and do not understand the importance of having such policies. These are weak links towards sustainable growth of such businesses. Businesses that do not plan and do not know if their businesses are performing well and if they are beginning to make profit from what was invested is groping in the dark and that is not safe places for businesses to be. Based on the findings/discussions/conclusions, it will be needful to embark on further research to identify the specific business skill gaps among micro and small-sized businesses and develop appropriate interventions to bridge such capacity gaps. Finally, we recommended a 9 points model as a tool for micro and small size businesses in assessing and managing crisis.

APA, Harvard, Vancouver, ISO, and other styles

42

PAVLISHYNA, Nina, and Valeriia RIEZANTSEVA. "MARKETING STRATEGY IN SMALL BUSINESS ENTERPRISES." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 185–88. http://dx.doi.org/10.31891/2307-5740-2022-302-1-31.

Full text

Abstract:

The article analyzes the features of marketing activities of enterprises related to small business Defines the criteria by which enterprises are classified in one way or another. It is noted that the use of only quantitative characteristics, such as the number of staff or turnover indicators can not fully characterize the peculiarities of small businesses. After all, a small enterprise is a specific subject of market relations, which has fundamentally new qualitative characteristics, namely: the union in one person owner and entrepreneur (and often half of the functions), focus on innovation, simplified communication and information systems, work in conditions of fierce competition. The characteristic features inherent in the marketing strategy of an enterprise of any size are identified and specific features inherent exclusively in small businesses are given. Based on the selected features, marketing strategies that can be used by small businesses are summarized. Having a well-thought-out formalized marketing strategy, its adaptation to the conditions of the enterprise, allows to use such strategic advantages of a small enterprise as flexibility, maneuverability, adaptability and reduce the dependence on big business and competition in the market. A number of obstacles that hinder the full implementation of marketing strategy in the activities of small businesses are outlined. In particular, the most important of them are: intuition of marketing activities, lack of consistency between marketing strategy and other strategies in the enterprise, the lack of a separate specialist who would deal professionally with marketing issues and interaction with the target segment. Prospects for further research in this area are outlined, taking into account the requirements of the virtual environment and the focus of the market economy on digitalization.

APA, Harvard, Vancouver, ISO, and other styles

43

Adegbuyi, Omotayo Adeniyi, F. A. Akinyele, and S. T. Akinyele. "Effect of Social Media Marketing on Small Scale Business Performance in Ota-Metropolis, Nigeria." International Journal of Social Sciences and Management 2, no. 3 (July 25, 2015): 275–83. http://dx.doi.org/10.3126/ijssm.v2i3.12721.

Full text

Abstract:

The purpose of this study is to examine the effect of social media marketing on small scale business performance. In today’s social media driven environment, it is essential that small businesses understand facebook, twitter, and the strategies behind using social media for growing their business. Unfortunately, many small businesses do not have a strategy when they begin using social media. The objectives of this study include the following: to determine how effective employee training about social media of small to medium enterprises has increase brand awareness, to examine how employee participation in SME’s operation has increase sales, to identify how continuous improvement of SME’s strategies has improve customer service, and to examine how managerial commitment of SME’s has increase the implementation of social media campaigns. One hundred and fifty copies of questionnaire were administered to owner-managers and employees of selected SME’s in Ota Metropolis of which one hundred and thirty five of the questionnaires were returned completely filled and fifteen were not returned. Four hypotheses were formulated from the structure of the research questions, ANOVA, Correlation and other statistical tools were used in testing these hypotheses. A descriptive approach is presented, followed by an in-depth structured questionnaire with the small business owners. The study reveals the different strategies the owner uses to build and maintain relationships with consumers and the study concludes with important implications for small businesses. Networking and creating relationships with other businesses, increases brand exposure. By promoting another business or their product, they may promote yours. Engaging others makes your business visible to their audience and has the potential to reach hundreds or thousands of consumers. Focusing more on relationships than sales, increases sales. Social media provides businesses the opportunity to engage their audience on many different levels, including personal. In the beginning, it is important for a business to focus on creating relationships with consumers. An owner can show interest in its audience by commenting on individual’s posts or asking questions. Doing so also exposes the business to friends of fans and followers, increasing the business’s reach. Int. J. Soc. Sci. Manage. Vol-2, issue-3: 275-283 DOI: http://dx.doi.org/10.3126/ijssm.v2i3.12721

APA, Harvard, Vancouver, ISO, and other styles

44

Jordaan, Yolanda, and Jacobus Johannes Badenhorst. "The Relationship Between Business Strategy and Customer Satisfaction: A study of South African business performance." Journal of Business and Management Review 3, no. 9 (September 28, 2022): 656–74. http://dx.doi.org/10.47153/jbmr39.3892022.

Full text

Abstract:

The purpose of this paper is to investigate the inter-connected relationships of business strategy, customer satisfaction and business performance. Data was collected from senior executives in small, medium, large and corporate businesses in South Africa, and supplemented with existing available national customer satisfaction data. A total sample of 1,069 business leaders was realised of which 64 businesses had available customer satisfaction data. Findings revealed a relation between a clear business strategy and high levels of customer satisfaction. More importantly, both business strategy and customer satisfaction differentiate businesses on overall performance/success. This single survey study could not capture business-performance drivers within a value chain of decisions, actions and outcomes. The association between business strategy and customer satisfaction cannot be ignored by practitioners who aspire to improve business performance. Thus, if customer satisfaction aligns with a clear business strategy it can provide superior business performance in comparison to industry competitors. These results show conclusively that the clarity of a business’s purpose, through consistently prioritising one of Porter’s generic strategies, succeeds in satisfying customers. While previous research analysed the relationship between both business strategy and customer satisfaction with business performance, the originality of this study lies in linking business strategy with customer satisfaction. Furthermore, the research adapted existing business measurements to bring it in line with Porter’s generic strategies, and then adjusted the strategy classification to be consistent with how businesses prioritise strategies.

APA, Harvard, Vancouver, ISO, and other styles

45

Miller, Nancy J., and Terry L. Besser. "Investigating Small Community Influences on US Entrepreneurs' Goals, Business Strategies and Success." International Journal of Entrepreneurship and Innovation 4, no. 3 (August 2003): 149–61. http://dx.doi.org/10.5367/000000003101299528.

Full text

Abstract:

An institutional perspective, linking social meaning to economic actions, provides an expanded approach to this study of entrepreneurial activities in small communities across four US regions. The sample of 205 entrepreneurial firms, operated with fewer than 20 employees, represented nine Standard Industrial Classifications, and was located in communities with fewer than 50,000 people. Most reported that their businesses were successful and expected to grow. Perceived business success was associated with goal achievement, community concern for the business, and specific strategies that focused on innovation, low cost and low customization. Theoretical and practical applications are suggested. Findings are generated for expanding small community marketplace research.

APA, Harvard, Vancouver, ISO, and other styles

46

Kung, Mabel T., and Yi Zhang. "Creating Competitive Markets for Small Businesses with New Media and E-Business Strategy." International Journal of E-Business Research 7, no. 4 (October 2011): 31–49. http://dx.doi.org/10.4018/jebr.2011100103.

Full text

Abstract:

The innovative and dynamic nature of E-business enables small companies to compete with multinational corporations via online marketing. This paper serves as a guide from a practitioner’s perspective to embark in E-business while traditional marketing strategies are diminished. Three E-business adoption models for small enterprises are discussed. Planning involving new media, Internet technological capabilities and marketing strategies are examined. A literature review on new media gives a comprehensive study of online marketing. To evaluate the effectiveness of the E-business approach, a case study of a family chain of hotels is presented.

APA, Harvard, Vancouver, ISO, and other styles

47

Thompson, Katherine Jenny, and Stephen J. Kaputa. "Investigating Adaptive Nonresponse Follow-up Strategies for Small Businesses through Embedded Experiments." Journal of Official Statistics 33, no. 3 (September 1, 2017): 835–56. http://dx.doi.org/10.1515/jos-2017-0038.

Full text

Abstract:

AbstractThe U.S. Census Bureau is investigating adaptive Nonresponse Follow-Up (NRFU) strategies for single unit businesses in the 2017 Economic Census. These collection protocols require a suite of viable alternative procedures that can be implemented. With business surveys, the majority of cognitive research and nonresponse follow-up procedures focus on collection methods that obtain valid response data from the larger businesses, and there is relatively little quantitative or qualitative research for small businesses. Moreover, the contact methods for small businesses are often constrained by budget limitations. Business programs at the U.S. Census Bureau rely on mailed reminder letters and supplemental promotional materials, with options for certified and bulk mailings. To explore the benefits and disadvantages of the proposed alternative nonresponse follow-up procedures for small businesses, we conducted a field experiment embedded in the 2014 Annual Survey of Manufactures, an annual program that has similar data collection procedures and sampling units as the Economic Census. This article describes the study and presents the results, then discusses how the recommended nonresponse follow-up procedures are implemented in an adaptive collection design test presently being conducted in the 2015 Annual Survey of Manufactures.

APA, Harvard, Vancouver, ISO, and other styles

48

Laksmanawati, Junia, and Ahyar Yuniawan. "Women and the Digitalization Strategies of Micro, Small, and Medium Enterprises in the New Normal Era." Petra International Journal of Business Studies 4, no. 1 (June 25, 2021): 55–64. http://dx.doi.org/10.9744/ijbs.4.1.55-64.

Full text

Abstract:

This paper is based upon research to study the development of women entrepreneurs in Indonesia with emphasis on motivation to begin small business (MSMEs) and digitalization strategies in doing their businesses. The research was based on a literature review and a small field survey of women holding small business (MSMEs) in Semarang. After analyzing the data from the interviews, many respondents stated that their early motivation in running their own businesses was as a means to get additional incomes in finance. Evidence shows that as entrepreneurs, dealing with digitalization is a thing that cannot be avoided in the new normal era. To optimize their business operations and revenue, some adjustments and strategies are conducted such as optimizing digital marketing, seeing business opportunities, creating innovations, creating new markets, and executing marketing plan.

APA, Harvard, Vancouver, ISO, and other styles

49

Perkov, Davor, Zvonko Merkaš, and Kenan Crnkić. "Competitive Strategies of Croatian Small Familyrun Hospitality and Catering Enterprises." Acta Economica Et Turistica 3, no. 1 (June 27, 2017): 15–26. http://dx.doi.org/10.1515/aet-2017-0003.

Full text

Abstract:

Abstract The subject of this paper is examining ways of creating strategic competitiveness in Croatian small family-run catering enterprises. Competitive advantage is necessary if the enterprise wants to survive on the market. Selection of a business strategy is an important factor because a company’s positioning is determined by profitability that can be above or below the industry average. Economic reality of the largest number of the world’s economies is characterized by domination of family-run businesses. This is followed by the growing interest in determining the importance of family-run businesses to national economies, the ways of their participation, and finding problems which they have to deal with. Family entrepreneurship represents a special area of small entrepreneurship in Croatia. This work presents core characteristics of entrepreneurship in Croatia, defined as family-run enterprise, along with its features, with special interest on some of the more important characteristics of family entrepreneurship. The main goal of this paper is to examine and analyze all the features of business strategies that generate a competitive advantage. An empirical online survey was conducted in 2015 among sixty Croatian small family-run catering enterprises. Over 40% of respondents believe that the government should facilitate an easier and more long-term administration for entrepreneurs. Research has also shown that the sustainability of competitive advantage lies in adapting to guest wishes.

APA, Harvard, Vancouver, ISO, and other styles

50

Chapman, Paul. "Managerial Control Strategies in Small Firms." International Small Business Journal: Researching Entrepreneurship 17, no. 2 (January 1999): 75–82. http://dx.doi.org/10.1177/0266242699172005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Small business strategies'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles