Gotowe bibliografie tematyczne / Small business strategies

Gotowa bibliografia na temat „Small business strategies”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 26 stycznia 2023

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Artykuły w czasopismach na temat "Small business strategies"

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Mawyne Jones Sr., Dr JaQuane, i Adit Upadhyay. "SME Sustaining Strategies". International Journal of Scientific Research and Management 10, nr 10 (30.10.2022): 4112–18. http://dx.doi.org/10.18535/ijsrm/v10i10.em10.

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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.
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Ogochukwu, Chukwu Anthony, i Karina Kasztelnik. "Innovative Strategies For Social-Economic Development Financial Strategies In The Development Country". SocioEconomic Challenges 5, nr 1 (2021): 44–65. http://dx.doi.org/10.21272/sec.5(1).44-65.2021.

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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.
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Variyam, Jayachandran N., i David S. Kraybill. "Small Firms' Choice of Business Strategies". Southern Economic Journal 60, nr 1 (lipiec 1993): 136. http://dx.doi.org/10.2307/1059938.

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Lussier, Robert N., Matthew C. Sonfield, Joel Corman i Mary McKinney. "Strategies Used by Small Business Entrepreneurs". American Journal of Business 16, nr 1 (22.04.2001): 29–38. http://dx.doi.org/10.1108/19355181200100003.

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Anderson, Alistair R., i Martin H. Atkins. "Business strategies for entrepreneurial small firms". Strategic Change 10, nr 6 (2001): 311–24. http://dx.doi.org/10.1002/jsc.554.

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Charles C III, JOHNSON, i UPADHYAY Aditya. "African American Small Consulting Business Sustaining Strategies". Asian Journal of Basic Science & Research 04, nr 04 (2022): 01–10. http://dx.doi.org/10.38177/ajbsr.2022.4401.

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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.
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Lin, Binshan, John A. Vassar i Lawrence S. Clark. "InformationTechnology Strategies For Small Businesses". Journal of Applied Business Research (JABR) 9, nr 2 (2.10.2011): 25. http://dx.doi.org/10.19030/jabr.v9i2.6073.

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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.
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García, Angel Ortiz. "Strategies to Reduce Occupational Fraud in Small Restaurants". Global Disclosure of Economics and Business 10, nr 1 (30.05.2021): 37–56. http://dx.doi.org/10.18034/gdeb.v10i1.620.

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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.
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Ortiz-García, Angel. "Strategies to Reduce Occupational Fraud in Small Restaurants". Global Disclosure of Economics and Business 11, nr 1 (28.02.2022): 1–20. http://dx.doi.org/10.18034/gdeb.v11i1.620.

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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.
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Green, Daryl D., i 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.

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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.
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Rozprawy doktorskie na temat "Small business strategies"

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Fillingim, Wayne A. "Small Business Sustainability Strategies". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5702.

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Small businesses provide 48% of private-sector jobs in the United States and play a vital role in the country's economic growth and development. Only half of U.S. small businesses survive for longer than 5 years. The purpose of this qualitative multiple-case study was to explore sustainability strategies managers of small oilfield service companies used to sustain their business for longer than 5 years. Data were collected from semistructured interviews with 10 managers--one manager from each of 10 different oilfield service companies located in the Rocky Mountain region of the United States and from review of publicly available documents and archived records. The conceptual framework for this study was the dynamic capability theory. Data analysis was conducted using Yin's 5-step data analysis process and methodological triangulation. Four themes emerged from the study: networking or relationship strategies, financial planning strategies, differentiation strategies, and education and experience strategies. The implications of this study for positive social change include the potential for small business managers to use these findings to develop strategies for profitability and sustainability resulting in job creation, poverty reduction, and socioeconomic development.
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Lum, Betty Wong. "Business Strategies for Small Business Survival". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4531.

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Small business owners play a leading role in the United States economy by creating jobs and driving innovation. However, half of all new small business owners close their doors before their 5th anniversary. Following the entrepreneurship theory, the purpose of this multiple case study was to explore what strategies 5 small business owners in the food and beverage industry in the San Francisco Bay area used to survive beyond 5 years of operation. Data sources included semistructured interviews and company documents. Data analysis included descriptive and process coding of the data and use of NVivo to identify themes. Based on thematic analysis of the data, the emergent themes included: human capital, business goals, and growth through innovation. Participants relied on business knowledge to start and sustain their businesses; set incremental goals for growth and aligned business decisions to achieve those goals; and maintained a competitive advantage by implementing innovative and creative changes to their products and services. The implications for positive social change include the potential to provide small business owners and potential small business owners with strategies to sustain their businesses beyond the 5-year mark, thus contributing to economic growth of their businesses, their employees, and their local economy.
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Adoukonou, Victor K. "Strategies for Small Business Sustainability". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6501.

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Small businesses represent more than 99% of all employers in the United States, but more than 50% of small businesses have failed before 5 years. Climate change, digitization, and social media contribute to a paradigm shift in consumers' habits, as more consumers have become environmentally and social justice conscious. Business leaders who are unable to follow the consumers' trends and changes of habit may not succeed in sustaining their businesses. The purpose of this multiple case study was to explore strategies owners of small businesses in the District of Columbia use to sustain their businesses for longer than 5 years while fulfilling their firms' social responsibility obligations. The conceptual framework was the sustainability development theory. Data were collected from 5 small retailers through face-to-face, semistructured interviews, observations, field notes, and reviews of documents related to business sustainability. Data analysis was based on the thematic analysis model, which involved a process of organizing, coding, arranging data into common themes relevant to the research question and interpreting of the information. Member checking was used to enhance the credibility and validity of the data. Emerging themes included business establishment planning, sustainability planning, and sustainability factors use. The results of this study may contribute to positive social change by providing information to entrepreneurs about successful strategies for small business sustainability, which can lead to business owners, employees, and communities living and working in a human-oriented, prosperous, and healthy environment.
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Wilson, Dovie. "Small Business Crisis Management Strategies". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2706.

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The absence of adequate crisis management strategies in small firms could result in a premature small business closure. A qualitative multiple-case study was used to explore the crisis management strategies that 3 small business owners have used to survive an unexpected operational interruption. The small business owners in this study were from different industries in the southeast region of the United States and each owner owned a business for more than 5 years and had survived at least a single crisis. The theory of crisis management and crisis intervention theory were the conceptual frameworks for this study. Data collection occurred through semistructured face-to-face interviews with small business owners; observations; and a review of company documents comprised of business plans, insurance policies, floor plans, and emergency exit routes. Data were thematically analyzed and then triangulated to ensure trustworthiness of interpretations. The findings included 3 emergent themes: the importance of developing survival strategies; transparency, open communication, and relationship building; and creative thinking as a survival strategy. Recommendations for action include securing adequate insurance coverage, investing in a worker's compensation policy, and maintaining transparent and fluent communications with vendors and consumers. Small business owners who implement survival strategies may contribute to positive social change by continuing to create employment opportunities that improve economic conditions in local communities.
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Guy, Tywon. "Strategies to Improve Small Business Sustainability". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7386.

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Small businesses are considered the backbone of the U.S. economy with significant contributions in the areas of job creation and economic development. However, 79% of small businesses fail within the first 5 years. This multiple case study aimed to explore strategies and knowledge of resources that owners of small businesses used to sustain business operations for longer than the first 5 years. The population included 5 minority owners of small businesses in Texas. Chaos theory formed the conceptual framework. The data collection process included semistructured interviews, member checks, field notes, company artifacts, and archival documents. Data were analyzed using Yin's data analysis steps of compiling, disassembling, reassembling, interpreting, and concluding. Three themes emerged from the analysis: effective management of the business environment, effective planning, and business owners' skills and knowledge. The U.S. Small Business Administration, local chambers of commerce, and owners of small businesses may benefit from the findings of this study by gaining an understanding of successful minority owners of small businesses' implemented strategies that enable business success and profitability. The implications of this study for positive social change include identifying sustainable strategies minority owners of small businesses can use to advance business growth, increase financial security, achieve employee job sustainability, and potentially stimulate the local community with job creation.
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Basch, Richard J. "Capitalization Strategies for Small Business Sustainability". Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10684791.

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Over the past 15 years, privately held small businesses generated nearly two-thirds of the net job growth in the United States, yet much of what scholars know regarding the capitalization challenges faced by small businesses is limited to data from large corporations. In 2013 alone, business bankruptcies numbered 33,212, and each year approximately 10% to 12% of U.S. small businesses close. Ineffective capitalization strategies coupled with a limited understanding of funding options frequently results in unsustainable business practices. In this multiple case study, the capital budgeting theory was utilized to explore the capitalization strategies small business owners in the greater Phoenix, Arizona metropolitan area employed to achieve sustainability beyond 5 years of business inception. Participants were purposefully selected based on their tenure in business, number of employees, and geographic location. Data were collected via in-person semistructured interviews with 4 small business owners, coupled with a review of financial archival documents. Data were analyzed using theme interpretation, data grouping, and word frequency tabulation. Three themes emerged: a preference for self-funded, personal capitalization; the leveraging of personal relationships as a primary educational strategy; and a general aversion to debt and high interest rates. Implementing sound capitalization strategies contributes to social change by improving the likelihood of long-term sustainability. Sustainable small businesses increase employment opportunities, wage growth, and community-based services while enhancing the overall quality of life for local families and the community.

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Jakes, Lyndabelle Virgil. "Success Strategies of Small Business Owners". Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10751428.

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In the United States, 20% of newly established small businesses, including small businesses in the life insurance industry, fail within 2 years, and over 50% of them fail during the first 5 years. The purpose of this multiple case study was to identify and explore the strategies that life insurance brokerage owners use to sustain business operations beyond 5 years. Porter’s 5 forces model served as the conceptual framework for exploring this subject matter. Owners of 3 separate small life insurance brokerage firms in Texas, who sustained their businesses beyond 5 years, participated in semistructured interviews. A secondary source of data was relevant company documents. Methodological triangulation and member checking assured the reliability and validity of the interpretations. Through thematic analysis and supporting software, 5 themes emerged: exceptional customer service, relationship-building, efficient promotional strategies, regular training of salespersons, and hiring the right employees. The application of the findings of the study could contribute to positive social change by reducing unemployment and thereby catalyzing an economic environment supporting employees, families, and communities.

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Onyenego, Ovuefelomaloye. "Small Business Owners' Strategies for Success". Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10975877.

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Small businesses represent 99.7% of all employers in the United States and account for 63% of new jobs; however, 50% of small businesses fail within 5 years of operation. The purpose of this multiple case study was to explore strategies that some small restaurant owners used to succeed in business for longer than 5 years. The sample population for the study was the owners of 3 small restaurants in the northeastern region of the United States who have a minimum of 5 years’ experience in operating a successful business. Chaos theory provided the conceptual framework for the study. Data collection methods were semistructured interviews and review of company documents and archival records. Member checking of interview transcripts was used to strengthen the credibility, reliability, and trustworthiness of the findings. Based on the methodological triangulation of the data sources and using the van Kaam process, themes emerged. The principal themes that emerged were networking, customer satisfaction, and leadership. The findings from this study may contribute to positive social change by providing strategies that small business owners need to be successful and possibly improve the prosperity of the community and local economy.

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Basch, Richard. "Capitalization Strategies for Small Business Sustainability". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4500.

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Over the past 15 years, privately held small businesses generated nearly two-thirds of the net job growth in the United States, yet much of what scholars know regarding the capitalization challenges faced by small businesses is limited to data from large corporations. In 2013 alone, business bankruptcies numbered 33,212, and each year approximately 10% to 12% of U.S. small businesses close. Ineffective capitalization strategies coupled with a limited understanding of funding options frequently results in unsustainable business practices. In this multiple case study, the capital budgeting theory was utilized to explore the capitalization strategies small business owners in the greater Phoenix, Arizona metropolitan area employed to achieve sustainability beyond 5 years of business inception. Participants were purposefully selected based on their tenure in business, number of employees, and geographic location. Data were collected via in-person semistructured interviews with 4 small business owners, coupled with a review of financial archival documents. Data were analyzed using theme interpretation, data grouping, and word frequency tabulation. Three themes emerged: a preference for self-funded, personal capitalization; the leveraging of personal relationships as a primary educational strategy; and a general aversion to debt and high interest rates. Implementing sound capitalization strategies contributes to social change by improving the likelihood of long-term sustainability. Sustainable small businesses increase employment opportunities, wage growth, and community-based services while enhancing the overall quality of life for local families and the community.
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King, Stetson Samel Jacque's. "Marketing Strategies for Small Business Sustainability". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6052.

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The restaurant industry is the second largest employer in the United States; however, only 33% of restaurant owners sustain profits longer than the first 5 years from inception. The purpose of this multiple case study was to explore marketing strategies that owners of small business restaurants use to sustain profitability for longer than the initial 5 years. Aaker's brand equity model was the conceptual framework used to ground this study. Purposeful criterion sampling was used for the study. Participants included 3 owners of small restaurants operating in the southern United States. Data analysis involved using Yin's 5-step data analysis process to identify and code themes. Analysis included data compilation, data disassembly, data reassembly, data interpretation, and data conclusion. Three themes emerged from the analysis of data: social media, word of mouth, and brand differentiation. The implications of this study for positive social change include business development opportunities, opening resource centers for training programs, and free webinars associated with marketing and brand equity strategies. Communities, organizations, and new entrepreneurs may benefit from the increase of social resources, community economic growth, and expanded employment opportunities.
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Książki na temat "Small business strategies"

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Colley, Allard. Marketing strategies for small business. [S.l.]: Quantum Theory Media, 2013.

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Gögl, Hans-Joachim, i Clemens Schedler, red. Big Strategies for Small Business. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200.

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McVicker, Mary Frech. Small business matters: Topics, procedures, strategies. Radnor, Pa: Chilton Book Co., 1988.

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Sell your business successfully: Tips, strategies and tools. New York: John Wiley, 1999.

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Research strategies for small businesses. New York: Garland Publications, 1996.

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S, Goldstein Arnold, red. Handbook of business turnaround strategies. [Wilmington, Del.]: Enterprise Pub., 1986.

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Marketing strategies for small businesses. [Menlo Park, CA]: Crisp Publications, 1994.

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Jane Applegate's strategies for small business success. New York: Plume, 1995.

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McLeod, Marilyn. Social media overview: Strategies for small business. [Cardiff-by-the-Sea, Calif.]: Consider the Possibility Press, 2010.

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Peris-Ortiz, Marta, i João J. Ferreira, red. Cooperative and Networking Strategies in Small Business. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-44509-0.

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Części książek na temat "Small business strategies"

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Sekely, William S. "Small Business Export Strategies". W Proceedings of the 1982 Academy of Marketing Science (AMS) Annual Conference, 530–32. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16946-0_125.

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Burns, Paul. "Strategies for Growth". W Entrepreneurship and Small Business, 328–57. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43034-2_13.

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Gögl, Hans-Joachim, i Andreas Balon. "The Trades of the Future: Starting Off with an Interview". W Big Strategies for Small Business, 1–18. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_1.

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Schwartz, Claudia, i Rupert Steiner. "Werkraum Bregenzerwald: Not Just a Matter of Form". W Big Strategies for Small Business, 19–57. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_2.

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Fetzer, Fanni, i Henry Pierre Schultz. "Tectonet: 400 Soloists or 1 Orchestra". W Big Strategies for Small Business, 59–95. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_3.

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Hofer, Veronika, i Marko Lipus. "Bornholm: The Isle of Artisans". W Big Strategies for Small Business, 97–129. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_4.

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Mayer, Verena, i Andreas Balon. "Massschuh.de: Mass Customization". W Big Strategies for Small Business, 131–74. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_5.

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Jeanvoine, Nadia, Philippe Bovet i Claudio Alessandri. "Bleu de Lectoure: The Blue Land of Cockaigne". W Big Strategies for Small Business, 175–210. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_6.

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Leiprecht, Helga, i Wolfhard Koeppe. "The Chair Cluster Friuli: In the Manzano Chair Triangle". W Big Strategies for Small Business, 211–52. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_7.

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Mörth, Wolfgang, i Christian Pfaff. "The Petäjävesi Felt Center: A Model School for Wool". W Big Strategies for Small Business, 253–95. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595200_8.

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Streszczenia konferencji na temat "Small business strategies"

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Zhang, Shan. "Small Business Capital Operation Problems and Strategies Research". W 3rd International Conference on Science and Social Research (ICSSR 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icssr-14.2014.279.

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Efawati, Yen, i Harmon Harmon. "The Strategies of Small Business in Floriculture Industry". W 2nd Global Conference on Business, Management, and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007115801180124.

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Fernando, A. M. P., A. M. T. T. Adhikari, W. H. A. T. K. Wijesekara, T. V. T. I. Vithanage, Anjalie Gamage i Thilini Jayalath. "Planning Marketing Strategies in Small-Scale Business Using Data Analysis." W 2022 3rd International Informatics and Software Engineering Conference (IISEC). IEEE, 2022. http://dx.doi.org/10.1109/iisec56263.2022.9998200.

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Surzhikov, Mikhail A. "Organizational Communications In Small Business Management In The Agro-Industrial Sector". W 11th International Scientific and Theoretical Conference - Communicative Strategies of Information Society. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.03.02.34.

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Ruslan, Dede. "Analysis Efficiency Production and Strategies of Small-Medium Scale Enterprises". W 2016 Global Conference on Business, Management and Entrepreneurship. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/gcbme-16.2016.180.

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Noor, Any, Syifaa Novianti, Marceilla Suryana, Sholihati Amalia i Vany Octaviany. "Changes in Strategies at Small and Medium-sized Travel Agencies". W 23rd Asian Forum of Business Education(AFBE 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200606.042.

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Oortwijn, Maud. "Small firms more often develop strategies for opportunities instead of opportunities for strategies, which frequently leads to no-go decisions: a comparative case study on foreign entry into China". W 18th Annual High Technology Small Firms Conference, HTSF 2010. University of Twente, 2010. http://dx.doi.org/10.3990/2.268486279.

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In an uncertain, unknown foreign business environment small firms face a high chance of faillure, as they base international expansion more often on one local opportunity. A total of 25 Dutch firms are studied while making Go/No-Go decisions for 54 business activities in or with China. The research is unique in that it follows firms of different size over time, while they make highly strategic choices in an uncertain and unknown foreign business environment. Insight is gathered on firm characteristics, opportunity identification, the strategic advantage, the Go/No-Go decision and the strategy process leading to these choices. The study shows how small firms more often build an international business strategy around one concrete opportunity in China. Other firms first identify a strategic advantage beneficial for the firm, after which they search for opportunities in China to fulfill these. When faced with disappointment, firms who seek opportunities in China for a strategic need, frequently postpone plans or continue to search for opportunities elsewhere. Small firms who develop a strategy that is triggered by a concrete opportunity in China, cancel the internationalization plan entirely when the opportunity considered is disappointing.
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Wui, Peter, i Lawrence Awopetu. "IMPACT OF WORKING CAPITAL (WC) STRATEGIES ON SMALL BUSINESS PROFITABILITY DURING RECESSION". W 43rd International Academic Conference, Lisbon. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.043.054.

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McGowan, Pauric, i Sarah Cooper. "Taking technological opportunities to the market: the role of university-based business plan competitions in supporting high technology commercialisation". W 16th Annual High Technology Small Firms Conference, HTSF 2008. University of Twente, 2008. http://dx.doi.org/10.3990/2.268579883.

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Encouraging technology-based entrepreneurship is central to the policy agendas of governmental and non-governmental economic development agencies in many industrialised and newly-industrialising countries. Entrepreneurs are central to venture creation and evidence indicates that, following secondary and, typically, tertiary education, most work for one or more employers prior to establishing a technology-based venture on their own or with others. As a result of this “entrepreneurial apprenticeship” many technology entrepreneurs establish businesses in their mid- to late thirties. Developing a thorough understanding of product/service markets and devising strategies to access, serve and support customers are major challenges for founders of technology-based businesses. Ventures established by individuals or groups with relevant commercial experience benefit from the knowhow and networks of their founders. This paper explores the role of university business plan competitions in stimulating entrepreneurial activity and technology transfer from two universities in Northern Ireland by focusing on entrants in the 2007 £25k Enterprise Award Scheme business planning competition. Such initiatives tend to attract students/recent graduates and members of university staff which raises the question as to how such teams develop commercially-robust ventures, given that, on the face of it, most have little or no commercial experience. Based upon analysis of the business plans of the top ten ventures from the 2007 competition this paper explores characteristics of the entrepreneurial teams, their choice of product/service offerings and aspects of the markets they target.
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Zaitseva, Elena A., Ksenia V. Srednyak i Maria E. Kudryavtseva. "SMM-tools in the Promotion of Small and Medium- Sized Business (In the Case of Nizhny Novgorod Market)". W 2019 Communication Strategies in Digital Society Workshop (ComSDS). IEEE, 2019. http://dx.doi.org/10.1109/comsds.2019.8709644.

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Raporty organizacyjne na temat "Small business strategies"

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Link, Albert, Christopher Ruhm i Donald Siegel. Private Equity and the Innovation Strategies of Entrepreneurial Firms: Empirical Evidence from the Small Business Innovation Research Program. Cambridge, MA: National Bureau of Economic Research, sierpień 2012. http://dx.doi.org/10.3386/w18297.

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Elhan-Kayalar, Yesim. Gender, Entrepreneurship and Coping with the COVID-19 Pandemic: The Case of GoFood Merchants in Indonesia. Asian Development Bank Institute, grudzień 2022. http://dx.doi.org/10.56506/mrem3121.

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This paper examines business performance and crisis mitigation strategies among micro-, small-, and medium-sized enterprises (MSMEs) in Indonesia during the COVID-19 pandemic. We utilize a new primary data set based on administrative records, survey data, and follow-up interviews with merchants using the digital application GoFood, an on-demand cooked food delivery service. Three empirical findings emerge: First, the overall employment size of women-owned businesses shrank more than men-owned businesses after the pandemic outbreak; second, women were more likely than men to cut personal expenditures and use government assistance as crisis mitigation strategies; and third, competition increased sharply as new merchants entered the platform, with service areas of both incumbents and entrants shrinking over time. These results have implications for policies on women’s entrepreneurship, the uptake of business development services, and financing programs for MSMEs.
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McCall, Jamie. Assessing the Evidence: Promoting Economic Development in Rural North Carolina with Education, Workforce Development, Infrastructure, Healthcare, and Leadership. Carolina Small Business Development Fund, marzec 2021. http://dx.doi.org/10.46712/rural.economic.development.

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Like many other states, North Carolina’s population dynamics have shown a definitive shift toward greater urbanization. Some of the population increase in urban areas is in-migration from outside the state. However, net population loss in many of North Carolina’s rural areas has been on the rise for years. Population outflows of this magnitude can bring an array of unique challenges for rural small firms. Chronic rural issues like unfavorable geography, endemic poverty, and poor infrastructure for business can pose serious economic development challenges. According to some scholars, level of rurality or geographical isolation is the primary variable in explaining why economic development outcomes vary across the United States. We assess the literature to determine what role small business development and complimentary strategies have in rural economic growth.
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Gross, Lora. Strategic Sourcing with Small Business in Mind. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 2011. http://dx.doi.org/10.21236/ada544191.

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McCall, Jamie. Piedmont Community College: Partnering to Help Small Businesses. Carolina Small Business Development Fund, styczeń 2021. http://dx.doi.org/10.46712/pcc.case.study.

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North Carolina’s community college system is a vital component of the state’s economic development strategy. With their unique knowledge of employer talent needs, these institutions are primary actors in the promotion of local economic growth and sustainable development. Using a combination of semi-structured interviews and focus group data, we assess how Piedmont Community College is following best practices in this area of policy. The college’s use of strategic partnerships and focus on small business development offer an example of innovative community development strategy.
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Bialus, Diana, Le Thanh Tam, Thi Thu Hien Nguyen i Chu Hong Minh. Financial Access of Women-Owned Small and Medium-Sized Enterprises in Viet Nam. Asian Development Bank, grudzień 2022. http://dx.doi.org/10.22617/wps220612-2.

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This working paper identifies challenges in access to finance for women-owned small and medium-sized enterprises (SMEs) in Viet Nam and recommends ways to improve it. Out of 27 banks surveyed, the authors found that only 5 cater to the specific needs of SMEs owned by women. The paper proposes ways of incentivizing financial institutions to invest in this market segment. These include requiring gender-disaggregated data reporting, boosting knowledge on gender lens investing, improving guarantee schemes, and promoting lending to women-owned SMEs as an active hedge against portfolio deterioration. The paper recommends that financial institutions introduce regular tracking of gender-disaggregated data at portfolio level, design and implement gender lens strategies, and develop products and services better tailored to the needs and preferences of women-owned businesses.
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Stadnyk, Vаlentyna, Pavlo Izhevskiy, Nila Khrushch, Sergii Lysenko, Galyna Sokoliuk i Tetjana Tomalja. Strategic priorities of innovation and investment development of the Ukraine's economy industrial sector. [б. в.], październik 2020. http://dx.doi.org/10.31812/123456789/4471.

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The problem of determining the investment priorities of the national economy development has been actuated. It has been argued that the formation of institutional preferences for activation of industry investment processes should be carried out taking into account the potential ability of each sectoral group enterprises to increase the added value. The scientific and methodical approach for sub-sectors investment attractiveness assessment has been formed on the example of the Ukrainian food industry. It has been recommended to use for this substantiated set of relative performance indexes which are duplicated in aggregate statistical state surveys based on the enterprise’s financial statements. It has been formed the recommendations for the investment priorities of food industry development in Ukraine which are based on the appropriate calculations made by the TOPSIS and CRITIC methods. Methods of economic-statistical and comparative analysis were used for structural and dynamic characteristics of the Ukraine industrial enterprises activities. Given that innovation processes should also cover small and medium-sized industrial enterprises, whose resource opportunities are mostly limited, it is proposed to expand them within the framework of a strategic partnership. Graphic modeling methods have been used to visualize the process of building the business structures resource potential on the basis of their strategic partnership. The influence of the motivational environment on the value of organizational relations within the partnership has been formalized.
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