SME Growth Strategy
It is not enough for an entrepreneur to start a new business and leave it on its own but it’s more important being an entrepreneur to continue to lead the firm to its growth, which is what entrepreneurship is about.
Darren Dahl in the article How to Develop a Business Growth Strategy states that small businesses should start to focus on the strategies that are at the lowest step of the ladder for growth and then move on as and when needed. Darren says that while developing the growth strategy for a small business the lowest step that is the Intensive growth strategy should be reflected upon. The different types of intensive growth strategy includes as follows:
1. Market penetration
2. Market development
3. Alternative
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It was also found that firms which adopt internet are much better placed in the market, are technologically sound and are also graphically updated about their customers. Finally the article concludes by stating that SME must target new market with existing products using the internet forum.
In the vast existing literature on strategies more is given to larger companies or businesses but not much theoretical background is present to explain and guide the strategies for small scale businesses. (Gilling et al) as in (Yogo, 2013)
SMEs in India
SME (Small and Medium Enterprise) play a very major role in the economic development of both developed and the developing economy. SMEs majorly focus on production in the country, generating high level of employment and tremendous amount of contribution to the nation’s export. For a developing nation, industrialisation is the solution for all economic and social progress. (Kour, n.d.)
In India, as per Micro, Small, & Medium Enterprise Development Act 2006, SMEs are defined based on the level of expenditure on the plant and machinery. (the details are given below)
Description INR
Micro Enterprise Up to Rs. 25 lakh
Small Enterprise 25 lakh to 5 crore
Medium Enterprise 5 crore to 10
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The SMEs itself contributes up to 17% of the GDP. But even after consuming 40% of the workforce the overall contribution to the GDP is very low because many SMEs deliberately remain small in order to avoid taxes and regulations. The other reason why many SMEs go out of business is due to lack of financing. (Goyal, 2013)
According to K.D.Raju from 1991 due to LPG reforms many new national and international policies has led to opening up of many new markets and opportunities for small scale industries. As per the author of the article SME-past, present, and future in India a co-ordinated effort is the need of the hour absorb the dynamism of the technology involvement and also the financial requirement of the small scale industry should be taken care effectively. (K.D.Raju, 2008)
Currently according to Small and Medium Business Development Chambers of India, this sector consists of 36 million units, provides employment to 80 million people, has quality products of about 8000 units, contributes to around 8% to the GDP and also accounts to 40% of the country’s exports. (Goyal,
Tootsie Roll has implemented various internal growth strategies to achieve success. First, Tootsie Roll has used market penetration through selling their products in other countries, such as the Far East and Europe. Second, Tootsie Roll has used market development through increasing sales by selling certain products, such as Junior Mints, in retail outlets, convenient stores, grocery stores, drug chains, and warehouse club stores. Third, Tootsie Roll has participated in product development through changing the way they packaged certain products to more effectively market the new Warner-Lambert brands. Fourth, Tootsie Roll has a vertically integrated structure to reduce its costs with suppliers.
When developing a new product or service to sell to the public, it is good for a business to consider whether there is a market. If there is, it could determine if the product or service will be successful. It is likely that businesses will have competitors within the same market competing to sell their goods to customers as well. Market Share:
Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).
Understand organisational structures 1.1 Explain the differences between the private sector, public sector and voluntary sector In the business world there is three main sectors that separate different organisations they are: The private or commercial sector, the public sector and Voluntary or not-for-profit sector. The Public sector aims for goals other than profit but are not operated by the authorities on the other hand the Private and Commercial sectors main aim is to make profit and is the crucial difference between an organisation flourishing and an organisation being liquidated. Unlike the Private and Commercial sector that are funded by either an owner or shareholders the Public sector is funded entirely by the government.
A slower form of expansion, which offers higher standardization options are wholly owned subsidiaries with more risks because of the different culture and customer behavior, and franchising/licensing agreements. High levels of standardization provide the possibility for adaption of the local needs and thus sales growth. (Zentes, Swoboda, & Morschett,
External Analysis: Microenvironment Introduction The two major competitive factors controlling the external environment are the Macro and the Micro environments. While the Macro deals with the PESTLE affects, the Micro environment deals with the current structure of the industry and the effect of the roles played by the giants of the industry. Figure A-1 The Microenvironment includes the effect of rivalry, suppliers, buyers, distributors and the general public towards the strategy formulation by the company.
ARAB OPEN UNIVERSITY FACULTY OF BUSINESS STUDIES (MBA) B 820 _ STRATEGY (TMA ONE)_ TUTOR MARKING ASSESSMENT _ Fall, 2014 TMA ONE: Answer Bader Abdullah AL-Sumri (130348) Question 1: strategies, deliberate or emergent 1) Introduction Planning, and particularly strategic planning, has been characterized as a learning process.
Market penetration pricing is about setting a lower price on our product with aim to attract customers to buy our product because of the cheaper price compare with other competitor. In our ice cream industry, we have many competitors such as Gelato and Llaollao, so we can use this strategy to stand out among other competitor and draw attention from the customers. After we had successfully penetrated into the market, we will slowly raise back our price to our normal pricing. (A. Pahwa, 28 January
The four building blocks of competitive advantage can be used to help a company become more profitable and stay ahead of their competition. The four factors are superior efficiency, quality, innovation, customer responsiveness. All four building blocks are important to any company. However, I believe that customer responsiveness is the most important because having loyal and happy customers can make or break any company. The four building blocks can help companies grow and become the leader in their industry over their rivals.
1. General business strategy 1.1. General business philosophy Samsung work with the aim of developing innovative technologies and provide people with efficient processes so that regularly new markets are created and they continue to rule the digital work. They follow five core values including: • People: Samsung gives all the resources and opportunities their people need to give their best. • Excellence: Samsung makes sure to provide their customers with excellent products and services.
Strategic Acquisition 2. Eastward Expansion 3. Snack Foods 4. Southward Expansion 5. Inventory Control
STRATEGIC MANAGEMENT CASE STUDY: MCDONALD’S CORPORATION 1. INTRODUCTION McDonald’s Corporation is the world’s leading fast food restaurant chain with more than 34,000 local restaurants serving approximately 69 million people in 119 countries each day. More than 80% of McDonald’s restaurants worldwide are owned and operated by independent local franchisees. Its revenues come from the rent, royalties, and fees paid by the franchisees, as well as sales in company-operated restaurants (McDonald’s, n.d.).
Manufacturing sector on the other hand has grown in comparatively slower pace. The overall performance of the Indian manufacturing sector has widespread implications for various aspects of the economy; employment, being one of the chief areas of impact. Since this sector generates large scale employment for low and medium skilled workers, it is imperative to develop features which will create a conducive environment for industries to grow further. The Make in India campaign by the government has given the much needed push to the manufacturing sector. So we can say that India is performing decently and there is huge opportunity for India to grow and increase forex reserve and attract more FDI and FII by expanding its International
Literature Review: The purpose of this chapter is to present a review of literature relating to start-up business. The following are the literature review by different authors and different research scholars. Weiss: made a study in US and concluded that small businesses are generally less efficient when compared to large administrative companies and concluded that on an average, about half of total shipments in the industries covered are from suboptimal plants.
Entrepreneurship in the Philippines is currently booming and one of the best things a person can do today is start taking action in putting up its own business or acquiring a franchise (Louren, 2017). Entrepreneurship is a state of mind. It is not identified or measured with the type of business a person is in the success of that business but rather it is the total way of life for entrepreneurs. Being an entrepreneur requires distinct personality traits such as having a risk-taking personality, need for achievement, internal focus of control, tolerance for ambiguity and having a type A behavior or striving to achieve more in less time and general competitiveness (Gilles and Mondejar, 2008). Entrepreneurship has been described as the “capacity and willingness to develop, organize and manage a business venture along with any of its risks in order to make a profit” (www.businessdictionary.com).