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Strategy in Small and Medium-Sized Enterprises, 2008.
A look at the role of strategy in small and medium-sized enterprises (SMEs).
1,947 words (approx. 7.8 pages), 11 sources, APA, $ 62.95
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Abstract
The paper analyzes the many roles that strategy and its concepts contribute to in the development of SMEs' ability to fulfill their strategic plans and grow. The paper examines the propensity of SMEs to plan formally versus informally, the frequency of planning and the extent to which results are measured and monitored. The paper also shows how strategies are the essential element in every SME that serves as the catalyst for future growth.
Outline:
Introduction
Origins of SME Strategy: Comparing Formal versus Informal Planning Methods
Strategies as the Foundation for Market Agility and Growth
Using Strategies as a Basis for Synchronizing Processes
Measuring Performance Based on Strategic Planning
How Strategies Extend SMEs' Value Chains
Summary & Recommendations
From the Paper
"The concepts and practices of strategy form the foundation for every SME's ability to successfully execute their strategies and remain viable financially and continually execute business models to retain customers and attract new ones. The concept and practices of strategies also requires a high level of coordination and synchronization across processes as well. SMEs getting the highest level of performance within their organizations are relying on both the content of their strategies in addition to streamlining of processes between their own departments, between and with suppliers, and with customers."
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Small and Medium-Sized Enterprises, 2006.
A definition and overview of SMEs.
812 words (approx. 3.2 pages), 6 sources, APA, $ 28.95
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Abstract
SMEs is the abbreviation of Small and Medium-Sized Enterprises. The exact definition of an SME differs from region to region. This paper provides a general overview and definition of SMEs and examines various aspects on the issue.
Paper Outline:
Definition
Three Enterprises
Importance of SMEs
Problems in SMEs
References
From the Paper
"SMEs are major employment generators, surpassing larger firms in net job creation. In the European Union alone, smaller firms provide employment for more than 70 million people, representing two-thirds of all EU employment. There are also an estimated 75 million SME worldwide which represent about 99 percent of all companies."
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Small and Medium Enterprises of Thailand, 2005.
An overview of what factors affect small and medium enterprises in Thailand and how they are regulated.
2,626 words (approx. 10.5 pages), 10 sources, MLA, $ 79.95
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Abstract
This paper discusses a number of factors affecting and influencing small and medium size enterprises in Thailand. The paper looks at the industrial sector and its regulators, what may impede the growth of these enterprises, taxes and laws affecting the operation and ownership of businesses and requisites for entrepreneurship.
The Industrial Sector and Its Regulators
Growth Impediments to SMEs in Thailand
Income Tax and Laws for Foreigners in Thailand
Small Retailers vs Big Chains
Business in Thailand Only 2% E-Commerce
Requisites for Entrepreneurship
From the Paper
"The industrial sector has contributed the most to the economic growth of Thailand, with manufacturing as its most important sub-sector , followed by construction, mining and quarrying. Manufacturing, accounting for approximately 25% of each addition to the incremental Gross Domestic Product, has relied heavily on agricultural products, such as rubber, textile, food processing, beverages and tobacco. Employment in the manufacturing sector has constituted more than more than 25% of the labor force Thailand's most important exports have been processed food, leather, wood, rubber and basic metals. The industrial sector is under the supervision of the Ministry of Finance, the Board of Investments, the Ministry of Commerce, the Ministry of Industry, the Industrial Finance Corporation, the Bank of Thailand and the National Economic and Social Development. The Ministry of Finance administers taxes and duties and provides refunds on exports and has a decisive role on government equity participation, foreign borrowing for project support and protection through tariff. The Board of Investment provides incentives for investments."
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"Success in Small and Medium-Scale Enterprises", 2005.
A report on the book "Success in Small and Medium-Scale Enterprises" by Cortes, Berry, and Ishaq.
1,575 words (approx. 6.3 pages), 1 source, $ 62.95
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Abstract
This paper is an analysis of the book "Success in Small and Medium-Scale Enterprises", a report written by Cortes, Berry, and Ishaq on a research project undertaken and published by the World Bank. The paper discusses the main findings of the study, which set out to explain the escalated growth of selected businesses, in comparison to large industries, during the 1970s in Colombia.
From the Paper
"Cortes, Berry, and Ishaq in "Success in Small and Medium-Scale Enterprises" set out to explain the escalated growth of these businesses, in comparison to large industries, during the 1970s in Colombia. This book is a report on a research project undertaken and published by the World Bank. The data used in the study are mainly based on surveys of the metal-working and food processing industries. Determinants of efficiency in these industries are examined, along with determinants of viability. Patterns and trends in firm size and distribution are explained by technological factors, demand factors, input supply factors, and constraints on the rate of exchange of output.
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ERP Solutions for Small to Medium Enterprise (SMEs), 2006.
A study of the use of ERP (enterprise resource planning) solutions in SMEs (small and medium enterprises).
3,847 words (approx. 15.4 pages), 19 sources, MLA, $ 105.95
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Abstract
This paper provides a discussion and case study analysis concerning the various strategies that enterprise resource planning (ERP) vendors have developed. The paper uses examples of findings from small and medium enterprises (SMEs) who have utilized these new options. Included is an assessment of what barriers exist in the implementation of ERP systems in SMEs. The study also provides an overview of the relevant issues, as well as those factors that contributed to their success or failure. Salient findings and a summary of the research, including the fact that virtually all small to medium-sized enterprises can take advantage of the benefits offered through a well selected ERP package, are provided in the conclusion, as well as recommendations to follow.
From the Paper
"Today, more and more SMEs are being pressured by an increasingly globalized economy to modify their traditional management styles, both operationally and organizationally, by replacing them with more streamlined and integrated systems that serve to improve the speed and flexibility of their physical and information flows (Jones, 2002), help synchronize demand with supply, and help manage transactions more accurately (Bigras & Gelinas, 2004). There are, however, a wide range of ERP alternatives available to assist in this regard, depending on what size firm is involved (Laursen, 2002). The majority of the ERP software packages are most appropriate for companies with more than $500 million in annual sales and more than 500 employees (Johnston, 2003); however, there are now a number of ERP solutions available on the market and even the main ERP players have solutions that are appropriate for the SME market (Krystkowiak, Bucciarelli & Dubois, 2004; Bielski, 2002). According to the report, "Mid-market Manufacturers and the New Landscape for Enterprise Resource Planning" (2005), "Enterprise resource planning (ERP) systems are streamlining and automating processes that small manufacturers would have found cumbersome to carry out on a global basis. This process improvement, in turn, allows these manufacturers to extend their geographic reach at lower costs" (p. 3). Therefore, ERP packages provide SME managers with more efficient and effective ways to interconnect geographically dispersed stakeholders and integrate existing information and communication technologies (Blenkhorn & Fleisher, 2001)."
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Saudi Arabian Private Sector and Small Enterprises, 2008.
An examination of the role of the private sector in the financing of small enterprises in the kingdom of Saudi Arabia.
2,565 words (approx. 10.3 pages), 6 sources, APA, $ 77.95
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Abstract
This paper analyzes the correlation between the Saudi Arabian private sector and small enterprises and their financing. The paper also provides an overview of the Saudi Arabian economy in general. The paper then presents several traits of the current state of the country's private sector. The paper also discusses the situation regarding small enterprises in Saudi Arabia, issues regarding their financing, and obstacles that must be surpassed so that these companies benefit from appropriate funding. The paper then looks at methods through which this objective could be achieved.
Outline:
Abstract
Introduction
Economic Overview of Saudi Arabia
Saudi Arabian Private Sector of the Economy
Small and Medium Enterprises in the Kingdom of Saudi Arabia
Relevance of the Project
Conclusions
From the Paper
"The most important sectors of Saudi Arabian economy are the oil sector and the services sector. These sectors are depending a great deal on the 5.5 million foreign workers engaged in these two sectors. Since Saudi Arabia is depending too much on the oil industry, the government has started to implement a series of policies and reforms that are meant to encourage the development of the private sector. Foreign investments are also encouraged by the Saudi Arabian government. The country's economic diversification process includes sectors like: power generation, telecom, natural gas, and petrochemical industries (CIA, 2007)."
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E-business Adoption, 2008.
A complete dissertation, which investigates the barriers and impacts to e-business adoption in small and medium-size enterprises (SME) of information technology (IT) businesses in California.
18,530 words (approx. 74.1 pages), 42 sources, APA, $ 249.95
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Abstract
This paper explains that this research studies the relationship between "impacts and barriers" and "performances" in adopting e-business within the small and medium sized enterprises sector(SME) of information technology (IT) businesses in California. The research is based on A. Barua, P. Konana, A.B. Whinston and F. Yin's "three stages model" for evaluating how performance is affected by the major impacts and barriers on small and medium sized enterprises conducting business through e-business approaches. The paper states that e-business is less about technology and more about relationships. The paper describes the research methodology, the analysis and the results. Several figures, graphs and tables are also included with the paper.
Table of Contents:
Abstract
Introduction
Background Information
Purpose of the Research
Significance of the Research
Organization of the Dissertation
Literature Review
Introduction
Definition of E-business
Definition of SME
Information Technology (IT) Business Sector
Level of E-business Adoption
Impacts of E-business Adoption
Barriers of E-business Adoption
Research Methodology
Introduction
Research Method
Data Collection Location
Survey Instrument
Questionnaire Design
Sampling Design
Data Entry
Data Analysis
Descriptive Analysis
H1
H2
H3
H4
H5
H6
H7
H8
H9
H10
Others
Conclusions
Introduction
Limitations of the Research
Further Research
Conclusion
Appendices Proforma survey
From the Paper
"These benefits are influenced by the ability of next generation manufacturers to use IT to enhance the value adding activities and to minimize the risks involved in manufacturing; these findings are congruent with previous studies that suggest managerial reorientation to new priorities should recognize the importance of information technologies, its impact on managerial and organizational strategies, and more importantly, its impact on creating and managing the future learning organization. As a result, the appropriate application of these technologies would enhance the ability of the NGM to become time-based competitors."
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Czech Entrepreneurship in the EU, 2002.
Examines the role of small and medium-sized Czech enterprises in the EU.
4,900 words (approx. 19.6 pages), 8 sources, $ 178.95
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Abstract
This paper is on Czech entrepreneurship. With the coming enlargement of the European Union (EU) and the now certainty (barring something catastrophic between now and May 2004) of the inclusion of a group of nations with government central planning backgrounds, special emphasis is being placed on the role of Small and Medium-Sized Enterprises (SMEs) within those countries.
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Six-Sigma, 2006.
An application of six-sigma to small medium-sized enterprises.
3,159 words (approx. 12.6 pages), 9 sources, MLA, $ 91.95
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Abstract
The objective of this paper is to identify the critical success factors for six sigma implementation in small medium-sized enterprises (SMEs). Six-sigma introduced the concept that both the quality of the products and the services created by the management were critical in establishing the credibility of a product in the market. The study hopes to identify the common pitfalls and hurdles that companies have to face in the implementation of these policies to improve the performance of the organization.
Outline
Synopsis
Research Questions and Hypothesis
Research Methodology
Conclusion
From the Paper
"Using six-sigma requires that companies set up a system to monitor and measure the metrics that are used to calculate the defect rate in the manufacturing or production process. Understanding the statistical needs to set up any metric used for measurements is important in six-sigma. (Voelkel, 2004) Failure to understand and comprehend the true needs of the process can cause more harm than good in the long run. Six-sigma is often used to root out the cause of variances in the process that might be undertaken. (Jones, 2004) This requires that the process be constantly monitored and reviewed. This helps identify the cause of the variance and corrective measures taken to ensure that the problem is eliminated."
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The Saudi Arabian Economy, 2008.
Examines problems of the Saudi Arabian economy especially in financing small and medium sized-enterprises (SMEs).
1,515 words (approx. 6.1 pages), 4 sources, APA, $ 49.95
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Abstract
This paper explains that, although Saudi Arabia appears to be wealthy, the nation's economy is dependent upon a singular natural resource, oil. The paper points out that Saudi's declining oil revenue to population ratio is creating a budgetary deficit in which the state cannot invest enough in the private sector to employ its many out-of-work young people. The paper then explains that, to truly create a strong economy, small and medium sized-enterprises (SMEs) must become the backbone of the new Saudi economy. Thus, Saudi Arabia is attempting to create a business environment friendlier to SMEs.
From the Paper
"The most obvious states suffering this 'rentier state' syndrome are those of the Middle East, including Saudi Arabia. The Middle East is rich in oil, and the world's near-universal dependence on this fossil fuel for economic survival has enriched many of the nations of this politically troubled region. But oil wealth has also served as what might be called a 'crutch' and actually impedes these nations' future development by providing a disincentive to innovate and to explore other industries."
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Six Sigma and SME, 2005.
Research proposal regarding critical success factors of six-sigma implementation for small and medium-sized enterprise (SME) in the Asia Pacific region.
2,687 words (approx. 10.7 pages), 10 sources, MLA, $ 80.95
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Abstract
While many larger corporations have used the concepts of six-sigma to improve the quality of their goods and services, it is observed that small and medium sized enterprises (SME) have not adopted this quality management principle. Six-sigma implementation has also different significantly based on the organization's location around the world. This paper plans to identify the methods and the road map by which SME can implement six-sigma within their organization while encountering the least number of hurdles.
Introduction
Literature Review and Search
Theoretical Framework
Research Designs and Methods
Data Collection and Data Analysis
Expected Outcomes, Limitations and Constraints of this Project
Structure of this Project and Project Management Plan
From the Paper
"This project will attempt to present a theoretical as well as practical viewpoint of the critical factors that affect the success of six-sigma implementation within a SME in the Southeast Asia region. The structure of this project will be focused on evaluating critically within the methodology of six-sigma and the quality culture and methods used of the organization. It is assumed that the implementation of these factors can help aid and guide and SME during the implementation process within the organization, but other aspects of the internal value and culture of the organization should also be considered prior to implementing any of the plans. In most cases, it is paractically impossible due to physical, cost or time constraints to classify the needs and wants of all the individuals in the set from which some study is to be conducted. Some level of generalization is made as a result and companies should be able to identify the factors that are best suited to their organization."
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Leadership and Entrepreneurship, 2008.
An analysis of leadership issues faced by small and medium sized enterprises.
2,334 words (approx. 9.3 pages), 8 sources, MLA, $ 71.95
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Abstract
This paper discusses how the success of any organization is largely dependent on the various leadership styles, attributes, and models applied during the process of achieving organizational goals, irrespective of the size, type or nature of the said business. These various leadership styles, models and attributes as well as the uncertainty of environmental factors in connection with small and medium enterprises, as observed through various research findings and case studies are discussed elaborately in the paper.
Outline:
Introduction
Leadership Issues faced by SMEs
Business Models for SMEs
Competing Demands of Stakeholders
Environmental Uncertainty and Entrepreneurial Orientation
Conclusion
From the Paper
"The process of rational strategic decision making in SMEs requires a long-term stable attitude towards risk. Thus the process of leadership in such small and medium sized enterprises should be future oriented, so as to encompass the various strategic obstacles that these firms might have to encounter in the long run. One of the key advantages for small firms, however, is the level of flexibility available to them within their domestic markets which enables them to adapt quickly to the changing market place in order to suit the demands of its customers. The strategic dilemma however, lies in the fact that dispersing their activities as well as market segments as widely as their larger competitors may not always be possible for the small enterprises leaving them with very few viable options / strategies for survival. In such a case the SMEs can hope to combat the challenges posed by the changing market place, by swiftly adapting to its needs and demands and thus reduce risks in the process. "
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E-mail Marketing in Singapore, 2005.
A study of e-mail marketing adopted by small and medium-sized enterprises in Singapore.
12,012 words (approx. 48.0 pages), 58 sources, MLA, $ 232.95
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Abstract
The study focuses on the current state of e-mail marketing in Singapore, particularly Singaporean companies' uses, attitudes, practices, and results of e-mail marketing. The research explores ways in which e-mail marketing has changed the face of industrial marketing in general, not just within Singapore, but worldwide. The study first reviews available literature on e-mail marketing, and looks at the results of a questionnaire consisting of twenty (20) questions about e-mail marketing. Answers to the 20 separate questions are then analyzed and broken down by percentages, and interpretations are made according to how many responses each type of survey question, and what the particular group response means. Based on that analysis, interpretations are made about Singaporean companies' current attitudes and practices about e-mail marketing. Attitudes, uses, practices and results of e-mail marketing of companies outside of Singapore are also analyzed.
Abstract
Chapter 1
Introduction
Chapter 2
Literature Review
One-to-One Marketing
Viral Marketing
E-mail Marketing
Spam Marketing
Chapter 3
Research Methodology
Research Aim and Questions
Research Strategy
Research Sample, Selection & Size
Research Method
Telephone and Face-to-Face Interviews
Secondary Sources
Limitations
Ethical, Political & Legal Constraints
Chapter 4
Findings
Chapter 5
Discussions and Analysis
Chapter 6
Conclusions and Recommendations
References
From the Paper
" Since the invention of the personal computer and the emergence of the online world, millions of people have started using e-mail, because it is a wide-reaching communication tool, easy to use, and fast and cheaper than other communication methods. With e-mail, one can communicate with anyone, anyplace, twenty-four hours a day. Many people have already replace telephone and postal mail with e-mail. Corporate culture has also been enormously affected by e-mail. Staffs now prefer sending e-mail over talking on phone or correspondence by fax. Use of e-mail in business today is specially prevalent; you need no worry about missing any messages as that are received, rather in meetings travelling, or sleeping at night: e-mail waits until you open it.
Many companies also increasingly use e-mail as marketing tool to communicate with customers; for products and services sales, and to build relationship with customer and future customer. Although traditional marketing tool used for mass communication, as newspapers, magazines, radio and television, are still dominating the market, their dominance is declining, whereas direct marketing tool have become increasingly important with shift from traditional mass marketing to personalised and segmented marketing. That led to communication environment changed from a mass communication to a more targeted, one-to-one communication environment. In order to adapt this shift, however, marketers need communicate to current and prospective customers individually, and give personalised attention with tailor-made products and services information."
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Success Factors of SME Wineries, 2007.
A discussion on the key success factors of small-to-medium-sized enterprise (SME) wineries.
5,972 words (approx. 23.9 pages), 17 sources, MLA, $ 142.95
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Abstract
The paper aims to determine the best practices for today's wine-businesses and how they should cope in an era of consolidation, systems modernization, increased professionalism, and capital accumulation. The paper focuses on wine businesses in general and on SME wineries within California in particular. The paper also identifies best management practices, including timely comparisons between the Old World restructuring struggles and the New World "old family" or traditionally-modeled winery.
Table of Contents:
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Overview of Study
Chapter 2: Review of Related Literature
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Summary, Action Plan, and Conclusion
From the Paper
"Virtually all types of wines are labeled by the region of their production, the maturity of the fruit, variety of grape or type of wine, and year of production; wines can be further differentiated by their color, sweetness, and varietal aroma (Wine 2006). There are also specific characteristics that have been traditionally associated with certain wines, and in a number of instances, these traditions are even guaranteed by law (Wine 2006). Some of the prominent wine-producing countries of the world include France, Italy, Germany, the United States, Australia, and South Africa; however, there are a number of other countries that also produce enormous quantities of table wines."
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Diversity in the Workplace, 2006.
This paper discusses diversity and individual differences in small to medium-sized businesses.
2,420 words (approx. 9.7 pages), 6 sources, APA, $ 73.95
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Abstract
This paper explains that it is much simpler to establish a culture of tolerance and diversity in a small business than in a larger business because there is no large hierarchy of managers and channels through which such changes need to move. The author points out that the interpersonal relationships, including management and subordinates, within smaller firms are closer and more trusting, which is important to creating an accepting workplace culture for diversity and individual differences. The paper states that, through leadership and management, the small to medium business owner can minimize bias to create true employee diversity, which has always been the American ideal and is good for business.
Table of Contents:
Understanding Diversity: The Small to Medium Business
Culture
Individual Differences
Race and Religion
Personality
The Quest for Equality (within Organizations)
Trust, Respect, Equality = Problem Solving
Managing Diversity and Individual Differences in the New Millennium
Minimizing Bias
From the Paper
"Minority employees working in small to medium businesses can contribute in many valuable ways if there is mutual trust and respect. The contribution of such employees may lead to valuable expansion opportunities for the company and in turn bring individual promotion opportunities for the employees themselves. Furthermore, such performance in an environment of trust and respect may also lead to enhanced performance from colleagues, regardless of racial or religious differences. This can then lead to the ultimate equality that is the ultimate American ideal."
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