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Do SMEs need to strategize?

Do SMEs need to strategize? Purpose – The study is prompted by the fact that most SMEs may not have the wherewithal or the willingness to devote time and resources to strategy formulation but are focused to reconsider this position by the pressures of globalization. Design/methodology/approach – Through a literature survey, a model suitable for SMEs is identified. An application of the selected model is presented. Applicability of strategic tools such as ERP in SMEs is examined. A case of a company, which has implemented ERP is analyzed. Findings – SMEs need strategy but the strategy depends on the complexity of the process. The case study points to the need for top management support and commitment. Research limitations/implications – It is difficult to get financial data from individual SMEs as most SMEs are proprietorship concerns. Practical implications – For countries, which are labor surplus, study on SMEs which are not capital intensive but create employment, has practical and social implication. Originality/value – This paper attempts at filling research gaps on competitive strategies for SMEs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Strategy Series Emerald Publishing

Do SMEs need to strategize?

Govinda Sharma
Business Strategy Series , Volume 12 (4): 9 – Jul 5, 2011
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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-5637
DOI
10.1108/17515631111155142
Publisher site
See Article on Publisher Site

Abstract

Purpose – The study is prompted by the fact that most SMEs may not have the wherewithal or the willingness to devote time and resources to strategy formulation but are focused to reconsider this position by the pressures of globalization. Design/methodology/approach – Through a literature survey, a model suitable for SMEs is identified. An application of the selected model is presented. Applicability of strategic tools such as ERP in SMEs is examined. A case of a company, which has implemented ERP is analyzed. Findings – SMEs need strategy but the strategy depends on the complexity of the process. The case study points to the need for top management support and commitment. Research limitations/implications – It is difficult to get financial data from individual SMEs as most SMEs are proprietorship concerns. Practical implications – For countries, which are labor surplus, study on SMEs which are not capital intensive but create employment, has practical and social implication. Originality/value – This paper attempts at filling research gaps on competitive strategies for SMEs.

Journal

Business Strategy Series – Emerald Publishing

Published: Jul 5, 2011

Keywords: Strategy; Strategic management; Small to medium‐sized enterprises; Manufacturing resource planning; India

References

  • Key indicators for Asia and the Pacific 2009
    ADB
  • Economic Environment of Business
    Adhikary, M.
  • Globalisation and Indian Small Scale Industries – Technology and Competitiveness
    Bhavani, T.A.
  • Credit guarantee scheme for micro small enterprises
    Business Line
  • Credit flow to small, medium units to double in 5 years, says PM
    Business Line