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Lee, Khai S.; Lim, Guan Hua; Tan, Soo Jiuan

doi:10.1023/a:1008085310245

Cited by 111 publications

(10 citation statements)

References 18 publications

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“…While the first group is formed by firms from different industries with modest revenues, the second is formed by highly successful enterprises which are providing customized services to business customers in the local market. This approach resembles the niche strategy which is highly recommended for such companies in order to focus their limited resources to get a foothold against larger, more resourceful competitors [62].…”

Section: Discussionmentioning

confidence: 99%

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

et al. 2020

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Value proposition can be an important source of competitive advantage for small and medium sized enterprises (SMEs). Unlike large companies which follow a rational and sequential process, developing a value proposition in an SME is instead a trial and error process. Therefore, those companies are experimenting with various options. The purpose of this paper was to identify the value strategies used by SMEs based on value dimensions and attributes and to find specific groups of SMEs with a similar market approach. We present a theoretical framework on customer value creation and customer value communication, followed by a quantitative research on 399 Romanian SMEs. We used a principal component analysis to reduce the number of choices and afterwards we ran a cluster analysis to identify the distinct groups of SMEs using specific value propositions. We found that there are three major strategic options based on customer experience, affordability and customization, and four distinct clusters: customer delight (A), multiple sources of differentiation (B), one-to-one marketing (C) and cost—effectiveness (D). Three groups use distinct value propositions—A focuses on customer experience, C on customization, D on affordability—while B mixes all of them.

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Section: Discussionmentioning

confidence: 99%

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

et al. 2020

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“…SMEs are more likely to have a differentiation advantage than a cost advantage, mainly because of their scale, their scope, and learning economies in industries [53]. SMEs focus on developing unique competencies and strive for effective customer and supplier management [54]. Due to their relatively flat structure and relatively few management levels, SMEs can easily change their organizational culture [55] and thus changes their implementation of SCM.…”

Section: Alignment Of Npd and Scmmentioning

confidence: 99%

Implementing TRIZ with Supply Chain Management in New Product Development for Small and Medium Enterprises

Lin

Chen

2021

Processes

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Due to the impact of globalization, the competition between enterprises has become fierce and led the supply chains of many industries to be reorganized. One of the consequences is that the operation of many small and medium enterprises (SMs) had become very difficult. Hence, many of SMEs in Taiwan have gone bankrupt and some of them have moved to other places where they have lower production costs, in order to survive; this not only hollowed out the industries but also disconnected the supply chains in their mother countries. Because Taiwan’s SMEs are generally poor in innovation, this study explored the implementation of the theory of inventive problem-solving (TRIZ) with alignment of new product development (NPD) and supply chain management (SCM) to strengthen the innovation and productivity of new products, so that SMEs can refer to its use to aid sustainable business operation. We considered an SME in Taiwan as a case to study and investigate the strategies that it employed to achieve survival and sustainability. By examining the practical applications of the NPD of the case company, which was based on the TRIZ and NPD SCM alignment, we found that value-added products may be created despite unfavorable industry environments, by implementing and coordinating the TRIZ and three product-related variables, namely innovating, modularity, and variety. This study explored practical alternatives for SMEs to develop various value-added products that meet customers’ changing requirements and succeed in competitive markets to achieve a sustainable business operation. Considering SMEs are crucially important to the economic equality and development of countries and that SMEs may only survive for a short time when operating in changing supply chain environments, this study can be used as a reference for the management of SMEs and future academic research in related fields.

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“…For developing the method, the research team conducted a review of existing business strategies (Lee, Lim & Tan, 1999;Leitner & Güldenberg, 2010;White, 1986), KM processes (Costa & Monteiro, 2016;Henao-Calad, Rivera Montoya & Uribe Ochoa, 2017;Wee & Chua, 2013) and some maturity models in KM (Kuriakose et al, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

Igartua

Albisua

Ruiz³

et al. 2021

JIEM

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Purpose: This article presents the process followed for the definition, application and evaluation of a Strategy oriented method of identifying and prioritising Knowledge Management (KM) initiatives in small to medium enterprises.Design/methodology/approach: To develop the method, the research team conducted a review of literature about existing business strategies and processes and models of maturity in KM. Based on that, a first version of a method was proposed. Subsequently, a contrast was made through a focus group composed of regional development centres, new company promotion agencies and industry representatives. Then, a four-step method, named KM-EZAGUTUZ, for the identification and prioritisation of KM initiatives in SMEs was proposed. Then, a field test was performed in five companies.Findings: The conclusions obtained through the research show the validity of the method for SMEs to identify and prioritise KM initiatives.Research limitations/implications: More field test should be done to confirm the validity of the method and improve it.Practical implications: The method, developed and supported in a prototype tool, helps companies to determine and prioritise actions for a better KM in accordance with company strategies, in a short period of time. In addition, the method supports a common understanding of the strategic vision of the organisation among the participants in the process.Social implications: Management practices are usually designed for medium and large companies. The significant resources required make it difficult for SMEs to benefit from their implementation. Given that SMEs account for a large share of employment in countries and that they need to manage knowledge effectively, this research helps to address this important socio-economic need.Originality/value: The method described in the article combines Strategy, Knowledge Management and a user friendly identification and prioritization tool adapted to SMEs.

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Untitled

Cited by 111 publications

References 18 publications

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

Implementing TRIZ with Supply Chain Management in New Product Development for Small and Medium Enterprises

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

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