Business Strategy, the key determinants of SME growth in Kosovo

Shala, Venet; Kutllovci, Enver; Troni, Burim

doi:10.31270/ijame/01/03/2012/06

Cited by 4 publications

(4 citation statements)

References 12 publications

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“…The predictors were market development strategy, product development strategy and diversification strategy. The findings were consistent with the argument by Porter (2008) as well as the findings of a study by Kutllovci, Shala and Troni (2012) which indicated that corporate strategies positively influences firm performance. The findings for the ANOVA (Model fitness) are presented in Table 4.…”

Section: Hypothesis Testingsupporting

confidence: 91%

“…Whereas the corporate strategies of a firm are varied, there is a consensus among scholars of strategic management that corporate strategies are important determinants of firm performance. The corporate strategies intention is to direct the firm business towards the attainment of its long-term objectives, maintain its current position or achieve high performance as compared to current achievements (Porter, 2008;Kutllovci, Shala & Troni, 2012;Pearce & Robinson, 2013). Consequently, firms are expected to determine specific corporate strategies that are fit for purpose of enhancing superior performance.…”

Section: Independent Variables Dependent Variable Figure 1: a Model L...mentioning

confidence: 99%

“…According to Porter (2008); Kutllovci, Shala and Troni (2012) corporate strategies include the firm intention to maintain its current position; achieve high growth as compared to current achievements or aim at reducing its one or more business operations. Extant theoretical arguments in strategic management posit that firm resources and capabilities are important in determining the nature of strategies to use.…”

Section: Introductionmentioning

confidence: 99%

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Effect of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City County, Kenya

WANJIRU,

MUATHE (Ph.D),

NJUGUNA (Ph.D)

2019

strategicjournals.com

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Performance is an important factor in firm strategic analysis since it helps in measurement of the competitive position of an organization within industry. Most theoretical literature in strategic management describes performance as outcome of firm's strategic objectives, which are developed and executed at the corporate level of management. The acquisition and utilization of strategic resources has been shown in various empirical studies as determinants to maximise performance. However, extant literature on the role of corporate strategies as driver in the utilization of these firm strategic resources towards superior performance has not been adequately examined. This is so especially in the developing economies, notably sub-Saharan Africa. This paper examines the effect of corporate strategies on performance of manufacturing firms in Nairobi City County, Kenya. The corporate strategies under study were market development, product development and diversification. The authors empirically examine the relationship using survey data from 148 manufacturing firms in Nairobi City County, Kenya. The study findings indicate that corporate strategies have a positive and significant impact on a firm's performance. This study has important implications for managers and policy makers of manufacturing firms on the need of developing and executing corporate strategies within their firms to enhance performance.

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Section: Hypothesis Testingsupporting

confidence: 91%

Section: Independent Variables Dependent Variable Figure 1: a Model L...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Effect of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City County, Kenya

WANJIRU,

MUATHE (Ph.D),

NJUGUNA (Ph.D)

2019

strategicjournals.com

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“…As stated by Enver, Venet and Burim (2012), strategy can be described as an action performed by the firm to achieve its business objectives. Also, strategy can be seen as a pathway to move a concept or an idea from the inventive state to the actual positioning in a competitive environment or as a roadmap to the planned result.…”

Section: Introductionmentioning

confidence: 99%

Promotional Strategies as Determinant of Small and Medium Scale Enterprises productivity in South-West, Nigeria

TEMITAYO¹,

ABOSEDE²

2022

JOB

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This study examined the promotional strategies as determinant of small and medium scale enterprises productivity in South- West, Nigeria. Specifically, the study determined the views of SME owners in South-West Nigeria on: promotional strategies and small and medium scale enterprises productivity. Also, the effect of location on productivity of SMEs in South-West, Nigeria. This study adopted the descriptive survey research design. This design allowed the researcher to collect information from owners and managers of Small and Medium Enterprises that were considered being a true representation of the population of the study. The total population for the study comprised 26,744 business owners/managers of registered small and medium scale businesses in six states (Lagos -11,663; Ogun - 1,794; Osun - 7,987; Ekiti - 1,029; Ondo -2,272 and Oyo - 1,999) in South West, Nigeria (National Bureau of Statistics, 2015). A sample of 1,446 business owners/managers was used for the study (this comprises 1,363 small enterprises owners and 83 medium enterprises owners). This study had revealed that there was a significant effect on small and medium scale enterprises productivity in South-West, Nigeria. There was a significant difference in SMEs productivity based on locations in South-West, Nigeria. Based on the outcome of this research, this study recommended that owners/managers of small and medium scale enterprises should endeavor to utilize various promotional strategies that is best applied to their environment in order to enhance productivity.

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Income Analysis, Added Value and Sustainability Strategy of Fish Processing Units (Case: "SMEs 88 Marijo", in Pinrang Regency, South Sulawesi)

Karim

Salman²,

Genisa

et al. 2019

IJSRST

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This study aims to analyze the income, added value and business sustainability strategy of boneless milkfish processing. The method used in this research is a case study. The research location was chosen purposively at “SMEs 88 Marijo”, Pinrang Regency, South Sulawesi Province. The consideration is that “SMEs 88 Marijo” has been operating for more than 10 years and is one of the milk processing businesses that have SNI certificates. Data were collected in December 2018 - April 2019 and analyzed descriptively qualitatively and quantitatively. The results showed that revenue from “SMEs 88 Marijo” in 2018 amounted to Rp 343,341,626. The highest income received came from boneless milkfish products amounting to Rp.299,537,126. The highest added value is obtained from “milkfish amplang” products, while the lowest value-added is boneless milkfish products. The ratio between total revenue and total costs (R/C ratio) is 1.22. R/C > 1 means that the fish processing business is profitable, so it is feasible to be developed. The priority of sustainability strategy is: (1) Utilizing the potential of raw materials and waste through production diversification to create added value and increase revenue. (2) Increase competitiveness by applying GMP and SSOP to maintain the quality standard of SNI standard products. (3) Implement financial management effectively and manage business administration in a disciplined and accountable manner. (4) Building good relations and coordination with stakeholders; and (5) Disseminating information, promoting products, and providing the best service to its customers.

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Business Strategy, the key determinants of SME growth in Kosovo

Cited by 4 publications

References 12 publications

Effect of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City County, Kenya

Effect of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City County, Kenya

Promotional Strategies as Determinant of Small and Medium Scale Enterprises productivity in South-West, Nigeria

Income Analysis, Added Value and Sustainability Strategy of Fish Processing Units (Case: "SMEs 88 Marijo", in Pinrang Regency, South Sulawesi)

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