The Process of Strategy Implementation in Small and Medium Sized Enterprises in Kenya [MBA Thesis] PDF Download

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Languages : en
Pages : 73

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Author: Nelly Jebet Barno
Publisher: IPR Journals and Book Publishers
ISBN: 9914752845
Category : Business & Economics
Languages : en
Pages : 182

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TOPICS IN THE BOOK Effect of Agile Strategies on Performance of Commercial Banks in Kenya The Influence of Strategic Training on Employee Performance in the Public Sector in Kenya: A Case Study of the Kenya Copyright Board Factors Influencing Strategy Implementation in State Corporations in Kenya: A Case of Council of Legal Education Effects of Strategic Planning on the Financial Performance of Small Information and Communication Technology (ICT) Firms in Nairobi City County Influence of Project Risk Management Practices on Performance of Telecommunication Network Modernisation Projects in Kenya

Author: Abena Pokuaa Ackah PhD
Publisher: IPR Journals and Book Publishers
ISBN: 9914966330
Category : Business & Economics
Languages : en
Pages : 125

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The Core Determinants of Effective Strategy Implementation: The Case of Rural and Community Banks in Ghana Effects of Operational Strategies on Performance of Commercial Banks in Makueni County, Kenya Determinants of Strategic Plan Implementation in Public Secondary Schools in Katulani Sub-County, Kitui County Relationship Between Business Development Services and Growth of Small and Medium Enterprises in Kenya Business Process Reengineering and Service Delivery in Huduma Centers in Kenya

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Category :
Languages : en
Pages : 84

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Author: Todorov, Kiril
Publisher: IGI Global
ISBN: 1466659637
Category : Business & Economics
Languages : en
Pages : 538

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As the global economy continues to develop and new entrepreneurs take advantage of emerging markets, the small business sector plays a greater role of economic development in the international arena. The Handbook of Research on Strategic Management in Small and Medium Enterprises contributes new research to the current array of literature on small business management under diverse geographic, economic, and socio-cultural conditions. By exploring existing theories in tandem with fresh viewpoints, this book will serve as a valuable reference to students, lecturers, researchers, entrepreneurs, and policy makers investigating the use of strategic management in various scenarios and situations.

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Languages : en
Pages : 60

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The general objective of the study was to examine the application of strategic planning tools and concepts in small and Micro enterprises (SMEs) in Nairobi CBD. The study was guided by the following objectives: to examine the various strategic planning tools and concepts adopted by SMEs in Nairobi CBD, to analyze the challenges faced by SMEs in Nairobi CBD in the application of strategic planning tools and concepts and to establish how the application of strategic planning tools and concepts affects SMEs in Nairobi CBD. Descriptive research design was employed in the study. The population under study was 1000 micro enterprises in Nairobi CBD. The random sampling technique was used to determine the sample size because of the heterogeneity of the population and to facilitate high response rate. The sample size was 300 respondents, out of which 60 percent responded. The data was analyzed using with the help of the statistical package for social sciences (SPSS). The analyzed data was thereafter presented in form of tables and charts. It was revealed from the study that the most commonly used techniques are financial analysis for own business, SWOT analysis, PEST analysis as well as Porter?s five forces all having a mean of more than 4.00. The results show moderate use of techniques such as: financial analysis for competitors, experience curve analysis, human resource analysis, spreadsheet ?what if? analysis as well as analysis of key (critical) success factors. The results show less focus on techniques such as scenario construction, core capability analysis, value chain analysis, stakeholder analysis and analysis of organisational culture by SMEs operating in Nairobi. In the light of findings the study concludes with regards to the challenges faced by SMEs in the application of strategic planning tools and concepts revealed that the process of applying strategic planning tools and concepts was faced with the following challenges: Lack of Effective Communication (100%), lack of education and training on how to use them (81%), employee competency prevented the application of the tools (70%), organization Structure in the usage of tools, lack of employee empowerment (68.3%), resistance to change leading to lack of adoption of new ways (91%), lack of direction by top leadership (70%), lack of long term view of the business, failure to see how the tools could be beneficial (80%), general short-termism view of the business (70%), inadequate finances and finally (79%), seeing planning as a waste of time (90.7%). Finally the regression analysis revealed that there was a direct positive relationship between strategic planning techniques and tools and SME performance (.519). This finding indeed indicates that performance of SMEs in Kenya is influenced by the use of strategic planning techniques and tools. The study recommends that it is important that scanning should also include a focus on internal strategic factors. Secondly, SMEs should make use of important strategic planning tools and techniques such as scenario construction and analysis of organisational culture. Techniques such as scenario construction could be useful to SMEs work in a highly unpredictable environment. The use of this technique could provide these SMEs with an approach to flexible planning by developing several alternative views of the future. The study further recommends the need for SMEs to find out reasons for the negative attitudes towards strategic planning by some employee; perhaps via the use of interviews. Further there is needed to find out the nature of the problems which restricted the effectiveness of the implementation of SMEs strategy planning tools and concepts. Finally the study recommends that the managers of these SMEs should have a positive attitude to strategic planning and make an effort to use strategic planning tools and techniques they consider that the implementation of strategy in their SMEs is not effective. Strategy implementation is the most difficult and important part of strategic management. No matter how superior the formulated strategy is, an SME will not benefit if it is implemented incorrectly.

Author: Alick Mhizha
Publisher: GRIN Verlag
ISBN: 3656949808
Category : Business & Economics
Languages : en
Pages : 232

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Doctoral Thesis / Dissertation from the year 2014 in the subject Business economics - Operations Research, , course: PhD Commerce, language: English, abstract: This research was carried out with the objective of establishing the challenges faced by small and medium scale entrepreneurs in their efforts to adopt strategic management in their value chains. A review of relevant literature revealed that strategic management is a very important approach that all businesses need, no matter their size, in order to enhance effectiveness. It is known to support professionalism, profitability and sustainable value addition when applied according to best practice. Quantitative and qualitative approaches to data gathering were applied to enable the researcher to establish a richer picture of the exact situation on the ground. Quantitative data were collected from a sample of 292 respondents while qualitative data were obtained from a sample of 127 key informants and stakeholders. Drawing inspiration from the survival strategies of the chameleon, the researcher postulated the Chameleon Survival Strategy Model for small and medium-scale enterprises. The model was then used as a benchmark in the analysis of quantitative data, which were treated using the statistical package for the social sciences (SPSS) and qualitative data, which were content analysed. The chameleon survival strategy was used as the standard to assess the extent to which small and medium scale enterprises were compliant with the fundamentals of strategic management as exhibited by the chameleon in its environment. The key findings were that SMEs failed the Chameleon Survival Strategy Model test, based on the overall value of the model’s index obtained after data analysis. It was observed that SMEs did not practice strategic management and were therefore not consistent with the chameleon survival strategies, outlined in the model’s seven attributes. The conclusions drawn, recommendations and implications of the study on Government policy, the work of stakeholders and entrepreneurs, are presented in this document. The conclusions point to the need for Government and stakeholders to revisit their interventions and support programmes targeting entrepreneurs, to include strategic management capacity development. The lack of knowledge and exposure was found to be the key reason for entrepreneurs’ failure to embrace strategic management in their operations. It is also recommended that Government and stakeholders carry out constant needs assessment to establish the exact needs of entrepreneurs, which tend to be quite dynamic.

Author:
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ISBN:
Category :
Languages : en
Pages : 72

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Category :
Languages : en
Pages : 69

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Author: Azhdar Karami
Publisher: Routledge
ISBN: 1317049322
Category : Business & Economics
Languages : en
Pages : 247

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This book is concerned with strategy formulation issues in the relatively neglected field of entrepreneurial firms. It raises questions, such as what is the strategic role of entrepreneurship in small businesses? How does the top management in small firms perceive the processes associated with strategy formulation? How are business strategies formulated and implemented in SMEs and importantly, are there lessons that can be learnt by large corporations from the smaller ones? Using a sample covering a wide range of entrepreneurial firms in the UK, the author addresses the lack of strategic thinking in the management of small firms and provides recommendations for effective strategic management processes.