Description
This presentation explain new times ask for a new corporate strate new times ask for a new corporate strategy.
XXXI EUROMED SEMINAR
XXXI EUROMED SEMINAR
11 11- -14 NOVEMBER 2011, MALTA 14 NOVEMBER 2011, MALTA
New times ask for a new corporate strate
New times ask for a new corporate strate
gy
gy
Corporate Strategy of SME in Corporate Strategy of SME in Mediterran Mediterrane ean an Transition Country Transition Country
Ivan Orlic, Bosnia and Herzegovina Ivan Orlic, Bosnia and Herzegovina
Malta, Malta, 1 12 November 2 November 2011 2011
INTRODUCTION
- Managerial transformation, oriented on developing managerial competences and
successful corporate strategies
- New reality for corporate strategy
-Transformation require goals and capabilities
-Strategy has to be simple
- Rules, rules, rules…
- Organizational aspect
GOAL, RESEARCH AND METHODOLOGY
-Factors of successfulness of Bosnia and Herzegovina enterprises in
recent time
-Methods of recovery of the post-socialistic enterprises
-Proper corporate strategies be adopted by SME
-Managerial implications
-Main motivation of the entrepreneurs
-Choose an appropriate strategic corporate management
-Get hold of entrepreneur and employee encouragement (loyalty) for your new
corporate strategy
-Increase the corporate culture
-Hypotheses tested on 28 firms, which answered our questions in interviews
GOAL, RESEARCH AND METHODOLOGY
OBJECTIVES OF THE ANALYSIS
OBJECTIVES OF THE ANALYSIS
Issues:
-How the partnership influenced the participants, potential partners?
-How partners started their own business and how many of them gave up the
idea of partnership?
-Main problems facing the new entrepreneurs and reasons why some of potential
partners have not yet started their own business
Objectives:
-Identify the impact of the company offer on the participants
-Identify the barriers which make most influential constraints for start-up
entrepreneurs in running their businesses within the starting period
-Detect socio-economic factors/variables which have some impact on the
potential partners
-Recommend some measures for improving policy
Self-employment motive
Business start-up
Technical competence/professional education
Available capital
Family tradition
Entrepreneurship
as personal choice
Management skills
Different impact to the business start-up
----------------------------------------------------------------------------------------------------
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ENTREPRENEURS ENTREPRENEURS’ ’ STRATEGY AND CULTURE STRATEGY AND CULTURE
-The entrepreneurial strategy implies set of selected means for reaching the objectives
-Entrepreneurship in terms of a creative activity, aimed toward the rational objectives
and desired economic effects
-Entrepreneurial strategy, a manner of implementing the entrepreneur’s vision
-How do the entrepreneurs formulate / implement their strategies and direct the culture-
building processes
CHARACTERISTICS OF THE RESEARCH SAMPLE
City of Sarajevo 27%
County
Srednjebosanski
8%
County Tuzlanski 31%
County
Herceg.ner.
11%
County Sarajevo 23%
Distribution of enterprises from the sample, according to the counties in which they are located
Creative imitation strategy 23%
"Primary" innovation strategy 3%
Market adaptation strategy 42%
Turnaround strategy 2%
Entrepreneurial "judo“
strategy 1%
Licensing of
franchising strategy 8%
Focusing strategy
22%
Preferences of Strategy
RESEARCH RESULTS
-The essence of the ruling business philosophy: to survive in the market,
to be better than the others, to earn as much and possible and expand the business
-Strengths are: professionalism of the staff, competitive prices, teamwork, quality of
the product (service), organizational climate and efficient leadership
-Weaknesses are: lack of a comprehensive professional education and/or managerial
competences, as well as the inappropriate foreign language and/or computer skills
-The motives: dissatisfaction with the previous job, desire for a stable and permanent
employment, possibility for earning a higher income, the self-realization needs and
dissatisfaction with the achievements in personal life, as well as by the status in their
previous firms
CONCLUSIONS &
IMPLICATIONS
How can the corporate strategies adopted by SMEs are described?
-Product development and market development are adopted as strategies for
growth
-Develop new products for existing customers in niche markets and give high
importance to product innovativeness
-Outsource production to remain competitive in prices and quality
-Collaboration with larger organizations for expertise, technical and financial
resources
-Find new customers for existing products and response to new market
opportunities
-Generate revenue and increase sales mainly through export
-Establish distribution channels especially in export markets to serve niche
segments despite of having limited resources
Managerial Implications?
-Application of resources is of critical importance for successful
implementation of strategies
-Firms should allocate appropriate resources for each strategy adopted
-Firms should consider more use of the corporate strategy in niche and
target segments since has the potential to serve niche markets effectively &
efficiently and sales can be increased
-Proper corporate strategy should be considered to establish new
distribution channels at least in the markets which are more adapted to it
-Firms should advertise in target markets and selected niches since it has
great potential
CONCLUSIONS &
IMPLICATIONS
doc_531761502.pdf
This presentation explain new times ask for a new corporate strate new times ask for a new corporate strategy.
XXXI EUROMED SEMINAR
XXXI EUROMED SEMINAR
11 11- -14 NOVEMBER 2011, MALTA 14 NOVEMBER 2011, MALTA
New times ask for a new corporate strate
New times ask for a new corporate strate
gy
gy
Corporate Strategy of SME in Corporate Strategy of SME in Mediterran Mediterrane ean an Transition Country Transition Country
Ivan Orlic, Bosnia and Herzegovina Ivan Orlic, Bosnia and Herzegovina
Malta, Malta, 1 12 November 2 November 2011 2011
INTRODUCTION
- Managerial transformation, oriented on developing managerial competences and
successful corporate strategies
- New reality for corporate strategy
-Transformation require goals and capabilities
-Strategy has to be simple
- Rules, rules, rules…
- Organizational aspect
GOAL, RESEARCH AND METHODOLOGY
-Factors of successfulness of Bosnia and Herzegovina enterprises in
recent time
-Methods of recovery of the post-socialistic enterprises
-Proper corporate strategies be adopted by SME
-Managerial implications
-Main motivation of the entrepreneurs
-Choose an appropriate strategic corporate management
-Get hold of entrepreneur and employee encouragement (loyalty) for your new
corporate strategy
-Increase the corporate culture
-Hypotheses tested on 28 firms, which answered our questions in interviews
GOAL, RESEARCH AND METHODOLOGY
OBJECTIVES OF THE ANALYSIS
OBJECTIVES OF THE ANALYSIS
Issues:
-How the partnership influenced the participants, potential partners?
-How partners started their own business and how many of them gave up the
idea of partnership?
-Main problems facing the new entrepreneurs and reasons why some of potential
partners have not yet started their own business
Objectives:
-Identify the impact of the company offer on the participants
-Identify the barriers which make most influential constraints for start-up
entrepreneurs in running their businesses within the starting period
-Detect socio-economic factors/variables which have some impact on the
potential partners
-Recommend some measures for improving policy
Self-employment motive
Business start-up
Technical competence/professional education
Available capital
Family tradition
Entrepreneurship
as personal choice
Management skills
Different impact to the business start-up
----------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
ENTREPRENEURS ENTREPRENEURS’ ’ STRATEGY AND CULTURE STRATEGY AND CULTURE
-The entrepreneurial strategy implies set of selected means for reaching the objectives
-Entrepreneurship in terms of a creative activity, aimed toward the rational objectives
and desired economic effects
-Entrepreneurial strategy, a manner of implementing the entrepreneur’s vision
-How do the entrepreneurs formulate / implement their strategies and direct the culture-
building processes
CHARACTERISTICS OF THE RESEARCH SAMPLE
City of Sarajevo 27%
County
Srednjebosanski
8%
County Tuzlanski 31%
County
Herceg.ner.
11%
County Sarajevo 23%
Distribution of enterprises from the sample, according to the counties in which they are located
Creative imitation strategy 23%
"Primary" innovation strategy 3%
Market adaptation strategy 42%
Turnaround strategy 2%
Entrepreneurial "judo“
strategy 1%
Licensing of
franchising strategy 8%
Focusing strategy
22%
Preferences of Strategy
RESEARCH RESULTS
-The essence of the ruling business philosophy: to survive in the market,
to be better than the others, to earn as much and possible and expand the business
-Strengths are: professionalism of the staff, competitive prices, teamwork, quality of
the product (service), organizational climate and efficient leadership
-Weaknesses are: lack of a comprehensive professional education and/or managerial
competences, as well as the inappropriate foreign language and/or computer skills
-The motives: dissatisfaction with the previous job, desire for a stable and permanent
employment, possibility for earning a higher income, the self-realization needs and
dissatisfaction with the achievements in personal life, as well as by the status in their
previous firms
CONCLUSIONS &
IMPLICATIONS
How can the corporate strategies adopted by SMEs are described?
-Product development and market development are adopted as strategies for
growth
-Develop new products for existing customers in niche markets and give high
importance to product innovativeness
-Outsource production to remain competitive in prices and quality
-Collaboration with larger organizations for expertise, technical and financial
resources
-Find new customers for existing products and response to new market
opportunities
-Generate revenue and increase sales mainly through export
-Establish distribution channels especially in export markets to serve niche
segments despite of having limited resources
Managerial Implications?
-Application of resources is of critical importance for successful
implementation of strategies
-Firms should allocate appropriate resources for each strategy adopted
-Firms should consider more use of the corporate strategy in niche and
target segments since has the potential to serve niche markets effectively &
efficiently and sales can be increased
-Proper corporate strategy should be considered to establish new
distribution channels at least in the markets which are more adapted to it
-Firms should advertise in target markets and selected niches since it has
great potential
CONCLUSIONS &
IMPLICATIONS
doc_531761502.pdf