The adoption of social media (web 2.0) in the e-marketing strategy of small and medium enterprises (SMEs) is not yet researched much. Research findings in bigger companies in the USA, Europe and the Netherlands suggest that the issue is high on the think list of marketers and entrepreneurs. But what are the drivers and barriers for small and medium enterprises to make, execute, and further develop their strategy on social media? This paper places the perceptions and actions of 10 SMEs in the Netherlands in the Stages of Growth for e-Business model (SOG-e model) which focuses on e-business maturity. Findings are that general expectations and customer wishes are important drivers and that, besides time and money, the fear of negative comments on the Internet are important barriers.
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Only recently have scholars begun to explore the cross-section connection of entrepreneurship and personal selling and introduced the notion of entrepreneurial selling. This study contributes to the emerging debate by addressing the personal selling role of business owners of small and medium-sized enterprises (SMEs) in the business-to-business (B-to-B) market in the context of failure. It examines how business owners make sense of their entrepreneurial selling activities and how underperformance in this role contributes to failure. Based on a literature review and interviews, the paper concludes that entrepreneurial selling is a crucial activity for preventing business failure and one that business owners recognize. Reasons for underperformance include business owners spending too little time on selling, their lack of personal selling skills, and procrastinating their selling activities. Answering the “bird-in-the-hand sales means” questions can produce either success or failure. Future research avenues are then suggested.
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A quantitative approach for business transfer situations.
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In cross-border e-commerce, electronic retailers (e-retailers) aim to extend their sales activities via the Internet beyond national borders. Unlike large companies, small and medium-sized enterprises are struggling with their international online expansion. This phenomenon is not limited to countries with a developed e-commerce market; e-retailers from emerging e-commerce markets, too, face the problem. This study investigates what the drivers are of business performance of SMEs in cross-border e-retailing, and how drivers differ between developed and emerging e-commerce markets in Europe. Structural equation modelling analyses with the lavaan package in R on a sample of 453 owners and directors of SMEs from 20 countries, show that foreign market orientation not only directly influences business performance in cross-border e-commerce, but also indirectly through communication efforts in foreign markets. These results hold for both developed and emerging markets, however, there are two interesting differences. First in the influence of foreign market orientation and communication efforts on business performance, and second in the impact of the number of years the electronic e-retailer is active in cross-border e-commerce.
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The increased importance attached by policy-makers to the anticipated developmental effects of tourism in developing countries has been insufficiently examined by academic researchers, particularly in the context of the contribution of small firms in urban areas. This deficiency is addressed by providing a review of existing research followed by an analysis of interviews with 90 tourism business located within and outside the townships of Langa and Imizamo Yethu, Cape Town, South Africa. The findings reveal tensions between the different actors involved in township tourism. While the involvement of small, locally owned, businesses is beneficial, it is limited by conflicts of interest, lack of trust, limited social networks and little attachment to the township locality. The discussion highlights the complexity of tourism's role in economic development, which has significant implications for local policy-makers.
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From the preface : The European Commission supports Member States by providing them with recommendations, guidelines, information and good practices. For years, the European Commission has stimulated Member States to develop matching platforms to efficiently support sellers and buyers of SMEs in ownership change. A matching platform is a valuable link in the sale/acquisition chain of SMEs. Over the ten past years, not only the European Commission has been pointing out the essential role played by platforms. In many Member States matching platforms started or matured, either in the public sector, by private organizations or both (semi-public). Matching platforms are mentioned in all the EU business transfer reference documents and more particularly in the Small Business Act and its Review in 2011, the 2006 Communication, the 2013 Expert Group on SME Transfers and the recent Entrepreneurship 2020 Action Plan. Special attention is devoted to the important challenge of efficient matching platforms in Europe. As observed in the latest (2013) EU Expert Group on Business Transfers: There is no development in the type of matching platforms recommended by the 2006 Expert Group. The “landscape” of matching platforms in Europe has changed over the past 10 years, with, among others, the co-existence of private on-line platforms alongside the public platforms. There is a need for an update in quality standards and for the consultation of matching platforms themselves in order to understand their working and identify good practices.
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In this paper Ill discuss the first outcomes of an explorative research concerning the consultancy projects of a consultancy-based learning programme (Minor Consultancy 2006 - 2007, half-year bachelor programme University of Applied Sciences, Hogeschool Utrecht, The Netherlands). In order to improve the programme on consultancy and to get information on the phenomenon of small business1 consultancy, we explored the success and failures of junior and senior consultants in 8 small business consultancy cases. Junior consultants reviewed their experiences by using elements of the Critical Incident Technique (determining and reviewing just after finishing the projects). What, when and how did they learn and was at the same time effective and beneficial for the client / project? Clients and senior consultants were interviewed and we explored their perceptions of performance, interaction and learning. First results indicate that clients perceive the performance of junior consultants as positive. Juniors and clients need to collaborate in order to achieve adequate project results. Junior consultants / students learn from their consultancy experience. They improve their communication skills and become more self-assure in the relation with a client. Senior consultants / teaching staff members learn from juniors and become aware of their complex role. Clients need reflection to understand that they have learned during the project and consultancy can bee seen as a learning opportunity. Future research: we want to continue to collect process-data of small business consultancy cases in order to get a better understanding of the practice of small business consultancy and (consultancy-based) learning.
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Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.
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This paper seeks to contribute to sustainable business model innovation (SBMI) literature. It aims to do so by putting forward a relatively simple tool that simultaneously calculates the financial value alongside sustainability impact based on the Sustainable Development Goals (SDGs) of a proposed business model innovation. For small businesses to validate the outcome of a proposed SBMI, some form of sustainability measurement will be necessary. Simple tooling specifically aimed at small businesses do not exist. We address this gap in how to predict or create a prognosis of the combined financial and sustainability effect of a proposed business model (BM) in a frugal (easy, time and knowledge effective) and effectual (allowing for iterations, available means and calculating affordable loss) manner. The tool is called the Pos-FSBC (Positive Financial and Sustainability Business Case). The instrument is a calculation model in Excel where users insert a limited number of numerical variables. Alongside financial variables the tool uniquely links the key variable ∆ SDG to the expected quantity sold, it then calculates the contribution to the SDGs in a relevant and measurable unit. By being successful with a sustainable innovation, the tool helps businesses drive out nonsustainable competitors. The tool has been iteratively developed and tested in several students’ projects and in a pilot with practitioners. Based on the findings we propose more iterations to develop an understanding whether the tool inspires business change and if so how.
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Purpose: Preventing business failure remains a significant challenge for small businesses in the Netherlands. Given their importance for the Dutch economy, understanding the causes of business failure and equipping business owners with strategies for resilience is imperative. This dissertation seeks to address this challenge by examining the sales role of business owners, referred to as ‘Entrepreneurial Selling,’ within the context of small-scale Dutch businesses. The goal is to identify how business owners can develop effective sales behaviors to mitigate the risk of failure and enhance the long-term viability of their businesses. The research into Entrepreneurial Selling is rising, yet further advancements, including this dissertation, are required to better support business owners in their continuous sales responsibilities. The main research question, therefore, is: How do small-scale business owners in the Netherlands behave in their Entrepreneurial Selling role and how can they become more effective in their sales behavior? Methods: To address the research question, a multimethod research approach is utilized. The research design comprises a literature review, three progressively linked studies, and practical applications. The first study (Chapter 4) involves a content re-analysis of 55 interviews to underscore the pivotal nature of Entrepreneurial Selling in preventing business failure. The second study (Chapter 5) conducts 12 semi-structured interviews, employing thematic analysis to categorize business owners' sales behaviors based on their entrepreneurial motivations. In the third study (Chapter 6), quantitative methods are employed (N=276) to explore the relationship between Entrepreneurial Selling Role Orientation (ESRO) and effective sales behavior. These studies provide the foundation for the practical applications developed in collaboration with practitioners (Chapter 7).Findings: The first study found that Entrepreneurial Selling is a crucial activity for preventing business failure and one that business owners recognize. Reasons for underperformance can include business owners allocating inadequate time to selling, deficient sales skills, and procrastination of sales activities. The subsequent studies build on this foundation. The second study introduces an Entrepreneurial Selling typology, linking business owners' motivations with their sales role strategies, offering insights into how motivations influence sales behavior. The third study introduces the concept of ESRO and substantiates its impact on sales behavior. Furthermore, a positive connection is identified between sales training and effective sales practices. The findings of the studies are individually applied to Sarasvathy’s Bird-in-Hand principle of Effectuation theory and are synthesized within the Entrepreneurial Selling Matrix. Originality/Value: This dissertation contributes to the Entrepreneurial Selling field by advancing our understanding of the business owners’ sales role in enhancing business resilience. It underscores the connection between ineffective sales practices and business failure and delves deeper by investigating the interplay between entrepreneurial motives and ESRO on sales behavior. Additionally, this study bridges the gap between entrepreneurship- and sales research by applying the Bird-in-Hand principle to business owners' sales behavior. In practical terms, the research's outcomes are twofold. First, it refines the Entrepreneurial Selling Matrix, providing a pragmatic typology that aids sales training practitioners in guiding business owners toward aligning sales behaviors with entrepreneurial goals. Second, it introduces an Entrepreneurial Selling Training Program, accompanied by tools, facilitating sales trainers in evaluating and improving current and desired sales behaviors. This practical approach contributes directly to nurturing resilient and thriving businesses.
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