...companies (SMEs) play an important role in most countries over the world. It has been a vital policy issue for governments to deal with these companies to increase development of economy. The financial difficulties faced by SMEs have restricted SMEs’ survival and development. SMEs exist a series of financial problems. This article focus on how to obtain effective financial source and dealing with the difficulties in raising finance for Chinese SMEs. Key words: Small and medium-sized Companies (SMEs); Financing. Introduction SMEs are the necessary power for economy growth. As Beck and Demirguc-Kunt (2005, p2932) said that there was robust partial connection between the importance of SMEs in manufacturing and economic development. According to Ayyagari (2007), formal SMEs contribute to 50% of GDP on average in developing countries and World Bank views SMEs as a core element in developing economy and employment. In China, the number of registered SMEs exceeds 40 million, accounting for more than 99 per cent of enterprises. As a private sector, SME has become a driving force since the economy began to recover in 1978 (Fan, 2007). And it makes up more than 70 percept of the GDP. According to Brookfield, SMEs can be regarded as unquoted small businesses and a medium for self-employment of the owners that are organized by few individuals, typically a family group and act as a medium for self-employment of the owners. In China, the government gives a definition about SMEs in the SME Promotion...
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...Influence of Internet Finance for SME Financing in China Introduction Currently, SME (Small And Medium-size enterprises) is the foundation of promoting national economy development, constructing the subject of market economy and promoting the development of social stability in China (Wang, 2011). In recent years, the economic situation has experienced dramatic change and this huge variation stimulates financing needs of SMEs in China greatly. Nevertheless, the majority of SMEs have financing difficulties due to their personal limitations and insufficient external support. As a result, it is hard for them to have a further development. With the advent of the information technology revolution, Internet Finance is considered as a new effective way to solve the financial difficulties of SMEs and it brings about many positive influences, although there are some negative aspects to improve. This essay will firstly inform background information about the reasons for SME financing difficulty as well as Internet finance’s current condition. Additionally, it will give evidence for the main argument that there are more positive influences than negative influences of Internet finance on minor enterprises’ financing issue. Finally, some practical suggestions will be put forward, helping Chinese SMEs to find the optimal choice in financing. Background There are more SMEs in China than before in accordance with the relevant statistics. According to Wang (2011), SMEs account for 99.9% of the total...
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...Summary “To make it easy to do business anywhere” is the core value proposition of Alibaba.com, a leading B2B online market place in China with 53.8% market share. Founded in Dec. 1999, Alibaba provides both suppliers and buyers an easy to use online interface where they can match their needs. The report team considered this as an innovation because other than those typical challenges faced by innovative companies; Alibaba also faced specific challenges such as the lack of credit system in China when it was first founded, the severe pressure from capital investors due to the burst of dotcom bubble shortly after its inception, as well as the strong incumbent, eBay, entering China in 2003. By focusing on its core business of B2B online market place, continuously building its IT capability and integrating third-parties to establish a local credit rating system, Alibaba was able to stand out amongst the many players in the early dotcom age in China. At the same time, Alibaba successfully defended its B2B business by proactively entering into the C2C space and compete head to head with eBay. This report explores in specific details of actions undertaken by Alibaba, particularly by its founder Jack Ma, analyzes the impact of those actions, and finally presents an outlook for Alibaba’s business with our recommendations. Background Overview The Business Model of Alibaba Most of Alibaba’s customers nowadays still use a traditional supply chain; the business model of Alibaba is unique...
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...Summary “To make is easy to do business anywhere” is the core value proposition of Alibaba.com, a leading B2B online market place in China with 53.8% market share. Founded in Dec. 1999, Alibaba provides both suppliers and buyers an easy to use online interface where they can match their needs. The report team considered this as an innovation because other than those typical challenges faced by innovative companies; Alibaba also faced specific challenges such as the lack of credit system in China when it was first founded, the severe pressure from capital investors due to the burst of dotcom bubble shortly after its inception, as well as the strong incumbent, eBay, entering China in 2003. By focusing on its core business of B2B online market place, continuously building its IT capability and integrating third-parties to establish a local credit rating system, Alibaba was able to stand out amongst the many players in the early dotcom age in China. At the same time, Alibaba successfully defended its B2B business by proactively entering into the C2C space and compete head to head with eBay. This report explores in specific details of actions undertaken by Alibaba, particularly by its founder Jack Ma, analyzes the impact of those actions, and finally presents an outlook for Alibaba’s business with our recommendations. Background Overview The Business Model of Alibaba Most of Alibaba’s customers nowadays still use a traditional supply chain; the business model of Alibaba is unique...
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...enterprises (SMEs) form a crucial part of the U.S. economy. The SMEs create the most jobs in the country; they target the ordinary Americans for employment thus making them a very important component of the economy. Without the SMEs, the economy will bleed millions of jobs, adversely affecting the economy. This is the reasoning behind the drive by President Obama to give this sector newly acquired impetus and promote it to create more jobs for Americans and grow the economy. The target of the National Export Initiative (NEI) is to boost the export capacity of the SMEs in the U.S. by supporting them; the administration reasons that this will result in the creation of two million jobs. The intention is good, but the challenge lie in the operationalization of the policy and ensuring it works in the actual market (Audretsch, 100). The international market and the export market is often dominated by the big corporations with many resources to invest; this makes them strong and gives them the ability to compete with the big corporations that are players in the international market. The SMEs form the U.S. lack, the resources, know how, and the experience to compete with the established world trade players form the Europe Union, China, and India. This is where the Export Promotion Cabinet steps in to help the U.S. SMEs succeed in the competitive export market (Audretsch, 101). The cabinet should take action to remove both foreign and domestic barriers that curtail the SMEs players in the...
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...enterprises (SMEs) form a crucial part of the U.S. economy. The SMEs create the most jobs in the country; they target the ordinary Americans for employment thus making them a very important component of the economy. Without the SMEs, the economy will bleed millions of jobs, adversely affecting the economy. This is the reasoning behind the drive by President Obama to give this sector newly acquired impetus and promote it to create more jobs for Americans and grow the economy. The target of the National Export Initiative (NEI) is to boost the export capacity of the SMEs in the U.S. by supporting them; the administration reasons that this will result in the creation of two million jobs. The intention is good, but the challenge lie in the operationalization of the policy and ensuring it works in the actual market (Audretsch, 100). The international market and the export market is often dominated by the big corporations with many resources to invest; this makes them strong and gives them the ability to compete with the big corporations that are players in the international market. The SMEs form the U.S. lack, the resources, know how, and the experience to compete with the established world trade players form the Europe Union, China, and India. This is where the Export Promotion Cabinet steps in to help the U.S. SMEs succeed in the competitive export market (Audretsch, 101). The cabinet should take action to remove both foreign and domestic barriers that curtail the SMEs players in the...
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...SME financing peaked to nearly Rs. 400 billion in 2008 to Rs. 319 billion in June 2010. The number of SME borrowers has come down significantly to 197,808 constituting only about 5.2% of the total number of the borrowers of the banking industry. Credit gap of Rs. 25 billion is causing various SME closures. Cumbersome procedure and delays: Even after providing collateral the loan approval takes well over 6 months. According to a survey conducted by SMEDA most of the SMEs are denied credit by rejecting their movable/immovable properties other than land as collateral. As small business owners in Pakistan are not well educated, they’re unable to meet the stringent standards of banks. Either SMEs don’t apply for bank loans at all, or if they do (10.7%) they’re more likely to be rejected (75%) as compared to large businesses due to absence of established structures. The cost of credit financing: For SMEs access to risk-sharing credit is also difficult because of high costs. The interest rate spread of banks increased from 3% during 1990’s to 8% by the turn of the new millennium. According to a study conducted by ADB, lease financing represents up to 25% of total fixed investment. The cost of funds for leasing companies averaged approximately 18% per annum which is much higher than for banking sector. The report issued by ADB also identifies the difficulties in obtaining export finance as banks require export letters of credit. SMEs being mostly indirect exporters can’t...
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...required for the success of manufacturing industry? The story till date: Not a happy start Today manufacturing in India accounts for approximately 15 % of the GDP. In 1993 the manufacturing sector was also around 15% of RESTRUCTURING INDIA’s GDP DISTRIBUTION Saurabh Kumar Singh IMT-Ghaziabad GDP. With almost negligible percentage of growth, countries like China or even Malaysia, Indonesia and Philippines have shown significant improvement in the last decade. Since independence of India, the vision of the government never included good reforms for manufacturing industries. When it was the time for the Indian SMEs to understand that export was the key to ensuring their prosperous future, India was beleaguered by emergency and license Raj. China during this time was gathering forces which sky-rocketed their growth in the late 1980s. For example, the textile sector in India was a flourishing industry and the labour cost in India is almost half that of China, yet India’s apparel exports of 16 billion $ is mediocre in front of China’s 165 billion $. Despite the underperformance of SMEs the results have not been too bad. SMEs for the back bone of Indian manufacturing...
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...Credit crunch and SME financing ----Take China as an example * * Shu Ruochen Noah 4063148 * Yuan Ziting Circle 40631 * Chou Xue Snow 40631 * * ABSTRACT ------------------------------------------------- SME are always important forces of social and economic development,and they play important roles in optimizing the economic structure, promoting innovation,easing social pressures and maintaining social stability.However, the world crisis was triggered by financial crisis in 2008 in USA, which has great impact on China’s economy, especially on SME.Since the credit crunch, SME are unable to obtain full production and operation funds needed timely,and Bank loans to enterprises are more cautious, so financing of SME will become more apparently difficult.Therefore, in order to solve the financing problems of SME, exploring development mode and long-term mechanisms which is adapt to economic structural has been an urgent strategic issues. * 1. Definition of credit crunch * A credit crunch is a sudden reduction in the general availability of loans (or credit ) or a sudden tightening of the conditions required to obtain a loan from the banks . * A credit crunch generally involves a reduction in the availability of credit independent of a rise in official interest rates . * 2. Background of Credit crunch. ------------------------------------------------- 2008 the financial crisis took place in USA...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...half-witted bank executive, commercial banks in China are under intensive public scrutiny for undertaking a just business. The masses want something/somebody to blame for the gloomy economy, and the press simply want blood. I have served in Shanghai Pudong Development Bank (SPDB) as a corporate banking specialist for 5 years, thus my genuine acknowledgement of some complaints voiced by the public. Still, however inadequate my knowledge on the banking matter is, I must point out the fact that commercial banks, especially public-listed ones, are mainly responsible to their shareholders and profit-maximization is their prime goal. Commercial banks are not charities, and companies should be rather proud when its profit is “embarrassingly high”. Nevertheless, modern society grants commercial banks and other corporations alike personae, banks are expected to behave with a conscience as well. Profiting does, rather than diminish welfare of others, promote collective well-being. In the following sections, I will further illustrate how SPDB, the company I serve in, profits economically through promoting the welfare of the society. All data cited can be found in disclosed materials on SPDB’s website. 2. Inclusive Finance The financial mechanism of our country has gone through dramatic changes and innovations to pay more attention and allocate more resources on the underdeveloped and the underprivileged. SPDB, as one of the major banks in China, introduces its inclusive finance policy in...
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...Business Administration Course: International Investment & Trade Instructors: Nadolska & Verwaal RSM Erasmus University Strategy & Business Environment =>? McGraw-Hill/Irwin McGraw−Hill Primis ISBN−10: 0−39−089559−8 ISBN−13: 978−0−39−089559−2 Text: International Business: The Challenge of Global Competition, 11th Edition Ball−McCulloch−Geringer−Minor−McNett International Management: Text & Cases, 5/e Beamish−Morrison−Inkpen−Rosenzweig Global Business Today, First Canadian Edition Hill−McKaig Harvard Business School Cases — General Management Harvard Business School Cases — International Business Richard Ivey School of Business — The University of Western Ontario International Management Phatak−Bhagat−Kashlak Taking Sides: Issues in Management, Second Edition Street−Street This book was printed on recycled paper. Business Administration http://www.primisonline.com Copyright ©2008 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content...
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...Leadership in an organisation 1.1 Research Background The highly competitive market economies have continuously forced majority of organisations around the globe to find various strategies on improving themselves in terms of operations and performance. This is not only vital for meeting their organisational objectives, but also for sustenance (Zheir et al, 2012). Previous researches and studies claim that leadership is the key factor for an organisation or business to survive, operate and perform in today’s competitive market (Ximane,2015);(Bass,1990);( Jung, 2002). Furthermore proper leadership is the strategic element in increasing and achieving organisational goals (Bass &Avolio, 1995) ;( Yousef, 1998). On the other hand, some researches and studies contend that organisational leadership is an embellished concept in that it is not necessary in attaining organisational performance since there are other internal and external factors that come into play ( Ismail et al,1998; (Bass& Avolio,2002;(Munjis,2011). A number of researches and studies have been carried out to demonstrate that leadership and organisational performance, commitment and innovation go hand in hand (Judge, Bono, Ilies and Gerhardt, 2002; Judge and Piccolo, 2004; Keller, 2006; McGrath and MacMillan, 2000; Meyer and Hepard, 2000; Purcell, Kinnie, Hutchinson and Dickson, 2004; Yukl, 2002). Conversely, some studies for instance, House and Aditya (1997) suggest that is not a key factor in achieving organisational...
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