...March 2011 Training Strategies in Small and Medium-sized Enterprises from the Perspective of Technology Innovation AiYing Li (Corresponding author) Lin-Yi University Shandong Lin-Yi 276005, China E-mail: linq1959@163.com Lin Ye Shanxi Normal University Shanxi Lin-Fen 041004, China E-mail: linyegreat@126.com Received: October 18, 2010 Abstract It’s very important to know the training needs of enterprise's past and present demand, training activities planning often starting to solve problems of the past and present. Based on technical innovation training, training analysis is ascending into the strategic level, standing in a new height. Through the analysis of the role which enterprise training plays in technology innovation, based on the enterprise development strategy, job analysis and technical requirements; propose technical processes in small and medium-sized enterprises. From the Angle of enterprise technology innovation, put forward the enterprise training strategies which should be adopted in small and medium-sized enterprises. Keywords: Enterprise training, Small and medium-sized enterprises, Technology innovation, Training strategy 1. Introduction: The number of small and medium-sized enterprises in China accounted for 99.3% of total national enterprises, 55.6% of national GDP, 74. 7% of industrial added value, 58.9%of social sales tax, revenue 46 percent and exports 62.3% are created respectively by small and medium-sized enterprises and approximately 75% of the urban...
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...A brand orientation typology for SMEs: a case research approach Ho Yin Wong and Bill Merrilees Department of Marketing, Griffith Business School, Griffith University, Gold Coast, Australia Purpose – This research paper aims to discuss the role of branding strategy in small and medium size enterprises (SMEs). Design/methodology/approach – The literature on traditional brand management and strategic branding are first reviewed. Four critical constructs are identified, namely brand distinctiveness, brand orientation, brand-marketing performance and brand barriers. The literature, in combination with (eight) case research interviews, has been synthesised to develop a new theory of SME branding. Findings – The paper reveals that the theory identifies the ladder of SME brand orientation, moving from minimal brand orientation, to embryonic brand orientation to integrated brand orientation. Further, it is suggested that most SMEs will be on the lower steps of the ladder. A model of the brand strategy process has been formulated, specifying links between brand barriers, brand distinctiveness, brand orientation and brand-marketing performance. The study puts forward some propositions about the pre-conditions to move higher up the ladder, particularly to an integrated brand orientation. Research limitations/implications – The major limitation of this research is that it is based on eight case studies. It is suggested that a quantitative survey be carried out to enhance the generalisability...
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...collaborative. Slide3: Understanding the adoption of clusters by smes. Slide4: Collaborative strategy consulting services model Slide 5: Aligning collaborative business processes Slide 6: The common issues that can be noticed from all the three papers are : Slide 7: Before we go ahead with possible solution there are different terms that came across the 3 papers Cluster: It can be defined as the interconnected businesses, suppliers and associated institutions in a particular field. SME: Small and medium sized enterprises. They are the businesses whose personnel numbers fall below certain limits. SMB: small and medium sized business or small and mid sized business. Often these two terms can be bit confusing . A business with 100 or fewer employees is generally considered small while the one with 100-999 is considered to be medim-sized.. CSP: BP: RWF: COSMOS: API: Slide 8: In collaborative networks there is a wealth of knowledge available and at the same time there is a need to consolidate this knowledge through a frame work that provides models, guide lines and tools for supporting collaborative process Slide 10: Strategic level could comprise problems like network design, decision system design, partner selection , product design Tactical level could comprise of forecast demand, operations planning , performance management Operational level could consist of scheduling , OPP, inventory management, interoperability. Slide12:collaborative working is about...
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...The Crucial Roles of Professional Accountants in Business in Mid-Sized Enterprises Professional Accountants in Business Committee International Federation of Accountants 545 Fifth Avenue, 14th Floor New York, New York 10017 USA The mission of the International Federation of Accountants (IFAC) is to serve the public interest, strengthen the worldwide accountancy profession and contribute to the development of strong international economies by establishing and promoting adherence to high-quality professional standards, furthering the international convergence of such standards and speaking out on public interest issues where the profession’s expertise is most relevant. This publication was prepared by IFAC’s Professional Accountants in Business (PAIB) Committee. The PAIB Committee serves IFAC member bodies and the more than one million professional accountants worldwide who work in commerce, industry, the public sector, education, and the not-for-profit sector. Its aim is to enhance the role of professional accountants in business by encouraging and facilitating the global development and exchange of knowledge and best practices. This publication may be downloaded free-of-charge from the IFAC Web site at http://www.ifac.org. The approved text is published in the English language. Copyright © September 2008 by the International Federation of Accountants (IFAC). All rights reserved. Permission is granted to make copies of this work provided that such copies are for use in...
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... • Strategic HR Business Partnering • Talent Attraction & Selection • Employee Learning & Development • Talent Management & Succession Planning • Managing for Peak Performance • Engagement & Employee Communications • Presentation Skills • Career Coaching Jin Hwui is a multiple award winning, seasoned Singapore-based HR leader with more than 15 years of experience in achieving business goals through the people agenda. He has successfully led both HR and multi-disciplinary teams in Singapore and across the region to develop engaged and productive workforces to fulfil business needs. Following his Best HR Manager Award in 2012, Jin Hwui currently heads the HR function with interests in Singapore and the region. He played key roles in both strategic conceptualisation as well as hands-on implementation across different cultures, proven through successes across industries in both public agencies, Small & Medium-Sized Enterprises and Multi-National Corporations, based in Singapore and the region. Jin Hwui has a keen understanding of industry best practices and the regulatory environment. In addition to his successful HR practice, Jin Hwui is also an experienced NLP-trained, facilitator, having accumulated more than 15 years of experience in training participants of various levels of seniority, belonging to a wide range of industries, including the Singapore Public Service, Multi-national Corporations as well as Small & Medium-sized Enterprises...
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...created several challenges (UniversityElver, 2005). Issue Identification Several challenges or issues have been identified including—but not limited to—globalization and competition, building market share and alliances, reducing and relocating staff, outsourcing technical call centers to Ireland and India, and the lack of communication to Union and stakeholders. The lack of communication to Union and stakeholders regarding this initiative has damaged a strong relationship with Global and the Union. The Union is concerned that many employees will loose their job while Global is concerned with how to tell them. Many of these employees work in technical call centers that will be outsourced. However, this creative financial planning to outsource to facilities in Ireland and India will reduce unit costs. Outsourcing the...
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...addressing a plan for the operations of a sole proprietorship business in a service or manufacturing industry, I will discuss the plan of starting a Business Consulting Agency to provide assistance to businesses. Organization & Communication The relevant issues associated with opening a consulting business are building cliental; establishing lasting business relationships with business owners and providing quality service when needed. The primary services that are offered include market feasibility studies, business plans, operational reviews, re-engineering, strategic planning, seminars and workshops. We strive to provide our clients with business services that help them become more successful and to become a leader in consulting to small businesses. In order to keep our overhead costs down, Business Consulting Agency will be located in the home of Monica Lathan which is equipped with a computer, fax machine and photocopier. Business Consulting Agency is a sole proprietorship, owned by Monica Lathan. As the business grows the firm may develop strategic alliances with other companies. Business Consulting Agency will initially only have one employee, Monica Lathan; additional staff support will be obtained on a subcontract basis and secretarial service will be contracted out as required. Business Consulting Agency is in the process of obtaining a bank loan for $35,000 to finance the start up of the business. During the first year of operation, our key objective is to develop...
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...Human Resources Department is to manage human resource of their organization and also being part of the management team and contribute to the achievement of the organization’s objectives, which is critical part of Organization Structure. Usually an HR is medium between management and employees. HR role is not only associated to payroll, recruitment and administrative activities, however it also comprises of to understand the business requirement and to implement strategies for success and growth of organization. HR requires participating in various management decisions. The overall purpose of strategic HR planning is to: • Ensure adequate human resources to meet the strategic goals and operational plans of your organization - the right people with the right skills at the right time • Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector • Remain flexible so that your organization can manage change if the future is different than anticipated Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides them in successfully meeting their missions. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as...
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...innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles....................................................................................................................... 1 2. Model of Thai Small and Medium Sized Enterprises' Organizational Capabilities: Review and Verification 15 3. SMALL BUSINESSES AND INTERNATIONAL ENTREPRENEURSHIP IN THE ECONOMIC HARD TIME: A GLOBAL STRATEGIC PERSPECTIVE............................................................................................ 33 Bibliography...................................................................................................................................................... 48 24 September 2014 ii ProQuest Document 1 of 3 Open innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles Author: Vrgovic, Petar; Vidicki, Predrag; Glassman, Brian; Walton, Abram ProQuest document link Abstract: Although there is increasing interest in exploring open innovation in developing countries, the conceptual and potential applications of using open innovation in the small to medium enterprise sector are rarely explored. Since SMEs often have a dominant impact on national economies, their innovative potential should not be neglected. While SMEs in developed countries have learned how to innovate, SMEs in developing countries face a range of obstacles that hinder...
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...Strategic Management Process MGT/498 ROLANDO ESPIRITU September 1, 2014 Strategic Management process is used to define a process by which the management team sets up a strategy to perform better among its competitors. The strategic management process is comprised of four phases. These phase assist a business with the development of a process that will enable them to aggressively compete with the competition within a given market. The four phase are 1) Basic Financial Planning, 2) Forecast Based Planning, 3) Externally Oriented Planning, and 4) Strategic Management (Wheelen & Hunger, 2010). Basic Financial Planning consists of managers putting of activities for weeks while the planning process is place to gather ideas to be used within a proposed budget. An evaluation is completed based on historic sales figures as well as the current environmental information. The budget is a short term budget used to get through one year of planning. Forecasting Based Planning, or long term planning, consists of budgets being created that expand for three to five years. This requires extensive planning based off current market information and stretched out over a given future time period. Many endless meetings take place in order to balance out the budget. Externally Oriented Planning is the stage where the top management takes over the planning. The budget is handed off and re-evaluated. The budget is scrutinized by top management officials that is often re-evaluated by an outside...
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...INTRODUCTION Generally, there are two categories of small and medium enterprise (SME) in Malaysia. The first category comprises agriculture, services, information and communication technology (ICT) with less than 50 full-time employees or annual sales turnover fewer than RM 5 million. The second included manufacturing and agro-industries with less than 150 full-time employees or annual sales turnover not exceeding RM25 million. Small and medium sized enterprise (SME) is the engine for economic growth. Development of SME brings technology development and employment creation. Michael and John (1998) have noted that relative to larger firms, SMEs are well prepared for facing the challenges of increasing competition and globalization of markets. Planning is usually done first by entrepreneur when decided to start a SME. This is because everything else will be depends on the planning makes by the entrepreneur. A business plan plays an important role in obtaining funds and as a blueprint for the enterprise operates towards success. As Peel and Bridge (1998) and George and Jonathan (2002) reported, there is a strong connection between the success of a SME and its long-term planning. In Malaysia, National SME Development Council (NSDC) was established in June 2004. It acts as the highest policy-making body to chart the direction and strategies comprehensive and coordinated development across all sectors of the economy. Some examples of successful SMEs in...
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...and full text archive of this journal is available at www.emeraldinsight.com/0263-5577.htm Comparing the quality management practices in UK SMEs Maneesh Kumar Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK, and Quality management practices 1153 Received 5 May 2008 Revised 23 June 2008 Accepted 17 July 2008 Jiju Antony Centre for Research in Six Sigma and Process Excellence (CRISSPE), Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK Abstract Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms. Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique. Findings...
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...innovation activities. Innovation is a process that is created via interactions between various actors, e.g. (Dolourex, 2004) and represents an important element of a company's future success. Each innovation is unique and specific for every entrepreneurship. American authors warn that innovation is more than just an idea or thought. It is bringing an idea to life (Tidd & Bessant, 2009). Currently, innovation is considered a decisive condition of a competitive advantage in entrepreneurship. This is stressed by prominent Czech, as well as foreign experts; e.g. (Hamel & Green, 2007; Kislingerova, 2008; Kosturiak & Chal, 2008; Skarzynski & Gibson, 2008). The course of the fading economic crisis that negatively impacted operation of current business unambiguously supports the inevitability of innovations. A company that strives to maintain and strengthen its position on the market has to implement a suitable innovation policy that would enable it to achieve a more advantageous position, in comparison with the competition. (Dinis, 2004) declares that the success of any innovation (and consequently, the competitive advantage of companies) is dependent on the marketing method of management, through which companies strive to adjust or (even better) foresee market trends. (Synek, 2011) also supported the idea that marketing of innovations plays a considerable role...
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...automotive sector produced 19% of their GDP. +1.5 million of employes in +200,000 companies Brazil had a TIP capacity of 4 million vehicles per year Total revenue of $74 billion per year 6th largest producer of passenger vehicles 5th largest consumer market GLOBALLY Market share of 10.3% Revenues of €113 billion from sales Automotive Industry Volkswagen do Brazil VWB was the 3rd largest in the VWAG system behind China and Germany. It operated four plants. VWB produced revenues of €7.04 billion It employed about 22,000 people It's focused on small and medium sized vehicles VWB had the most complete portfolio within the brazilian market It offered 22 different models It has a modern product design prototype center located in Sao Paulo. 1953 Timeline Volkswagen do Brazil 1956 1st plant outside Germany Ipiringa VWB started with 12 employees 1969 50% produced in Brazil VWB had earned a 61% share of Brazil's car production 1970's Launched medium sized cars for export created the first ethanol-fueled vehicle 1990's 1986 20% of domestic automotive market Overcapacity and macroeconomic situation Brazilian production output (# of vehicles) 1.1 million (1993) 1.1 million (1999) 1.6 million (1997) several regional & global crisis (2003) VWB SALES 580.000 (1997) #1 30% mkt. share (2003) 280.000 #3 21% share Emphasis in exports 45.000 164.000 But... Why export strategy was defeated? appreciation of the brazilian currency Increases in the local labor costs increases in raw...
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...MARIA LEBEDINSKAYA STUDENT ID: B0274MAMA1112 28 JANUARY 2013 COURSE LECTURER: DENVER REYNOLDS SCHOOL OF BUSINESS AND LAW B. Gates: ".The most reliable way to distinguish your company from competitors -Is to organize the work with information …". ABSTRACT In this work the hierarchical structure of the company is considered and the analysis of requirements to the information at each level of decision-making is made. Three levels are considered: the strategic, tactical and operational. Recommendations about the use of information systems at each level are made. The option of the information system for the chosen company is offered. Necessary security measures for information systems are discussed. The analysis of the use of Cloud Computing of systems is made. For the analysis the JSC «Nordelectroprom» company was chosen. TABLE OF CONTENTS Abstract…………………………………………………………………………………………2 Introduction……………………………………………………………………………………..4 Task A…………………………………………………………………………………………...9 Task B…………………………………………………………………………………………..23 Task C…………………………………………………………………………………………..25 Task D…………………………………………………………………………………………..28 Conclusion……………………………………………………………………………………....29 References……………………………………………………………………………………....30 INTRODUCTION Business of our century characterizes the rapid development of information technologies. The major factor of success in business of the twenty first century is– information. The one who collected the full information about the competitors...
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