Relevant bibliographies by topics / Small business – Planning – Swaziland

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Small business – Planning – Swaziland'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Small business – Planning – Swaziland"

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Tefera, Orthodox, and Wilson Dlamini. "Effect of Innovation, Knowledge Sharing and Trust Culture on Hotels' SMEs Growth in Eswatini." African Journal of Hospitality, Tourism and Leisure, no. 10(3) (June 30, 2021): 881–94. http://dx.doi.org/10.46222/ajhtl.19770720-138.

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Innovation, knowledge sharing and trust culture contribute significantly to hotel small and medium enterprises (SMEs) in the leisure and hospitality industry. However, most SMEs are family-owned, and staff cannot explore and contribute to business growth. This article describes the effect of innovation, knowledge sharing, shared value and trust culture on hotel SMEs growth in Eswatini (former Swaziland). The study used a mixed explanatory method where data collection and quantitative analysis occurred first, and followed by qualitative research. Overall the results revealed that innovation shared based, knowledge sharing, and trust culture have an impact on small and medium hotels growth in Eswatini. The in-depth follow-up interview provided reasons for these effects. The study's empirical findings also suggest that the innovations, knowledge sharing and trust culture contribute to the growth of the hotel small and medium sector in Eswatini. The implications of the findings in this study for the growth of this sector are that the sector should develop policies and strategies that would enhance growth in the business. The limitation of the study was that it only focused only on purposefully selected small and medium entrepreneur’s hotel establishments in Eswatini. The study contributes to empirical studies on the hotel and tourism SMEs sector in developing countries.
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Freeman, Ina. "Inventory Planning In Small Business." Journal of Business Case Studies (JBCS) 4, no. 2 (June 27, 2011): 95. http://dx.doi.org/10.19030/jbcs.v4i2.4759.

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This article is about an inexpensive and easily adaptable inventory maintenance system developed specifically for small business using the commonly available Microsoft Office Excel program. This paper discusses a new system for inventory management that was developed in conjunction with a small business to determine the value, volume, and contribution margins of the product mix. Other entrepreneurs have subsequently used this system for decision-making concerning the allocation of scarce resources, inventory items stocked, determination of the profitability of individual businesses, and the future potential of the business. Inventory in small business is a concern for a number of reasons including: existing management systems are expensive; turnover is a major factor in profitability; and profitability is directly attributable to stocking a saleable product mix. Entrepreneurs must optimize their resources to engender profitability and stability by selling sufficient quantities of desirable products at acceptable prices.
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Kohtamäki, Marko, Teemu Kautonen, and Sascha Kraus. "Strategic Planning and Small Business Performance." International Journal of Entrepreneurship and Innovation 11, no. 3 (August 2010): 221–29. http://dx.doi.org/10.5367/000000010792217263.

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This paper examines the mediating role of opportunity exploration and resource exploitation in the relationship between strategic planning and small business performance. The research model is examined with a sample of 153 small Finnish firms. The results show that exploitation, but not exploration, carries the effect of strategic planning to the performance of a small firm. This implies that strategic plans as such are not sufficient to improve business performance unless they are carefully integrated into the actual processes and behaviour of the firm.
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Baker, William H., H. Lon Addams, and Brian Davis. "Business planning in successful small firms." Long Range Planning 26, no. 6 (December 1993): 82–88. http://dx.doi.org/10.1016/0024-6301(93)90209-x.

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Watson, Robert. "Small business: Planning, finance and control." British Accounting Review 21, no. 4 (December 1989): 391. http://dx.doi.org/10.1016/0890-8389(89)90037-1.

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Kamalkhani, Sylvie, and Khanya Gamedze. "The difficulties of business enterprises in a developing country – the case of Swaziland." Small Enterprise Development 1, no. 1 (March 1990): 38–41. http://dx.doi.org/10.3362/0957-1329.1990.006.

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Good, Kenneth. "Zambia and the Liberation of South Africa." Journal of Modern African Studies 25, no. 3 (September 1987): 505–40. http://dx.doi.org/10.1017/s0022278x00009952.

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The nine member-states of the Southern African Development Coordination Conference (S.A.D.C.C.) – Zimbabwe, Zambia, Angola, Mozambique, Botswana, Tanzania, Malawi, Lesotho, Swaziland – are notable for their collective weakness relative to South Africa, and their very wide economic and political heterogeneity.1 Only four, or at most five, have economies whose annual G.D.P. exceeds $2,000 million: two of these, Angola and Mozambique, are under more or less constant attack from South Africa or its surrogate forces, while Tanzania is actually the most remote, physically and economically. At the same time, Malawi, Swaziland, and Lesotho – who are not in the so-called ‘Frontline’, unlike the other six – have rather close political relations with Pretoria, Malawi most substantively since as early as 1966 and Swaziland since 1982.2 Botswana is more independent politically, with a modest G.D.P. and very small population.
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FUNNELL, D. C. "SELECTIVE SPATIAL CLOSURE AND THE DEVELOPMENT OF SMALL-SCALE IRRIGATION IN SWAZILAND." Tijdschrift voor Economische en Sociale Geografie 77, no. 2 (April 1986): 113–22. http://dx.doi.org/10.1111/j.1467-9663.1986.tb01303.x.

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Ndlangamandla, Knowledge, Douglas Kibirige, and Jeremiah I. Rugambisa. "Determinants of Competitiveness of the Swaziland Sugar Industry." Journal of Agricultural Studies 4, no. 3 (August 22, 2016): 93. http://dx.doi.org/10.5296/jas.v4i3.9925.

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The issue of abolishment of trade agreements preferences pose a great threat to the sugar industry in Swaziland. Using both the Relative Trade Advantage and Porter`s 1990 National Diamond concept, the major objective of the study was to examine the comparative advantage of the sugar industry in the global market with the aim of establishing the contributing factors and constraints to the competitiveness of the Swaziland sugar industry. The Relative Trade Advantage (RTA) method developed by Balassa was used to determine Swaziland global comparative advantage of the sugar industry. The study found that the Swaziland sugar industry had a relatively highly comparative advantage in the global market in terms of producing sugar. The results from the regression model indicated that global sugar market prices, exchange rate and export values had a significant influence on the Swaziland Relative Trade Advantage indices. The Porter`s (1990) National Diamond model analysis revealed factors that enhance competitiveness of the sugar industry include compensation of management, business approach to human resource, relationship and networking, telecommunication and internet service, availability of credit and availability of unskilled labour as well as production of high quality products. Some factors that have a major constraining effect on the competitiveness were the small local market size, cost of financing business, cost of transport, cost of supply of inputs, public sector effectiveness on service delivery and exchange rates. Therefore, the government in consultation with the industry representatives should consider development and implementation of an industry policy strategy for the sugar industry intended to ensure its survival. Other strategies would be to improve efficiencies at both field and factory levels as well as diversification or value addition on the product.
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Filobokova, L. Yu, Yu S. Pesotskii, and O. V. Grigor’eva. "Strategic and indicative planning in small business." Economy in the industry, no. 1 (January 1, 2016): 12–18. http://dx.doi.org/10.17073/2072-1633-2016-1-12-18.

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Dissertations / Theses on the topic "Small business – Planning – Swaziland"

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Arubayi, Odamaro Damis Feyisayo. "An evaluation study of technoserve's small business training probramme in Swaziland." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/6432.

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Simelane, Sabelo. "An investigation into the relationship between business model innovation and the growth of SMEs in Swaziland." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96196.

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Thesis (MBA)--Stellenbosch University, 2014.
Small and medium enterprises (SMEs) are an important and growing sector in all economies (Chang & Powell, 1998: 264). SMEs play a significant role in Swaziland‘s economy. TechnoServe assisted a number of start-up and existing SMEs to develop their business plans, thus improving the structure of these SMEs. Although there is limited information available, the trend has been for SMEs in Swaziland to continue to be mediocre performers, and some even resort to shutting down their businesses, thus affecting the economy of the country. TechnoServe is evaluating the performance of the small businesses that have participated in their programmes. The organisation would like to know whether the businesses were changing when there was a need for change. It would also like to know the type of business model innovation (radical or incremental) pursued by the SMEs that have participated in their programme, and further to determine whether there is a relationship between the changes in the business model and the performance of the businesses, which signals the growth of the SMEs. In this study, revenue is the measure of the performance of the business. For this study, the SMEs that have participated in the TechnoServe business planning competition were interviewed. During the interview, information was obtained on the changes that the SMEs had effected in each of the nine business elements that were used in the study. Scores were allocated and ultimately it was determined whether the SME had performed no innovation, incremental innovation or radical innovation. The increase in revenue, which signalled the growth of the SME, was also determined and statistical tools were used to determine the relationship between business model innovation and the growth of SMEs in Swaziland. The concept of business model innovation in the context of SMEs in Swaziland seems strange and determining whether SMEs in Swaziland innovate their business models seems new. Upon completing the interviews with the SMEs, it was discovered that five SMEs had not innovated their business models, eight SMEs had performed incremental innovation and two SMEs had innovated their business models radically. It is worth mentioning that those SMEs that were deemed to have not innovated their business models, had, however, innovated two of the nine elements that were used to determine whether SMEs had innovated their business models. It was discovered that innovating the value proposition and/or the channel increases the chances of SMEs increasing their customer base, in turn increasing their revenue streams. The innovation of the channel was another form of innovation that resulted in the SME that had performed it increasing shareholder value. The SME that had innovated the channel was able to sell the same product to other customer segments as well and not just to its existing segment, thus increasing market share and ultimately shareholder value. Innovating the channel has also resulted in other elements of the business model to be innovated as well. The introduction of a new channel resulted in the SME serving an additional customer segment and the cost structure changed. From this study, it was also discovered that there are links between the business model elements. Innovating one element caused the SMEs to innovate other business model elements. Innovation in the value proposition element of the business model resulted in a number of other elements being innovated as well. The reason why most of the SMEs innovated other elements was that they had innovated the value proposition. This created other opportunities for them, which is understandable given the systemic nature of business. The results of the 15 SMEs indicated that the SMEs that had innovated their business models experienced growth in revenue, which, in this study, is the indicator for the growth of the SMEs. The SMEs that did innovate their business models also experienced an increase in revenue, although this increase was smaller compared to the increase experienced by those SMEs that had innovated their business models. This means that revenue grows even if a business model is not innovated. These SMEs however, were found to have innovated certain elements of their business models incrementally. The change in the net profit for these SMEs was also considered. From the interviews, it was clear that 80 per cent of the SMEs that were considered to have not innovated their business models had experienced no changes in net profit. The rest of the SMEs interviewed, which were mostly SMEs that were considered to have innovated their business models, experienced an increase in net profit. This means that their increase in revenue was at a higher rate compared to the costs incurred by the businesses. Furthermore, regression analysis was done and the correlation coefficient (multiple R) is equal to 0.81, which is close to one. This means that 81 per cent of the variation in revenue changes is explained by the independent variable, which is business model innovation.
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Special, Lori S. "Retirement planning practices among black small business owners." Thesis, This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-12172008-063223/.

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Mutsigwa, Joseph Kudzanai. "State-business partnership in poverty reduction : a case study of three public-private partnerships in Swaziland." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1723.

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Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009.
The study asserts that Swaziland’s socio-economic development challenges cannot be effectively tackled by the Government and civil society alone but requires the participation of the private sector. The study explores the prospects for collaboration between the state and business in the context of MDGs, PPPs and CSR. The study highlights the importance of the participation of beneficiaries in the design and implementation of development projects. The importance of beneficiary participation in the design and implementation of development initiatives is discussed in the context of “good governance” linked to the notion of sustainable human development. The case studies are aimed at poverty reduction/alleviation. Linkages between the private sector and SMEs in advancing broad economic growth are explored in the case studies. It is argued that economic growth is a necessary condition for creating employment and fighting poverty underpinned by the MDGs. The Moneni upgrading project (section 3.2) explores the extent the initiative aims to improve the living standards of low-income and poor communities in line with the MDGs. The STH case study (section 3.3) is a spin off from government. The STH seeks to provide a market intermediary for the SME sector particularly rural based cultural “handicraft” industries in Swaziland as way to mitigate the effects of poverty for marginalised rural producers. The last case study (section 3.4) discusses the entrepreneur of the year awards (EYA), an initiative aimed at reducing poverty and promoting local economic empowerment and sustainable development in Swaziland. The study recommended further research in view of the major constraints highlighted by the study. It was problematic to engage in critical and detailed discourse because the concepts explored by the study are new in the Swazi development context. The other dimension that compromised detailed analysis was posed by the unavailability of research data related to both the Swazi private sector and SME sectors. The majority of the SME sector operate at micro level and have insignificant economic turnover. Further studies are important to explore ways to promote linkages for growth of these sectors in the context of poverty reduction/alleviation.
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Paladino, David J. (David Joseph) 1966. "Business process enterprise and small real estate companies." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/32199.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2000.
"September 2000."
Includes bibliographical references (leaf 85).
According to the work of Churchill and Lewis (1983), the evolution of a firm follows five stages of growth. As a small company progresses through the first two stages, the entrepreneur/owner and the company act as one unit. Once small companies emerge from the first two stages of growth, they have a choice of entering the success-growth stage of small company growth. At this stage, entrepreneurs can no longer complete all the meaningful tasks themselves. This research will address the problem of how and why entrepreneurial real estate development firms have organized their companies as business process enterprises at this stage of growth. There is an important distinction between a business process and a business process enterprise. A business process is the way in which a company performs a particular task, such as developing a project or doing a deal. Many real estate firms at the survival stage of growth believe incorrectly that putting in place an individual business process is the same as designing a business process enterprise that positions a company for future growth. A business process enterprise is an orientation in which a set of well functioning processes is linked together to create a strategic service vision. Three firms that had progressed past the startup stage of growth and were using business processes as a means of managing continued rapid growth were studied. The work of Heskett, Sasser and Schlesinger (1997) was used as a framework to study the cases because the authors see a process enterprise as the way to achieve customer satisfaction. This is done through the creation of a strategic service vision that is carried out through detailed operational service delivery strategies that create measurable value for the customer. Although the firms analyzed by the scholars in this work are large multinational companies, this research has found that the concepts underlying process enterprise are relevant to small firms. Heskett's service orientation makes that theory particularly relevant to real estate companies at this time. Moreover, this work concludes that a business process enterprise orientation becomes important when a real estate company moves from the survival stage of growth to the success stage of growth.
by David J. Paladino.
S.M.
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Berry, Stuart. "Production planning and control in small manufacturing firms." Thesis, University of Derby, 1999. http://hdl.handle.net/10545/305076.

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Fung, Tin-yin Tim. "Planning for small industries in Hong Kong : a case study in Hung Hom /." [Hong Kong : University of Hong Kong], 1991. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13117324.

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Chesley, Daisy. "Succession Planning in Family-Owned Businesses." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3554.

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Many family-owned businesses lack strategies regarding succession planning. Succession planning is a company's way of embracing the future. The majority of U.S.-based family-owned businesses do not survive to the second generation, and only 3% of family-owned businesses make it past a third generation. This descriptive case study explored strategies that 4 leaders of a family-owned financial business in the Washington, DC area use to prepare future generations to assume leadership roles in their company. The theory of family systems and the theory of organizational and business development were the conceptual frameworks for this study. In-depth interviews with purposively selected members of the small family-owned business were supplemented with a review of documentation from archival records. Yin's 5-step analysis guided the coding process of participants' response, capturing essential elements using the participants' own language. Member checking was used to validate the transcribed data. The major themes of the study revealed the owners' strategies relating to comprehensive business development, examining the family systems, strengthening retention of all employees, examining organizational theory, planning for the future with contingency strategies, strengthening team building, training and support, and understanding leadership knowledge and leadership competency. This study may benefit small businesses by providing lessons learned on ensuring organizational sustainability. This study's implications for social change include contributing to social stability and continuing economic growth.
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Shepherd, Peter James, and psshep@unimelb edu au. "Business planning by small owner managed enterprises in the Victorian forestry sector." RMIT University. Graduate School of Business, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20061116.164513.

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Planning by owner-managers of small business has not received the attention from researchers a sector of such importance deserves. Using the forestry sector in Victoria as a sample, an investigation into the background and the planning undertaken by the owner-managers of small businesses was designed and implemented. The people consulted by the owner-manager as part of the planning process were identified as well as the topics discussed. A range of approaches to planning were identified and grouped into non-planners, partial planners and formal planners. The sample was divided into Consultants and Contractors based on the type of work undertaken and the equipment used. Further sub-sets were identified. Contractors were split into Labour Intensive Contractors and Capital Intensive Contractors and the Consultants were also divided by age into
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Kemp, John Morne. "The development of best practice guidelines that will assist small businesses planning." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/d1016153.

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The research problem addressed in this study was to provide a planning guideline for Small, Medium and Micro Enterprises (SMME’s) to assist them to plan more effectively and be sustainable in their businesses. A guideline for planning is needed, as planning is one of the most difficult activities a business owner needs to undertake. Yet it is essential to do because, before taking action, you must know where you are going and how to get there. Well-developed plans can assist the business owner to interest banks and/or investors to invest in the business, guide the owner in operating the business, give direction to and motivate employees, and provide an environment to attract customers and prospective employees. To become an effective business owner, one must look ahead. Planning, which is the process of setting objectives and devising actions to achieve those objectives are imperative to be sustainable in business. The findings of the literature survey clearly highlights the reasons why a business owner needs to plan and provide a guideline how to plan. It was found in the empirical study that Standard Bank rate the SMME market as a very valuable part of their business. The SMME market has a benefit to various departments within the bank, not only the SMME business market. The empirical study also found that not every entrepreneur that holds a business plan is successful. Many reasons for this exist. One aspect that was identified, is that the wrong idea was implemented. The empirical study revealed that in all respondents agreed that planning forms an integral part of the entrepreneurs business. The empirical study found that a business plan will assist the entrepreneur to be sustainable in their business, only if a thorough feasibility study was conducted. The respondents agreed that the feasibility study, will either support or contradict the assumptions made in the business plan, this will assist the entrepreneur to decide to either continue or end the business activity. It was found that the entrepreneur, with especially a financial expert should be involved when a business planning is undertaken. Other experts in the various business arenas should also be requested to assist with the setting up of the business plan.
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Books on the topic "Small business – Planning – Swaziland"

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Kamalkhani, Sylvie K. The constraints of small businesses in Swaziland. Kwaluseni, Swaziland: University of Swaziland, Social Science Research Unit, 1989.

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Wisdom, John C. Small business planning. Deerfield, Ill. (155 Pfingsten Rd., Deerfield 60015): Callaghan, 1990.

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Guma, Xolile P. Financial credit and small scale producers in Swaziland: A review. [Kwaluseni, Swaziland?: s.n., 1990.

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A, Lambing Peggy, ed. Small business: Planning and management. 3rd ed. Fort Worth: Dryden Press, 1994.

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Small business taxation: Planning & practice. 2nd ed. Chicago: CCH Inc., 1997.

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Kuehl, Charles R. Small business: Planning and management. Chicago: Dryden Press, 1987.

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A, Lambing Peggy, ed. Small business: Planning and management. 2nd ed. Chicago: Dryden Press, 1990.

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Joumard, Isabelle. The impact of laws and regulations on micro and small enterprises in Niger and Swaziland. Paris: Organisation for Economic Co-operation and Development, 1992.

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Russell, Margo. Swazi culture and small business: Report to CARE/STEP, Manzini, Swaziland. [Manzini, Swaziland?: s.n., 1989.

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Tourism, Alberta Alberta Economic Development and. Starting a small business. [Edmonton]: Alberta Economic Development and Tourism, Alberta Treasury Branches, 1993.

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Book chapters on the topic "Small business – Planning – Swaziland"

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Dewhurst, Jim, and Paul Burns. "Strategy and Planning." In Small Business, 43–59. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-19657-9_4.

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Dewhurst, Jim, and Paul Burns. "Financial Planning and Budgeting." In Small Business, 236–52. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-19657-9_13.

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Chaston, Ian. "Marketing planning." In Small Business Marketing, 101–20. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-32601-0_6.

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Dewhurst, Jim, and Paul Burns. "Financial Planning and Budgeting." In Small Business Management, 168–84. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_9.

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Burns, Paul. "Planning for growth." In Entrepreneurship and Small Business, 289–323. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-20848-3_11.

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Chaston, Ian. "Strategic E-Planning." In Small Business E-Commerce Management, 124–47. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-137-09559-6_7.

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Waterworth, Derek. "Planning for the Longer Term." In Marketing for the Small Business, 269–87. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18881-9_12.

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Kjellander, Donna M. "Succession Planning in the Small Business: The Good and the Bad." In Succession Planning, 63–73. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72532-1_6.

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Mazzarol, Tim, and Sophie Reboud. "Planning and Strategy in the Small Firm." In Springer Texts in Business and Economics, 95–152. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-9509-3_4.

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Passerini, Katia, Ayman El Tarabishy, and Karen Patten. "Selecting, Planning, and Deploying SME Broadband-based Information Services, Applications, and Technologies." In Information Technology for Small Business, 61–77. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-3040-7_5.

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Conference papers on the topic "Small business – Planning – Swaziland"

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Klimova, Valentina, Alexandra Klimova, and Svetlana Chekuldova. "The Role of Business Planning in the Sustainable Development of Small Business." In International Scientific and Practical Conference on Sustainable Development of Regional Infrastructure. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010587701670171.

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Gorzig, David, Susann Karcher, and Thomas Bauernhansl. "Capability-Based Planning of Digital Innovations in Small-and Medium-Sized Enterprises." In 2019 IEEE 21st Conference on Business Informatics (CBI). IEEE, 2019. http://dx.doi.org/10.1109/cbi.2019.00064.

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Yi, Jiajun, and Yanxiang Xiao. "Research on Planning, Renovation and Design of Traditional Small Town Tourism Business District." In 2018 3rd International Conference on Smart City and Systems Engineering (ICSCSE). IEEE, 2018. http://dx.doi.org/10.1109/icscse.2018.00165.

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Li, Cheng-Lung, and Stephanie A. Alvarenga. "Strategic Marketing Planning in a Small Enterprise: A Case Study of a Construction Company in El Salvador." In Ninth International Conference on Entrepreneurship and Business Management (ICEBM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210507.007.

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THARSHANTH, K., DAMITHA RAJINI, and P. THATSHAYINI. "The Importance of emergency preparedness and business continuity planning for business resilience: a literature review." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.16.

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All business activities are subjected to risks such as technology failure, natural disasters, utility disruption and terrorism, etc. These risks may be potential to generate a crisis, which if left uncontrolled can become a disaster. Even a small business interruption will result in the reduction of revenues, loss in customers or reduction in market share and ultimately, the survival of a business. Therefore, Emergency Preparedness (EP) and Business Continuity Planning (BCP) play an important role in business resilience providing the capability to adequately react to operational disruptions, while protecting safety and welfare of people. Though EP and BCP form important elements of good business management and service provision, as per the literature, EP and BCP have often been overlooked and sometimes even been ignored. Therefore, this paper presents the findings of a comprehensive literature review carried out on EP and BCP concepts to fill the above research gap. The finding will help the researchers working in EP and BCP practices to understand how these concepts have been developed, how they are practiced in the industry and their importance in business survival.
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Bahit, Muhammad, Monika Handayani, and Rudy Haryanto. "Bibliometric Analysis on the Concept of Managing and Integrating ERP (Enterprise Resource Planning) in the MSMEs (Macro, Small and Medium Enterprises) Sector." In 2nd Annual Management, Business and Economic Conference (AMBEC 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210717.002.

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"Study on the Effective Tax Planning of Value - Added Tax under the Background of Small and Medium Enterprises Business Tax Change to Value-added Tax." In 2018 International Conference on Economics, Politics and Business Management. Francis Academic Press, 2018. http://dx.doi.org/10.25236/icepbm.2018.84.

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Caetano, Fernando Domingues, Jeronimo Paulo da Cunha Pimentel de Meira, and Suzi Cristini Rodrigues. "Outlines for accessible routes on sidewalks: a new challenge for small Brazilian cities." In 55th ISOCARP World Planning Congress, Beyond Metropolis, Jakarta-Bogor, Indonesia. ISOCARP, 2019. http://dx.doi.org/10.47472/rhao3546.

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Sidewalks in Brazilian cities still have physical conditions that hamper pedestrians to move, especially those citizens with mobility impairments. Despite improvements on legal provisions, aiming to build more accessible cities, its fulfillment is still far from what is desired. The purpose of this paper is to present a method (virtual audit) to support local administrations, in particular of small cities, to define accessible routes on sidewalks where their precariousness tends to be more significant. In order to illustrate the method application, it is shown a exploratory study in the Central Business District of Quitandinha municipality, located in Curitiba Metropolitan Area. The method allows a comprehensive knowledge of site problematic and it is expected to stimulate: i) local administrations to evaluate their sidewalks situation in order to include their suitability in their investment agendas; and ii) regional and federal administrations to develop public policies towards urban environment qualification
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Wasiat, David, Y. Ruldeviyani, and P. Sandhyaduhita. "Analysis and design of Enterprise Resource Planning (ERP) system for Small and Medium Enterprises (SMEs) in the Sales Business Function Area." In 2013 International Conference on Advanced Computer Science and Information Systems (ICACSIS). IEEE, 2013. http://dx.doi.org/10.1109/icacsis.2013.6761585.

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MILLERS, Maris, and Elina GAILE-SARKANE. "TOWARDS NEW TYPOLOGY OF THE OWNERS-MANAGERS OF THE SMALL AND MEDIUM ENTERPRISES." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.603.

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Purpose – individuals or families own and at the same time manage a large proportion of private enterprises. Previous studies mostly refer to owner-manager of the enterprise as an individual with own personal traits, styles and preferences. Purpose of this article is to propose a new typology of the owners-managers of the small and medium en- terprises representing all variety, determined by their different ownership status and managerial authorities in companies. Research methodology – research started with a systematic rapid literature review using an overview method. Data for research were collected through 52 semi-structured interviews with SME owner-managers representing broad range of industries and companies of different age. Key findings were discussed and approbated in two focus group discussions. Findings – as a result of this research, a preliminary typology was developed, consisting of ten types of the SME own- ers-managers, with a brief description of each type constructed. Research limitations – conclusions from this research are relevant to those SMEs analysed in this particular research and shall not be generalized without additional research and validation. Practical implications – the typology suggested in this article provides a structured way to explore the diversity of SME owners-managers and raise understanding of their behaviour when planning, controlling and managing their business. Originality/Value – the proposed typology is a step towards filling the knowledge gap caused by the lack of a holistic and systematic approach in addressing the diversity of the SME owners-managers.
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Reports on the topic "Small business – Planning – Swaziland"

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Judd, Kathleen S., and Ann M. Lesperance. Business Continuity Planning Resources for Small- and Medium-Sized Businesses. Office of Scientific and Technical Information (OSTI), May 2010. http://dx.doi.org/10.2172/992011.

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Powell, Jeanne W. Business planning and progress of small firms engaged in technology development through the advance technology program. Gaithersburg, MD: National Institute of Standards and Technology, 1999. http://dx.doi.org/10.6028/nist.ir.6375.

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