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

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Epanchintsev, V. Y., and K. A. Levchenko. "Planning a loan in a small business." Voprosy regionalnoj ekonomiki 35, no. 2 (July 29, 2018): 95–101. http://dx.doi.org/10.21499/2078-4023-2018-35-2-95-101.

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This article focuses on research of small business lending trends. Presented is a description of the current situation of small business in the national economy and the credit market. The problems encountered by enterprises when lending. Developed measures to promote lending to small businesses.

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12

Crawford, R. L., and A. B. Ibrahim. "A STRATEGIC PLANNING MODEL FOR SMALL BUSINESS." Journal of Small Business & Entrepreneurship 3, no. 1 (July 1985): 45–53. http://dx.doi.org/10.1080/08276331.1985.10600222.

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13

Cromwell, John E., Scott J. Rubin, Frederick A. Marrocco, and Mark E. Leevan. "Business planning for small system capacity development." Journal - American Water Works Association 89, no. 1 (January 1997): 47–57. http://dx.doi.org/10.1002/j.1551-8833.1997.tb08160.x.

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14

Obben, James, and Phumzile Magagula. "Firm and Managerial Determinants of the Export Propensity of Small and Medium-Sized Enterprises in Swaziland." International Small Business Journal: Researching Entrepreneurship 21, no. 1 (February 2003): 73–91. http://dx.doi.org/10.1177/0266242603021001722.

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15

Flynn, Dave, and Xu Luodan. "Small Business Survival." Journal of East-West Business 7, no. 4 (June 25, 2002): 79–94. http://dx.doi.org/10.1300/j097v07n04_05.

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16

Hearn, Bruce, and Jenifer Piesse. "Barriers to the development of small stock markets: A case study of Swaziland and Mozambique." Journal of International Development 22, no. 7 (July 22, 2009): 1018–37. http://dx.doi.org/10.1002/jid.1604.

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17

Terry, Alan Keith. "Extending Participation in the Swaziland Sugar Industry to Small-Scale Growers: Patterns and Prospects." Singapore Journal of Tropical Geography 18, no. 2 (December 1997): 196–209. http://dx.doi.org/10.1111/1467-9493.00016.

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18

Fry, Fred L. "The Role of Incubators in Small Business Planning." American Journal of Small Business 12, no. 1 (July 1987): 51–62. http://dx.doi.org/10.1177/104225878701200104.

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An incubator houses a number of new, small businesses that share space and administrative support. Management assistance is usually available and financial assistance is sometimes provided. Incubator managers can aid tenants also by encouraging and assisting them in their planning efforts. However, this study found a wide variance among incubators regarding the amount of planning by tenant firms. Further, the amount of planning by tenants appears to be a function of the amount of planning that is required or encouraged by incubator managers. The major implication is that planning can be affected by incubator managers. Thus, incubator managers should see part of their role as a planning facilitator. Additional areas for future research are suggested.

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19

Kraus, Sascha, Rainer Harms, and Erich Schwarz. "Strategic business planning and success in small firms." International Journal of Entrepreneurship and Innovation Management 8, no. 4 (2008): 381. http://dx.doi.org/10.1504/ijeim.2008.022311.

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20

Gibson, Alan, and Mark Havers. "Supporting small business membership organizations." Small Enterprise Development 6, no. 2 (June 1995): 27–37. http://dx.doi.org/10.3362/0957-1329.1995.015.

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21

Mandelbaum, Leonard. "Small Business Succession: The Educational Potential." Family Business Review 7, no. 4 (December 1994): 369–75. http://dx.doi.org/10.1111/j.1741-6248.1994.00369.x.

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Small and family-owned businesses play an important role in job creation. In this study, perceived barriers to succession planning are examined. Small business owners (most of whom were family businesses) were asked about these barriers to succession planning and the potential interest in educational programs for small businesses. Based on these data, potential tools and seminars were developed.

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22

Fuller, Ted. "Small Business Policy." Environment and Planning C: Government and Policy 24, no. 1 (February 2006): 1–4. http://dx.doi.org/10.1068/c2401ed.

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23

Ritchie, Bob. "Small Business Policy." Environment and Planning C: Government and Policy 24, no. 6 (December 2006): 795–98. http://dx.doi.org/10.1068/c2406ed.

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24

Kamalkhani, Sylvie K. "Promoting local capital: the role of the small enterprise development corporation (SEDCO) in Swaziland." Journal of Southern African Studies 17, no. 2 (June 1991): 191–96. http://dx.doi.org/10.1080/03057079108708274.

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25

Lorentzon, Sten, and Peter Vaessen. "Small Business Growth in Contrasting Environments." Geografiska Annaler. Series B, Human Geography 77, no. 2 (1995): 145. http://dx.doi.org/10.2307/490486.

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26

Hearn, Bruce, and Jenifer Piesse. "The limited role of small stock exchanges in economic development: A case study of Mozambique and Swaziland." Development Southern Africa 27, no. 2 (June 2010): 205–24. http://dx.doi.org/10.1080/03768351003740522.

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27

d'Amboise, Gérald. "A SURVEY OF STRATEGIC PLANNING MODELS FOR SMALL BUSINESS." Journal of Small Business & Entrepreneurship 3, no. 3 (January 1986): 6–17. http://dx.doi.org/10.1080/08276331.1986.10600235.

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28

Richbell, Suzanne M., H. Doug Watts, and Perry Wardle. "Owner-managers and Business Planning in the Small Firm." International Small Business Journal: Researching Entrepreneurship 24, no. 5 (October 2006): 496–514. http://dx.doi.org/10.1177/0266242606067275.

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29

Daneke, Gregory A. "SMALL BUSINESS POLICY AMID STATE LEVEL ECONOMIC DEVELOPMENT PLANNING." Policy Studies Journal 13, no. 4 (June 1985): 722–28. http://dx.doi.org/10.1111/j.1541-0072.1985.tb01611.x.

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30

Aram, John D., and Scott S. Cowen. "Strategic planning for increased profit in the small business." Long Range Planning 23, no. 6 (December 1990): 63–70. http://dx.doi.org/10.1016/0024-6301(90)90103-b.

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31

Puzanova, Tatyana Vladimirovna, and Alina Vyacheslavovna Krupkina. "AUTOMATION OF OPERATIONAL PRODUCTION PLANNING IN SMALL-SCALE BUSINESS." Вестник Белорусско-Российского университета, no. 2 (2015): 143–53. http://dx.doi.org/10.53078/20778481_2015_2_143.

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32

Pramudya, Sakti Hendra. "Succession Planning in Micro and Small Family Business (Case: Micro and Small Family Business in East Jakarta)." Airlangga Journal of Innovation Management 2, no. 1 (July 2, 2021): 15. http://dx.doi.org/10.20473/ajim.v2i1.26567.

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Family business studies are gaining a foothold in Indonesia. This organization is the most common type of firm throughout the world. Nonetheless, the low survival rate of family businesses may relate to the issue of management succession and the issue is still the principal challenge that they need to face. This study will focus on knowing the importance of succession planning for family business owners, especially those belonging to the micro and small business category. The study involved one hundred family business owners in East Jakarta as respondents of the survey. The study itself would be focused on the ground rules made by the incumbents during succession planning. The study has revealed that, generally, the majority of the sample does not have an appropriate plan of succession. The result also exhibits that the majority of respondents favoring nuclear family members as the future successor. Moreover, the homosocial reproduction phenomenon also could be identified from the survey.

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33

Mole, Kevin. "Street-Level Technocracy in UK Small Business Support: Business Links, Personal Business Advisers, and the Small Business Service." Environment and Planning C: Government and Policy 20, no. 2 (April 2002): 179–94. http://dx.doi.org/10.1068/c0112.

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The broad focus of this paper is the divergence of implemented policy from intended policy in UK small business support. The Small Business Service (SBS) is the United Kingdom's most recent attempt to provide coherent support for small business. With its structure of local franchisees and multiagency partnerships, the SBS is part of the United Kingdom's Modernising Government agenda, which aims to provide ‘joined-up’ and responsive public services. However, it is not always easy for policymakers to execute new plans in the form in which they were intended. Street-level bureaucracies develop where those who implement complex policies amend them to make them easier to apply in practice. This paper investigates the UK Business Links' Personal Business Adviser (PBA) service. The paper draws on data from a focus group often PBAs and subsequent survey of the 175 PBAs in England and Wales conducted in summer 1998. The experience and tacit knowledge of PBAs provides the expertise for a bespoke support service to small businesses. Business advisers have both technical expertise and closeness to delivery that confers the power to amend small business policy. This tacit knowledge confers powers akin to a ‘street-level technocracy’. Thus, policies that do not carry PBA support, such as targeting, are unlikely to be implemented effectively. A new approach to small business support has been formed from the difficulty in controlling PBAs through performance indicators, which appear to have distorted the intended policy, and the Modernising Government agenda. The new SBS devolves the operation, but not all control, of business advice from the national SBS to local Business Links. PBAs will play a major part in the network mode of governance of the new SBS franchisees.

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34

Sasykulov, В. В., and A. K. Kylychbekov. "FEATURES OF DEVELOPING A BUSINESS PLAN FOR A SMALL BUSINESS." Herald of KSUCTA n a N Isanov, no. 2-2020 (July 6, 2020): 331–36. http://dx.doi.org/10.35803/1694-5298.2020.2.331-336.

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The article discusses the conditions and factors that affect the development of a business plan. The algorithm of the process of developing a business plan for a small enterprise is presented. The article considers the main prerequisites and tasks to be solved by business planning, as well as the specifics of justifying a business plan aimed at strengthening the competitiveness of the enterprise.

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35

Brytting, Tomas. "Spontaneity and Systematic Planning in Small Firms." International Small Business Journal: Researching Entrepreneurship 9, no. 1 (October 1990): 45–63. http://dx.doi.org/10.1177/026624269000900105.

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36

Teitz, Michael B. "Planning for local economic development: The role of small business." Town Planning Review 58, no. 1 (January 1987): 5. http://dx.doi.org/10.3828/tpr.58.1.qp63m43m86380821.

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37

Zinger, J. Terence, and Rolland LeBrasseur. "The Benefits of Business Planning in Early Stage Small Enterprises." Journal of Small Business & Entrepreneurship 17, no. 1 (September 2003): 1–15. http://dx.doi.org/10.1080/08276331.2003.10593309.

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38

Donnelly, Christina, Geoff Simmons, Gillian Armstrong, and Andrew Fearne. "Marketing planning and digital customer loyalty data in small business." Marketing Intelligence & Planning 30, no. 5 (July 27, 2012): 515–34. http://dx.doi.org/10.1108/02634501211251034.

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39

Bischoff, Paul-Henri. "Why Swaziland is Different: an Explanation of the Kingdom's Political Position in Southern Africa." Journal of Modern African Studies 26, no. 3 (September 1988): 457–71. http://dx.doi.org/10.1017/s0022278x00011721.

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Explaining Swaziland's political position in the context of Southern Africa has been difficult and never in vogue. This small Kingdom with a population of less than 700,000 has often been neglected in African analyses, and where facts and figures have been presented, these have not been sufficient to give us any real understanding as regards what has happened in recent years, and why. What to some has defied objective explanation has been the Kingdom's non-conflictual relationship with South Africa which, in a regionally polarised situation, has come to be interpreted as a ready willingness to collaborate with the apartheid state.

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40

Levitsky, Jacob. "International Small Business Conference in Sao Paulo." Small Enterprise Development 1, no. 1 (March 1990): 52–54. http://dx.doi.org/10.3362/0957-1329.1990.010.

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41

Govender, K. K. "Small business education and training in Transkei." Development Southern Africa 8, no. 3 (August 1991): 313–28. http://dx.doi.org/10.1080/03768359108439592.

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42

Redmond, Janice, and Beth Walker. "Environmental Education and Small Business Environmental Activity." Australian Journal of Environmental Education 27, no. 2 (2011): 238–48. http://dx.doi.org/10.1375/ajee.27.2.238.

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Environmental education is seen as a key driver of small business environmental management, yet little is known about the activities small business owner-managers are undertaking to reduce their environmental impact or in what areas they may need education. Therefore, research that can identify environmental management activities being undertaken in small businesses may provide potential targets for education. As intention to behave in a particular way is often predicated on some sort of planning, extending the research questions to ascertain if planning is occurring and its impact on environmental behaviour in small businesses is also seen as critical. The results revealed that, overall, the level of environmental activity in small business was low and that less than a quarter had an environmental plan. In addition, reducing greenhouse gas emissions and purchasing green energy are not areas of engagement for most small businesses and are recommended as potential targets for education.

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43

Urban, Boris, and Zethu Dlamini. "Intersections between policy and institutions: a focus on enterprise growth in Swaziland." Journal of Entrepreneurship and Public Policy 9, no. 3 (April 15, 2020): 253–75. http://dx.doi.org/10.1108/jepp-10-2019-0079.

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PurposePublic policy supported by effective institutions is one of the key strategies for promoting entrepreneurial activities. However, the problem is that an enabling environment that supports entrepreneurship is often lacking in several African countries. The aim of this article is to deepen our understanding of the mix of policy and institutional factors which create an enabling environment for enterprise growth in Swaziland.Design/methodology/approachPrimary data are sourced from 200 enterprises across Swaziland's main regions and hypotheses are statistically tested using correlational and regression analyses.FindingsResults show that a mix of different institutional and state support factors such as access to markets, education and training, access to finance, contract enforcement, regulations and business support programmes all have a significant and positive impact on enterprise growth.Research limitations/implicationsStudy implications relate to the need for specific and targeted policy interventions required to foster an enabling environment in order to stimulate enterprise growth in Swaziland.Originality/valueEmpirical investigations on enterprise growth in under-researched developing market contexts, such as Swaziland, are important since in many developing and emerging markets small enterprises are at the epicentre of the economy Moreover, this study adds to the stream of research highlighting that the application of institutional theory provides a detailed theoretical understanding of the actors and the process by which enterprise policy is formulated.

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44

Stan, Simona, and Kenneth R. Evans. "Small Business Retailing in Privatizing Economies." Journal of East-West Business 5, no. 1-2 (January 10, 2000): 123–43. http://dx.doi.org/10.1300/j097v05n01_07.

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45

Brooksbank, David. "Small Business Policy and Support." Environment and Planning C: Government and Policy 26, no. 2 (January 2008): 287–91. http://dx.doi.org/10.1068/c2602ed.

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46

Masuku, M. B., J. F. Kirsten, C. J. Van Rooyen, and S. Perret. "CONTRACTUAL RELATIONSHIPS BETWEEN SMALL-HOLDER SUGARCANE GROWERS AND MILLERS IN THE SUGAR INDUSTRY SUPPLY CHAIN IN SWAZILAND." Agrekon 42, no. 3 (September 2003): 183–99. http://dx.doi.org/10.1080/03031853.2003.9523619.

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47

Madgerova, Raya, and Anny Atanasova. "IMPLEMENTATION ANALYSIS OF THE BUSINESS PLANNING IN ENTREPRENEURIAL SMALL AND MEDIUM-SIZED BUSINESS IN BULGARIA." Entrepreneurship 9, no. 1 (May 15, 2021): 96–118. http://dx.doi.org/10.37708/ep.swu.v9i1.9.

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This article analyses the implementation of business planning in entrepreneurial small and medium-sized business in Bulgaria. It presents the opinion of various authors on the need to develop business plans, including strategic business plans, their importance, purpose and elements. Based on the survey results, conclusions were made about the implementation of business planning in the business activities of small and medium-sized enterprises in Bulgaria. The profile of the surveyed enterprises is presented and the obtained results related to the planning process are analyzed - implementation of the business planning, types of used plans and strategies, realization of preliminary researches and analyzes of the environment and development of forecasts. The implementation of planning in the activities of the surveyed companies is due to entrepreneurial initiative and activity in decision-making to start and manage their own business. The conclusion is that the entrepreneurial small and medium-sized business will achieve higher efficiency only if it is guided by a written business plan that shows its goals and the means to achieve them.

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48

Richardson, Bill. "IN DEFENCE OF BUSINESS PLANNING: WHY AND HOW IT STILL WORKS FOR SMALL FIRMS AND ‘CORPORATIONS OF SMALL BUSINESS UNITS’." Journal of Small Business and Enterprise Development 2, no. 1 (January 1995): 41–57. http://dx.doi.org/10.1108/eb020948.

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49

Sergiychuk, Sergiy, Olena Ishchenko, and Iryna Dubynska. "DEVELOPMENT OF BUSINESS PLANNING IN THE FIELD OF FINANCIAL AND CREDIT SUPPORT FOR SMALL BUSINESS." Economic Analysis, no. 30(1, Part 2) (2020): 140–48. http://dx.doi.org/10.35774/econa2020.01.02.140.

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Introduction. Real difficulties with financing are today one of the main problems for small business in Ukraine. Lack of sufficient capital in the majority of the population, complexity, disadvantage or inability to obtain borrowed funds hinder the development of small business. Dependence on domestic sources of funding, the problem of lack of financial resources, difficult access to financial and money markets, high levels of financial risk, limited material resources and capacity, low output - all indicate that small business needs real financial support from the state, commercial banks, venture firms and individual investors. The purpose of the article is to study and identify ways to implement business planning in the field of financial and credit support for small businesses. Method (methodology). The general scientific methods, in particular theoretical generalization - for generalization of types of the initial capital and features of financing and business planning of the enterprise idea are applied in the researched; systematic economic analysis - to justify the types of financing and the required level of business planning, which must have a future entrepreneur. Results. The prepared business plan helps start-up entrepreneurs at every stage of starting and managing their business. It can be used as a roadmap for structuring, running and developing your own business. This is a way to think about the key elements of a new business. A business plan helps to obtain financing or attract new business partners. Investors want to be sure that they will return their investment. This is the main tool of an entrepreneur to convince people to work together and invest in the development of a promising company.

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50

Kraus, Sascha, and Erich Schwarz. "The role of pre-start-up planning in new small business." International Journal of Management and Enterprise Development 4, no. 1 (2007): 1. http://dx.doi.org/10.1504/ijmed.2007.011452.

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