The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia

Sirajuddin Omsa; Muhammad Ridwan; Muhammad Jayadi

doi:doi:10.11648/j.ajtab.20170304.12

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The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia

Sirajuddin Omsa, Muhammad Ridwan, Muhammad Jayadi

Published in American Journal of Theoretical and Applied Business (Volume 3, Issue 4)

Received: 26 November 2017 Accepted: 22 December 2017 Published: 8 January 2018

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Abstract

The increasingly dynamic market conditions and competition among companies encourage business owners, including small and medium enterprises (SME) owners in Indonesia and in other countries to understand how SMEs can be maintained or enhanced their marketing and financial performances. In order to compete, strategic and policy management experts encourage companies, including SME to apply strategic management practices. This study aims to measure how strong the effect of the implementation of strategic management practices on the performance of SMEs in Makassar, Indonesia especially the performance associated with sales turnover, break even point (BEP), and profit. This research uses quantitative data with primary data source through interview process and questionnaire. The interview process was conducted with the head of the small and medium enterprises (SME) in Makassar, whereas questionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributed to the respondents, 158 of them (88.76%) were eligible to be processed and analyzed. The results show that the strategic management practices such as strategic planning, strategic execution, and strategic evaluation have a positive and significant impact on sales volume, BEP achievement, and profits of SMEs, especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderating these strategic management practices against sales volume, BEP and profits. The study also shows that the determination of mission and strategic formulation (part of strategic management practices) have no significant effect on sales volume, BEP and profit. The results of this research are expected to contribute both to the academic community and to business actors, especially managers and/or owners of SME in Makassar. Another practical contribution is to provide inputs to policy makers such as Department of Cooperative and SME in Makassar, in order to develop the quality of SME to remain competitive and still exist in an increasingly dynamic and more competitive market.

Published in	American Journal of Theoretical and Applied Business (Volume 3, Issue 4)
DOI	10.11648/j.ajtab.20170304.12
Page(s)	71-80
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Strategic Management Practices, Sales Volume, Break Even Point (BEP), Profit, Small and Medium Enterprises (SME)

References

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APA Style

Sirajuddin Omsa, Muhammad Ridwan, Muhammad Jayadi. (2018). The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. American Journal of Theoretical and Applied Business, 3(4), 71-80. https://doi.org/10.11648/j.ajtab.20170304.12

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ACS Style

Sirajuddin Omsa; Muhammad Ridwan; Muhammad Jayadi. The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. Am. J. Theor. Appl. Bus. 2018, 3(4), 71-80. doi: 10.11648/j.ajtab.20170304.12

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AMA Style

Sirajuddin Omsa, Muhammad Ridwan, Muhammad Jayadi. The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. Am J Theor Appl Bus. 2018;3(4):71-80. doi: 10.11648/j.ajtab.20170304.12

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@article{10.11648/j.ajtab.20170304.12,
  author = {Sirajuddin Omsa and Muhammad Ridwan and Muhammad Jayadi},
  title = {The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {3},
  number = {4},
  pages = {71-80},
  doi = {10.11648/j.ajtab.20170304.12},
  url = {https://doi.org/10.11648/j.ajtab.20170304.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20170304.12},
  abstract = {The increasingly dynamic market conditions and competition among companies encourage business owners, including small and medium enterprises (SME) owners in Indonesia and in other countries to understand how SMEs can be maintained or enhanced their marketing and financial performances. In order to compete, strategic and policy management experts encourage companies, including SME to apply strategic management practices. This study aims to measure how strong the effect of the implementation of strategic management practices on the performance of SMEs in Makassar, Indonesia especially the performance associated with sales turnover, break even point (BEP), and profit. This research uses quantitative data with primary data source through interview process and questionnaire. The interview process was conducted with the head of the small and medium enterprises (SME) in Makassar, whereas questionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributed to the respondents, 158 of them (88.76%) were eligible to be processed and analyzed. The results show that the strategic management practices such as strategic planning, strategic execution, and strategic evaluation have a positive and significant impact on sales volume, BEP achievement, and profits of SMEs, especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderating these strategic management practices against sales volume, BEP and profits. The study also shows that the determination of mission and strategic formulation (part of strategic management practices) have no significant effect on sales volume, BEP and profit. The results of this research are expected to contribute both to the academic community and to business actors, especially managers and/or owners of SME in Makassar. Another practical contribution is to provide inputs to policy makers such as Department of Cooperative and SME in Makassar, in order to develop the quality of SME to remain competitive and still exist in an increasingly dynamic and more competitive market.},
 year = {2018}
}

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TY  - JOUR
T1  - The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia
AU  - Sirajuddin Omsa
AU  - Muhammad Ridwan
AU  - Muhammad Jayadi
Y1  - 2018/01/08
PY  - 2018
N1  - https://doi.org/10.11648/j.ajtab.20170304.12
DO  - 10.11648/j.ajtab.20170304.12
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 71
EP  - 80
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20170304.12
AB  - The increasingly dynamic market conditions and competition among companies encourage business owners, including small and medium enterprises (SME) owners in Indonesia and in other countries to understand how SMEs can be maintained or enhanced their marketing and financial performances. In order to compete, strategic and policy management experts encourage companies, including SME to apply strategic management practices. This study aims to measure how strong the effect of the implementation of strategic management practices on the performance of SMEs in Makassar, Indonesia especially the performance associated with sales turnover, break even point (BEP), and profit. This research uses quantitative data with primary data source through interview process and questionnaire. The interview process was conducted with the head of the small and medium enterprises (SME) in Makassar, whereas questionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributed to the respondents, 158 of them (88.76%) were eligible to be processed and analyzed. The results show that the strategic management practices such as strategic planning, strategic execution, and strategic evaluation have a positive and significant impact on sales volume, BEP achievement, and profits of SMEs, especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderating these strategic management practices against sales volume, BEP and profits. The study also shows that the determination of mission and strategic formulation (part of strategic management practices) have no significant effect on sales volume, BEP and profit. The results of this research are expected to contribute both to the academic community and to business actors, especially managers and/or owners of SME in Makassar. Another practical contribution is to provide inputs to policy makers such as Department of Cooperative and SME in Makassar, in order to develop the quality of SME to remain competitive and still exist in an increasingly dynamic and more competitive market.
VL  - 3
IS  - 4
ER  -

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Author Information

Sirajuddin Omsa

Accounting Department, State Polytechnic of Ujung Pandang, Makassar, Indonesia
Muhammad Ridwan

Accounting Department, State Polytechnic of Ujung Pandang, Makassar, Indonesia
Muhammad Jayadi

Accounting Department, State Polytechnic of Ujung Pandang, Makassar, Indonesia

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APA Style

Sirajuddin Omsa, Muhammad Ridwan, Muhammad Jayadi. (2018). The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. American Journal of Theoretical and Applied Business, 3(4), 71-80. https://doi.org/10.11648/j.ajtab.20170304.12

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ACS Style

Sirajuddin Omsa; Muhammad Ridwan; Muhammad Jayadi. The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. Am. J. Theor. Appl. Bus. 2018, 3(4), 71-80. doi: 10.11648/j.ajtab.20170304.12

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AMA Style

Sirajuddin Omsa, Muhammad Ridwan, Muhammad Jayadi. The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. Am J Theor Appl Bus. 2018;3(4):71-80. doi: 10.11648/j.ajtab.20170304.12

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@article{10.11648/j.ajtab.20170304.12,
  author = {Sirajuddin Omsa and Muhammad Ridwan and Muhammad Jayadi},
  title = {The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {3},
  number = {4},
  pages = {71-80},
  doi = {10.11648/j.ajtab.20170304.12},
  url = {https://doi.org/10.11648/j.ajtab.20170304.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20170304.12},
  abstract = {The increasingly dynamic market conditions and competition among companies encourage business owners, including small and medium enterprises (SME) owners in Indonesia and in other countries to understand how SMEs can be maintained or enhanced their marketing and financial performances. In order to compete, strategic and policy management experts encourage companies, including SME to apply strategic management practices. This study aims to measure how strong the effect of the implementation of strategic management practices on the performance of SMEs in Makassar, Indonesia especially the performance associated with sales turnover, break even point (BEP), and profit. This research uses quantitative data with primary data source through interview process and questionnaire. The interview process was conducted with the head of the small and medium enterprises (SME) in Makassar, whereas questionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributed to the respondents, 158 of them (88.76%) were eligible to be processed and analyzed. The results show that the strategic management practices such as strategic planning, strategic execution, and strategic evaluation have a positive and significant impact on sales volume, BEP achievement, and profits of SMEs, especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderating these strategic management practices against sales volume, BEP and profits. The study also shows that the determination of mission and strategic formulation (part of strategic management practices) have no significant effect on sales volume, BEP and profit. The results of this research are expected to contribute both to the academic community and to business actors, especially managers and/or owners of SME in Makassar. Another practical contribution is to provide inputs to policy makers such as Department of Cooperative and SME in Makassar, in order to develop the quality of SME to remain competitive and still exist in an increasingly dynamic and more competitive market.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia
AU  - Sirajuddin Omsa
AU  - Muhammad Ridwan
AU  - Muhammad Jayadi
Y1  - 2018/01/08
PY  - 2018
N1  - https://doi.org/10.11648/j.ajtab.20170304.12
DO  - 10.11648/j.ajtab.20170304.12
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 71
EP  - 80
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20170304.12
AB  - The increasingly dynamic market conditions and competition among companies encourage business owners, including small and medium enterprises (SME) owners in Indonesia and in other countries to understand how SMEs can be maintained or enhanced their marketing and financial performances. In order to compete, strategic and policy management experts encourage companies, including SME to apply strategic management practices. This study aims to measure how strong the effect of the implementation of strategic management practices on the performance of SMEs in Makassar, Indonesia especially the performance associated with sales turnover, break even point (BEP), and profit. This research uses quantitative data with primary data source through interview process and questionnaire. The interview process was conducted with the head of the small and medium enterprises (SME) in Makassar, whereas questionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributed to the respondents, 158 of them (88.76%) were eligible to be processed and analyzed. The results show that the strategic management practices such as strategic planning, strategic execution, and strategic evaluation have a positive and significant impact on sales volume, BEP achievement, and profits of SMEs, especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderating these strategic management practices against sales volume, BEP and profits. The study also shows that the determination of mission and strategic formulation (part of strategic management practices) have no significant effect on sales volume, BEP and profit. The results of this research are expected to contribute both to the academic community and to business actors, especially managers and/or owners of SME in Makassar. Another practical contribution is to provide inputs to policy makers such as Department of Cooperative and SME in Makassar, in order to develop the quality of SME to remain competitive and still exist in an increasingly dynamic and more competitive market.
VL  - 3
IS  - 4
ER  -

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