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2018 | 108 | 53-64
Article title

Exploring The Link Between Focus Strategies and Customer Relationship of Small and Medium Enterprises

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EN
Abstracts
EN
The study critically examined the influence of focus Strategies on customer relationship of SMEs. The objective of the study is to investigate the degree of influence that focus strategy has on Customer Relationship of SMEs. Series of questions were asked using the questionnaire adopted by the researcher and hypotheses was proposed and tested in the study. To determine the influence of focus Strategies on customer relationship of Small and Medium Enterprises, a sample of 125 were drawn. The data were analyzed using simple frequency tables and regression analysis. The study found out that focus strategy would affect customer relationship of small and medium enterprises. The study recommended that focus Strategies should be adopted in a way that would boost the performance of the SMEs in general and enterprises should make sure that their management adopts focus strategy for organizational efficiency and performance.
Year
Volume
108
Pages
53-64
Physical description
Contributors
  • Department of Business Administration, Kwara State University, Malete, Nigeria
  • Department of Accounting, Babcock University, Ogun State, Nigeria
  • Department of Business Administration, Ogun State Institute of Technology, Igbesa, Nigeria
References
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  • [3] Brockhaus, R. (1980). Risk taking propensity of entrepreneurs. Academy of Journal, 23(3), 509-520
  • [4] Blackmore, K. and K. Nesbitt (2013), Verifying the Miles and Snow strategy types in Australian small- and medium-size enterprises. Australian Journal of Management, Volume 38(1), pp. 171-190. http://dx.doi.org/10.1177/0312896212444692
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  • [9] EU Commission. (2003). The European Union commission recommendation of 6 May 2003 concerning the definition of micro, small and medium-sized enterprises. Official Journal of the European Union, 124(36), 1-6
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  • [13] Ketchen, D. J. (2003), Introduction: Raymond E. Miles and Charles C. Snow’s organizational strategy, structure, and process. The Academy of Management Executive, Volume 17(4), pp. 94-96. http://www.jstor.org/stable/4166009
  • [14] Porter, M. (2010). Competitive Advantage. Creating and Sustaining Superior Performance, New York: The Free Press.
  • [15] Porter, M. (2012). Competitive Strategy: Techniques for analyzing Industries and Competitors, New York: The Free Press.
  • [16] Salavou, H., Baltas, G., & Lioukas, S. (2004). Organisational innovation in SMEs: The Importance of strategic orientation and competitive structure. European Journal of Marketing, 38, 1091-1112.
  • [17] Sheth, J., Sisodia, R., & Sharma, A. (2000). The antecedents and consequences of Customercentric marketing. Journal of the Academy of Marketing Science, 28(1), 55-66. Doi: 10.1177/0092070300281006
  • [18] Zahra, S. A., & George, G. (2002). Absorptive Capacity: A Review, Re conceptualisation and Extension. Academy of Management Review, Vol. 27, No. 2, pp. 185-203.
Document Type
article
Publication order reference
Identifiers
YADDA identifier
bwmeta1.element.psjd-098d126b-6c70-4b42-a067-aa305e3ef939
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