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Introduction TO SMEs By Assoc. Dr. Susanne DursT South Ural State University – презентация, доклад

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Agenda2Differences between small and large firmsEconomic impact of SMEsDefining SMEsWorking in SMEs

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Слайд 1Introduction TO SMEs By Assoc. Dr. Susanne DursT South Ural State University

– 13 December 2016
University of skövde – www.his.se/EN

Introduction TO SMEs  By Assoc. Dr. Susanne DursT  South Ural State University – 13 December

Слайд 2Agenda
2
Differences between small and large firms
Economic impact of SMEs
Defining SMEs
Working

in SMEs




Agenda2Differences between small and large firmsEconomic impact of SMEsDefining SMEsWorking in SMEs

Слайд 3Key differences between small and large businesses
3

Key differences between small and large businesses3

Слайд 4Key differences between small and large businesses (Continued)
4

Key differences between small and large businesses (Continued)4

Слайд 5How do small and large businesses see themselves?
Small businesses –

customer focused
Large – reliable
How is it seen by the

other?
Small (by large) – lacks credibility, unreliable
Large – bureaucratic, price maker
What are the key words?
Small – uncertainty, diversity, flexibility, failure
Large – reliability, brand, market power, influence

Word associations

5

How do small and large businesses see themselves?Small businesses – customer focusedLarge – reliable How is it

Слайд 6Small businesses are the most common size of businesses wherever

you are in the world: in all countries large businesses

represent less than 5 per cent of the enterprise population
Contribute a great deal to employment and income of any economy: in the EU, two-thirds of employment is provided by SMEs

Why focus on small business?

6

Small businesses are the most common size of businesses wherever you are in the world: in all

Слайд 7SMEs are numerically dominant globally
7

SMEs are numerically dominant globally7

Слайд 8There are about 4,6 mln small and medium enterprises, including

2,9 mln private entrepreneurs

1,4 mln micro-enterprises (up to 15 employees,

annual sales without VAT up to 1,5 mln EUR);
229.000 – small companies (up to 100 employees, annual sales without VAT up to 10 mln EUR);
25.700 – medium companies (up to 250
employees, annual sales without VAT up to 25 mln EUR).
SME employ 19 mln people (14% of the total population of Russia) that is about 22% from the general employment over Russia

Number of SMES in Russia

8

Source: RUSSIAN AGENCY FOR SUPPORT OF SMALL & MEDIUM BUSINESS

There are about 4,6 mln small and medium enterprises, including 2,9 mln private entrepreneurs1,4 mln micro-enterprises (up

Слайд 9Enterprises, Employment and Gross Value Added of SMEs in the

EU-27, 2012
(European Commission, 2013)
9

Enterprises, Employment and Gross Value Added of SMEs in the EU-27, 2012(European Commission, 2013)9

Слайд 10Difficult because there are different ways of classifying small business

activity
Self-employment – no agreed definition but does often involve four

elements:
Control
Integration
Economic reality
Mutuality of obligation

Defining the small business

10

Difficult because there are different ways of classifying small business activitySelf-employment – no agreed definition but does

Слайд 11Owned and managed by the same individual(s) – focus on

alignment of aspirations
Legally independent – focus on enterprises rather than

establishments
Have a small share of the marketplace – price takers

Bolton’s (1971) conceptual definition of a small business

11

Owned and managed by the same individual(s) – focus on alignment of aspirationsLegally independent – focus on

Слайд 12Problems with Bolton’s qualitative approach
Small businesses are heterogeneous
Small in one

sector may be large in another
How do you measure small

businesses?
Prefer ‘grounded approach’ (asking small businesses to self-define ‘smallness’)

Curran and Blackburn’s (2001) approach

12

Problems with Bolton’s qualitative approachSmall businesses are heterogeneousSmall in one sector may be large in anotherHow do

Слайд 13European Union’s definition
13

European Union’s definition13

Слайд 14Russia’s SME Definition
14
http://www.doingbusiness.ru/definition-of-sme/support-contacts/sme-support/definition-of-sme-eu-vs-russia/item

Russia’s SME Definition14http://www.doingbusiness.ru/definition-of-sme/support-contacts/sme-support/definition-of-sme-eu-vs-russia/item

Слайд 15Figures tend to only count ‘formal’ businesses
Micro-sized businesses less

likely to be registered
May operate in the informal economy
Registration thresholds

likely to be set higher than lower
No standard measure of what is an ‘SME’
Yet despite these issues, SMEs are most common type of enterprise in the world

International problems with measuring SMEs

15

Figures tend to only count ‘formal’ businesses Micro-sized businesses less likely to be registeredMay operate in the

Слайд 16Greater levels of job satisfaction in smaller businesses
Figure 4.4 Violence

and harassment, by business size, EU-27 (%)
16

Greater levels of job satisfaction in smaller businessesFigure 4.4 Violence and harassment, by business size, EU-27 (%)16

Слайд 17Why are small business workers more satisfied?
Large business workplaces have

greater levels of formality (rules and procedures)
Smaller business workplaces

marked by greater levels of informality (e.g. owner-managers more likely to know their staff)

In Europe: higher job satisfaction must be related to aspects such as work autonomy and the meaningfulness of the work. Experts confirm that it is particularly the "soft" side of the work relationship that is valued highly by employees in SMEs. Employees seem to value the face to face relationships in SMEs positively, and most managers at SMEs are not autocratic (EIM, 2011).
.



17

Why are small business workers more satisfied?Large business workplaces have greater levels of formality (rules and procedures)

Слайд 18Remuneration
Employees in SMEs tend to receive lower wage levels than

in large enterprises, even when a correction is made for

enterprise, job and employee characteristics
Possible explanations:
Labour productivity increases with firm size.
Larger firms have more financial resources.
SMEs can better monitor individual employees, whereas large enterprises pay a premium to avoid shirking.


18

RemunerationEmployees in SMEs tend to receive lower wage levels than in large enterprises, even when a correction

Слайд 19Job Security
Job security is found to be a key element

of job satisfaction.
A prerequisite for job security is the

continued existence of the enterprise.
The risk of enterprise death is much higher in SMEs. Roughly half of all start-ups die within 5 years, and SMEs constitute a large majority of this group.
SMEs and micro enterprises in particular are less likely to hire workers from temporary work agencies than large enterprises are (EIM, 2011).


19

Job SecurityJob security is found to be a key element of job satisfaction. A prerequisite for job

Слайд 20Skill Development
In comparison to large enterprises, micro and small enterprises

show a preference for fewer formal training activities. The most

common training methods within SMEs are on-the-job training and self-directed learning. Somewhat less common is the provision of training courses.
For large enterprises, the most common training methods are on-the-job training and internal and external training courses.
Enterprises with higher shares of full-time workers, highly educated employees or young employees are more likely to provide training. This is also the case for larger enterprises and innovative enterprises.

20

Skill DevelopmentIn comparison to large enterprises, micro and small enterprises show a preference for fewer formal training

Слайд 21Recruitment and Selection
Large firms will mostly use strict criteria when

recruiting new employees (for example, demanding a degree indicating that

a certain educational level has been obtained), owner-managers from micro and small firms will more often rely on informal, word-of-mouth recruitment methods.
For these persons, the actual level of an applicant's motivation, knowledge and skills may be more relevant than the presence of a particular diploma or certificate.

21

Recruitment and SelectionLarge firms will mostly use strict criteria when recruiting new employees (for example, demanding a

Слайд 22AGE
On average, micro enterprises tend to employ the highest share

of older employees (aged 50 years or older) and the

lowest share of young employees (aged younger than 25 years) of the three size classes.
Small and medium-sized enterprises employ the highest share of employees aged 25-50 and the lowest share of older employees.
Large enterprises employ the highest share of young people.

22

AGEOn average, micro enterprises tend to employ the highest share of older employees (aged 50 years or

Слайд 23Review of small and large workplaces
Table 4.4 Small and large

workplaces: a review
24

Review of small and large workplacesTable 4.4 Small and large workplaces: a review24

Слайд 24The owner-Manager
The owner’s willingness to take risks is constitutive for

the genesis and the existence of the company. Possible consequence:

owners identify and are identified with their business in a way that does not exist in larger companies
These persons determine the company goals and are usually being replaced with their agreement only. This in turn means that the rate of succession is low
Often there is no separation of business and private life

25

The owner-ManagerThe owner’s willingness to take risks is constitutive for the genesis and the existence of the

Слайд 25Strategy and Management I
Empirical studies on insolvency have shown that

mainly management and leadership mistakes are the reasons causing insolvency

in small companies.
SMEs orientate themselves to quick adaptation of changing business conditions.
Besides lacking resources, SMEs are said to be short of management time and of management skills.
Sometimes the lack of planning and strategy is compensated for by optimism in the company’s own strength in conjunction with flexibility and responsiveness.

26

Strategy and Management IEmpirical studies on insolvency have shown that mainly management and leadership mistakes are the

Слайд 26Strategy and Management II
Managerial tools are rarely used in many

SMEs. This is mainly explained by a lack of time;

missing expertise with such tools is also rather likely. Empirical studies have shown that this situation is likely to change once the company starts growing.
The coincidence of ownership and management induces the fact that decision-making primarily lies in the owners’ hands.
From outside the firm, many owners are suggestive of being very restrictive with respect to the disclosure of information about their companies. This is supported by lower accounting standards and consequently, very low or none financial reporting rules, which in turn make it more difficult for external persons to analyse a company’s condition.

27

Strategy and Management IIManagerial tools are rarely used in many SMEs. This is mainly explained by a

Слайд 27Numerous new private firms are ‘born to die young’
Many surviving

firms are ‘born small and stay small’
Only a small proportion

of new and small firms make significant contributions to economic development
Attitudinal, resource, operational and strategic barriers (i.e. market failures) to firm formation and growth
Universal national support schemes to SMEs (or ‘blanket policies’), ‘targeting’ support, ‘picking winners’, ‘avoid losers’, and / or provide ‘customised support’ to each ‘type’ of entrepreneur or firm

28

Numerous new private firms are ‘born to die young’Many surviving firms are ‘born small and stay small’Only

Слайд 28Desire Not to Grow
Many owners of small firms do not

want to grow their ventures
Only a small proportion of

small firm owners have the inclination or expertise to grow their ventures
Owners do not have the aspirations or management skills required to grow a firm
Growth may attract attention from competitors who may bid to take-over the business
Many entrepreneurs are concerned with maintaining their independence (Birley and Westhead, 1994)
Desire to run the firm to a point (‘comfort zone’) which allows owners to maintain control and ownership

29

Desire Not to GrowMany owners of small firms do not want to grow their ventures Only a

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