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How the SME Business Become Manufacture Industry

Setiono Winardi
Setiono Winardi

The main weaknesses for SME business are the management of markets, selling strategies, operational activities, availability of cash, mastery of technology and availability of raw materials in the direction of production activities to be sold to customers. Business success will be achieved if the management methods on the various weaknesses mentioned above are mastered in depth so as to change weaknesses into strengths and opportunities.

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DEVELOPING SME BUSINESS BECOME A MANUFACTURE INDUSTRY The main weaknesses for SME business are the management of markets, selling strategies, operational activities, availability of cash, mastery of technology and availability of raw materials in the direction of production activities to be sold to customers. Business success will be achieved if the management methods on the various weaknesses mentioned above are mastered in depth so as to change weaknesses into strengths and opportunities. OBJECTIVE 1. Making Financial Institutions (Banking), Financing, and Investment interested in partnering to help provide cash that will be used to procure manufacturing technology. 2. Achieve sustainable business growth in global competition. 3. Mastering sales and marketing strategies to compete with existing similar products. 4. Mastering pricing strategies in determining product selling prices. 5. Providing confidence to customers that the products offered are of the highest quality when compared to similar products. 6. Mastering business management based on management quality as referred to in the international standard organization (ISO). 7. Able to manage vendors and business partners well in order to provide business growth support expected by founders, owners, organizations, employees, business partners and the environment. BENEFIT 1. Connect to existing business partners in helping with marketing and sales. 2. Connect to international institutions such as banking institutions, financing, and investment in providing needed funding. 3. Having a distribution line independently so as to facilitate the distribution of products from manufacture to customers, in shortening the existing distribution channels. 4. Maintain product quality from the dangers of trademark counterfeiting which will result in destroying the credibility and reputation of the company. TOPICS 1. SWOT Analysis in SME business. 2. Determine the dominant factors as the cause of business growth constraints. 3. Building distribution channels that can support business growth and expansion plans. 4. Building operational standard procedures for SME businesses 5. Determine the time to do research and product development that will be needed by the customer. 6. Determine the organizational culture to support sales revenue growth 7. The right marketing strategy to introduce products to customers, so as to foster customer loyalty. 8. Customer management in dealing with complaints and suggestions from customers. 9. Talent management and organization development to provide the best operational support. 10. Building a business planning to give trust to business partners who will support business growth in the long term. 11. Manage business risk to reduce the level of losses that will occur.
METHOD 1. Transformation of knowledge and socialization of strategies to be used. 2. Simulations carried out with imitation business media processes to facilitate participants during implementation in the work environment. 3. Group Discussion to resolve various issues faced so that the solutions to be taken are in harmony with the overall vision, mission and objectives of the organization. RUN DOWN 1. Standardization of knowledge owned. 2. Transforming skills and experience in carrying out tasks and responsibilities based on job description and organizational structure. 3. Evaluate business processes and improve biased results from operational standard procedures. 4. Synergizing 2 (two) results obtained, namely; from meeting expectations, and deviating from expected. AUTHOR/CONSULTANT Setiono Winardi Independent Professional Expert with Worldwide Experience. E. winardi67@gmail.com, M. +62 813 1542 1509, Wa. +62 817 9875 789. HANDBOOK 1. S淡rensen, Hans Eibe (2012). Business Development: A Market-Oriented Perspective. John Wiley & Sons. 2. The Palgrave Encyclopedia of Strategic Management (2014) 3. Davis, C. H., & Sun, E. (2006). Business development capabilities in information technology SMEs in a regional economy: An exploratory study. The Journal of Technology Transfer, 31(1), 145-161. 4. Kind, S., & Knyphausen-Aufse, Z. (2007). What is 'business development'? The case of biotechnology. The Case of Biotechnology. Schmalenbach Business Review, 59(2), 176199. 5. Lorenzi, V., & S淡rensen, H. E. (2014). Business Development Capability: Insights from the Biotechnology Industry. Symphony. Emerging Issues in Management, (2), 1-16. 6. "What, Exactly, Is Business Development?". Forbes. Retrieved 2015-11-09. 7. Ploegmakers, Huub; Beckers, Pascal; Van der Krabben, Erwin (2017-11-15). "The impact of planning intervention on business development: Evidence from the Netherlands". Urban Studies. 55 (14): 32523273. doi:10.1177/0042098017735011. ISSN 0042-0980. PMC 6187060. PMID 30369645. 8. Poruthiyil, Prabhir Vishnu (2013-09-01). "Weaning Business Ethics from Strategic Economism: The Development Ethics Perspective". Journal of Business Ethics. 116 (4): 735749. doi:10.1007/s10551- 013-1818-8. ISSN 1573-0697. 9. Enderle, Georges (2010). "Wealth Creation in China and Some Lessons for Development Ethics". Journal of Business Ethics. 96 (1): 115. doi:10.1007/s10551-010-0453-x. ISSN 0167-4544. JSTOR 40836185. 10. Su, Hwan-Yann (2014-01-01). "Business Ethics and the Development of Intellectual Capital". Journal of Business Ethics. 119 (1): 8798. doi:10.1007/s10551-013-1623-4. ISSN 1573-0697. 11. "Journal of Business Ethics - Springer". link.springer.com. Retrieved 2019-04-18. 12. Aaker, David Strategic Market Management 2008. ISBN 978-0-470-05623-3. 13. Aaker, David Strategic Market Management 2008. ISBN 978-0-470-05623-3. 14. Sammut-Bonnici, Tanya; Galea, David (2015). "PEST analysis". Wiley Encyclopedia of Management. p. 1. doi:10.1002/9781118785317.weom120113. ISBN 9781118785317. 15. "PEST analysis". Oxford Reference.
16. Sammut-Bonnici, T. and Galea, F., "PEST Analysis" in Wiley Encyclopedia of Management,John Wiley, 2015, p. 5 17. Fine, L. H., The SWOT Analysis: Using your Strength to Overcome Weaknesses, Using Opportunities to Overcome Threats,Kickit LLC, 2010, 18. Piercy, N., Market-Led Strategic Change, Butterworth-Heinemann, 2009, p. 321 19. Lucas, James R (February 1998). "Anatomy of a Vision Statement". Management Review. 87 (2): 2226. 20. Aaker, D. and Mills, M. K., Strategic Market Management, Pacific-rim edition, Wiley, 2001, pp. 28 29 21. Susan E. Reid and Ulrike de Brentani, The Impact of Market Vision on Early Success with Leader Users ANZMAC, 2006 www.anzmac.org 22. Pearce, John A.; David, Fred (1987). "Corporate Mission Statements: The Bottom Line". Academy of Management Perspectives. 1 (2): 109115. doi:10.5465/ame.1987.4275821. 23. Campbell-Hunt, Colin (2000). "What have we learned about generic competitive strategy? A meta- analysis". Strategic Management Journal. 21 (2): 127154. doi:10.1002/(SICI)1097- 0266(200002)21:2<127::AID-SMJ75>3.0.CO;2-1. 24. Pierce, E. M., "Developing, Implementing and Monitoring an Information Product Quality Strategy," Proceedings of the Ninth International Conference on Information Quality, 2004 25. Rumelt, R. P., "The Evaluation of Business Strategy," in Quinn, James Brian; Mintzberg, Henry; and Robert M. James (eds), The Strategy Process, Englewood Cliffs, New Jersey, 1988 26. Stonehouse, George; Snowdon, Brian (2007). "Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness". Journal of Management Inquiry. 16 (3): 256273. doi:10.1177/1056492607306333. 27. Porter, Michael E., Competitive Strategy, Free Press, 1980; Porter, Michael E., Competitive Advantage, Free Press, 1985, p.12 28. Porter, Michael E., Competitive Advantage, Free Press, 1985, p.12 29. Godfrey, R., Strategic Management: A Critical Introduction, Oxon, Routledge, 2016 30. Stonehouse, George; Snowdon, Brian (2007). "Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness". Journal of Management Inquiry. 16 (3): 256273. doi:10.1177/1056492607306333. 31. De Kare-Silver, Michael (1997). "The Inadequacies of Existing Strategy Models". Strategy in Crisis. pp. 3757. doi:10.1057/9780230378117_4. ISBN 978-1-349-39982-6. 32. Fahy, John; Smithee, Alan (1999). "Strategic Marketing and the Resource Based View of the Firm". Academy of Marketing Science Review. 1999 (10): 120. 33. Prahalad, C. K.; Hamel, Gary (1990). "The Core Competence of the Corporation". Harvard Business Review. 68 (3): 7991. SSRN 1505251. 34. Barney, Jay (1991). "Firm Resources and Sustained Competitive Advantage". Journal of Management. 17: 99120. doi:10.1177/014920639101700108. 35. Day, George S.; Wensley, Robin (1988). "Assessing Advantage: A Framework for Diagnosing Competitive Superiority". Journal of Marketing. 52 (2): 120. doi:10.1177/002224298805200201. 36. Day, George S. (1994). "The Capabilities of Market-Driven Organizations". Journal of Marketing. 58 (4): 3752. doi:10.2307/1251915. JSTOR 1251915. 37. Hooley, Graham; Greenley, Gordon; Fahy, John; Cadogan, John (2001). "Market-focused Resources, Competitive Positioning and Firm Performance". Journal of Marketing Management. 17 (56): 503 520. doi:10.1362/026725701323366908. 38. Hooley, Graham; Broderick, Amanda; M旦ller, Kristian (1998). "Competitive positioning and the resource-based view of the firm". Journal of Strategic Marketing. 6 (2): 97116. doi:10.1080/09652549800000003. 39. Burns, Alvin C. (1986). "Generating Marketing Strategy Priorities Based on Relative Competitive Position". Journal of Consumer Marketing. 3 (4): 4956. doi:10.1108/eb008179. 40. Swan, John E.; Rink, David R. (1982). "Fitting market strategy to varying product life cycles". Business Horizons. 25: 7276. doi:10.1016/0007-6813(82)90048-9.

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How the SME Business Become Manufacture Industry

  • 1. DEVELOPING SME BUSINESS BECOME A MANUFACTURE INDUSTRY The main weaknesses for SME business are the management of markets, selling strategies, operational activities, availability of cash, mastery of technology and availability of raw materials in the direction of production activities to be sold to customers. Business success will be achieved if the management methods on the various weaknesses mentioned above are mastered in depth so as to change weaknesses into strengths and opportunities. OBJECTIVE 1. Making Financial Institutions (Banking), Financing, and Investment interested in partnering to help provide cash that will be used to procure manufacturing technology. 2. Achieve sustainable business growth in global competition. 3. Mastering sales and marketing strategies to compete with existing similar products. 4. Mastering pricing strategies in determining product selling prices. 5. Providing confidence to customers that the products offered are of the highest quality when compared to similar products. 6. Mastering business management based on management quality as referred to in the international standard organization (ISO). 7. Able to manage vendors and business partners well in order to provide business growth support expected by founders, owners, organizations, employees, business partners and the environment. BENEFIT 1. Connect to existing business partners in helping with marketing and sales. 2. Connect to international institutions such as banking institutions, financing, and investment in providing needed funding. 3. Having a distribution line independently so as to facilitate the distribution of products from manufacture to customers, in shortening the existing distribution channels. 4. Maintain product quality from the dangers of trademark counterfeiting which will result in destroying the credibility and reputation of the company. TOPICS 1. SWOT Analysis in SME business. 2. Determine the dominant factors as the cause of business growth constraints. 3. Building distribution channels that can support business growth and expansion plans. 4. Building operational standard procedures for SME businesses 5. Determine the time to do research and product development that will be needed by the customer. 6. Determine the organizational culture to support sales revenue growth 7. The right marketing strategy to introduce products to customers, so as to foster customer loyalty. 8. Customer management in dealing with complaints and suggestions from customers. 9. Talent management and organization development to provide the best operational support. 10. Building a business planning to give trust to business partners who will support business growth in the long term. 11. Manage business risk to reduce the level of losses that will occur.
  • 2. METHOD 1. Transformation of knowledge and socialization of strategies to be used. 2. Simulations carried out with imitation business media processes to facilitate participants during implementation in the work environment. 3. Group Discussion to resolve various issues faced so that the solutions to be taken are in harmony with the overall vision, mission and objectives of the organization. RUN DOWN 1. Standardization of knowledge owned. 2. Transforming skills and experience in carrying out tasks and responsibilities based on job description and organizational structure. 3. Evaluate business processes and improve biased results from operational standard procedures. 4. Synergizing 2 (two) results obtained, namely; from meeting expectations, and deviating from expected. AUTHOR/CONSULTANT Setiono Winardi Independent Professional Expert with Worldwide Experience. E. winardi67@gmail.com, M. +62 813 1542 1509, Wa. +62 817 9875 789. HANDBOOK 1. S淡rensen, Hans Eibe (2012). Business Development: A Market-Oriented Perspective. John Wiley & Sons. 2. The Palgrave Encyclopedia of Strategic Management (2014) 3. Davis, C. H., & Sun, E. (2006). Business development capabilities in information technology SMEs in a regional economy: An exploratory study. The Journal of Technology Transfer, 31(1), 145-161. 4. Kind, S., & Knyphausen-Aufse, Z. (2007). What is 'business development'? The case of biotechnology. The Case of Biotechnology. Schmalenbach Business Review, 59(2), 176199. 5. Lorenzi, V., & S淡rensen, H. E. (2014). Business Development Capability: Insights from the Biotechnology Industry. Symphony. Emerging Issues in Management, (2), 1-16. 6. "What, Exactly, Is Business Development?". Forbes. Retrieved 2015-11-09. 7. Ploegmakers, Huub; Beckers, Pascal; Van der Krabben, Erwin (2017-11-15). "The impact of planning intervention on business development: Evidence from the Netherlands". Urban Studies. 55 (14): 32523273. doi:10.1177/0042098017735011. ISSN 0042-0980. PMC 6187060. PMID 30369645. 8. Poruthiyil, Prabhir Vishnu (2013-09-01). "Weaning Business Ethics from Strategic Economism: The Development Ethics Perspective". Journal of Business Ethics. 116 (4): 735749. doi:10.1007/s10551- 013-1818-8. ISSN 1573-0697. 9. Enderle, Georges (2010). "Wealth Creation in China and Some Lessons for Development Ethics". Journal of Business Ethics. 96 (1): 115. doi:10.1007/s10551-010-0453-x. ISSN 0167-4544. JSTOR 40836185. 10. Su, Hwan-Yann (2014-01-01). "Business Ethics and the Development of Intellectual Capital". Journal of Business Ethics. 119 (1): 8798. doi:10.1007/s10551-013-1623-4. ISSN 1573-0697. 11. "Journal of Business Ethics - Springer". link.springer.com. Retrieved 2019-04-18. 12. Aaker, David Strategic Market Management 2008. ISBN 978-0-470-05623-3. 13. Aaker, David Strategic Market Management 2008. ISBN 978-0-470-05623-3. 14. Sammut-Bonnici, Tanya; Galea, David (2015). "PEST analysis". Wiley Encyclopedia of Management. p. 1. doi:10.1002/9781118785317.weom120113. ISBN 9781118785317. 15. "PEST analysis". Oxford Reference.
  • 3. 16. Sammut-Bonnici, T. and Galea, F., "PEST Analysis" in Wiley Encyclopedia of Management,John Wiley, 2015, p. 5 17. Fine, L. H., The SWOT Analysis: Using your Strength to Overcome Weaknesses, Using Opportunities to Overcome Threats,Kickit LLC, 2010, 18. Piercy, N., Market-Led Strategic Change, Butterworth-Heinemann, 2009, p. 321 19. Lucas, James R (February 1998). "Anatomy of a Vision Statement". Management Review. 87 (2): 2226. 20. Aaker, D. and Mills, M. K., Strategic Market Management, Pacific-rim edition, Wiley, 2001, pp. 28 29 21. Susan E. Reid and Ulrike de Brentani, The Impact of Market Vision on Early Success with Leader Users ANZMAC, 2006 www.anzmac.org 22. Pearce, John A.; David, Fred (1987). "Corporate Mission Statements: The Bottom Line". Academy of Management Perspectives. 1 (2): 109115. doi:10.5465/ame.1987.4275821. 23. Campbell-Hunt, Colin (2000). "What have we learned about generic competitive strategy? A meta- analysis". Strategic Management Journal. 21 (2): 127154. doi:10.1002/(SICI)1097- 0266(200002)21:2<127::AID-SMJ75>3.0.CO;2-1. 24. Pierce, E. M., "Developing, Implementing and Monitoring an Information Product Quality Strategy," Proceedings of the Ninth International Conference on Information Quality, 2004 25. Rumelt, R. P., "The Evaluation of Business Strategy," in Quinn, James Brian; Mintzberg, Henry; and Robert M. James (eds), The Strategy Process, Englewood Cliffs, New Jersey, 1988 26. Stonehouse, George; Snowdon, Brian (2007). "Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness". Journal of Management Inquiry. 16 (3): 256273. doi:10.1177/1056492607306333. 27. Porter, Michael E., Competitive Strategy, Free Press, 1980; Porter, Michael E., Competitive Advantage, Free Press, 1985, p.12 28. Porter, Michael E., Competitive Advantage, Free Press, 1985, p.12 29. Godfrey, R., Strategic Management: A Critical Introduction, Oxon, Routledge, 2016 30. Stonehouse, George; Snowdon, Brian (2007). "Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness". Journal of Management Inquiry. 16 (3): 256273. doi:10.1177/1056492607306333. 31. De Kare-Silver, Michael (1997). "The Inadequacies of Existing Strategy Models". Strategy in Crisis. pp. 3757. doi:10.1057/9780230378117_4. ISBN 978-1-349-39982-6. 32. Fahy, John; Smithee, Alan (1999). "Strategic Marketing and the Resource Based View of the Firm". Academy of Marketing Science Review. 1999 (10): 120. 33. Prahalad, C. K.; Hamel, Gary (1990). "The Core Competence of the Corporation". Harvard Business Review. 68 (3): 7991. SSRN 1505251. 34. Barney, Jay (1991). "Firm Resources and Sustained Competitive Advantage". Journal of Management. 17: 99120. doi:10.1177/014920639101700108. 35. Day, George S.; Wensley, Robin (1988). "Assessing Advantage: A Framework for Diagnosing Competitive Superiority". Journal of Marketing. 52 (2): 120. doi:10.1177/002224298805200201. 36. Day, George S. (1994). "The Capabilities of Market-Driven Organizations". Journal of Marketing. 58 (4): 3752. doi:10.2307/1251915. JSTOR 1251915. 37. Hooley, Graham; Greenley, Gordon; Fahy, John; Cadogan, John (2001). "Market-focused Resources, Competitive Positioning and Firm Performance". Journal of Marketing Management. 17 (56): 503 520. doi:10.1362/026725701323366908. 38. Hooley, Graham; Broderick, Amanda; M旦ller, Kristian (1998). "Competitive positioning and the resource-based view of the firm". Journal of Strategic Marketing. 6 (2): 97116. doi:10.1080/09652549800000003. 39. Burns, Alvin C. (1986). "Generating Marketing Strategy Priorities Based on Relative Competitive Position". Journal of Consumer Marketing. 3 (4): 4956. doi:10.1108/eb008179. 40. Swan, John E.; Rink, David R. (1982). "Fitting market strategy to varying product life cycles". Business Horizons. 25: 7276. doi:10.1016/0007-6813(82)90048-9.
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