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Cant andLigthelm (2003) estimate that 70-80 percent of SMEs fail. A number of elements and challenges have beenidentified as contributing factors to the high failure rate of SMEs in SouthAfrica. The research investigates theextent to which the identified variables affect South African SMEs. The objective of this paper is to determine towhat extent SMEs experience selected challenges or issues that negativelyinfluence the success of the business. Challengesand issues include exogenous macro environmental variables and endogenousenvironmental variables, namely marketing. A questionnaire was constructed and judgementsampling was used to gather the responses of 81 SMEs. The research identified inflation and interestrates, crime and unemployment, low demand for products, the wrong pricing strategiesimplemented and the location of the business to be the major problemsexperienced by SMEs. The challenge nowis to improve the skills and capabilities of SMEs to ensure their success asthey play a vital role in the South African economy.
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International Business & Economics Research Journal June 2013 Volume 12, Number 6
2013 The Clute Institute Copyright by author(s) Creative Commons License CC-BY 707
Establishing The Challenges Affecting
South African SMEs
Michael C. Cant, University of South Africa, South Africa
Johannes A. Wiid, University of South Africa, South Africa
ABSTRACT
Cant and Ligthelm (2003) estimate that 70-80 percent of SMEs fail. A number of elements and
challenges have been identified as contributing factors to the high failure rate of SMEs in South
Africa. The research investigates the extent to which the identified variables affect South African
SMEs. The objective of this paper is to determine to what extent SMEs experience selected
challenges or issues that negatively influence the success of the business. Challenges and issues
include exogenous macro environmental variables and endogenous environmental variables,
namely marketing. A questionnaire was constructed and judgement sampling was used to gather
the responses of 81 SMEs. The research identified inflation and interest rates, crime and
unemployment, low demand for products, the wrong pricing strategies implemented and the
location of the business to be the major problems experienced by SMEs. The challenge now is to
improve the skills and capabilities of SMEs to ensure their success as they play a vital role in the
South African economy.
Keywords: Business Problems; South Africa; SMEs; Marco Environment; Micro Environment; Marketing
INTRODUCTION
MEs play a crucial role in almost all economies but particularly in developing countries with major
employment and income distribution challenges, such as South Africa. The creation and sustainability of
new SMEs are vital to the economic prosperity of a country or else it risks an economic stagnation (Fatoki
& Garwe, 2010). Kongolo (2010) states that SMEs account for roughly 91 percent of the formal business entities,
contributing between 51- and 57 percent to the GDP and 60 percent of employment in South Africa. However,
many small businesses within South Africa do not make it past the second year of trading with failure rates as high
as 63 percent (Roberts, 2010). SMEs like any other business entity are exposed to various macro environmental
variables however some of the main issues faced by SMEs include marketing, management, social, human resources
and financial related matters.
The aim of this research was to establish the challenges affecting South African SMEs. Previous research
conducted by Fatoki and Garwe (2010) investigated internal (access to finance, management skills, networking,
investment information technology and cost of production) and external environmental (economic environment,
markets, infrastructure, crime, corruption, labour and regulations) factors that can and will have an impact on a
business and focused on obstacles to the growth of new SMEs in South Africa. On the other hand, Fatoki and
Odeyemi (2010) focused on financial related challenges whereas van Scheers (2012) and Cant (2012) focused on
marketing related challenges and marketing skills shortages experienced by South African SMEs and their
implications for success. This study provides a holistic view of the various problems experienced in running a South
African SME namely; lack of marketing knowledge and management skills, social influences and lastly, human
resources and financial related matters. Brink, Cant and Ligthelm (2003) conducted a similar study which indicated
the role and effect of various macro environmental changes on the success of businesses.
Many SMEs fail in spite of support from government and private initiatives that support and develop small
businesses. SMEs experience problems not only during economic downturns but also during economic progress
(Kongolo, 2010). The aim of this study was to identify the major elements and problems affecting South African
S
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708 Copyright by author(s) Creative Commons License CC-BY 2013 The Clute Institute
SMEs. The research methodology is explained, followed by the literature review, which confirms the research
findings discussed after which some recommendations are made.
RESEARCH OBJECTIVES
The main aim of the study was to establish which challenges are perceived to negatively influence South
African SMEs by examining the following research questions:
Which macro environmental variables have an impact on South African SMEs?
Does the lack of marketing knowledge negatively affect the success of South African SMEs?
RESEARCH METHODOLOGY
The research followed a quantitative analysis of the research question to establish what the major macro
environmental and marketing related problems affecting South African SMEs are. To address this problem
adequately, the research methodology was based on the primary data collected from South African SMEs. The
sample consisted of 81 SMEs operating in the Tshwane area. To achieve a low level of error, judgement sampling
method was used. The questionnaire consisted of a set of questions which were divided into two major sections.
The first section relates to the demographics, which describe the profile of the respondent in terms of position,
involvement, and level of education, gender, age and race. The second part of the questionnaire investigated the
perceptions of the problems experienced by SMEs. The main constructs of this study are marketing, and
management problems which were measured through Likert-type scales. The basic Likert scale consisted of five
points with labels ranging from strongly disagree to strongly agree. The data is quantified and analysed by
examining the frequency of occurrences and the importance of the problem. A frequency distribution will be used
once all the data has been accumulated. Zikmund (2009) states that a frequency distribution shows in absolute or
relative terms how often the different values of the variable are actually encountered in the sample.
LITERATURE REVIEW
A SME is described by the National Small Business Act of South Africa of 1996, as amended in 2003, as:
“…a separate distinct entity including cooperative enterprises and non-governmental organisations managed by
one owner or more, including branches or subsidiaries if any is predominately carried out in any sector or sub-
sector of the economy mentioned in the schedule of size standards and can be classified as SME by satisfying the
criteria mentioned in the schedule of size standards(Government Gazette of the Republic of South Africa, 2008).
The various challenges identified that prevent the creation of new SMEs are also those that are the cause of the high
failure rates within South Africa and are discussed below.
Macro and Market Environment
SMEs like any other business entity need to be aware of changes in the external environment, which
includes changes taking place in the economic, social, political, technological and international environment. The
major variables that impact South African SMEs include interest and exchange rates, inflation, unemployment,
crime, HIV/Aids, technological advancements and government legislation (Brink & Cant, 2003). It is crucial that
the owner or manager be aware of these external variables to minimise any negative effects and be able to swiftly
adapt to these changes in order to take advantage of possible opportunities as well as to ward off any threats (Sha,
2006).
As with all businesses, SMEs face challenges posed by the economic climate in a country as the economic
factors have a direct impact on the consumption patterns of consumers and significantly affects all businesses in all
sectors (Fatoki & Garwe, 2010). A few years ago the interest rate was more than 18 percent which had a significant
impact on consumers and businesses alike in terms of spending power. Since the economic slowdown from 2008,
interest rates worldwide has dropped with some countries having a 1 percent interest rate and South Africa standing
at a prime rate of 7 percent - the lowest in decades. Economic variables include interest and exchange rates and
inflation, all of which influences the demand for goods and services (Fatoki & Garwe, 2010). Another serious
International Business & Economics Research Journal June 2013 Volume 12, Number 6
2013 The Clute Institute Copyright by author(s) Creative Commons License CC-BY 709
macro environmental factor is the high levels of crime in South Africa. Due to the high incidents of crime,
businesses are incurring huge costs to safeguard not only goods but customers as well. In addition, SMEs in South
Africa, as is the case all over the world, have to pay registration and licenses fees and pay taxes as part of
government legislation which has an impact on its growth (Fatoki & Garwe, 2010). A good knowledge of the
market environment is also required for SMEs. They need to know who their customers are, what they buy, how
they buy, where they buy and when they buy in order to be able to meet their needs and demands and to survive.
The target market area is therefore very important to a business as the composition of this environment has an
impact on the skills needed and the actions to be followed. This environment also includes the competitors in the
market and it is imperative that the business knows who they are, where they are and what they offer.
Micro Environment
Insufficient management skills, expertise in functional areas such as marketing and human resources, and
financial knowledge are the major causes of SME failures (Brink & Cant, 2003). The most relevant issue faced by
most SMEs are marketing related problems.
Marketing is a fundamental yet overwhelming concept for most SMEs as many struggle to employ it
effectively (Van Scheers, 2012). Marketing factors such as competition, low demand for products, not being able to
meet customer needs, wrong pricing strategies, lack of knowledge, poor location, product variety and branding, all
have an impact on SMEs. Dockel and Ligthelm (2009) point out that SMEs undertake little marketing activities as
they have difficulties managing the various marketing challenges stated above. Secondary research indicate that
SME owners perception on marketing related challenges is that they lack time or funds to invest in research to
establish their target market, customer trends and marketing in general (Van Scheers, 2012).
RESEARCH FINDINGS
The previous section provided a review of literature on problems experienced by SMEs. This section
reports on the key findings from the research conducted. Completed questionnaires were received from 81
respondents (n=81) who either own or manage a SME in the Tshwane area.
Figure 1: The type of business
Sole Proprietor
60%
Close corporation
32%
Partnership
5%
Private company
3%
Business type
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710 Copyright by author(s) Creative Commons License CC-BY 2013 The Clute Institute
79%
6%
5%
5%
48%
16%
23%
12%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Africans | 18-30
Asian | 31-40
Coloureds | 41-50
Indians | 51-60
Whites|60-older
Race
Age
Survey Population Characteristics
Respondents were asked to indicate their business type, socio-economic and demographic information for
the purpose of the study. Questions such as the respondents’ occupational level, gender, age and racial group were
asked in the demographics section of the questionnaire. The following information were gathered from the
respondents and used to establish the demographic profile of respondents who participated in the study.
As illustrated in Figure 1, the sample consisted of 60 percent sole proprietors, 32 percent close
corporations, 5 percent partnerships and 3 percent private companies. Figure 2 below illustrates the position held by
respondents who participated in the study. Exactly half (50%) of the respondents are both the owner and the
manager, while 32 percent are just a manager and 18 percent are just the owner.
Figure 2: The position held by the respondent
Figure 3: Race and age of respondents
Figure 3 graphically portrays the racial and age profile of respondents who participated in the study. Just
fewer than eight in every ten SMEs (79%) were owned or managed by Africans, 6 percent by Asians and 5 percent
by Coloureds, Indians and Whites respectively. On the other hand, about half (48%) of respondents are between the
ages of 18-30, 16 percent between the ages of 31-40, 23 percent between the ages of 41-50 and 12 percent between
the ages of 51-60.
Both owner and
mananger, 50%
Manager, 32%
Owner, 18%
Respondent position
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Figure 4: The level of education of respondents
Figure 4 illustrates the level of education of the respondents. About a third (35%) of respondents did not
graduate matric, while the rest have matric (6%), an undergraduate degree (12%) and a post-graduate degree (12%).
Roughly two thirds of the respondents are male (58%) and the rest are female (42%).
Macro Environment
This question in the survey was in the form of a 5-item Likert scale. Respondents were asked to indicated
whether they strongly disagreed (1) or strongly agreed (5) with the statement. The mean is calculated by adding a
list of scores and dividing them by the total number of scores (Wellman, Kruger & Mitchell, 2007). Standard
deviation is the most commonly used and most important measure of variability in statistics which uses the mean as
reference point and measures variability by calculating the distance between each score and the mean (Gravetter &
Wellnaue, 2009). Table 1 depicts the mean scores and standard deviation of the impact that macro environmental
variables have on SMEs.
Table 1: Macro environmental variables*
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
Total
Mean
3.789
2.947
3.868
3.921
4.658
2.684
2.947
4.053
3.650
St. Deviation
1.018
1.089
0.414
1.1
0.745
0.873
1.138
0.692
0.922
* Measurement was done on a 5-point Likert scale, whereby 1 = Strongly disagree and 5 = Strongly agree.
From Table 1 it can be seen that the highest degree of agreement was for statement 5, “crime” (Mean =
4.658). This is followed by statement 8, “government legislation” (Mean = 4.053) and then statement 4,
unemployment (Mean = 3.921). The lowest degree of agreement was found to have come from statement 6,
HIV/Aids(Mean = 2.684). The standard deviation for statement 7, “technological advances” is high, indicating a
large distribution of value in the question.
From the statements that were asked, it is clear that the macro environmental variables listed do affect
SMEs, with a total mean score of 3.650 and standard deviation of 0.922. Figure 5 is thus indicative as to these
statements and graphically presents the degree of agreeability and disagreeability.
35%
6%
6%
12%
12%
Did not matriculate
Certificate only
Diploma only
Undergraduate degree
Post graduate degree
Level of education
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712 Copyright by author(s) Creative Commons License CC-BY 2013 The Clute Institute
Figure 5: Macro environmental variables affecting SMEs
The majority of respondents agreed that crime impacted SMEs (93.2%) and government legislation plays
an important role (81.1%). It is also evident from Figure 5 that respondents agree that, unemployment (78.4%),
inflation (77.4%) and interest rates (75.8%) also influences SMEs. Only about half of the respondents (53.7%)
stated that HIV/Aids affected their business.
It is evident that crime is a major issue not only affecting SMEs but South Africa as a whole. SMEs likely
have direct losses due to theft and indirect losses due to security costs, both reducing profits and averting funds that
could have been invested into the business. In addition, the majority of SMEs require funding from financial
institutions and therefore interest rates is a key distress. On the other hand, inflation not only affects SMEs but also
their consumers as it increases the costs of goods and decreases their disposable income. Inflation results in the
increase of expenses which again reduces the profits of SMEs and diverts investment to ensure the growth and
success of the business. The various variables mentioned above may result in the matter of unemployment, as
crime, interest rates and inflation are burdens on SME funds therefore businesses simply do not have the necessary
means to hire staff. Lastly, even though the South African government has various initiatives to support SMEs the
various legislations in place make it difficult to start up, run and grow SMEs within the country.
Marketing Related Issues
In this 5-point Likert-scale question, respondents were asked to rate nine statements. These statements
attempted to determine the various marketing related problems that SMEs experienced. Respondents had to indicate
whether they strongly disagree (1) or agree (5) with each of these statements. Table 2 depicts the mean scores and
standard deviation of the perception of SMEs and the marketing problems they experience.
Table 2: Marketing related issues*
5.1
2.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Total
Mean
3.816
4.158
3.289
4.184
3.316
2.895
4.079
4.105
2.868
3.868
3.658
St. Deviation
0.692
0.594
0.835
0.73
1.016
1.06
0.749
0.863
1.277
0.704
0.852
* Measurement was done on a 5-point Likert scale, whereby 1 = Strongly disagree and 5 = Strongly agree.
From Table 2 it can be seen that the highest degree of agreement was for statement 5, “wrong pricing
strategies” (Mean = 4.184). This is followed by statement 2, “low demand for products” (Mean = 4.333) and
8.1
5.4
0.0
0.0
0.0
2.8
0.0
0.0
5.4
37.8
0.0
22.2
2.6
50.0
55.6
2.8
73.0
27.0
80.6
41.7
10.3
16.7
22.2
41.7
13.5
8.1
2.8
36.1
79.5
2.8
13.9
33.3
80 60 40 20 0 20 40 60 80 100
4.1 Interest rates.
4.2 Exchange rates.
4.3 Inflation.
4.4 Unemployment.
4.5 Crime.
4.6 HIV/ Aids.
4.7 Technological advancements.
4.8 Government legislation.
Macro environmental variables
Strongly disagree
Disagree
Agree
Strongly agree
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statement 8 “the location of my business”. The lowest degree of agreement was found to have come from statement
9, “the variety of product offerings” (Mean = 2.868).
From all the statements that were asked, the lack of marketing knowledge negatively affects the success of
SMEs, with a total mean score of 3.658 and a total standard deviation of 0.852. Figure 6 illustrates this statement
and presents the degree of disagreeability and agreeability.
Figure 6: Marketing related issues
Figure 6 illustrates the various marketing related issues that SMEs encounter. The majority of respondents
agreed that the wrong pricing strategies being implemented (83.7%) and a low demand for their products (83.2%)
are major concerns followed by “the location of my business” (82.1%) and knowledge of my target market (82.1%).
It is also evident from Figure 6 that respondents agree that competition (76.3%) and “brands” (77.4%) also influence
SMEs. Only about half of the respondents stated “knowledge of the industry (57.9%) and “the variety of my
product offering” (57.4%) affected their business.
The issues of the wrong pricing strategies and low demand for products could go hand in hand as the prices
could either be too low resulting in consumers thinking the quality of the product may not be up to standard or too
high resulting in consumers seeking competitors products. Alternatively, the low demand for products could be
that the SMEs do not have sufficient knowledge of their target audience in order to market and adjust their strategies
accordingly. Conversely the location of the business could simply be the reason as to why there are low demands
for products as it is inconvenient for the consumers to purchase from the business.
A brand is an important concept in marketing. SMEs, due to its nature, may struggle to build a reputable
brand name that consumers acknowledge and trust. As a result, competitors with established well known brands are
an issue that SMEs need to overcome. On the other hand, even competition with other SMEs need to be addressed
as they may have trouble building their brand which differentiates them from competitors.
As mentioned above, the various macro environmental variables reduce profits and avert funds that could
have been invested into the business elsewhere causing many SMEs to not have sufficient resources available to
invest in their marketing strategies.
0.0
0.0
0.0
0.0
0.0
5.4
0.0
0.0
13.9
0.0
7.1
2.7
20.0
2.7
27.0
37.8
2.7
11.1
30.6
5.6
53.6
70.3
36.7
51.4
32.4
21.6
51.4
55.6
5.6
63.9
14.3
24.3
10.0
35.1
13.5
8.1
29.7
33.3
19.4
13.9
60 40 20 0 20 40 60 80 100 120
5.1 Competition.
5.2 Low demand for products.
5.3 Not meeting customer needs.
5.4 Wrong pricing strategies.
5.5 Knowledge of my business.
5.6 Knowledge of the industry.
5.7 Knowledge of the target market.
5.8 The location of my business.
5.9 The variety of my product offering.
5.10 Brands.
Marketing related issues
Strongly disagree
Disagree
Agree
Strongly agree
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LIMITATIONS
The limitations of this study need to be acknowledged and taken into consideration before any
recommendations are made. Firstly the sampling size that was used was very small (n= 81), therefore variables
identified cannot be generalised to be representative of all South African SMEs. Secondly, since the sample size is
so small, it is evident that not all SMEs were approached therefore the results cannot be representative of all SMEs
in the Tshwane region.
RECOMMENDATIONS
It has been emphasised that SMEs play a crucial role in the economy, but many struggle to operate in the
complex and competitive business environment. Even though macro environmental and marketing variables are
universal, some are country or region specific. For instance, the study shows that crime is the leading macro
environmental variable affecting South African SMEs.
Training programmes and workshops targeting SMEs should incorporate the key variables identified in
order to be focused and specific on the problems experienced by South African SMEs and allow for
practical application of concepts and procedures.
Associations and representative bodies should be formed which focuses on the key variables such as crime
prevention tips and methods.
Negotiations should be done with local government to increase its role in supporting SMEs according to the
specific key variables identified
The marketing of SMEs should include aspects of the “Proudly South African” initiative and also the
endorsement of supporting local SMEs.
CONCLUSIONS
SMEs in South Africa play an essential role in the development of South Africa’s economy and have
become the primary source of job creations. These SMEs are faced with a variety of exogenous and endogenous
variables which are not only affecting its day to day business but its long term success and survival. The aim of this
study was to determine the key variables specifically affecting South African SMEs. The research formulated two
objectives to establish the key macro environmental and marketing variables affecting South African SMEs. The
results reflected in the study indicate that crime, government legislation, unemployment and inflation and interest
rates are the key macro environmental variables affecting South African SMEs. On the other hand, the wrong
pricing strategies, low demand for products, location of the business and the knowledge of the target audience are
the main marketing variables. Future research can be done on other regions and sectors in South Africa and
comparisons can be done.
AUTHOR INFORMATION
Prof. Michael C. Cant is the CoD of the Department of Marketing and Retail Management at the University of
South Africa (UNISA). He has published over 30 accredited articles in refereed journals and is the editor and author
of more than 30 books in marketing. These books are widely prescribed at universities in South Africa. He has
presented papers at more than 45 international conferences all over the world and is a well respected marketing and
retail scholar. He holds a DCom in Marketing from the University of South Africa. Prof. Michael C. Cant, DCom,
University of South Africa (UNISA), Department of Marketing and Retail Management, P. O Box 329, UNISA,
0003, South Africa. E-mail: cantmc@unisa.ac.za (Corresponding author)
Prof. Johannes A. Wiid is an Associate Professor in the Department of Marketing and Retail Management at the
University of South Africa. He has published extensively in various refereed journals and is the editor and author of
more than 5 books in marketing. These books are widely prescribed at universities in South Africa. He holds a
DCom in Marketing from the University of Johannesburg. E-mail: jwiid@unisa.ac.za
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REFERENCES
1. Brink, A., Cant, M.C. & Ligthelm, A. (2003). Problems experienced by small businesses in South Africa.
Retrieved from:
http://www.cecc.com.au/programs/resource_manager/accounts/seaanz_papers/NewdocCant.pdf
2. Cant, M.C. & Lightelm, A. (2003). Small business problems in the South African context: a proactive
entrepreneurial approach. Retrieved from:
http://www.itdweb.org/smeconference/documents/plenary/PI%20Berry%20ENG.pdf
3. Fatoki, O. and Garwe, D. (2010). Obstacles to the growth of new SMEs in South Africa: a principal
component analysis approach. [Online] available from:
http://www.academicjournals.org/AJBM/PDF/pdf2010/May/Olawale%20and%20Garwe.pdf
4. Fatoki, O. & Odeyemi, A. (2010). The determinants of access to trade credit by new SMEs in South Africa.
Retrieved from:
http://www.academicjournals.org/ajbm/PDF/pdf2010/4Oct/Olawale%20and%20%20Akinwumi.pdf
5. Government Gazette of the Republic of South Africa. (2003). National small business amendment act.
6. Kongolo, M. (2010). Job creation versus job shedding and the roles of SMEs in economic development.
Retrieved from: http://www.academicjournals.org/Ajbm/PDF/pdf2010/4Sept/Kongolo.pdf
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http://www.businesslive.co.za/southafrica/sa_companies/2010/11/16/small-business-failure-rate-63-in-first-
two-years
8. Sha, S. (2006). An investigation into problems facing small-to-medium sized enterprises in achieving
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9. Van Scheers, L. (2012). Marketing related challenges of small and medium enterprises (SMEs) in
developing African countries: the South African challenge.
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NOTES
... SMEs are one of the most practical means of assisting endeavours to reduce unemployment in South Africa (Hlahane, 2018). Cant and Wiid (2013) supported this argument, stating that SMEs in South Africa play an important part in the country's economic growth and have become the major source of employment creation. ...
... Furthermore, many people rely on SMEs for a living, either directly or indirectly (Kongolo, 2010). SMEs play an important role in practically all economies, but especially in emerging nations with significant employment and income distribution difficulties, such as South Africa (Cant & Wiid, 2013). ...
... Fatoki (2014) also claimed that in South Africa, between 70% and 80% of SMEs fail, and that 440 000 small enterprises had closed in the first five years of operation. However, Cant and Wiid (2013) estimated that 63% of South African SMEs fail after their second year of operation. Despite the differing statistics, it is obvious that all authors agreed that the failure rate of SMEs remains significant. ...
Thesis
Small, Medium and Micro Enterprises (SMMES), generally abbreviated as SMEs, are enterprises that have revenues, assets or number of employees that are below a certain level. Each country applies an industry-specific criteria when determining enterprises that meet the definition of an SME (Ward, 2020). According to Faye and Goldblum (2022), SMEs are essential employers, and they are vital in job creation. In creating jobs, SMEs thus, contribute to alleviation of poverty and this leads to an improvement in the standards of living of a country’s inhabitants. Through improved employment levels from job creation contributed by SMEs, a country’s economy also grows. The COVID-19 pandemic has resulted to extensive job losses in developing countries because many SMEs contracted their workforce during the pandemic (Faye & Goldblum, 2022). Many non-essential service businesses were prohibited from operating during the pandemic. Governments around the world introduced strict measures to contain the impact of the coronavirus and these included restrictions on travel, business operations and face-to-face interactions (Organisation for Economic Co-operation and Development, 2020). The president of South Africa announced that people needed work permits that would allow them to go to work if they were essential workers, or provided essential services if they were self-employed (Pretorius, 2020). This is how strict the restrictions were, thereby completely blocking non-essential service SMEs from operating. Hence, the objective of the study was to determine the impact of COVID-19 on the Pay TV installation sector in Johannesburg and inferences were made for SMEs in general, with regards to how they were impacted by the COVID-19 pandemic. Based on the research primary and secondary objectives, literature review was conducted, identifying the contribution of SMEs on a country’s social status and economic growth. Other aspects that were reviewed in existing literature included but not limited to factors that contribute to the success and failure of SMEs, challenges faced by SMEs in South Africa, SMEs resilience at times of crises and impact of COVID-19 on SMEs. The study followed a qualitative research approach, and six open-ended questions were asked during the interviews with participants. The aim was to allow participants to express themselves genuinely and authentically to gain a better insight of the impact of COVID-19 on SMEs. vi The demographic data of the participants included the ages of the participants, the ages of the participants’ businesses and the number of employees of the participants’ businesses. It was crucial to include the demographic data for the following reasons: • The age of the founder of a business could indicate maturity of the founder and likelihood of their business success or failure. • The older the business, the higher the chances of it being resilient in times of crises. • The number of employees a business has indicates the strength of its manpower, and in most cases, manpower is proportional to productivity. The empirical results indicated that Pay TV businesses have been strongly affected by COVID-19 and it would take several years for them to fully recover to the profitability levels they used to achieve before the pandemic. The empirical results also indicated that the Pay TV industry is saturated in the Gauteng province, resulting to loss of hope for business success in this sector. One of the common themes that emerged from the data collection and analysis phases of the study was the negative impact of loadshedding on small businesses. Some participants indicated loadshedding as having far worser impact on business profitability than did COVID-19. Keywords: Pay TV, installers, SMEs, COVID-19, essential, restrictions, resilience, loadshedding
... They are further given a general overview of the organizational working environment including for example working systems, technology, and office layout, briefed about the existing organizational culture, health and safety issues, working conditions, processes and procedures (Kulkarni, 2013). Conferences: A as a training method involves presentations by more than one person to a wide audience (Cant &Wiid, 2013). It is more cost effective as a group of employees are trained on a particular topic all at the same time in large audiences. ...
... Off the job is argued to be more effective since employees are away from work place and their concentration is fully at training. Depending on the knowledge needed, organization's structure and policies, the trainers too may be coming within the corporation or outside the organization (Cant &Wiid, 2013). ...
Article
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The study examined the impact of employee training on organizational performance done at Mukono District Local Government. It was carried out using an explanatory research design where both qualitative and quantitative research approaches were used. The data were collected using questionnaires and interviews and during the data collection, stratified sampling method was used. A sample size of 92 respondents who were management and staff of MDLG was also used in the study. From the findings, the results highlighted the importance of training needs assessment in aligning training objectives, Job rotation and formal training courses were identified as effective training methods, while coaching and mentoring also contributed positively. Furthermore, conducting assessments, giving tests, and monitoring employee progress through training evaluation were found to enhance organizational performance. These findings underscore the significance of a comprehensive and well-structured training and evaluation process in fostering growth and success within MDLG. In conclusion, implementing these practices can lead to continued improvement in organizational performance and ultimately contribute to the success of the district. Finally, the study recommends that MDLG should prioritize and strengthen training needs assessment to align training programs with organizational goals and employee development needs. Additionally, MDLG should invest in effective training methods such as job rotation and formal training courses, while promoting coaching and mentoring for skill development. Establishing a comprehensive training evaluation process, fostering a learning culture, encouraging collaboration and knowledge sharing, and conducting long-term impact assessments will contribute to continuous improvement and enhance organizational performance in MDLG.
... Firstly, there is a significant lack of research on the unique marketing methods used by small businesses in the Durban CBD. Although there is a wealth of study on marketing mix techniques in general, there is a lack of knowledge on their specific application in Durban's CBD (Cant & Wiid, 2013). Furthermore, small businesses frequently face limitations in terms of both financial resources and specialised knowledge required to create intricate marketing strategies. ...
Article
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In an incisive analysis of the marketing mix's impact on small retail businesses in Durban's Central Business District (CBD), this study scrutinizes the extended 7Ps framework: product, price, place, promotion, process, people and physical evidence. Utilizing a quantitative methodology, data from 217 owner-managers, captured via a 5-point Likert scale, were analysed through ANOVA and Tukey's HSD tests, unearthing deep insights. The findings disrupt conventional marketing paradigms, revealing that an intense focus on product attributes does not correlate with enhanced performance. Small businesses that maintained competitive, yet balanced pricing mechanisms outstripped are those that engages in fierce price wars, underscoring the dangers of excessive price reductions. Strategic promotional activities and well-considered choice locations were pivotal, whereas overemphasis on physical evidence and internal processes proved detrimental. The study results advocate for a balanced, strategic approach to the marketing mix, urging small businesses to rethink traditional priorities. This study offers crucial guidance for business owners seeking to optimize performance and calls for targeted policy measures to support the retail sector’s growth and sustainability.
... It has been found in several studies that many spaza shop owners do not possess the necessary business skills or entrepreneurial expertise to be competitive (Cant & Wiid, 2013, Ligthelm,2012Woodward, Rolfe, Ligthelm & Guimaraes, 2011). This lack of skills seems to be quite diverse issue, including the inexistence of business planning, bad choice of business location, poor customer service, lack of market analysis, non-existence of marketing and a complete absence of financial management (Franco & Haase, 2010;Khosa & Kalitanyi, 2014;Olawale & Meyer et al.,2018).Furthermore, a study in the Nelson Mandela Metropolitan Municipality identified gaps in the management of 60 spaza shops with purchasing, financial and information management functions as the worst areas (Perks, 2010). ...
Article
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The purpose of this study was to investigate whether spaza shop (tuck shop) owners in South Africa utilise mobile communication technologies. Secondly, it evaluated opportunities created using mobile communication. Interviews were conducted with 110 small, micro- and medium enterprises (SMMEs) operating spaza business shops in Mkhuhlu and Calcutta in the Bushbuckridge Municipality in Mpumalanga. Police officers, residents of South Africa, Somalians and Indians were interviewed. Data were collected through self-completion questionnaires. Interviews were conducted in English as most of the races did not understand an African language. Findings more technical and Technological skills are needed for the township business owners. Safety and security must support SMMEs in townships by protecting their owners and their resources against criminals.
... This study submits that inclusive business approaches facilitate access to markets for SMEs, through procurement and supply chains, as a means to encourage active contribution towards economic development. It is also important to highlight that the role of SMEs is magnified in promoting local economic development, as economic opportunities that are afforded to such enterprises are able to stimulate job creation and extend the distribution of economic gains to the wider community (Rogerson, 2014;Cant and Wiid, 2013). ...
Conference Paper
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There is much research on the need for organisations to act responsibly and advance sustainability. However, empirical evidence on how the adoption of responsible procurement and inclusive business practices in developing economies is lacking. To explore the influence of responsible procurement practices by advancing inclusive business approaches in South Africa. The study used the quantitative research survey approach: research data was collected using an online survey where 249 were usable and considered for statistical data analysis. Hypothesised structural relationships comprised in the conceptual framework were tested using Structural Equation Modeling (SEM) data analysis technique. Statistically significant relationships were those that involved sustainable procurement. The findings may be used to implement strategies for promoting inclusive business approaches with the aim of facilitating increased market access and resources. The study provides evidence for positioning responsible procurement and inclusive business models in developing economies.
Chapter
This chapter evidences indigenous entrepreneurship in South Africa. The aim is to ascertain how a generic enterprise Broad-Based Black Economic Empowerment (B-BBEE) strategy fosters indigenous entrepreneurship and enhances employee satisfaction. This study explores the indigenous people means of management and entrepreneurship. The two research objectives are, namely, to determine how a generic enterprise B-BBEE strategy promotes indigenous entrepreneurship; to identify the factors of employee satisfaction that boost indigenous entrepreneurship. The methodology is categorised as quantitative research, which was conducted in a chemical generic enterprise located in Durban, South Africa. A quantitative research method, the questionnaire, was used to collect primary data. The study population consisted of 113 employees and five employers, with a total response rate of 89% of employees and 100% of employers. The findings revealed that the enterprise B-BBEE strategy was aligned to the five scorecard elements of the B-BBEE Act. Further to this alignment, it was identified that the generic enterprise B-BBEE strategy includes B-BBEE initiatives and training opportunities for employees and communities, which contribute to their education and welfare. Recommendations were provided for the enterprise to evaluate the B-BBEE legislation requirement to aid with resourceful strategy development, implementation, and continual improvement.
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This qualitative case study delves into the profound impact of load-shedding, the deliberate and temporary interruption of electricity supply, on small and medium (SMEs) in the Enoch Mgijima Local Municipality (EMLM) of South Africa. The study, conducted within an interpretive research paradigm and a qualitative methodology, provides a nuanced understanding of how institutional forces shape SMEs' behavior, decision-making, and overall functioning in the face of energy disruptions. The persistent power cuts due to load-shedding have had a substantial toll on the survival of SMEs in the EMLM, with businesses across diverse sectors, including hospitality, beauty, manufacturing, retail, and services, struggling to maintain operations. The study brings to light the multifaceted challenges SMEs face, such as disruptions to daily activities, equipment damage, and significant financial losses. It also presents a concerning trend of layoffs by SMEs in the region, contradicting the National Development Plan’s (NDP) employment creation goals. The findings provide valuable insight for policymakers, researchers, and stakeholders, underlining the urgent need for collaborative efforts to develop tailored programs, promote alternative energy sources, and advocate for policies that prioritize the energy needs of SMEs. The study acknowledges limitations related to geographical specificity, temporary constraints, and data source reliance and recommends further research to extend the geographical scope, conduct longitudinal analyses, and incorporate diverse data collection methods. By addressing these limitations, further studies can contribute to a more comprehensive understanding of the broader challenges and potential solutions faced by SMEs amid energy-related crises.
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Abstrak: Desa Gandamekar memiliki produk unggulan namun dalam pemanfaatannya belum dilakukan secara maksimal sehingga produksi hanya sebatas menjual tape singkong. Permasalahan selanjutnya yang umum dialami yaitu permasalahan keuangan terutama dalam penentuan harga jual. Pelaku UMKM masih menghitung penentuan harga produknya dengan mengira-ngira sehingga pelaku usaha tidak mengetahui apakah produk yang ditawarkan memberikan keuntungan ataukah sebaliknya. Dalam memberikan solusi ini dilaksanakan proses penyelesaian dengan tiga tahapan diantaranya analisis kebutuhan, sosialisasi dan pembinaan kegiatan produksi (diversifikasi produk), hingga sosialisasi dan pelatihan penentuan harga pokok produksi serta harga jual produk. Subjek penelitian berjumlah 55 pelaku UMKM di Desa Gandamekar Kabupaten Garut. Evaluasi pelaksanaan menggunakan kuesioner. Hasil menunjukkan pemahaman atas materi yang disampaikan mencapai 75,09 persen sehingga sosialisasi dan pelatihan dapat terkategorikan baik. Sosialisasi diversifikasi produk dengan mengenalkan ide kreatif pengolahan singkong yang dapat menginspirasi dalam meningkatkan nilai tambah serta mengetahui jenis biaya yang menjadi dasar perhitungan harga pokok produksi secara manual hingga melalui aplikasi.Abstract: Gandamekar Village has superior products but its utilization has not been carried out optimally so that production is only limited to selling cassava tape. The next problem that is commonly experienced is financial problems, especially in determining selling prices. MSME players still calculate the determination of the price of their products by guessing so that business actors do not know whether the products offered provide benefits or vice versa. In providing this solution, a settlement process is carried out with three stages including needs analysis, socialization and coaching of production activities (product diversification), to socialization and training on determining the cost of goods produced and selling prices of products. The research subjects amounted to 55 MSME actors in Gandamekar Village, Garut Regency. Evaluation of implementation using questionnaires. The results showed that the understanding of the material presented reached 75,09 percent so that socialization and training could be categorized well. Socialization of product diversification by introducing creative ideas for cassava processing that can inspire in increasing added value and knowing the types of costs that are the basis for calculating the cost of goods produced manually through the application.
Chapter
Logistics and supply chains as critical functional areas of operations have evolved regarding effectiveness. This evolution has implications regarding the dependability of the organisational ability to adapt and adopt relevant metrics to responsibly deliver value to organisational customers and stakeholders. Initiating and sustaining this balance pose a challenge to most organisations regarding enhancing responsible logistics and supply chain effectiveness amidst navigating emerging operational challenges. Organisations operating in emerging economies, like those operating in developed climes, need to leverage internal and external operational capabilities to resolve evolving challenges in tandem with the need to provide value to their customers responsibly. Thus, this chapter will focus on responsible logistics and supply chain framework, critical challenges in driving efficient and effective logistics, and supply chain operations in emerging economies relating to dimensions of green operations. It will also provide a framework for creating a sustainable cum responsible logistics and supply chain architecture to adapt to eco-friendly logistics practices; sustainable supply chain architecture is geared towards the responsible, innovative drive for technology, people, and the environment.
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SMEs have historically played an important role in contributing to economic development of many countries around the world. Naturally all businesses start as small businesses or even start out of small businesses initiated by individuals. Evidence from this study shows that SMEs represent vast portion of businesses in developing countries including South Africa. In South Africa, SMEs account for about 91% of the formal business entities, contributing to about 51 and 57% of GDP, providing almost 60% of employment. The main challenges affecting SMEs in South Africa include lack of management skills, finance, access to bank credit, access to markets, appropriate technology, low production capacity, recognition by big companies, lack of interest, long bureaucracy processes, and support for the roles that small businesses can play in economic development. This study re-assesses the role of SMEs in creating jobs, boost, enhance and support economic development in South Africa.
Article
The paper investigated the obstacles to the growth of new SMEs in South Africa using the principal component approach. New SMEs are seen as a significant component of the solution to South Africa's development issues. However, most new SMEs do not grow; their failure rate in South Africa (75%) is one of the highest in the world. The objective of the study was to investigate the internal and external environmental obstacles to the growth of new SMEs. As a new business develops, it exists and survives in an environment characterized by both internal and external factors which impact negatively on the new business' survival. Thirty variables were identified as obstacles. The principal component analysis with varimax rotation was used to reduce the variables to five clusters. The most important obstacle was termed Financial which is largely an internal factor. The other obstacles respectively as determined by the PCA were Economic (external), Markets (external) Management (internal) and Infrastructure (external).
Article
This study investigates empirically the determinants of access to trade credit by new SMEs in the Eastern Cape Province of South Africa. The review of literature revealed that non-availability of finance especially trade credit is one of the primary reasons for the high failure rate of new SMEs in South Africa. Data was collected through self-administered questionnaire from 417 respondents out of which only 71 were able to access trade credit. The results of the logistic regression indicate that managerial competency, the availability of business plan, belonging to trade associations, previous relationship, location, business size, insurance and incorporation are significant determinants of access to trade credit by new SMEs in South Africa.
Problems experienced by small businesses in South Africa Retrieved from: http://www.cecc.com.au/programs/resource_manager/accounts/seaanz_papers Small business problems in the South African context: a proactive entrepreneurial approach
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Brink, A., Cant, M.C. & Ligthelm, A. (2003). Problems experienced by small businesses in South Africa. Retrieved from: http://www.cecc.com.au/programs/resource_manager/accounts/seaanz_papers/NewdocCant.pdf 2. Cant, M.C. & Lightelm, A. (2003). Small business problems in the South African context: a proactive entrepreneurial approach. Retrieved from: http://www.itdweb.org/smeconference/documents/plenary/PI%20Berry%20ENG.pdf 3.
The determinants of access to trade credit by new SMEs in South Africa Retrieved from: http://www.academicjournals.org/ajbm National small business amendment act
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Fatoki, O. & Odeyemi, A. (2010). The determinants of access to trade credit by new SMEs in South Africa. Retrieved from: http://www.academicjournals.org/ajbm/PDF/pdf2010/4Oct/Olawale%20and%20%20Akinwumi.pdf 5. Government Gazette of the Republic of South Africa. (2003). National small business amendment act.
Job creation versus job shedding and the roles of SMEs in economic development Retrieved from: http://www.academicjournals.org/Ajbm
  • M Kongolo
Kongolo, M. (2010). Job creation versus job shedding and the roles of SMEs in economic development. Retrieved from: http://www.academicjournals.org/Ajbm/PDF/pdf2010/4Sept/Kongolo.pdf 7.
Small business failure rates as high as 63% in first two years
  • J Robert
Robert, J. (2010). Small business failure rates as high as 63% in first two years. Retrieved from: http://www.businesslive.co.za/southafrica/sa_companies/2010/11/16/small-business-failure-rate-63-in-firsttwo-years
Small business problems in the South African context: a proactive entrepreneurial approach
  • A Brink
  • M C Cant
  • A Ligthelm
Brink, A., Cant, M.C. & Ligthelm, A. (2003). Problems experienced by small businesses in South Africa. Retrieved from: http://www.cecc.com.au/programs/resource_manager/accounts/seaanz_papers/NewdocCant.pdf 2. Cant, M.C. & Lightelm, A. (2003). Small business problems in the South African context: a proactive entrepreneurial approach. Retrieved from: http://www.itdweb.org/smeconference/documents/plenary/PI%20Berry%20ENG.pdf
Marketing related challenges of small and medium enterprises (SMEs) in developing African countries: the South African challenge
  • L Van Scheers
Van Scheers, L. (2012). Marketing related challenges of small and medium enterprises (SMEs) in developing African countries: the South African challenge.