Strategy for SMEs in the area of primary agricultural production

Abstract

Th e goal of the paper was to defi ne recommendations of a suitable business strategy for SMEs in the area of primary agricultural production. First, the external environment was analysed to defi ne suitable recommendations for the industry, and also to discover opportunities and threats through fi tting strategic analyses, that aff ect the aforementioned businesses. Secondly, it was necessary to get familiar with the internal environment and functioning of specifi c businesses in the industry (namely those that operate in the Western region of Prostějov at the foot of the Drahanska Highlands) and to evaluate their effi ciency to defi ne their strengths and weaknesses. Th e paper demonstrates that there is a wide range of means that can be taken advantage of when defi ning fi tting strategies for agricultural businesses, e.g. the Porter's Five Forces Model, the IFE and the IE Matrix, the SWOT Matrix as well as the general strategies by Ansoff . Among the most important recommendations for increasing the competitiveness of SMEs in the agricultural industry, there belong: taking advantage of all the suitable agricultural subsidies, taking advantage of accredited agricultural advisors, making sure that the legal requirements of governmental bodies are met, increasing revenues for arable farming (through a good quality seed stock, chemicals and fertilizers, the foundation of suitable storage facilities in order to postpone the sales of the grain after the harvest season), creating sales cooperatives/associations to balance the competing force of buyers, rejuvenating the workforce, solidifying the ownership structure in the businesses, entrepreneurial diversifi cation (electrical energy production), increasing quality in animal farming.

Factors Introducing Industry 4.0 to SMES

“…Thus, the limiting factor is related to the structure of the employees (insufficient educational structure and professional level), the financial difficulty and the return on investment projects. The solution may be found in different approaches to employees, as a number of authors have suggested in terms of talent management (Egerová et al 2015), and in a well-defined strategy (Chladkova and Formankova 2016;Rolinek anď Rehoř 2008). In spite of the above limits, the Industry 4.0 concept offers great potential for the future, particularly for medium-sized enterprises.…”

SWOT Analysis on Kenya Klaten Herbal SMEs

“…Meski berasal dari lingkungan korporasi yang kompleks, analisis SWOT dapat diterapkan untuk menentukan strategi bagi bisnis skala kecil hingga menengah. Penelitian yang dilakukan oleh Chladkova H & Formankova (2016) juga menerapkan analisis SWOT untuk menentukan strategi rantai pasok pada perusahaan kecil dan menengah pertanian. Penelitian lain menggunakan analisis SWOT untuk mengidentifikasi karakteristik yang dapat mendukung rencana jangka panjang konsumsi pangan lokal di Hungaria (Nemeth et al, 2019).…”

Modelling of the strategic planning process at an agricultural enterprise

“…The problems and prospects of using strategic planning in the activities of agricultural enterprises are studied by scientists from different countries, in particular: J. Jaworski, K. Sokołowska, T. Kondraszuk [5], J. Dyczkowska, T. Dyczkowski [6] (Poland), H. Chladkova, S. Formankova [7] (the Czech Republic), J. Schindler, F. Graef, H. König [8] (Germany), C.-C. Chen, H.-P. Yueh, C. Liang [9] (China), S. Suriyankietkaew, P. Petison [10] (Thailand), R. Kalaki, M. Neves [11] (Brazil). Taking into account the peculiarities of the development of agricultural enterprises, scientists offer various ways to solve existing problems.…”