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The authors investigate the essence of individual entrepreneurship activities’ strategy; they provide characteristics of survival, growth, and product strategies; they also prove the reasons for overwhelming use of survival strategy compared to growth strategy to ensure individual entrepreneurship activities. The importance of forming a proper product strategy to survive in the severe competition is shown. The authors suggest estimating the compliance of the chosen strategy with the potential and opportunities of an entrepreneur and assessing risks built in the strategy. The authors also suggest monitoring the growth goals and controlling their compliance with the chosen strategy.

The small size of female founded and owned businesses is discussed as a weakness towards business survival and growth and also as a solid foundation for sustainable innovation (SI) through maintaining stronger ties with suppliers and customers. In smaller businesses, the closeness to the key stakeholders facilitates knowledge transfer and internalisation of knowledge which leads to faster decision making and creating SI. This paper aims to examine networking strategies of established female entrepreneurs and to develop better insights into the extent of social dialogue, collaboration and cooperation maintained between the entrepreneur and her network contacts towards SI and value generation. Successful business sustainability strategies and subsequent outcomes of established female entrepreneurs are also examined. This paper presents the findings from quantitative survey-based research conducted with 240 established female entrepreneurs from the UK and Turkey (120 from each). The respondents were selected on the basis of business survival and success. National culture is used to identify the established authoritative guidelines for social behaviour. Hofstede’s Culture Model is applied to the case countries to describe the sociocultural institutional context. From the business sustainability strategies (BSS) perspective, the findings show that the studied elements of established female entrepreneurs vary between two different cultural environments. And yet, the both group reported a high level of social dialogue, collaboration and cooperation with their network contacts although they demonstrated fundamentally different networking patterns within the context of type of contact; networking motivation; frequency of contact; and helpfulness of contact. Also established female entrepreneurs’ business sustainability strategies show significant differences between the case countries linked to the level of power distance, individualism and uncertainty avoidance culture dimensions. The paper generates valuable insights into internationalisation strategies for female entrepreneurs and possible areas for facilitation for policy makers.

This paper reviews a number of theoretical issues dealing with the strategic management process in fast‐evolving, uncertain environments and examines the fit between theory and practice by means of two case studies, two successful dot.com incumbents from the first generation of Internet start‐ups. Analysis of survival and growth strategies of the two virtual firms reveals interesting similarities in their evolutionary processes and corporate strategic attitudes. In both cases the company management has ensured survival and growth through rigorous organizational transformation based on very intensive, flexible and short‐term‐ rather than long‐term‐oriented strategic decision making. This approach has helped out both companies not only to escape the Internet fall‐out but also to build up strong brands and leading market position. As well as identifying managerial approaches, the case studies show analogies to theoretical approaches on managing the strategic process in evolving and chaotic environments.

This paper aims to study the growth determinants of small-sized agro-based firms in the Indian agro-industry.

The stratified random sampling method was used to collect information from sample agro-firms. A structured pretested questionnaire was designed to collect required data. Descriptive statistics and multivariate technique were used to analyze the data.

The major determinants of firm growth were firm size, managerial networking intensity, skill development of employees, product diversification and market integration. Employee skill development was found to be a significant predictor of firm growth in slow-growing firms, but held as a weak predictor of growth in fast-growing firms; whereas, use of information technology was a significant growth predictor in fast-growing firms and an insignificant growth predictor in slow-growing firms. To attain growth, small-sized agro-based firms should move from a traditional product-focus strategy to a flexible market-focus strategy.

This study engaged a small sample size and focused only on the determinants of firm growth in the agro-industry, and mapped number of firm growth predictors. The implication of this study encourages more specific investigations with large samples, i.e. how each determinant influences firm growth in the agro-industry.

The study outcome would help agro-enterprises in designing strategies and aligning their current strategy with the desired strategy for firm growth.

Policy makers especially engaged in self-employment and enterprise development can use the study outcome for policy planning.

In recent years, the electronic and computer industry in India has developed and reached to an unexpected height. The agro-industry, in contrast, is still struggling due to its inherent weakness and external threats. The need of the hour is to expedite firm-level competitiveness, managerial excellence and business strategy for growth and survival. Therefore, the present study based on survey data adds value to the firm growth strategies in the agro-industry.

This paper aims to contribute to the understanding of the impact of social institutions, and, in particular, of national culture, on business success, further considering how these institutions influence entrepreneurial decisions around partnership structure and networking strategies, for instance. It additionally examines how the female entrepreneur finds her way around these institutions to help her business succeed, evaluating whether this success is a culture-independent phenomenon that can be achieved through using similar, potentially advantageous strategies regardless of national context or whether adjustments are required before entering a foreign market.

The data were collected through a survey study from 240 established female entrepreneurs with 120 from each country. Two existing surveys were used to create the questions. The target sample group was comprised of successful female businesses within northwest England and western Turkey. These regions were selected due to their convenience and accessibility. Only successful businesses or, in other words, established entrepreneurs were accepted to this study. The business success criteria were: age of business (>5 years); stability or growth recorded on profitability; sales volume; and number of employees within the last financial year.

The findings showed significant differences between the two groups of established female entrepreneurs in their demographic characteristics, networking pattern, work pattern, business structure and perceived impediments at different stages of business venturing. The findings assert that the cultural dimensions of power distance and individualism have the most significant impact upon the established female entrepreneurs’ business strategies.

To date, limited studies have examined the country-specific factors, which may account for variance in women entrepreneurs’ behaviour and subsequent outcomes. This study attempts to close this gap through taking a closer look at the country-specific sociocultural factors creating differences in established female entrepreneurs’ business strategies within the context of Turkey and the UK. Should any female business strategy have become successful in one country, then policymakers and women support organisations can work on developing ways for benchmarking. Moreover, this study aims to guide female entrepreneurs to develop feasible international market entry strategies to ensure survival in today’s global market.

This explorative research paper considers the strategic development objectives of small owner‐managed ventures in order to have an insight into how to systematically categorise the heterogeneous owner‐managed small business economy. It commences with a review of the literature and other studies pertinent to the strategic objectives of small business owner‐ managers from which the general research hypothesis is established; small firms have a variant form of strategic orientation owing to a plethora of internal (behavioural) and external market economic factors. This is followed by the research methodology and statistical analysis of a database which incorporates the views of 922 small firm owner‐managers on strategic objectives. The empirical evidence identifies four generic clusters of owner‐managers namely: growth stars, exiteers, survivors, and controllers. In order to throw more light on the profile of the variant clusters of owner‐managed small firms, the paper briefly examines the inter‐relationship of small business strategic orientation with structure (e.g. size, age, sectoral distribution), behaviour (e.g. legal form, family business control) and performance (e.g. growth, profitability). In conclusion, some tentative policy implications from the perspective of management, service providers (financiers and advisors) and policy makers, are discussed.

In the corporate world, there is no certainty of survival. This research aims to identify firm-level factors that increase or decrease a firm's probability of exit and survival.

The study examines 153 listed textile sector firms in Pakistan over a 10-year period from 2009 to 2018, comprising 1,413 observations. The semi-parametric Cox regression model is used to process the results.

The study finds that larger and exporting firms are more likely to survive, while those with a high ratio of fixed assets to total assets, high expenditure on advertising and variable costs are less likely to survive. The relationship between age and firm survival is inconclusive.

Adaptability to the external environment provides a competitive advantage that is crucial for textile firms to reduce their chances of exit. The research is valuable for strategic managers and policymakers to identify focus areas to prevent firm exit.

This study supports the active learning theory, which suggests that new entrants in the textile sector of Pakistan should focus on becoming active market players, increasing efficiency and reducing variable costs to survive.

Although research on the relationship between culture and female entrepreneurship has developed strong insights, to date limited studies have examined the country-specific factors which may account for variance in women entrepreneurs' behaviour and subsequent outcomes. Therefore, this study attempts to close this gap through taking a closer look at the country-specific cultural factors creating differences in female entrepreneurs' behaviour and business strategies within the context of Turkey and the United Kingdom. In light of previous studies examining the impact of social institutions, this chapter adopts a survey approach to examine whether the networking strategies, growth orientation, perceived impediments, lifestyle choices and business structures of well-established female entrepreneurs vary between these two different cultural environments. In total, 240 females participated in this study with 120 from each country. The macro-cultural environments within the case countries are described through the application of Hofstede's Culture Model.

This study aims to analyse the importance of intellectual capital (IC) in networks formed by start-ups, with a view to obtaining resources that individually they would be unable to acquire.

To achieve this aim, a qualitative approach was adopted, and within this, the case study method was used. The data-collecting instrument was the semi-structured interview, held with the business-people/managers of five start-ups present in an incubator (Startup Rém) based in Portugal, and with the person in charge of this incubator, together with observation and documentary analysis.

From content analysis, the results suggest that the business people recognise the presence of IC at the moment of creating their business and that this is a means to attain sustainability and, consequently, business survival. The results also show that in the absence of network formation, the relation between the incubator and the incubated firms can be affected and limited, interfering directly with firms’ use of IC.

This research aimed to highlight the importance of IC as an essential resource for business survival and sustainability and to encourage start-ups to regard networks as a way to share and convey knowledge. This study also intends to help firms understand the role of cooperation and mutual assistance in seeking sustainability and economic growth.

This study is innovative because it has filled the gaps identified in the literature, particularly the absence of studies on the importance of IC in networks formed by start-ups, and the study of the impact of IC on firms focussing on cooperation networks.

Students discussing the case will be able to:▪ Evaluate and decide the marketing strategy that will best align the organizational resources and capabilities with the external environment.▪ Demonstrate the process of segmentation and choose the most attractive target market.▪ Analyze the competition and develop an effective positioning strategy.▪ Evaluate and use different growth strategies in business situations.

The case demonstrated the decision-making process behind the post-pandemic strategy of ShakahariS by Awadhpuri, a restaurant in the emerging Indian market. The restaurant was situated in Ahmedabad, one of the fastest-growing mini-metro cites of the Indian restaurant industry. It was known for authentic Indian vegetarian cuisine. The restaurant, originally named Awadhpuri, was started in 2012 by Ms. Vandana Singh. It was positioned as a non-vegetarian restaurant providing Awadhi cuisine in the fine-dining segment known for its ambiance and authentic taste. However, due to the predominant vegetarian market in Ahmedabad city, the restaurant was rebranded and repositioned as ShakahariS by Awadhpuri, serving only vegetarian cuisine in 2018. The years 2019–2020 were very harsh due to the Covid-19 crisis. During the uncertain times when the lockdowns and the guidelines kept on changing, it was difficult for the restaurant to even recover their costs. It was a good time to explore the possibilities of the cloud kitchen format, and they came up with multiple kitchens offering different cuisines and targeted new customer segments. The case highlighted these survival strategies adopted by the restaurant during Covid. Post-pandemic, the protagonist was now contemplating a long-term growth strategy for the restaurant to target a new market with a new offering. The dilemma for the restaurant is whether (or not) to align the marketing strategy by repositioning again to cater to the new target segment.

Undergraduate courses on Business Management (BBA) and specific topics in introductory courses on marketing management and strategic management of the post-management programs.

Teaching notes are available for educators only.

CSS 8: Marketing.