This study provides an understanding on how Relationship Quality is conceptualised in business-to-business marketing relationships. It investigates the relationships of Jordanian Banks with their small and medium sized enterprise (SMEs) customers in terms of Commitment, Satisfaction, Trust, Communication, Transparency, Understanding, and Cooperation. It examines the antecedents and outcomes of the quality of corporate customer relationships by developing a conceptual model which empirically tests this relationship. This research builds and validates a research model based on the literature survey and uses a mixed methods approach. Qualitative data were gathered through in-depth interviews to achieve the goal of refining the initial research model. The second stage is a quantitative empirical study that uses a questionnaire and tests the empirical model generated in the first stage. This integration of methods provides a more complete view of this emerging area of marketing theory. Using Structural Equation Modelling; research findings support the use of a secondorder relationship quality construct consisting of Trust, Commitment, and Satisfaction as a direct outcome of a relationship and is named 'Attitudinal Loyalty'. Antecedents including; Transparency, Communication, Understanding and Cooperation were found to have a positive impact on relational outcome in a business-to-business context in Jordan. The importance of Transparency emerged as one of the most significant determinants of Relationship Quality, which is considered to be a new finding and not common among previous studies. Communication appears to make the biggest contribution overall and have direct and indirect relationships with other variables. It is therefore a major source of success in a business relationship. This research has several implications for the theory and practice. An important issue is the affects on change management. It requires the establishment of business communications to strengthen existing relationships and to form new ones. This implies developing an interactive approach with other parties. This study gives the banking industry an insight for developing their marketing strategy. It also provides a tool to assess the portfolio of relationships, which helps in targeting specific customers. Furthermore, Transparency in the flow of information imposes cultural change. Studying the Jordanian market can help to provide an insight into an emerging economy. Several qualitative findings showed that the relationship between banks and their small and medium enterprises is interesting. All this enriches and adds to the originality of this work and contributes to existing theory by investigating how relationships between partners can be enhanced.

Small and medium enterprises (SMEs) are considered to be a most efficient tool which is able to push economic and social development to experience significant progress and development as they offer useful services to consumers, and provide much needed employment. With this in consideration, they are useful for training, acquiring experience and technical and managerial skills. The objectives of this research are to identify the Critical Success Factors (CSFs) for SMEs in Saudi Arabia. Based on the literature review, 20 factors have been identified and subsequently structured into three groups, namely entrepreneurial, enterprise and environmental factors. The study also focuses on the SMEs Support Programme by identifying the current situation and accordingly providing recommendations based on those made by the support providers. Data have been collected by utilising a mixed method approach: first, 146 postal questionnaires with SME owners/managers have been analysed by using SPSS; second, in order to gain further understanding of the situation and particular challenges, 15 in-depth interviews with support providers have been conducted; and third, Analytical Hierarchy Process (AHP) has been used to analyse the pairwise comparison of the factors. The main findings of this study are that, for the CSFs for SMEs in Saudi Arabia, three factors are deemed to be important both for owners/managers and support providers. These factors are quality of the product and service, customer satisfaction, and business planning. The findings also indicate that there are many 'important support gaps' which show that existing support needs to be addressed in order to improve and develop the support structure.

The New Capital Accord (henceforth, Basel II), is expected to impose dramatic changes on banks and other providers of corporate financing, as well as companies. Literature indicates that small and medium sized enterprises (henceforth SMEs), in general, and in particular German SMEs seem to be affected: Germany has the highest SME density with SMEs comprising 99.6% of all corporations (IMF, 2008), these SMEs are highly dependent on banks for financing (see Jacobson et al, 2006). However, there is huge controversy in the literature concerning how these changes will look, right before Basel II came into effect in the years 2007 / 2008 in the European Union. In order to explore this effect from a Post-Basel II perspective, the objective of this research project is to establish what effect Basel II will have on corporate financing of SMEs in Germany. The high impact on SMEs (in Germany), combined with controversial evidence from extant Pre-Basel II research, indicates a high relevance to academics and practitioners for this thesis. This thesis is probably the first from a Post-Basel II perspective which covers both the SMEs' as well as the financiers' perspective. Based on a structured literature review using the comparative method (Peters, 1998) 'Most Different Systems' evidence is provided that there is no consistent picture regarding the effect of Basel II. Therefore, further research is needed to determine whether the effect in Germany is consistent, from a Post-Basel II perspective, with regards to the conditions which trigger certain mechanisms, from a 'scientific realism' (Smith, 1998) perspective, because the literature indicates that 'positivist generalising' has limited validity. Building on Creswell (2003), an 'exploratory sequential' design was created to test three initial hypotheses (as confirmation or refutation of a theory, see Gujarati, 2003:8): a multi-method design is best suited to the author's philosophical stance of 'scientific realism' by means of triangulation (Robson, 2002:174). The result of the initial quantitative phase is based on the analysis of questionnaire data from 125 SMEs and financiers (banks, private equity companies, family offices, providers of alternative means of financing) derived from a probabilistic sample frame in the fourth quarter of 2008. Mathematical models for SMEs and financiers regarding the three initial hypotheses were set-up and tested using the appropriate statistical tests. In order to limit bias by means of a spill-over effect from the financial crises, control questions were used. The subsequent qualitative phase by means of semistructured elite interviews (Saunders et al, 2007:312) between March and May 2009 enabled a valid triangulation and provided in-depth insights into how SMEs can cope best with Basel II. The purposive sample, of 17 'important cases', included company owners and top-level financier executives. In a conclusive quantitative and qualitative synopsis, the three initial hypotheses were acknowledged. However, the qualitative in-depth analysis by means of 'causal networks' (Miles and Huberman, 1994) led to an amendment of the hypotheses as follows: 1. Corporate finance has become different for SMEs because the 'house bank principle' has changed to a 'core bank principle' due to Basel II. Shopping around regarding credits will be more difficult which makes financing more difficult. This could be overcompensated by major SMEs, by using non-credit corporate financing which leads to a reduction of the 'house bank' principle. 2. SMEs can cope best with the effect when they: a) proactively engage in rating and improve the parameters, or b) they adjust their strategy as stated in hypothesis 3. 3. Financiers (especially non-bank financiers) will engage in SME corporate finance when they have a sound financial basis / management and when they adjust their strategy in terms of growth with the aim of niche market leadership and when they open up for exit strategies.

Uganda’s economy is agro-based; although the country is land locked it has great potential for industrial development. It is well endowed with natural resources and salubrious climate, but with little success in transforming its agricultural and mineral wealth into processed commodities for local, regional and international markets. The Uganda’s National Development Plan 2010- 2014 and Uganda Vision 2040 call for a transformed Ugandan society from a peasant to a modern and prosperous country within 30 years. To achieve this goal, Ugandan economy needs to be industrialized. This need is one of the identified strategic bottlenecks. Various strategies and action plans have been developed to steer the country’s economy towards sustainable development and increased competitiveness but with little success. It has been recognized globally that economic development depends heavily on small and medium sized enterprises (SMEs). SMEs are the prime source of new jobs and play a crucial role in income generation as well as in industrialization processes. However, most small businesses fail within their early stages of operation mainly due to under-capitalization and / or lack of proper management and business skills. Globally, through business incubators, start-ups and SMEs have been significantly enhanced to overcome their initial and critical stages of development. Business incubators have been tried in Uganda but not in a successful way. An Open Innovation Business Incubator is a physical or virtual environment that combines the attributes of open innovation and business incubation concepts in creating and supporting new start-ups. This research aimed at understanding more of the situation in Uganda, how the innovation systems and incubators are managed in other countries and to design a model for how to create better conditions for incubators in Uganda and similar low-income countries and stimulate industrial development. The proposed model has adopted an open innovation approach and a list of suggestions and recommendations has been made. Different methodological tools and participatory approaches were utilized in the process of undertaking the study to achieve the objectives. Data were collected through literature review, analysis of relevant theories such as industrialization, entrepreneurship, science, technology and innovation, business incubation, triple helix and clusters theory, open innovation, and public private partnerships. Review of Government reports and policy documents, discussions with industrial and incubation experts, surveys, focus group discussions and case studies were done. Useful ideas were obtained from seminars and conferences. Research findings indicated that: • There are hardly any graduate incubatees in Uganda, thus there is a need to foster partnerships and synergies between government, private sector/non-government organizations and academia for open incubation, • All incubators in Uganda focus on incubatees developing technologies and products but not on business models , • Open innovation incubators combined with entrepreneurial oriented strategies can effectively support start-ups and SMEs but requires strong mutual trust amongst actors, • Through public-private partnerships and open innovation incubators, industrial transformation can be stimulated.

The internationalization of small and medium sized enterprises (SMEs) has become a major worldwide trend. Firms internationalize predominantly to in nearby countries due to the fact that these countries are closer culturally and geographically. However, SMEs has started to enter more cultural and geographical distant markets. Emerging markets has been the focus of attention of Swedish SMEs during the last decades. Of those emerging markets India is one example of a foreign market that has experienced, to a large extent, the establishment of foreign companies in the past half a century. In the last decades India has undergone a remarkable change that has strengthened the establishment of foreign companies in the country. However, SMEs face risk and uncertainties when entering a new market like India. Therefore, companies need to acquire enough relevant knowledge about the country in order to identify and manage to potential risks that the might encounter. Although knowledge and risk management have extensively been studied, scholars have primarily studied them separately. Little attention has been given to the fact that the combination of knowledge and risk management might be the better solution to identify and manage risks in foreign countries. By analyzing the implementation of knowledge and risk management, it was possible to answer if through their utilization SMEs get a better understanding and be competitive in the Indian market. In order to conduct the study a qualitative case study to four Swedish SMEs was conducted. The collected data and the most significant theories chosen in this study are the starting point of the analysis. The main conclusion that can be drawn from the analysis is that, although knowledge and risk management are not SMEs main focus of attention, the combined utilization of them is beneficial for firms in foreign markets. Firms that better understand the foreign market and its risks are in a better position to be more competitive in that foreign market.

D. Tech. (Business, Logistics, Faculty of Management Sciences), Vaal University of Technology / The South Africa economy has embraced the importance of small and medium enterprises (SMEs) as agents of economic growth and sustainability. However, for SMEs to be more efficient and effective towards the growth of the economy, it is important for SMEs to implement and take cognisance of the global competitive strategy among the so-called “best in class” organisations in order to also sustain and grow their business. The supply chain network with its flexibility has become the most commonly used business strategy worldwide for the improvement of performance in organisations, more especially among larger organisations. In today’s competitive environment, successful organisations are those that have been able to link their business functions within the organisation itself as well as across other businesses outside the organisation. Competitive challenges in the modern business environment have resulted in the need for organisation to integrate business processes strategically across other business units within the supply chain network. Network perspective theory, social network theory, network management theory and relational view theory are discussed to better understand the importance of SMEs supply chain network, flexibility and integration. The purpose of this study was to examine the influence of supply chain network, flexibility and integration on the SMEs business performance in the Southern Gauteng region. The research survey was conducted in the Meyerton, Vereeniging and Vanderbijlpark and 401 SMEs participated in the study. SPSS 22.0 was used to analyse the data and AMOS 22.0 was used to perform the confirmatory factor analysis. The structural equation modelling (SEM) was used to assess the proposed model fit and to test the statistically significant relationship of the hypothesis. The research study results revealed that supply chain network, flexibility and integration positively influence SMEs business performance. This study contributes new knowledge to the existing literature by providing a research framework that can enhance SMEs performance and also provide practical recommendations based on the research findings for SMEs and for future research. Furthermore, as one of the first studies addressing the influence of supply chain network, flexibility and integration on the performance of SMEs in the southern Gauteng region it has generated new insights and information as well as outlined the strategic reasons for SME owners and managers to improve on their business relationships. / VUT

D. Tech. (Logistics, Faculty of Management Sciences), Vaal University of Technology. / and medium sized enterprises (SMEs) are the mainstay of economies and societies of many countries around the world. These enterprises are critical to the economy because of the way in which they contribute to the Gross Domestic Product, export revenue generation, innovation, the provision of goods and services thatlarge enterprises depend upon, and the creation of employment opportunities, social stability and improvement of economic welfare. SMEs operate within the economic environment characterised by volatility, dynamism and competitive markets that may seriously threaten their survival. In South Africa, the operating environment for SMEs is constantly changing in the face of a volatile economic environment and a highly competitive market. For SMEs to weather the storm of such volatility and competitive climate, they need to engage in strategic planning processes. While strategic planning research in large organisations has been studied extensively, little attention has been paid to strategic planning of small and medium sized enterprises. Strategic planning has not significantly filtered down to the SME sector. SMEs which practice strategic planning have plans, which are unstructured, less comprehensive and sporadic. There is little evidence of empirical research that has sought to evaluate strategic planning within the sphere of small business research. Therefore, despite the widespread recognition of the importance and significant contributions of SMEs, research on these small businesses remains scarce. There is need for more systematic research aimed at revealing the true nature of strategic planning in SMEs. Despite the contributions of a number of researchers in the field, there is still no universal agreement as to the impact of particular types of planning on SME performance. The study analyses the relationship between strategic planning and the performance of SMEs. It is unique in that rather than using the traditional objective performance measures, subjective measures are used to measure the performance of SMEs. The objective of this study was to establish the relationship between strategic planning and the performance of SMEs measured by perceptual measures of business performance. It also sought to ascertain the relationship between strategic planning and the plans of the business, as well as determining the relationship between business performance and its plans. Another objective was to examine the extent to which SMEs in South Africa have adopted the strategic planning practices. Finally, this study sought to determine if there are differences in strategic planning practices with regard to demographic variables, namely gender, age, and position occupied in the business. A quantitative method was used. Surveys were conducted with 415250 SMEs, which were identified by convenience sampling method. Data from owners/managers of these SMEs was collected using self-administered structured questionnaires. Factor, correlation and regression analyses were conducted and the findings were discussed. The main components of strategic planning include environmental scanning, business mission and vision, formality of strategic planning, employee participation in the strategic planning process, source of information about the environment, strategy implementation incentives, monitoring, evaluation and control, and time horizon of strategic planning. The finding of this study shows that there is a positive causal relationship between strategic planning and the performance of SMEs measured by perceptual measures of business performance. It was also found that there is a mixed relationship between strategic planning and future plans of the SMEs. An additional finding is that business performance has a positive relationship with the plans of the business. The results also indicate that the majority of SMEs practice strategic planning. Finally, the results reveal that the gender, age and occupation of the respondent do not influence the strategic planning practices in SMEs. The only strategic component that depends on the occupation of the respondent is the use of mission and vision statements. Given that today’s business environments for SMEs are characterised by high levels of competition, uncertainty and turbulence, it is recommended that SMEs should adopt more strategic planning practices so that they can make informed decisions. In order to ensure their success and sustainability, SMEs should scan the environment more frequently and seriously than they currently do.

Broulík in his Master's Thesis sets his goal to analyse the automobile sales sector. He focuses mainly on the situation of automobile dealers. He depictures the contemporary development of automobile sales in the Czech Republic and in the world. He observes the impacts of the world economic crisis on automobile producers and dealers. He closer addresses the Škoda brand sales network which he uses to illustrate his findings. On the basis of the analysis of the automobile sales sector he establishes its particularities which he categorizes as supplier -- dealer relation particularities, sector particularities and dealer -- consumer relation particularities. Broulík assesses the current block exemption and compares it with the legal regime which will apply to the automobile sales sector in EFTA from the 1st June 2013. He concludes that the current block exemption suits the established sector particularities better. He however closes that neither the automobile producers' ascendancy over dealers nor many other sector particularities should be treated through economic competition legal regulation.

Small and medium sized enterprises(SME) play a crucial role in Slovak economy. However, Slovak market is relatively small, therefore SMEs are forced to penetrate international markets. If they want to succeed, they have to offer cheaper or better goods than their foreign competitors. Authors offer many solutions how to improve competitiveness. Thats why I decided to analyse main factors which directly or indirectly have an impact on companies'export performance.

The thesis deals with services of CzechTrade foreign offices and evaluation of the services contribution to small and medium enterprises. The first two parts of the thesis describe the state support of export and CzechTrade agency. The following part of the thesis provides details about services of CzechTrade foreign offices. The last part of the thesis evaluates the services contribution to small and medium enterprises. The thesis on the basis of survey compares the state's and companies' point of view regarding the countries of priority interest for export and it appraises the level of cooperation between the public and private sector.