This thesis presents a study of business adaptation strategies employed by small and medium retailers in order to be sustainable in a climate of rapid and significant environmental change in regional Thailand. The study was carried out in Ubon Ratchathani, a large regional city in North Eastern Thailand which shares many of the difficulties encountered by regional businesses in regional Thailand. Changes over the last ten years have been considered in this work and recent strategies adopted by the small and medium retailers have been investigated. Using extensive input from a study group which represented approximately 10% of all small and medium retailers, the study attempts to isolate the successful strategies for the region.

Small businesses play a key role in the health of the U.S. economy; however, approximately 50% of small businesses fail within the first 5 years of operation. The purpose of this multiple case study was to explore the strategies used by owners of small businesses to sustain their businesses for longer than 5 years. The conceptual framework used was the resource-based theory. The population of this study consisted of 3 owners of small businesses in North Carolina who sustained their businesses for at least 5 years. The data sources included semistructured interviews of the participants as well as business websites, social media pages, and documents. The data analysis process included data cleaning, uploading transcribed interviews into qualitative data analysis software, organizing, and coding. Member checking and triangulation with the data sources helped ensure methodological saturation and trustworthiness of interpretations. The thematic analysis led to the identification of 5 major themes contributing to company sustainability: strategic business planning and financial planning, risk management and cost control strategies, networking and relationship building, innovation and niche marketing, and environmental scanning. The results of further analysis indicated that the 3 strategies needed for success by owners of small businesses were strategic business planning and financial planning, networking and relationship building, and niche marketing. The implications of this study for positive social change include the potential to improve the competence of small business owners and business sustainability, increase small business profit, and provide a better quality of life to employees and better welfare for their communities, benefiting the entire U.S. economy.

In the United States, 20% of newly established small businesses, including small businesses in the life insurance industry, fail within 2 years, and over 50% of them fail during the first 5 years. The purpose of this multiple case study was to identify and explore the strategies that life insurance brokerage owners use to sustain business operations beyond 5 years. Porter's 5 forces model served as the conceptual framework for exploring this subject matter. Owners of 3 separate small life insurance brokerage firms in Texas, who sustained their businesses beyond 5 years, participated in semistructured interviews. A secondary source of data was relevant company documents. Methodological triangulation and member checking assured the reliability and validity of the interpretations. Through thematic analysis and supporting software, 5 themes emerged: exceptional customer service, relationship-building, efficient promotional strategies, regular training of salespersons, and hiring the right employees. The application of the findings of the study could contribute to positive social change by reducing unemployment and thereby catalyzing an economic environment supporting employees, families, and communities.

According to the Cameroon Ministry of Economy, Planning, and Regional Development, small and medium-sized enterprises (SMEs) employ over 70% of the active population and contribute significantly to economic growth and development, yet the failure rate of SMEs in the region within the first 5 years remains at 72%. The purpose of this multiple case study was to explore the strategies that SME owners used to sustain their businesses for longer than the first 5 years. With the resource-based view as the conceptual framework, purposive sampling was used to select 5 owners of small food-processing enterprises in Cameroon who demonstrated successful sustainability strategies. Data were collected using semistructured, open-ended interviews and review of business documents. Data were analyzed using member checking and methodological triangulation. Yin's 5- step process for data analysis revealed 9 themes including education, technical experience, and skills; entrepreneurial and business management skills; access to external support; bookkeeping and working capital management; human resource management; owners' dedication and commitment; research and development and marketing strategies; resource-based strategic planning; and owners' understanding of the business ecosystem, regulations, and taxation. The results may contribute to positive social change by increasing the survival rate for SMEs leading to job creation and improvement of the living standards in local communities.

Small businesses owned by women cease operations 11% more often than businesses owned by men. Women, who own over 37% of all businesses in the United States, contribute significantly to the 50% small business failure rate. The purpose of this multiple-case study was to explore strategies 5 women who own small businesses use to succeed in business beyond 5 years on Bainbridge Island, Washington. The theory of constraints was the conceptual framework. Data were collected through semistructured face-to-face interviews, websites, company documents, and archival records. Transcript review of interview response data was used to strengthen the credibility of the interview data. Three themes emerged: customer and employee relations, leadership, and strategic management. Customer and employee relations were the most important theme, and strategic management was the second most important. Strategic management was one of the main sources of growth in all the 5 participant's businesses. Participants discussed skills in managerial decisions and strategies to manage the day-to-day business operations that played an active role in entrepreneurship. Female small business owners identified strategies used to eliminate constraints that may have prohibited the business operation to succeed. The findings may inspire entrepreneurs to enhance their leadership skills, increase capacity to expand their small businesses, start new businesses, and explore entrepreneurial options. Social implications include the potential to serve as a guide that encourages female entrepreneurs to enhance their professional practices and to adopt new business strategies to make better strategic decisions.