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21 Buisness Management System
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21 Buisness Management System


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  • 1. The company to-go for getting added value for your business’09 Newsletter Business Management System The importance of enterprises, particularly those labelled as SMEs, to the economies of countries is well documented and debated. Most importantly, SMEs, when they are competitive, are the most effective and efficient mechanisms to distribute wealth in a country. Thus, the competitiveness of the SME sector is not only vital for economic reasons but also is a rational requirement for political stability and economic sustainability. To become competitive, enterprises need efficient human resources, Information, know how, physical asset and infrastructure; Financial resources, network strategic alliance…. but before this, they need the competencies to design and implement strategies, to build marketing and production capabilities, to manage export transactions and to manage “e” applications. Such a model should be based on an integrated and comprehensive paradigm that 1) all stakeholders (macro, meso, micro level institutions and individuals) can use as a common approach and language; 2) is objective (measurable); 3) is transparent; 4) can be explained on justifiable grounds; 5) can be applied with high speed and at a low cost; and 6) can be adapted to national realities. Such a model exists and is called the Business Management System. The use of the BMS equips the user with a series of capabilities that are imperative for designing any kind of programme to build competitiveness. These are the capabilities to: Focus an enterprise to a market with a positioned product through clearly defining the business of the enterprise and by building viable strategies Calculate the quantity and quality of resources needed to implement the strategy; and Assess the competencies required for the implementation of these strategies. All of this is done in an integrated fashion using the same model. These capabilities are also the ones that are needed 1) to select and screen SMEs for support, 2) to design and develop support programmes to build competencies; and 3) to design and develop programmes for resource provision…. However, all of these discrete components are integrated in a hierarchical system making auto-coordination systematic. 1 © Experts Visions / 0008 ‘Nous nous engageons sur des résultats opérationnels’
  • 2. The company to-go for getting added value for your business’09 Newsletter Building competitiveness means building organizations that can dictate terms on product, pricing, quality and delivery to their customers. Building an enterprise with bargaining power requires resources and capabilities to use resources effectively and efficiency. Several SMEs donors’ programs seek three objectives: 1. Encourage new SME growth; 2. Deliver SME development programmes selectively. 3. Design and develop programmes to foster SME performance Unfortunately most of them are unsuccessful because they lack integrated systems where firstly needs are delineated from demand such that it is the needs that are addressed, and secondly where SMEs that are “worth” receiving assistance can be selected thus ensuring the most efficient allocation of resources. Resource provision to SMEs without building resource utilization capabilities (management) creates tremendous waste. 2 © Experts Visions / 0009 ‘Nous nous engageons sur des résultats opérationnels’