9. Strengths and weaknesses of small Enterprise
As I
indicated in an earlier item in this blog (item 4), small and large firms have
opposite strengths and weaknesses. The strength of large business lies more in
resources and their efficient use, and the strength of small business is more
behavioural.
An obvious weakness
of small business lies in (dis)economies of (small) scale. Those arise in all
dimensions of enterprise: R&D, patenting, production facilities,
purchasing, marketing and distribution, organization, transaction costs, risk
diversification, and political influence.
In
patenting there are fixed costs of the procedure, which are relatively high at
small potential volumes of business. Also, the first time around the
entrepreneur has to find his way through procedures.
In
marketing and distribution there are economies of scale in the set-up or access
of distribution systems, advertising and brand name.
In
organization there is a staff lack due to the fact that full time
specialized staff (e.g. for technical specialities, support, legal affairs, and
marketing) are not sufficiently occupied at low volumes of business, so that
those services have to be sourced outside.
In the preceding item in this blog I discussed effects of scale in transaction costs.
In the preceding item in this blog I discussed effects of scale in transaction costs.
To the
extent that the level of education of entrepreneur and enterprise is low, their
capacity to absorb innovations developed elsewhere is limited. That sets
back the diffusion of innovation that is in the interest of the firm, in order
to keep up, and in the public interest, to achieve the diffusion of innovations
that yields economic growth.
An advantage
of small firms lies in low costs of informal systems of supervision and
control, because the entrepreneur often has direct visual control of the shop
floor.
A related
advantage lies in their potential for flexibility and specialty products. This
is partly due also to direct contact between entrepreneur and customers.
Flexibility is enhanced by speed of action, in the absence of a long chain of
evaluation and decision making that arises in the deep hierarchies of large
firms.
The
isolated decision making of the entrepreneur also has the disadvantage
of not seeing risks, but this may be covered by the use of an advisory board.
As discussed in the preceding item, the fact that most knowledge, undocumented,
is locked up as tacit knowledge in the mind of the entrepreneur increases
transaction costs for outside partners. It also makes the enterprise vulnerable
to the entrepreneur dropping out in accident, illness or sale of the venture.
The
flexibility of operations and closeness to customers yields a competitive
opportunity to focus on novelties or specialty products in niche markets. The
small volumes of the latter yield less pressure to achieve economies of scale.
However, concentration on few products in small markets limit the
diversification of risk, enhancing the risk of default. Some differentiation of
products, while maintaining coherence in a focus of specialized competence, may
help here.
As noted in
the previous item, the mix of the personal and the commercial yields a high
commitment and willingness to absorb setbacks, needed especially under the
uncertainties and vicissitudes of innovation. However, it may have an opposite,
negative effect of discouraging risky ventures.
The strong
and weak points for innovation show up in empirical work. On the one hand small
firms are less likely to engage in innovation, but when they do, they do so
more effectively, faster and efficiently.
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