Enablers of SF in SMEs
| Quotations with bolded indications of 1st order concepts | 1st order concepts | 2nd order themes |
|---|---|---|
| “To reach new markets we started to experiment, to increase the number of possibilities, and instead of only selling popcorn, we started to flavor them. Now we have, for example, caramelized and cookie-flavored popcorn … This opened up a new market [segment] for us; from previously only selling our product to cinemas, now we are also able to reach customers through grocery stores” (CEO/owner of the popcorn-producer firm 73) | New markets Market development | Entrepreneurial orientation |
| “The year after I became CEO and co-owner we decided to [change strategy and] improve a fireproof frame system that is unique on the market. Today this system makes around 100 million from our total revenues of 150 million Swedish krona.” (CEO/co-owner of building-systems developer 7) | Market niche development | |
| “We started out our operations in [our hometown] and eventually expanded throughout [the region]. This was the strategy that we consciously chose after discussing what other alternatives we might have.” (owner of the painting business 71) | Expansion | |
| “The year after I became CEO and co-owner we decided to [change strategy and] improve a fireproof frame system that is unique on the market. Today this system makes around 100 million from our total revenues of 150 million Swedish krona.” (CEO/co-owner of building-systems developer 7) | Entrepreneurial change of strategy leading to expansion | |
| “When I joined the company, the process of developing our own hardware products began. Previously we had only developed our customers' products. This [strategic] choice opened up for international expansion and today we are a direct supplier of handheld computers to customers all over the world” (Co-owner of handheld-device manufacturer 47) | ||
| “After I took over the company, I had to make some strategic choices. There were lot of discussions about where to focus and how to continue, which path to pursue. I changed the focus from selling our products and services and instead decided to pursue the strategy of focusing on our competence and offer complete and tailored telephone/IT-solutions to our customers. And we continue to have huge ambitions. We intend to grow 25% in 2–3 years in both turnover and number of employees.” (CEO of IT-support firm 56) | Entrepreneurial change of strategy | |
| “From an analysis of the competitors, I understood that no one in the region was really good at procurements and contract. I decided to be the best in the region in this niche, and today, we are the largest flooring installation firm in [the region]” (CEO/co-owner of the flooring-installation firm 34) | Market analysis | Market orientation |
| “… and most important [for our development] has been to understand how and where to move, where to engage … [Thus,] based on the previous development and market analyses, we have invested 25 MSEK in machines and plan to hire 10 new employees in order to expand our market reach. It feels as if we are raising the horizon from [the region] to the global market.” (CEO of specialized-machine producer 83) | ||
| “I took over as CEO in 2005 and from my collected experience of the market I saw enormous potential to focus on the automation niche. Previously I had been the only one working with this segment within the firm. Since I knew both the market and technical aspect of this segment I was able to bring new customers to the firm. Then we were 30 employees and today we are almost 150 employees and most of this has come from the automation segment” (CEO of electric-solutions developer and producer 24) | Market knowledge | |
| “When my father retired I was able to more freely take decisions and decided to expand the store, based on what I [learned]. With a broaden product range we could serve new customers and that resulted in us becoming the leading supplier of workwear in the municipality.” (CEO/owner of fashion and workwear sales firm 29) | ||
| “Our founder was a real entrepreneur with great technical skills. He developed a coupling to refuel explosive liquids, based on current techniques in other market segments. Today, we have over 1,000 different couplings in our product range, and we became a truly international firm” (CEO/co-owner of the coupling-technology producer 21) | Research & Development NPD | Innovation capabilities |
| “So, I think one can say that developing this unique technology [used in folding doors products] internally was a conscious decision on our part. We were looking for a way to grow and thinking how to do this optimally. In the end we opted for this [developing the technology] … The first product we developed had some deficiencies and when we introduced the next generation folding doors (with all the deficiencies remedied), the firm started to grow rapidly. The new folding door [type] was based on [this] unique technology, internally developed, and it still holds a strong market position nationally today.” (CEO/owner of industrial-door producer 53) | ||
| “We are a certified environmental company and see ourselves as global environmental champions. We have developed patented solutions to offer unique solutions and products and improve our strategy, and our customers are all over the world. Everything is manufactured in our own premises, and we attach great importance to finding committed employees” (CEO of water-cleaning solutions firm 88) | Innovation | |
| “It was a traditional camping site when I and my siblings took over the firm from our parents. We saw an opportunity with the camping's central location in the town and invested in an upscale restaurant on the site. This was a successful move and over the years the restaurant has become very popular in the town and we have expanded it several times” (restaurant and camping owner 77) | ||
| “Our growth is entirely attributed to my sons coming in and taking over the operations … We did not enter any new markets, but we grew rapidly in all our established segments” (CEO/owner of the horse-breeding firm 51) | Generation shift | Change in leadership (organizational culture) |
| “When me and my brothers took over the firm from our parents, we decided to change the business model. Previously, we had worked as a contractor for large construction firms, but now we decided to start competing with those firms locally and hire our own subcontractors. This strategic move allowed us to take on larger projects, and we expanded rapidly” (CEO/owner of the excavation firm 26) | ||
| “I took over the restaurant from my parents and changed it completely. I renovated the place and changed the menu. This has helped tremendously to develop the place [the restaurant] … I mean, I didn't really see that I could do anything different, I was thinking about how, and this [renovation and menu change] seemed like a very natural thing to do.” (restaurant owner 76) | ||
| “I bought this small family-owned firm that was founded in 1980 with only 5 employees. I had previously been CEO at a large building company with 350 employees and my intention was to pursue growth strategy. Today, 10 years on, we have grown the revenue with over 1,000 %.” (CEO/owner of Flooring Installation Business 35) | Owner change | |
| “It was a big challenge when I took over the firm as CEO because it was stable in terms of revenue and the number of employees over the last 20 years. In order to get the employees on board with my strategic vision I started to talk about my plans for the firm, both internally and externally to our customers” (CEO/owner of metal sheet and plating provider 64) | ||
| “The first product we developed had some deficiencies and when we introduced the next generation folding doors (with all the deficiencies remedied), the firm started to grow rapidly. The new folding door [type] was based on unique technology, internally developed, and it still holds a strong market position nationally today.” (CEO/owner of industrial-door producer 53) | Unique technology | Technology and digitalization |
| “We were very early with introducing online sales because we saw where it would lead to. I mean, the retail industry was undergoing major changes in early 2000s, starting to move from physical stores to online sales, and we thought that this would be the way forward, something we have to follow.” (CEO and owner of clothes retail 15) | Digitalization | |
| “When I joined the company, the process of developing our own hardware products began. Previously we had only developed our customers' products. This change of strategy opened up for international expansion and today we are a direct supplier of handheld computers to customers all over the world” (Co-owner of handheld-device manufacturer 47) | Technology development |
| Quotations with bolded indications of 1st order concepts | 1st order concepts | 2nd order themes |
|---|---|---|
| “ | New markets | Entrepreneurial orientation |
| “The year after I became CEO and co-owner we decided to [change strategy and] improve | Market niche development | |
| “We started out our operations in [our hometown] and eventually | Expansion | |
| “ | Entrepreneurial change of strategy leading to expansion | |
| “ | ||
| “After I took over the company, I had to make some strategic choices. There were lot of | Entrepreneurial change of strategy | |
| “ | Market analysis | Market orientation |
| “… and most important [for our development] has been to understand how and where to move, where to engage … [Thus,] | ||
| “I took over as CEO in 2005 and | Market knowledge | |
| “When my father retired I was able to more freely take decisions and decided to | ||
| “Our founder was a real entrepreneur with great technical skills. | Research & Development | Innovation capabilities |
| “So, I think one can say that | ||
| “We are a certified environmental company and see ourselves as global environmental champions. | Innovation | |
| “It was a traditional camping site when I and my siblings took over the firm from our parents. | ||
| “Our growth is entirely attributed to | Generation shift | Change in leadership (organizational culture) |
| “ | ||
| “ | ||
| “ | Owner change | |
| “It was a big challenge | ||
| “The first product we developed had some deficiencies and when we introduced the next generation folding doors (with all the deficiencies remedied), the firm started to grow rapidly. The new folding door [type] was | Unique technology | Technology and digitalization |
| “We were very early with | Digitalization | |
| “When I joined the company, | Technology development |