Exploring Design Principles for SME Complementor-Suitable Digital Platforms

In modern conditions of development, digital platforms in small and medium-sized businesses began to be widely used during the development of Industry-4.0 globalization. Modern studies define digital platforms as an electronic environment that includes a general set (list) of goods and services with a corresponding digital configuration. Examples of digital platforms are: digital music platform "Spotify" or "iTunes", digital movie platform "Netflix", etc. The article established that from the point of view of the economy, digital platforms are auxiliary electronic environments (markets) on which sellers and buyers buy and sell goods. And digital entrepreneurship is also considered as the process of creating a new Internet business. In the process of research, it was established that thanks to the spread of digital platforms, entrepreneurs have opportunities to stimulate innovation to create new products or services. In the framework of Industry 4.0, globalization and digitalization have created some benefits for participants based on digital platforms. First of all, through digital platforms, manufacturers can assess buyers and end consumers without going through intermediaries. Also, digital platforms allow sellers to display their products in virtual shopping centers through a website, and consumers can view product information at a time and place convenient for them. It has been proven that small and medium-sized enterprises are one of the main engines of the modern economy, which contribute to the development of the country's economy, the creation of income, employment and innovation in various fields. Small and medium-sized enterprises are the key to economic growth and market competition in most developed economies due to their flexibility and ability to innovate. According to the results of the conducted research, it is confirmed that the use of digital tools and platforms helps small and medium-sized businesses to determine the right direction for improving the efficiency of small and medium-sized enterprises within the framework of Industry 4.0 and digitalization trends. After all, the activity of small and medium-sized business enterprises directly affects the total GDP of the country. Thus, the subject of further research is the study of factors that can increase the productivity of small and medium-sized business enterprises, which is important in determining the directions of the future development of small and medium-sized business enterprises. In addition, within the framework of Industry-4.0. SMEs must take advantage of globalization and digitalization to perform better and achieve greater competitive advantages.

Purpose The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage. Design/methodology/approach This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings. Findings The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market. Practical implications SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature. Originality/value This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

Free Trade Areas (FTAs) offer significant opportunities for Micro, Small and Medium Enterprises (MSMEs) by providing access to international markets without tariff barriers. However, MSMEs often face challenges such as limited understanding of FTA regulations and difficulties in accessing global markets. This article discusses the need to develop a global digital marketplace platform specifically designed for MSMEs with FTA integration to address these challenges. The study uses a qualitative approach, analyzing relevant journals and articles to identify the needs of MSMEs and how digital platforms can support them in maximizing the benefits of FTAs. The discussion aims to provide solutions to market access limitations and information barriers, contributing to the growth and innovation of MSMEs towards a more inclusive and sustainable digital economy.

<p class="AbstractText">Micro, small and medium-sized enterprises (SMEs) are considered to be the engine of the European economy. In EU SMEs make up more than 99% of all companies and provide around 75 million jobs. They are a key source of job creation and stimulation of entrepreneurial spirit and innovation and are therefore essential for fostering competitiveness and maintaining employment in the EU. Yet SMEs often have problems in raising funds to finance fixed investments and inventory and working capital. SMEs mostly use internal sources while the most important external sources of SMEs are bank loans, which are not easily accessible. Hence, one of the priorities of the European Commission is stimulating SMEs through EU funds and programs in order to enable SMEs development and finally to contribute to economic growth. SMEs sector also dominates the economic structure of Croatian economy and they have similar financing problems. However, Croatia in period 2014 – 2020 have at disposal a total amount of 10.676 billion of euros from European structural and investment funds, of which 8.397 billion are aimed for cohesion policy objectives and 470 million euros are aimed for the development and competitiveness of SMEs. Besides, EU programs COSME and HORIZON 2020 are intended to provide direct support to SMEs and to create a favorable environment for their development. However, even though the number of successful project applications for small and medium-sized enterprises in the total share of Croatian project applications is relatively high, fund absorption has not reached satisfactory levels. Using the sample of Split-Dalmatia County’s SMEs, this study finds out reasons for low absorption capacity from SMEs point of view: SMEs are interested in funds from European Union, but are not sufficiently familiar with their availability i.e. funds at their disposal, especially programs COSME and HORIZON 2020; SMEs state that they know how to apply for EU funds but considered the procedure as complicated and demanding regarding documentation, and that the needed knowledge and know-how for proposal is beyond their scope; SMEs are not satisfied with the cooperation with state institutions, especially Ministry of Regional Development and EU funds and Croatian Chamber of Economy. We point out four main conclusions: (1) SMEs are not enough aware of EU financing possibilities; (2) additional promotion of EU programs directly to SMEs is required; (3) additional education of SMEs regarding project proposal and documentation is needed and (4) more proactive policy of state institutions and cooperation with local authorities is expected. Finally, greater awareness and professional help might be a key in strengthening the SMEs, whose entrepreneurial spirit and innovation process is a prerequisite for economic growth and development.</p>

Purpose Digitalization can likely achieve firm sustainability, which is required for success. Therefore, this study aims to investigate the role of digital enablers in enhancing sustainability among the managers of Pakistan’s small- and medium-sized enterprises (SMEs), using the resource-based view and dynamic capability theories. Design/methodology/approach For this study, the authors used a quantitative method. Cross-sectional data were collected using a questionnaire sent to managers and non-manager employees who were familiar with digital technologies. Finally, this study used 296 valid sample sizes for the study’s results. Findings Using partial least squares-structural equation modeling (PLS-SEM), the findings show that digital technologies positively impact digital platforms and, in turn, firm sustainability. On the one hand, organizational dynamism positively impacts firm sustainability. On the other hand, digital orientation has a negative effect on organizational dynamism and firm sustainability. Digital platforms are also a negative predictor of firm sustainability. Turning to the mediating impacts, on the one hand, organizational dynamism is a positive factor that develops the connection between digital technologies and firm sustainability. On the other hand, organizational dynamism and digital platforms negatively mediate the association between digital orientation and firm sustainability. Finally, digital platform constructs negatively mediate between digital technologies and firm sustainability. Practical implications This study’s findings support policymakers’ and planners’ design policies to boost digitalization among SMEs and enhance their sustainability. By adopting these findings, SMEs may enhance their digital capabilities, technologies and employee orientations to become more successful. Originality/value This study’s findings fill the gaps in the existing literature by contributing an integrated framework that simultaneously confirms the direct and mediating paths among Pakistan’s SME managers.

Micro, Small, and Medium Enterprises (MSMEs) are the main drivers of Indonesia's economic growth, but many face challenges in adopting digital technology. This study aims to develop and evaluate the impact of the BERKEMBANG.ID digital platform in enhancing the capacity of MSMEs in Depok City, in line with achieving Sustainable Development Goal (SDG) 8. Using a mixed-methods approach, the study involves 100 MSMEs with a focus on three main indicators: digital knowledge (human resources), operational efficiency, and sales performance. The results show a significant improvement in MSMEs' capacity after using the BERKEMBANG.ID platform. Digital literacy among MSMEs increased from 40% to 75%, operational efficiency rose from 45% to 80%, and sales performance increased from 50% to 85%. These improvements were supported by the platform’s features, such as digital training modules, analytical dashboards, and marketing tools, which effectively addressed key challenges faced by MSMEs, including limited digital skills and market access. This study highlights the transformative role of digital platforms in empowering MSMEs and the importance of tailored digital solutions to meet their specific needs. By enhancing digital technology adoption, BERKEMBANG.ID not only improves MSME performance but also supports inclusive and sustainable economic growth. Future research could focus on replicating this platform in other regions and integrating advanced analytics to optimize its impact.

Digital transformation has become a major driver in the empowerment of the global economy, including in the Micro, Small, and Medium Enterprises (MSMEs) sector. However, amid the rapid development of digital technology in Indonesia, the Hindu community still faces challenges in accessing digital markets and funding that is in line with their spiritual and social principles. This research aims to develop an e-commerce and crowdfunding based economy digitalization model that is integrated with Hindu values, especially Seva (social services), Punia (generosity), and artha_dharma (proper prosperity) to support the independence and economic welfare of Hindus in Indonesia. The results of the study show that digital platforms, if designed contextually, can be a strategic means in increasing market access, expanding funding, and strengthening the competitiveness of Hindu MSMEs. The integration of Seva and Punia principles not only strengthens the social legitimacy of digital economy practices, but also creates an ethical, inclusive, and sustainable business ecosystem. This research contributes to the development of a community economic model based on religious values in the digital era. The research data in this study was carried out by distributing research questionnaires to 165 MSMEs in Bali Province with predetermined sample criteria. This research was conducted using the survey method. All Exogenous variables consisting of Economic Digitalization, E-Commerce Use, Crowdfunding have been proven to have a positive and significant direct influence on the Endogenous Variables (Economic Empowerment). This shows that the influence of digitalization in increasing economic empowerment has been greatly felt by MSMEs, on the other hand, the application of E-Commerce in business development models, including marketing, also has a good impact on the empowerment of the MSME Economy, in addition to the Crowdfunding factor which does have a good impact on MSME capital access. The understanding of Hindu values directly also has a very good influence, the better the understanding of MSMEs about the concept of Hindu values, the more economic empowerment will increase. The Moderation hypothesis (interaction) for the three paths (Economic Digitalization, Use of E-Commerce and Crowdfunding) has not been able to moderate interaction to MSME Economic Empowerment. This is because MSME actors of Hindu values function as a strong predisposing factor or internal motivation for the ummah to be active in economic empowerment, not as a condition that strengthens the impact of programs or external factors (Economic Digitalization, Use of E-Commerce and Crowdfunding). These values are already the main driver, so their influence does not need to be mediated/moderated.

The intersection of digitalization and sustainability is reshaping the tourism industry, with digital platforms playing a transformative role in optimizing travel experiences while simultaneously influencing economic inclusivity, labor dynamics, and environmental responsibility. This paper explores how Industry 4.0 technologies—such as artificial intelligence (AI), big data, blockchain, virtual reality (VR), and the Internet of Things (IoT)—are integrated into digital tourism platforms, assessing their dual impact on sustainability and market structures. The study develops a conceptual framework around five key dimensions: market power and digital dependency, AI-driven automation and workforce transformation, innovation and digital inclusion, sustainability innovations, and data security and governance. While digital platforms enhance personalization, operational efficiency, and eco-conscious travel, they also reinforce economic disparities, monopolization, and regulatory challenges, raising concerns related to SDGs such as SDG 1 (No Poverty), SDG 5 (Gender Equality), SDG 8 (Decent Work and Economic Growth), SDG 9 (Industry, Innovation and Infrastructure), SDG 10 (Reduced Inequalities), SDG 12 (Responsible Consumption, and Production), SDG 13 (Climate Action), and SDG 16 (Peace, Justice, and Strong Institutions). The study highlights the need for equitable governance frameworks to mitigate risks associated with AI-driven monopolization, algorithmic bias, and data privacy violations while ensuring digital accessibility for small and medium-sized enterprises (SMEs). The findings contribute to ongoing discussions on platform economics, digital governance, and sustainable tourism transformation, offering policy and managerial implications for fostering an inclusive and environmentally responsible tourism industry.

Purpose – The purpose of this paper is to discuss the value of scenario planning to small and medium size enterprises (SMEs), and further examine the challenges constraining the uptake of scenario planning by SMEs. Design/methodology/approach – A conceptual review of the literature on scenario planning in SMEs intended to unpack and capture the possible underlying reasons accounting for the limited uptake of scenario planning by managers/owners of SMEs has informed the formulation of this paper. Findings – The study uncovered that SMEs’ managerial mental models, SMEs’ managerial time orientation, severe resource constraints, and industry complexity are some of the salient factors inhibiting the use of scenario planning among managers/owners of SMEs. The author develops a framework of propositions that account for the complexity and challenges of scenario planning by SMEs for future empirical examination and validation. Originality/value – The conventional wisdom is that scenario planning is carried out by large and established firms, and that SMEs are unable to adopt and practice the technique. This paper uncovers that SME have substantial needs for scenario planning, but are only able to engage in simple foresight activities such as brainstorming, desk research, networking and expert interviews to monitor their external environment. They are unable to effectively use scenario planning in its purest form as in large firms. By bringing together the reasons accounting for the difficulty of SMEs to practice scenario planning in its purest form as large firms do, the study therefore extends the limited discourse on scenario planning among SMEs. Implications are discussed and areas for future empirical studies provided.

The article highlights current issues regarding the potential of small and medium-sized enterprises (SMEs), which is an important factor in the economic development of any country. The innovative potential of the enterprise is the ability of the organization to generate new ideas and implement them in its activities. This is a complex indicator that includes various aspects that affect a company's ability to be innovative. The study provides key aspects that determine the innovative potential of SMEs, namely: economic growth - SMEs contribute to the creation of new jobs and ensure the flexibility of the economy, as they quickly respond to market changes; innovation – small and medium-sized enterprises are often the source of new ideas and technologies, as they have lower bureaucratic barriers and more flexible structures; competition - SMEs contribute to increasing the level of competition in the market, which stimulates large companies to increase efficiency and improve the quality of products and services; social aspect – small and medium-sized enterprises are often the basis for the development of local communities, providing jobs and supporting the local economy; globalization – SMEs can successfully enter international markets, contributing to the country's export potential. Key challenges for SMEs include access to finance, regulatory barriers, shortages of skilled workers and the need to adapt to technological change. Support from the state, business incubators and other organizations can significantly improve the conditions for the development of small and medium-sized enterprises. An up-to-date analysis of small and medium-sized enterprises was carried out and the corresponding steps for creating an effective innovation potential of small and medium-sized enterprises were provided. The key elements of innovation potential are presented, namely: resource base, organizational structure and culture, research and development (R&D), information support, patent and licensing activities, innovation marketing, innovation management. Innovative potential is a key factor for ensuring long-term competitiveness and success of the enterprise on the market. It allows the company not only to respond to changes in the external environment, but also to actively form new market opportunities.

Chatbot for SMEs: Integrating customer and business owner perspectives

PurposeProduct advantage is consistently identified as the most important product characteristic in explaining the adoption and success of a new product. In small- and medium-size enterprises (SMEs), in particular, improving new product performance is critical in supporting SME survival and growth. Given that SMEs are a vital component of most economies improving their ability to effectively launch new products is an essential activity for sustainability. However, although literature illustrates that developing products with high levels of product advantage and new product development is advantageous, few studies have explored product advantage activities in SMEs and consequently research on product advantage is over-reliant on large firm studies. Given the specific resource constraints which challenge SME new product development (i.e. financial, expertise, access to networks etc.) context-specific research is critical. The purpose of this paper is to address these gaps in literature by exploring the product advantage activities in four manufacturing SMEs actively engaged in product development.Design/methodology/approachThe research question centres on exploring the antecedents of product advantage in SMEs (market uncertainties, competitive intensity, resource uncertainties and technological uncertainties) in the context of multi-dimensional perspective of product advantage (consisting of product innovativeness, product superiority and product meaningfulness). A qualitative interpretivist approach was used to explore the research question exploring the antecedents to, and nature of, product advantage in SMEs. Case studies were used to inductively and holistically view SMEs in their entirety, this approach facilitated in-depth understanding of the reality of the SME and allowed for the interpretation of the SMEs owner/managers perspectives on product advantage.FindingsThe empirical findings suggest that the most significant antecedent of product advantage in the case SMEs was competitive intensity followed by technology uncertainty and resource uncertainty and then market uncertainty. Product advantage was found to be strongly based on product meaningfulness with elements of product innovativeness and product superiority also defining their perspective of product advantage.Research limitations/implicationsThere are several implications for SME owner/managers arising from this study. In the context of these findings, SMEs need to carefully consider three issues in supporting their new product development: first, their dependence on letting existing customers drives their new product development; second, owner/manager perceptions of product advantage are focused on delivering guaranteed sales, this focus nurtures incremental continuous product development rather than radical discontinuous innovation. While this strategy is low risk and supports SME sustainability, it could lead to less ambitious innovation strategies and slower growth for SMEs; third, antecedents of product advantage such as competitive intensity, technology uncertainty and resource uncertainty and market uncertainty need to carefully managed.Originality/valueThis study illustrates the complex nature of the antecedents and nature of product advantage in SMEs. The study provides insight into the product advantage characteristics that SMEs consider important in the development of new products. Different elements of each of the three product advantage constructs (product meaningfulness, product superiority and customer meaningfulness) are considered important under different conditions. Throughout this analysis, market needs and wants, technology, competitors and resources emerged as the defining conditions upon which product advantage decisions are based. More specifically knowledge regarding the market, technology, competition and the availability of resources dictated the type and levels of advantages that were presented in new products.

Digital transformation has become one of the main challenges for Micro, Small and Medium Enterprises (MSMEs) in Indonesia, especially in dealing with post-pandemic market dynamics. This study aims to analyze the digital marketing strategies implemented by MSMEs in Banda Aceh in order to increase competitiveness in the digital era. The research method used is a descriptive method with a quantitative approach. Primary data was collected through a survey of 50 MSME players who actively use digital platforms, such as social media, marketplaces, and business applications. Secondary data was obtained from related agency reports and literature studies. The results showed that the majority of MSMEs in Banda Aceh have utilized social media, such as Instagram and WhatsApp Business, as the main channel for digital marketing. The most commonly used strategies include visual promotional content, time-based discounts and direct interaction with customers. However, significant challenges remain, such as limited understanding of technology, limited marketing budgets, and low utilization of customer data for consumer behavior analysis. This study concludes that the adoption of digital marketing can significantly improve MSME competitiveness, especially in expanding market reach and increasing customer loyalty. Strategic recommendations include improving digital literacy through training, utilizing analytics tools to understand consumer behavior, and collaborating with local communities to strengthen business networks. The findings are expected to provide practical contributions for MSME players in Banda Aceh as well as a reference for policy makers in supporting digital transformation in the MSME sector.

Industrial business associations improving the internationalisation of SMEs with digital platforms: A design science research approach

With the improvement of the level of market economy and the improvement of the state's attention to small and medium-sized enterprises (SME), the number of small and medium-sized enterprises in China is gradually increasing, and the market competition is also becoming increasingly fierce. Under the background of big data, the competition faced by small and medium-sized enterprises is more severe. Strengthening the management of financial internal control can ensure that enterprises can successfully complete their development goals and improve their market competitiveness, so as to realize the healthy development of small and medium-sized enterprises. Combined with the significance of financial internal control of small and medium-sized enterprises under the background of big data, this paper emphatically analyzes the problems existing in financial internal control of small and medium-sized enterprises under the background of big data. According to the analysis results, this paper puts forward the strategies of financial internal control of small and medium-sized enterprises under the background of big data, for reference.