good business essay topics

good business essay topics

Exploring Effective Strategies for Small Businesses in the Digital Age

1. Introduction to the Digital Transformation of Small Businesses

There are five strategies that small businesses can use to make the digital age work for them: 1. Be open to change. Banks that delivered seamless customer experiences during the COVID-19 pandemic were the ones that had made significant digital investments and had this front-of-mind in all that they did. 2. Work towards transforming your business into a digital-first enterprise. Small businesses should make a conscious effort to adapt to the changing business environment by implementing technologies that will enable them to develop new business models, become agile, and support a remote and distributed workforce.

It is imperative for small businesses to explore effective strategies for making the digital age work for them. In a world of decreasing attention spans, small businesses can benefit greatly from adopting digital tools, which can help facilitate customer acquisition, management and development, marketing, content generation, delivery, and automation. Thanks to digital footprints, businesses can now create relevant and targeted content, share social media posts, and have a content calendar in place. Moreover, thanks to digital analytics, businesses can use data to make better business decisions, identify key areas for improvement, and track key performance indicators. Finally, the use of dashboards allows small businesses to view valuable information about their business on one screen. These help businesses keep track of their sales, business growth, customer data, and website metrics.

2. Key Challenges Faced by Small Businesses in Adopting Digital Strategies

Our analysis reveals that small businesses are using a surprising breadth of digital strategies. From simple tools such as a business website or e-mail marketing to drive engagement, to complex customer relations tools that help manage customer relationships digitally, all have a role to play in two-thirds of small businesses. Similarly, customer and market insights tools, digital scheduling, and finance and accounting tools all play a significant role in documenting and executing operational functions. We found that access to technology in general, and knowledge about technology are the top identified challenges that small business owners acknowledge about these strategies. However, we found that the presence of a mentor or a peer advisor greatly improves the probability of adoption; more than even higher education or general business advising.

Over the past few decades, major leaps and bounds have been made in information and communication technology, and more recently in mobile computing. As a result, the economy has shifted such that small businesses continue to adopt ever more sophisticated digital strategies as a means to achieve meaningful scale and impact as they compete in the digital age. However, the path to adoption and effective usage is not well structured, and many are left to struggle on their own. In this work, we explored the breadth of digital strategies that small businesses have available to them, and the extent to which they are using them. We furthermore looked at challenges that they face in adopting these strategies, and potential areas where more effective training or educational tools might be useful.

3. Best Practices and Innovative Approaches for Small Business Success in the Digital Landscape

Understanding of the strategic potential and delivery issues of a new digital age remains difficult for most SMEs. Illustrations frequently used to bring the message home, in the corporate marketplace, are not always relevant in commercial terms and never scale-down in source size. A determination of a starting point in the quest is mandatory; “big bang” projects that come with equally large price tags and long-term payback horizons do not sit comfortably with the need to generate continuous processes and infrastructure improvements in rapidly evolving marketplaces in a short pace of time. Small and medium-sized enterprises (SMEs) cannot afford to bet their existence, particularly as 80% of all new jobs come from companies in this sector. Most do not fail with flawed models, but through execution. Accurate identification of business and industry models based on practical examples seen by SME owner-managers is key, as is a readiness by implementers both to explore how their own business is being transformed and to learn from long-term, ‘IT-aware’ relationships with both trading customers and their own suppliers. Small may be beautiful, but without attention to business fundamentals and the creation of ways to achieve their realization, it could come back to be their downfall. Digital has every potential to be an equalizer, boosting innovative smaller companies with global aspirations.

As a foundation, it is clear that a focus on value creation and on enhancing internal relationships and capabilities is essential for digital success. Consequently, the business of business matters. However, while outsourcing may appear to be attractive, in truth, information technology (IT) must be shifted very much to the center as a tool and facilitator for generating new business models, for smoothing out internal processes, for developing closer relationships with the product and customer base, for developing better and easier access to lower-cost services, and for achieving improvements in supply chain and procurement activities. It must be used as a bridge between current systems and future developments. In forgiving environments and unlimited budgets, just about anyone can design visionary IT-rich business models. The successful models will be those that facilitate a fully realized use of all capabilities to the greatest advantage.

4. Case Studies of Small Businesses Successfully Implementing Digital Strategies

Overall, these case studies involved multiple interviews over three to four months with the businesses’ management teams. The authors also reviewed much documentation, including public financial statements, shareholder reports, and university center reports. During the three-to-four-month fieldwork, all teams scheduled visits to the business, observing technology integration with customer service interaction and internal operations. These visits were voluntary and were useful in the discussion of materials, production flow, quality control, and technology and other infrastructure for operating the company. Our methodology also targeted completion for all organizations and at least one manager per business, and we once again could control this goal.

Given that many executives in small firms find adopting digital strategies and digital technologies a daunting and huge challenge, from our extensive literature review, we find almost no research on how small businesses can effectively confront implementing digital strategies. Our empirical research approach employed multiple case studies using interviews, archival documents, direct observations, and researcher interactions with both owners and top-management teams. The authors identified twelve small businesses that had all achieved increased revenues, improved cost management, and a strengthened connection to their customers, and launched into an investigation to figure out how they had managed the digital engagement challenge. All the case studies’ businesses identified were chosen based on having successfully completed a digital transformation. The owners and management teams interviewed provided comprehensive and in-depth data about how their businesses successfully adopted digital strategies.

5. Conclusion and Future Trends in Small Business Digital Transformation

This study verified its framework and research model with evidence from some local small business owners in Shenzhen, Guangdong Province, the world’s electronics manufacturing center. Our research identified three effective strategies: electronic technology, organization and processes re-engineering, and integration to manage the internet-based companies, both for B2B and B2C. The study contributes to the theoretical debate about small business digital transformation by testing different variables’ impacts on the effect of digital tools and highlighting the critical role of business ICT support and the companies in the context in which it operates. Additionally, the agility enabled by digital technology can help win the enterprises’ competitive fighting in front of the increasing stage of micro-division competition.

The rapid adoption of mobile and digital technologies has unleashed a new wave of opportunity in today’s connected global economy and fundamentally changed small businesses’ practices in marketing, management, and operations. However, the “gust of creative destruction” created by digital technology brings totally new and unfamiliar questions to the small business side of the economy. Business owners often find themselves with neither a strategic plan nor the right IT staff to help them enter the digital business fray, attempt to adapt to changes, or leverage brand-new applications. The need for more information that provides insights and guidelines to small business owners is increasing. This paper seeks to fill a niche in the literature by presenting a general framework and identifying effective strategies for small businesses in the digital economy.

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