Why do Indian SMEs fail and succeed?: insights from auto-component industry

Dilip Nandkeolyar, Neeraj Pandey, Ravi Kiran and Shailendra Kumar

International Journal of Indian Culture and Business Management, 2017, vol. 15, issue 1, 82-99

Abstract: A cursory look at data on small and medium enterprises (SME) in India shows that large numbers of SMEs are failing. This study found fundamental reasons behind this failure besides providing insights into what makes few SMEs successfully manage competition. The data was collected from 517 auto-component manufacturing units in large automotive SME clusters of India. The research highlighted the key role of business planning in Indian SMEs. The SMEs need to proactively manage innovation and quality, improve financial agility, navigate change process and assess global impact. The study also looks at the role of benchmarking, negative attribution and buyer-supplier relationship in sustaining competitiveness by SMEs in post-WTO (World Trade Organization) era.

Keywords: small and medium enterprises; SME; benchmarking; marketing; business planning; auto-component; manufacturing; clusters; India. (search for similar items in EconPapers)
Date: 2017
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=85389 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijicbm:v:15:y:2017:i:1:p:82-99

Access Statistics for this article

More articles in International Journal of Indian Culture and Business Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().