Factors Influencing Small Business Performance: A Case Study of Mtwara Mikindani Municipality
(A Constituent College of St.
Augustine University of Tanzania)
FACULTY OF BUSINESS ADMINISTRATION
Factors
Influencing Small Business Performance: A Case Study of Mtwara Mikindani
Municipality
A
Research Report Submitted to the Faculty of Business Administration in Partial
Fulfillment of the Requirements for the Award of Bachelor of Business
Administration (BBA) At Stella Maris Mtwara University College
MWENGUOH,
Allyson
June,
2019
CERTIFICATION
The undersigned certifies that he
has read and hereby recommends for acceptance by Stella Maris Mtwara University
College a dissertation entitled: “Factors Influencing Small Business
Performance: A Case Study of Mtwara Mikindani Municipality” in partial
fulfillment of the requirements for the Bachelor of Business Administration.
……………………………
RITHA
KITELEKI
(Supervisor)
……………………….…
Date
DECLARATION
I, MWENGUOH, Allyson, declare that
this is my original work and has not been submitted and will not be presented
to any other college, institution or university other than the Stella Maris
Mtwara University College (STEMMUCO) in Mtwara for academic credit.
……………………………
MWENGUOH,Allyson
……………………….…
Date
ACKNOWLEDGEMENT
First,
I would like to express my heartfelt gratitude and thanks to the Almighty God
who provided me the strength and good health during the course of my study.
This academic work could not have been successful and be in this stage if it
was not throughout the assistance of many people who were ready to sacrifice
their time for me throughout my research. With gratitude I acknowledge the
following peoples:
My
thanks goes to my research supervisor,Madam Ritha for her close assistance,
constant encouragement, suggestions, guidance and constructive criticisms
immensely contributed towards the successful completion of this study, My
thanks should go to the Stella Maris Mtwara University College management and
the Faculty of Business administration for their valuable assistance during my
academic horizon. My sincere appreciation should go to all my respondents who
devoted their time in answering my research questionnaires.
I
would like to extend my acknowledgment to my beloved mother and my family
for the moral and material support, God blesses them.
Lastly
I extend my appreciation to my classmates BBA3 my friends and others who helped
me during my study. May the almighty God bless you!
DEDICATION
This study is dedicated to my motherfor
her indescribable sacrifice, tolerance, wisdom, love, care, philosophy and
strategies towards my success. She deserves to be considered as my mentor,
illuminator, role model and inspiration. May Almighty God bless her!
ABSTRACT
The purpose of this study is to
assess the factors influencing small business performance in Mtwara
Municipality. Under this circumstance the study have looked also on how
ownership on the basis of an entrepreneurial orientation, effect of capital as
well as technology in business performance in Mtwara municipality.
The study was conducted in three
wards such as Rahaleo, Shangani and Ligula from Mtwara Mikindani municipality.
Case study research design technique was employed to support research design.
Simple random sampling techniques were used in gathering information from
population of 400 and sample sizes of 40 respondents have been used. Data were
collected using structured questionnaire analyzed using Microsoft excel
The findings of the study revealed
that entrepreneurial oriented has greater influence on performance of business
especially through innovations which lead to increase in sales, profit
maximization, customers retention and increase of new customers, not only
innovation but also in looking the question of capital the study examined that
amount of capital also affects business performance since sufficiency capital
lead to the good performance in business. Finally the study looks upon the
relationship between business performance and technology whereby due the
ability of entrepreneur oriented to innovate, also the study found that
technology cannot be isolated with performance in business activities as it cut
across the modernization and simplification of different activities like data
keeping and processing.
TABLE OF CONTENTS
LIST
OF TABLES
LIST
OF FIGURES
LIST OF ABBREVIATIONS
BG: British
Gas
C.E.O: Chief Executive Officer
E- Commerce: Electronic commerce
GDP: Gross Domestic Product
IV: Intervening
Variables
NBS: National Bureau of Statistics
SMEs: Small and Medium Enterprises
T.O.E: Technical Context, Organizational Context,
Environmental Context
USA: United State of America
CHAPTER ONE
1.0
Introduction
The aim of this research was to
determine the factors influencing small business performance in Mtwara
Mikindani municipality. This part covered background to the research problem,
statement of problem, research objectives, research questions and significance
of the study.
1.1
Background of the study
In different
parts all over the world both men and women were involving in small business
activities as different entrepreneurs aiming at making their economic status
and life very better. This attempt leads to
investigate the various factors which were responsible for development and
performance in small business in Mtwara Municipality.
Today unemployment rate stands at a
staggering 12.7% (NBS 2009) forcing a large number of the working population to
opt for self-employment. But due to a number of reasons the newly formed
businesses fail to operate on profits and eventually close down or continue
operating without a good return on investments constrained from performance and
expansion. Recent studies on Small and medium enterprises by Mfaume R and W.
Leonard(2003) and Kuzilwa J.A (2003), all of which were undertaken in Tanzania
have identified the factors limiting the success of small and medium size
businesses among them being corruption, lack of education and training,
government policy, in-access to finances and many more to be revised later on
in this particular study. This study find this research gape and focus on
reviewing on the positive side for looking on factors influencing the
performance of small business in Mtwara municipality. Also considering the fact
that, factors for influencing small business performance studies in Tanzania
and in developing countries in general are few and those few have not been done
to the extent of providing concrete insight to be used as frameworks for
further studies and also not all elements in that literature would fit findings
of factors influencing small business performance into the developing world
context of small firms, but at least find out some overviews to my research
discussed those factors influencing small business performance and in Mtwara
municipality especially three wards such as Rahaleo, Ligula and Shangani. By so
doing, the societies understand most important things on small business
performance, degree of relevance and usefulness. Under this circumstance the background factors like desire to achieve, accept
responsibility, hard works, and risk orientation of the entrepreneur had a
bearing on the success of entrepreneurs. In addition to this, the socio-economic
factors such as discovery of oil and gas, emergence of academic institution
such as Stella Maris Mtwara University College and Public Service College,
Makonde Beach hotel, regulations, encouragement and support from society and
family, good banking with available credit, social integration, social status,
and free trade with limited tariffs, enterprise zone, available technology, and
strong telecommunication and distribution networks are also important for
creating small business.
There was no
single uniformly acceptable definition of small business; that was so because a
small firm in one industry and one in another industry might have different
levels of capitalization, sales and employment from a small firm in another
industry. Thus, definitions which are objective in nature (considers size such
as number of employees, sales, profitability , net worth etc) at a sectorial
level, mean that in some sectors all firms may be regarded as small while in
other sectors there are no possibly firms which are small (D.J. Storey 1994).
McMahon
et al (1993) referred to defining a small business as a ‘vexing and enduring
difficult’ and went on to indicate that small enterprises are easier to
describe than to define in precise terms. What small enterprises in fact have
in common and what sets them apart from large enterprises, are other less
tangible attributes that are more difficult or even impossible to measure.
McMahon et al (1993) have summarized a common view that small firms are best
identified by their inherent characteristics but SMEs policy of Tanzania (2003)
described that, countries use various measures of size depending on their level
of performance. The commonly used yardsticks are total number of employees,
total investment and sales turnover. In the context of Tanzania, micro
enterprises are those engaging up to 4 people, in most cases family members or
employing capital amounting up to Tshs.5.0 million. The majority of micro
enterprises fall under the informal sector. Small enterprises are mostly formalized
undertakings engaging between 5 and 49 employees or with capital investment
from Tshs.5 million to Tshs.200 million. Medium enterprises employ between 50
and 99 people or use capital investment from Tshs.200 million to Tshs.800
million.
1.2
Statement of the Problem
The
study assessed the factors influencing the small business performance in Mtwara
municipality. Small business are known to play a major role in social economic
performance which is the case also to this municipality and contribute significantly
to employment creation, income generation and stimulation of performance in
both urban and rural areas, In-turn contributing to the performance of the
country as a whole economically, socially and even politically.
It
is estimated that about a third of our national GDP originates from the Small
business sector. According to the informal sector survey of 1991, micro
enterprises operating in the informal sector engaging 1.7 million small
businesses consisted of about 20% of the labor force (3 million people then).
Though data in Tanzania especially in the Small business sector are somewhat
unreliable and sketchy, the above data saves to show how crucial the Small
business sector is to the Tanzanian economy.
Since
SMEs tend to be labor intensive, they create employment at relatively low level
of investment per job created. With the current unemployment rate standing at a
record high of 12.7 (NBS 2009 est.), most of these unemployed people opt for
entrepreneurship which falls in the SME sector. Given the situation and the
fact that Tanzania is characterized by low capital formation, small business is
the best option to address to this problem.
This
research also tried to examine the reason for conducting such as factors
influencing small business performance in Mtwara municipality and to identify
those factors influencing the performance of small business.
1.3
Objectives of the Study
This study focused on the following
objectives
1.3.1
General Objectives
To assess how ownership influences small
business performance in Tanzania.
1.3.2
Specific Objectives
i.
To determine how entrepreneurial
orientation influence small business performance in Mtwara
ii.
To examine the relationship between
technology and business performance in Mtwara
iii.
To examine the effect of capital on
small business performance in Mtwara
1.4
Research questions
The key
questions answered by this research are:
i.
How entrepreneurial orientation does
influences business performance in Mtwara?
ii.
What are the effects of technology in
small business performance?
iii.
What are the effects of capital on small
business performance in Mtwara?
1.5
Significance of the study
The study can help the
entrepreneurs to expand their knowledge in business doing, also can help to
realize common factors influencing the small business performance in Mtwara
municipality as well as the way forward. It can also help government and other
institutions in solving issues rising in various businesses activities, it can
help other researchers in their studies within the same field of study.
1.6
Scope of the Study
This study had been conducted in
Mtwara Mikindani municipality within three wards such as Rahaleo, Ligula and Shangani.
The choice of this area to this study were due to adequate number of
respondents and because of being near by the researcher hence become easy to
visit using low cost in in term of transport cost.
1.7
Limitation of the Study
During data collection it happened
some hindrances such as limited time in data collection, lack of finance to
facilitate the work, language barriers, as well as negative response to some
respondents who were not be able to answer the questions.
1.8
Delimitation of the Study
As far as facing number of
limitations in my study, I tried my level best to balance the use of time
during data collection process and also to reduce language barrier to my
respondents by changing my questionnaire into Swahili language so as to make
them easy understandable.
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
In this chapter, the
theoretical literature studies had been reviewed about the factors influencing
small business performance, different matters such as ownership, technology,
the intrepreneural skills and decisions and others were discussed to ensure
that no important variable could be ignored and all required literature
features had been included for the success of the study.
2.1 Theoretical Literature Review
Theories used to explain the
factors influencing small business performance. Several theories have been used within past
research to explain small business performance. One among them is the TOE theory developed
in 1990 (Tornatzky and Fleischer, 1990). The theory identified three aspects of
an enterprise’s contexts that influence the process by which it adopts and
implements; they include technological context, organizational context, and
environmental context. The theory based on the argument put forth by Arasa and
Achuora (2012) study on the antecedent to successful adoption of small business
performance in textile industry in Kenya. Such a theory has also been adopted
by Ochola (2013) in a study on e- commerce adoption among micro , small and
medium sector in Nairobi county, Kenya, which identified organizational,
technological, and environmental issues as factors affecting adoption and
implementation of e –commerce among SMEs. The current study sought to explain
three theories in regard to small business performance, they include
Resource-based theory, and transaction cost theory and efficiency theory. Among these three theories the researcher
chooses one theory (resource based theory) which was the best theory to explain
small business implementation.
2.1.1 Resource-Based Theory
Resource-based
theory has evolved in recent years to provide a way to understand how resources
allow an institution or a firm to enjoyexcellent performance. (Philip Selznick
1957). Resource-based theory builds on past ideas about resources, but it
represents a big improvement on past ideas in at least two ways. First,
resource –based theory offers a complete framework for analyzing organizations
or institutions. Second, the ideas offered by resource based theory have been
developed and refined through scores of research studies involving a big number
of organizations or institutions.
The tangibility of resources was very
important with resource based theory. Tangible resources are resources that can
be readily seen, touched, and quantified. They include physical assets such as
plants, machinery, land, equipment as well as cash. Intangible resources are
quite difficult to see, to touch or to quantify. They include knowledge, skills
and competence of the employees, reputation (brand names) and culture of
organization or institution (Barney, J.B. 1991).
According
to Barney (1991) and Werner felt (1984), the firms or institutions create value
by combining resources, both tangible and intangible resources along with
resources, capabilities and assets are used in literature.
Under
this circumstance, my research applied the resource based theory as a major way
which incurred both tangible and intangible resources that associated human
resource, technological resource etc.
Also
D.J. Storey (1994) considers the growing small firm by a categorization
combining three components namely; the starting resources of the
entrepreneur(s); the firm; and the strategy.
Table number two shows that each
component can be considered as a variety of different elements.
2.1.2
Ownership
Most businesses start like a one-person band
with the owner playing all the instruments. That person can usually play some
of the instruments well, but he or she must also play some of the instruments
by necessity. Like any musical ensemble, there are many roles in a small
business. In the beginning, owners are often the best person in the company at
making or delivering the product or service. And because they have the most at
stake, they often wear a variety of hats including sales, accounting and more. Through
a combination of skill, planning, talent and perhaps luck, some businesses
grow, this performance lead to new and changing roles in the business for
everyone, including the owner. Of all the roles and owner had in the business,
maybe the most important one is to be the designer for the business (Grubler,
2003).
2.1.3
Technology
When you consider how much time
these owners spend daily on their computers, you can see the significance of
this issue (Gibson, 2001). Small businesses look to technology as a critical
tool to increase efficiency and grow business networks which is particularly
important now and future given the downturned economy
2.1.4
Decision
The implications of both bad and
good decision making in business is numerous – from starting up the business to
customer and instilling employee
cutbacks; each one of these scenarios require rational decision making. In the
instance that a bad decision is made, a business not only stands to lose a huge
amount of potential revenue but can even collapse and dissolve. However, good
decision making in business is crucial to ensure the continuous survival of the
business in question. In most instances, it is up to the manager or chief
executive officer (CEO) to oversee all aspects of the business operation, and
implement the necessary decisions that help a business to grow and increase its
market share (Westhead, 1995).
2.1.5
The entrepreneurial Orientation
D.J Storey (1994) refers this as
the characteristics of the individual or individuals who provide the prime
managerial resources of the small business. The entrepreneur(s) and their
access to resources can be identified prior to the business being established.
In principle each element could be measured or assessed prior to starting the
business, although some elements are more difficult to measure than others. An
example is measuring motivation or social marginality might pose more problems
than specifying gender, number of founders or their ages. Nevertheless, the
integrating, or common characteristics of the entrepreneur or resource
components is that all element that can be prior to business startup and they
relate exclusively to the entrepreneur and his or her access to resources not
to the business which is established (Kim & Arnold 1996).
2.2
Empirical Literature Review
Most of the previous studies
dealing with the conditions of successful business have focused on large
companies rather than SMEs (i.e., Ghosh and Kwan, 1996; Kauranen, 1996 and
Pelham, 2000). However, changes in the environment cause more uncertainty in
SMEs than in large companies. Their resources for acquiring information
about the market and changing the course of the enterprise are more limited.
The response to environmental changes was different in SMEs than in large
companies. Large firms may even exit from one of its business areas, but this
is not usually possible in a single-business firm. The options for responding
are limited by the firms’ resources and strategic choices as well as by the
opportunities offered by the industry and location. Those ways may also differ
between the performance stages of the firm. SMEs have long been believed to be
important in supporting economics performance within a country (Mazzarol,
Volery, Doss, &Thein, 1999). One of the important roles of SMEs in this
context includes poverty alleviation through job creation. Thai SMEs are
increasingly seen as creator of new jobs (Swierczek& Ha, 2003) and
Vietnamese SMEs employ 64% of industrial workforce.
The following recent studies based on surveys have dealt with the factors affecting SME success. Nurul Indarti and Marja Langenberg (2005) identified key components to be important in analyzing the business success of SMEs which includes the characteristics of the entrepreneurs; the characteristics of the SMEs; and the contextual elements of SME performance. Westhead(1995) studied factors influencing the survival of 227 high-technology small firms. Ghosh and Kwan (1996) made a cross national inter sectoral study of the key success factors of 152 SMEs in Singapore and 164 SMEs in Australia. Kauranen (1996) carried out a follow-up study of 37 new manufacturing firms in Finland and studied the determinants of the future success of the firm in the short term and in the long term. Yusuf (1995) explored critical success factors for small firms in several industry sectors based on the perceptions of 220 South Pacific entrepreneurs. Wijewardena and Cooray (1996) explored the importance of a set of success factors by studying a sample of 300 small manufacturing firms in Japan. Gadenne (1998) investigated the effect of various management practices on small firm performance by studying 369 small businesses in the retail, service, and manufacturing industry in Australia. Bracker and Pearson (1986) studied planning and financial performance of small mature firms in the dry cleaning business. Baker et al. (1993) studied planning in successful high-performance small firms.
The following recent studies based on surveys have dealt with the factors affecting SME success. Nurul Indarti and Marja Langenberg (2005) identified key components to be important in analyzing the business success of SMEs which includes the characteristics of the entrepreneurs; the characteristics of the SMEs; and the contextual elements of SME performance. Westhead(1995) studied factors influencing the survival of 227 high-technology small firms. Ghosh and Kwan (1996) made a cross national inter sectoral study of the key success factors of 152 SMEs in Singapore and 164 SMEs in Australia. Kauranen (1996) carried out a follow-up study of 37 new manufacturing firms in Finland and studied the determinants of the future success of the firm in the short term and in the long term. Yusuf (1995) explored critical success factors for small firms in several industry sectors based on the perceptions of 220 South Pacific entrepreneurs. Wijewardena and Cooray (1996) explored the importance of a set of success factors by studying a sample of 300 small manufacturing firms in Japan. Gadenne (1998) investigated the effect of various management practices on small firm performance by studying 369 small businesses in the retail, service, and manufacturing industry in Australia. Bracker and Pearson (1986) studied planning and financial performance of small mature firms in the dry cleaning business. Baker et al. (1993) studied planning in successful high-performance small firms.
The following recent studies based
on surveys have dealt with the factors affecting SME
success. Nurul Indarti and Marja Langenberg (2005) identified key components to be important in
analyzing the business success of SMEs which includes the characteristics of
the entrepreneurs; the characteristics of the SMEs; and the contextual elements
of SME performance. West head (1995) studied factors influencing the survival
of 227 high-technology small firms. Ghosh and Kwan (1996) made a cross national
intersectional study of the key success factors of 152 SMEs in Singapore and
164 SMEs in Australia. Kauranen (1996) carried out a follow-up study of 37 new
manufacturing firms in Finland and studied the determinants of the future
success of the firm in the short term and in the long term. Yusuf
(1995) explored critical success factors for small firms in several
industry sectors based on the perceptions of 220 South Pacific entrepreneurs.
Wijewardena and Cooray (1996) explored the importance of a set of success
factors by studying a sample of 300 small manufacturing firms in Japan. Gadenne
(1998) investigated the effect of various management practices on small
firm performance by studying 369 small businesses in the retail, service, and
manufacturing industry in Australia. Bracker and Pearson (1986)
studied planning and financial performance of small mature
firms in the dry cleaning business. Baker et al. (1993) studied planning in
successful high-performance small firms. Pelham (2000) explored the
relationship between market orientation and the performance of manufacturing
SMEs in eight industry sectors. Based on the findings of earlier research, the
factors affecting SME business success were classified into the following
categories: (1) an entrepreneur Characteristics (Kristiansen, Furuholt, &
Wahid, 2003; and Rutherford & Oswald, 2000), (2) characteristic of SME (Kristiansen,
Furuholt, & Wahid; 2003), (3) management and know-how (Swierczek&
Ha,2003), (4) products and services (Wiklund 1998; and Hitt& Ireland 2000).
(5) Customers and markets (William, James, & Susan; 2005), (6) the way of
doing business and cooperation (Hitt&Ireland 2000; and Jarillo 1988). (7) Resources
and finance (Swierczek& Ha, 2003; andKristiansen, Furuholt& Wahid,
2003). (8) Strategy (McMahon, 2001), (9) external environment(Huggins, 2000;
and NurulIndarti&MarjaLangenberg, 2005); and (10) internet (HenrietteHesselmann,
Comcare, and Peter Bangs; 2002). However only 6 factors namely Characteristics
of SMEs, Management and know-how, Products and Services, The Way of Doing
Business and Cooperation, Resources and Finance and External Environment were
considered for the theoretical framework of this study based on suitability
with Bangladeshi context. Therefore, Business success is the dependent variable
and independent variables are: Pelham (2000) explored the relationship between
market orientation and the performance of manufacturing SMEs in eight industry
sectors.
Although the significance of
rapidly growing small businesses in creating employment (especially in a third
world country like Tanzania) is very obvious to many, the theoretical
understanding of the performance of small firms remains sketchy. This is partly
because of the fact that small firms which makes the transition from small to
large changes in character (Penrose, 1959). What Penrose pointed out about
small firms changing in characters encouraged a number of researches to be done
on the changes in a firm associated with performance. This is how the stage
models came to life.
2.3 Conceptual Framework
After reviewing the
theoretical and empirical literatures, the researcher came out with a conceptual
framework as below.
Figure 2.1: Conceptual Framework
|
Capital
|
|
Location
|
|
Size
|
|
·
Sales
growth
·
Profit
maximization
·
employees
motivation
|
|
Business
Gross
|
|
·
Technology
·
Decision
making
·
Entrepreneurial
orientation
|
|
Ownership
Structure
|
2.4 Research gap
A
study by Barber et al (1989) Barriers to Performance in Small Firms can be
consulted. The study summarized the literature on the topic under three
headings: Management and Motivation, The sources, and Market Opportunities and
Structure. The idea is the same as presented above by D.J. Storey’s factors
influencing small business firm development, only that barrier to performance
looks at the question of small business performance in a negative way. It can
also be argued at this point that, even though these studies were done in the
Kenya mostly they provide a general base on how small firms were constrained
from performance.
From
the study above, there was different in content and context which were not
mentioned, the study was done in Kenya and in Mtwara Mikindani Municipality,
the objectives of the study was not similar and also it differ from number of
sample size and size of study area. There is a need to conduct a research with
the same title in Mtwara Mikindani Municipality because the above study was not
similar in context and content. Hence, this study was aim to assess the factors
influencing small business performance in Mtwara Mikindani Municipality.
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
This chapter discussed
about research design, area of the
study, study population, sampling techniques, management and analysis of data,
type of data, data collection methods and approach, validity and reliability of
the data.
3.1Research design
The research designed the
conceptual structure within which research was conducted; it constituted the
blue print for the collection, measurement and analysis of data (Kothari,
2004). And Kumar (2005) adds that research design as a procedural plan that
adopted by the researcher to answer questions validly, objectively, accurately
and economically.This study cut a cross sectional research design as it was
simple and commonly be used design in the social
sciences. The study used case study design. This was due to the fact that the
resercher was able to visit the area and meet the respondets and pass across
important documents.
3.2Area of study
The study was conducted in
Mtwara municipality located in southern zone of Tanzania The municipality
consist of 13 wards but the study decided to search on only three wards such as
Ligula, Rahaleo and Shangani wards. The municipality is bordering with
Moqambique, to the south by Ruvuma river, to the west Mtwara is bordered by
Ruvuma region to the north by Lindi region and to the east by Indian ocean
(Mtwara district Homepage of the 2002 National Census).
The reason behind why
selected the study, that the area were more influencial in small business
activities and many business activities are practised there and also it was
easy for me to meet my respondents.
3.3 Target population
A population or ‘universe’
was constituted by all the items under consideration in any field of inquiry
(Kothari, 2007).The targeted population
was 400 respondents who are the business stakeholders in Mtwara
municipality.
3.4 Sample and Sample size
For this study, applying the
proposed rule of thumb (a) (Sekaran, 2003,pp.295), a sample size of 40 have beeb used.
Table 3.1: Shows a Chart of Respondents Used in the Field
SN
|
RESPONDENTS
|
NUMBER
OF RESPONENTS
|
1
|
EXPERT
|
1
|
2
|
SMALL BUSINESS ENTREPRENUERS
|
30
|
3
|
CUSTOMERS
|
9
|
Total
|
40
|
|
3.5 Sampling procedure
A sample is adequate plan
for obtaining preventive information from a given population while Sampling is
a process of obtaining a sample ( Mwenje 2001). Purposive sampling involves
selection of particular units of the universe for constituting a sample which
represents the Universe and is also used for selecting items which he considers
as representative of the population. ( Kumar, 2004, pp.15).
3.6 Data Collection Methods
data are facts or
observations about physical phenomena or business transactions. more
specifically data are objective measurements of the attributes
(characteristics) of entities such as people, places, things, and events,
(o’brien, 2002). in this study, both primary and secondary data were used.
3.6.1 Questionnaire
It was another way to
collect primary data which involves having a list of questions, the answers to
which are recorded by respondents. (Kumar, 2005).
In this study both the
mailed questionnaires and self administered questionnaires used. For mailed
questionnaires, a physical distribution of questionnaire were done to different
small business organizations. Short questions and frequent follow-up visit
methods were also used to increase rate of responsiveness instead of monetary
incentive. For the case of self administered questionnaires, the researcher
were flexible to either wait the questionnaires to be filled by respondents or
agree the date or time to collect. This type of questionnaire reduces the
problem of low rate of return, and consumes less time and cost.
3.6.2 Observation
Observation means viewing
or seeing. This was one among the tools of data collection in research where by
the researcher observed the situation and writes what the researcher has
observed from the field, however this technique was used together with the
information from the field in which the researcher see what happened in the
field area by observing various activities that carried out by small business
entrepreneurs.
3.7. Data analysis
Data collected were filled
using microsoft exel tool, the researcher performed the analysis by use of tables,
charts, graghs, and diagrams. Qualitative and quantitative techniques has
been used to analyze the data. Under the
qualitative analysis, narrative and content analysis techniques used to explain
specific research questions so as to understand their contribution to the
research questions. The method used to analyze data so that the results can be
interpreted for each of the research question. Thereafter, interpretation have
been done by relating to the relevant
literatures on Small business.
3.8 Validity and Reliability of the data
A pilot study prior to
final field application was conducted among 5-10 respondents in order to ensure
validity and reliability of data. Clarity on instructions, items, and relevance
was dealing upon in an attempt to establish the reliability of the measures
CHAPTER FOUR
DATA PRESENTATION,
ANALYSIS AND DISCUSSION
4.0. Introduction
This
chapter presents results of data analysis and findings from study area it
mainly concerned with; to determine how entrepreneurial orientation influence
small business performance in Mtwara Mikindani Municipality.The
organization of the report was based on the specific objectives which guided
this study as indicated below:-
i.
To determine how entrepreneurial
orientation influence small business performance in Mtwara Mikindani
Municipality.
ii.
To examine the relationship between
technology and business performance in Mtwara Mikindani Municipality.
iii.
To examine the effect of capital on
small business performance in Mtwara Mikindani Municipality.
4.1 Demographic
profile and characteristics
4.1.1 Gender of
respondent
Figure 4.1: Gender of
respondents
The study considered gender issues during data
collection whereby 40% were female while 60% of respondents were male who
participated in providing data.
4.1.2
Age of respondents
Table
4.1:Shows demographic response by age
|
Ranges
in years
|
Number
of respondents
|
Percentage
(%)
|
|
15-24
|
4
|
10
|
|
25-35
|
18
|
45
|
|
36-45
|
11
|
27.5
|
|
Above
45
|
7
|
17.5
|
|
Total
|
40
|
100
|
Source: Field data, (2019)
Figure
4.2: Show demographic response by age
From table 4:2 above, the research
findings revealed that, 4 respondents were aged between 15 and 24 years, 18
respondents were in age between 25 years and 35 years, 11 respondents were in
age between 36 years and 45 years, and 7 respondents were in the age 45 years
and above.
4.1.3
Education of the respondents
Table
4.2:Shows level of education of respondent
|
Ranges
in years
|
Number
of respondents
|
Percentage
(%)
|
|
Primary
level
|
9
|
22.5
|
|
Secondary
level
|
25
|
62.5
|
|
Tertiary
level
|
6
|
15
|
|
Total
|
40
|
100
|
Source:
Field data, (2019)
The data from the field revealed
that 22.5% attained primary education level, 62.5% attained secondary education
level and 15% of respondents attained tertiary education level. Therefore
through identification different level of education enabled researcher in
interpretation of information provided by each respondents.
4.2.
The influence entrepreneurial orientation on small business performance in
Mtwara Mikindani Municipality
The study indented to explore the
influence entrepreneurial orientation on small business performance in Mtwara
Mikindani Municipality, closed ended type questionnaire was distributed to all
respondents as follows;
4.2.1
Small business performance
Figure
4.3: Shows entrepreneurial orientation influence
on small business performance
From the field, 68% of 40
respondents agreed strongly by commenting that orientation in small business
influence business performance and by adding business management skill and also
25% agreed by saying it also adds competence and risk management in the small
business activities. Not only that but also 8% of the total 40 respondents
disagreed by saying that there is no need for small business orientation since
people can practice using experience and they can get the same profit as
others.
Other respondents had claimed that
“due to the entrepreneur orientation help to update new knowledge on the
business which enables the business man to perform the business effectively. It
enables the business man to gain new business technique to compete with other
traders”.
4.2.2
Companies Risk taking bound to success
Figure
4.4:Companies Risk taking bound to success
66% of the
respondents agreed strongly that companies risk taking are bound to success.
Also 22% agreed by commenting that risk taking provides competence on
conducting business by having the heart of tolerance and reflecting the future
life cycle of the capital flow in terms of loss and profit. Not only that but
also 10% disagreed by saying that risk taking cannot harm the business since
the success can be attained through other factors such as opportunity seeking
and advertisements.
It was observed
from the study area entrepreneur orientation encourage the businessman to have
confident for uncertainties that happen during the business. This is because
risk taking among the managers is what helps them to figure out and take care about
uncertainties that can happen in the process of running a small business.
4.2.3 Optimal use of resources bound to success
Figure
4.5: Optimal use of resources bound to success
From the field
data obtained, 48% of the respondents strongly agreed that optimum use of
resources can bound to success due to the fact that careful use of financial
resources and products limits un profitable use of financial and material
resources without reliable reasons. Also 43% agreed that optimal use of
resources helps to determine the profit obtained in the business thus
influencing effective planning of the business. Also 10% disagreed by saying
that success comes by plans, and therefore misuse of resources can come as a
result of unexpected emergencies
regardless of the optimum use of resources that was planned.
It was observed
from the study that, other respondents had said that “through entrepreneur
orientation enable the businessman to use effectively the available resources
for the better performance of the business. It enables to use human resource
according to their qualifications and knowledge. Through the orientation help
to know the application of different business machines such computer.
4.2.4
Help ability to tackle any business challenges bound to success
Table
4.3:Ability to tackle any business challenges
bound to success
|
Response
|
Total
|
Percentage
(%)
|
|
Strongly
agree
|
35
|
87.5
|
|
Agree
|
4
|
10
|
|
Dis
agree
|
1
|
2.5
|
|
Total
|
40
|
100
|
Source:
(Field data, 2019)
Figure 4.6:Ability
to tackle any business challenges bound to success
Data collected
from the field shows that ability to tackle any business challenges bound to
success was strong strongly agreed by 88% of the respondents. They said that
ability to tackle business challenges create the minds of business men think
more deeper and finding more alternatives to save their interests rather than
those who have no such abilities. Also 10% agreed by commenting that it adds
more knowledge of understanding business environments within and outside the
organization. Lastly 3% disagreed by saying ability to tackle challenges can
help to manage the capital but challenges tackled normally result to loss.
A respondent
from ‘MadukaMakubwa’ business centre claimed that “business orientation enables
the business man to have business confidence in attacking different challenges.
It gives the power an entrepreneur to ask for the loan and develop it to the
business without fear a loss”.
4.2.5
Ability to compete against other business bound to success
Figure
4.7: Ability to compete against other business
bound to success
83% of the total
respondents from the field strongly agreed and
evidenced that ability to compete against other business can bound to
success and this is because competition brings about business awareness and
creativity compared to those who do not compete.13% agreed by saying that
ability to compete with other business can help businessmen to search for new
markets and capital so as to satisfy their customers thus bringing more profit 5%
disagreed by saying that competition can bring businessmen into loss especially
when it will be so stiff and business men would have no creativity on
competition.
One of the
respondents added that, one of the basic techniques of business performance is
to allow business competition. It opened the mind to think beyond the business
reality and found many techniques to enable your business grow and grow faster
4.3The
relationship between technology and business performance in Mtwara Mikindani
4.3.1
Technology influence small business performance
Table
4.4: Business technology influence performance on
the small business activities
|
Response
|
Total
|
Percentage
(%)
|
|
YES
|
32
|
80
|
|
NO
|
8
|
20
|
|
Total
|
40
|
100
|
Source:
(Field data, 2019)
Field data showed
that 80% of the total 40 respondents agreed by commenting ‘Yes’ that technology
in small business influence performance by saying that it attracts customers
due to new products and services innovated day after day. Also 20% of the
respondents said ‘No’ by opposing that
technology in small business is not much considerable since low capital used
cannot attract high profit through innovation rather than being persistence on
the few profit obtained.On other side one of the respondents interviewed and claimed
that small business had no need of technology use since it operated with small
capital and while its customers were final consumer found around the area.
4.3.2
Technology leads to increase in sales
Figure
4.7:Technology leads to increase in sales
53% of
respondents strongly agreed that innovation leads to increase in sales by
stipulating that innovation creates new products and services that attract
customers. Thus sales increase as a result of demand of quality goods and
services from the customers. But also 33% of the respondents agreed by saying
that sales through innovation can increase because been those customers who
were buying products form far areas will be buying to the businessman who has
innovated new products or services in his area of business activities. Not only
that but also 15% explained that sales can increase even if there will be no
innovations especially when business will be conducted in the area that has no
such kind of those products or services.
The study argued
that technology enabled the business advertisement through the use of social
media such as Facebook, Instagram and Twitter. It supplies easily the
advertising of the business to many people and for short time. Hence through
the technology the sales increased, hence business development.
4.3.3
Technology leads to profit maximization
Figure
4.8:Technology leads to profit maximization
75% of the respondents from the field agreed strongly and explained that technology
leads to profit maximization due to the fact that innovation attracts many
customers to buy the products on the small business thus causing small business men getting high profit after having
continuous sales and being able to add more products and services.15% of the
respondents agreed just commenting that profit can be maximized as a result of
increasing demand of the high quality
products and services due since there is
no customer who will need non quality products. Also 10% of the respondents
disagreed and claimed that profit maximization is not resulted with the
business innovation.
Other
respondents interviewed and explained that profit depends on the location of
the business and number of customers but not through innovation. Innovation can
be there but when the location had no customers the business could not be
longer developed.
4.3.4
Technology leads customers Retention
Figure
4.9:Technology leads customers Retention
43% of total 40
respondents strongly agreed and commented that technology can lead to customer
retention as a result of being creative and opportunity seeking on a small
business man and this can make all customers that he or she had before to
continue affording goods and services from him or her32% of the respondents had
agreed on the technology leads customers retention. Also 25% disagreed by
saying that retention of customers can depend on technology because some
customers can move to other areas although they get good innovated services.
Through the data
collected the respondents agreed by commenting that technology that is done by
loyalty and good care to the customers can attract and make customers to stay
buying products for a long time without going to somewhere else.
4.3.5
Technology leads to increase of new customers
Figure
4.10:Technology leads to increase of new customers
Source:
(Field data, 2019)
From the field
of data investigation 85% of the total 40 respondents agreed strongly by saying
that technology leads to increase of new customers by evidencing that those
customers who are well serviced with better services and products are the one
who tell others about the quality of the businessmen products and services.
This causes others to come and try if it is true or not and when they get
satisfied with services they become permanent customers. Also 15% agreed by
saying that innovation attracts new customers because of designing new and
different products and services for the customers. Likewise there was nobody
who disagreed on this issue of innovation and increase of customers.
4.4
Effect of capital on small business performance in Mtwara Mikindani
Municipality
From the findings the study
identified that, capital have greater effect on performance to the small
business in Mtwara area as shown below by respondents to the table below.
4.4.1
Capital is one of the factor that influencing performance of your small
business
Figure 4.11: Below shows responses on whether
capital is one of the factors that influenced performance in business
4.4.2.
Amount of capitals that can be influential in business
Table
4.12: Below shows responses on whether capital is
one of the factors that influenced
|
Amount
of capital
|
Number
of respondents
|
Percent
(%)
|
|
2
million to 5 million shillings
|
0
|
%
|
|
5
million shillings to 50 million
|
4
|
10
|
|
50
million to 100 million
|
9
|
22.5
|
|
100
million to 200 million
|
27
|
67.5
|
|
Total
|
40
|
100
|
Source:
Field data, 2019
Refers to tables above as objective
intended to examine the effect of capital to the business performance in Mtwara
Mikindani Municipality, as revealed in table 21 by 90% which is equal to 36
numbers of respondents agreed on the factor that capital in one of the factor that
influenced performance in business. In connection to that refers to the table
22 above in assessment on which amount of capital that could be suitable to the
business small owners. Since most of them pointed higher amount of capital,
therefore capital is to potential for any small business performance.
On other hand the interviewed
respondents claimed that, capital shape the nature of the small business by
considering the amount of capital required operating the business. Large
capital enabled the business to become growing and expanded, it enabled to
employ the technology which will stimulate the increase of the customers and
imported new products needed by the customers at a right time.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This chapter includes summary,
conclusion and the recommendation on findings based on
factors influencing small business performance
5.1 Summary of the findings
The study intended to find out the
factors that influenced performance to the small business in Mtwara-Mikindani
municipality, mainly it concerned with determination how entrepreneurial
orientation influence small business performance in Mtwara, to examine the
effect of capital on small business performance in Mtwara, to examine the relationship
between technology and business performance in Mtwara. During data collection
and analysis researcher also involve primary information from respondents that
helped in editing and analysis of data with regards to the age, gender and
education level which attained by respondents.
From the finding the study
identified that entrepreneurial oriented has greater influence on performance
of business especially through innovations which lead to increase in sales,
profit maximization, customers Retention and increase of new customers, not
only innovation but also in looking the question of capital the study examine
that amount of capital also affects business performance since sufficiency
capital lead to the good performance in business. Finally the study looks upon
the relationship between business performance and technology whereby due the
ability of entrepreneur oriented in to innovate, therefore technology cannot be
isolated with performance in business activities.
5.2 Conclusion
Based on the facts obtained from
the field and data analysis based on the objectives where one of the objectives
was determine how entrepreneurial orientation influence small business
performance in Mtwara, to examine the effect of capital on small business
performance in Mtwara, and to examine the relationship between technology and
business performance in Mtwara. Therefore through interpretation of data the
study identified greater connections on different factors which influenced
small business development by looking entrepreneurial orientated, capital and
interrelationship between business performance and technology possessed by
small business man.
5.3
Recommendations
The researcher makes the following
recommendation to Government, small business owner and researchers that should
consider in order improving performance of the small business.
5.3.1 Recommendation to the government
The government should encourage the small business
entrepreneurs by increase recruitments professional to the required sector of
business, provide loans to support the business and provide policy and practice
it to the development of small business in Tanzania.
5.3.2. Recommendation
to the small business
The increases in performance to the
business should be considered in connection to;
i.
Goes technological change so as to cope
with market competition
ii.
Small business owner should strive to be
with sufficiency capital that could allow them to import according to the
demands
iii.
Increase creativities so as to create
gap through uniqueness.
iv.
Learn how other does in their business
that could increase knowledge.
5.3.3 Recommendation for further study
There is a need for further research on factors which influence small
business in Mtwara-Mikindani Municipality, both government and private sectors should
provide enough support to the researcher, by looking on different factors which
influenced performance in business so as to identify further influential
factors that lead to the performance in business sector.
Technology increase business performance
Innovation is the great
way to success in this digital age. The path of innovation in business means
doing something different, smarter or better that will make a positive
difference in terms of value, quality or productivity by using emerging or
proved technologies of the world.Currently online shopping, digital marketing,
social networking, digital communication and cloud computing etc are the best
examples of change which came through the wave of information technology. Now
accurate business planning, effective marketing, global sales, systematic
management, real time monitoring, instant customer support and long term
business growth cannot be achieved at the optimum level without technology.
Capital improve business performace
Findings of this research
highlight the importance of capital as the key component of internal resources
in securing competitive advantage and achieving business performance in Mtwara
logistics companies. It provides insight on the importance of companies‟
investment on capital. Companies may need to have a planned program on capital
(especially related to training and education, skills, knowledge, competency
and creativity and attitudes), in order to secure greater performance and gain
competitive advantage for their long term survival in business. The correlation
results indicates the existence of an interactive relationship between capital
aspects and business performance and that the companies should understand and
improve its level with an overall point of view.
5.4Fulfillment of the research gap
The study revealed the
link between capital and business performance,relates the significant role of
human capital on firm‟s competitiveness and performance. Further, continuous
improvement of business orientation in terms of knowledge, skills and abilities
is important for business input and performance. Capital has been found to be
related to high quality of productivity, longevity of companies, greater
tendency to business and economic growth found a significant relationship
performance and productivity. Hence the success of every business depends on
certain factors. Some of which are accurate analysis, choosing the right
technology and the future vision. Research from the last two decade has proved
that those organisations that do invest in technology and choose the path of
innovation increase their market share, financial figures and overall
competitiveness. Information technology is the only technology which provides
you the opportunity to analyse specific data and plan your business journey
accordingly. It also provides you many tools which can solve complex problems
and plan the scalability (future growth) of your business. hence the study
going to determine the importance of caapital, techology and business
orientation towards the business performace.
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APPENDICES
APPENDIX I: Questionnaire for Small Business Owners, Small Business
Managers and Sales Officers
Dear
respondent,
I
am MWENGUOH, Allyson, from Stella Maris Mtwara University College, conducting a
research on factors influencing small business performance in Mtwara
municipality. Please, I beg your full cooperation in answering the following
questions.
Personal details
·
Please
tick (√) where appropriate, do not write your name anywhere.
Sex:
Male ( ) Female ( )
Age: 0-24 (
)
25-35 ( )
36-45 ( ) Above 45 ( )
Education Level
Standard VII ( ) Form IV (
) Form VI ( )
Diploma ( ) Bachelor degree ( )
Please, answer all questions by inserting a
tick (√) in appropriate space.
1. Does entrepreneurial training influences small
business performance?
(i) Strongly agree ( ) (ii) Agree ( ) (iii) Disagree ( )
(b) Does business innovation influences
performance your small business activities?
YES (
) NO ( )
2.
(c)
Innovation lead to the following aspects
Please
state the level of which innovation could influence the factors which shown by
ticking the correct answer
1
Strongly Agree 2 Agree 3 Disagree,
Tick where appropriate
|
A
|
Increase
in sales
|
1
|
2
|
3
|
|
B
|
Profit
maximization
|
1
|
2
|
3
|
|
C
|
Customers
Retention
|
1
|
2
|
3
|
|
D
|
Increase
of new customers
|
1
|
2
|
3
|
3. Have you got any training of running your
business before or after starting your business?
YES (
) NO
( )
If yes, what are the impacts of training in running your business?
i.
………………………………………………………………………………………………
ii.
………………………………………………………………………………………………
iii.
………………………………………………………………………………………………
4. What are the influences of the technology to
the development of small business in Mtwara Mikindani Municipality?
i.
…………………………………………………………………………………………
ii.
…………………………………………………………………………………………
iii.
…………………………………………………………………………………………
5. Do you think capital is one of the factor that
influencing performance of your small
business? YES ( ) NO ( )
6. What are the impacts of capital to the
development of the small business performance?
i.
…………………………………………………………………………………………….
ii.
…………………………………………………………………………………………….
iii.
…………………………………………………………………………………………….
Thank you for your cooperation
KIAMBATANISHO:
Maswali Dodoso
Dodoso kwa Wamiliki wa biashara, Mameneja wa
biashara, wajasiliamali mbalilmbali na
wateja au wanunuzi wa biashara na mtaalamu wa mambo ya biashara
Ndugu,
Naitwa MWENGUOH, Allyson, natoka Chuo kikuu cha Stella Maris Mtwara , nafanya
utafiti kuhusu Sababu zinazochangia ufanisi wa biashara ndogondogo ndani ya
manispaa ya Mtwara Mikindani. Tafadhali, naomba ushirikiano wako katika
kuyajibu maswali haya.
Maelezo yako binafsi
·
Weka(
√ ) Panapotakiwa, Usiandike jina lako.
Jinsia yako?
Mume ( ) Mke ( )
Umri wako? Miaka 0-24 ( ) 25-35 ( )
36-45
( ) zaidi ya 45 ( )
Kiwango chako cha Elimu:
Darasa
la VII ( ) kidato cha IV ( ) kidato cha VI( ) stashahada ( )
Shahada ( )
Tafadhali naomba ujibu maswali kwa kuweka (√) jibu sahihi
1. (a) Unafikir tabia za kijasiria mali
zinachangia ufanisi wako kibiashara?
(i)
nakubali sana ( ) (ii) nakubali ( ) (iii) sikubali ( )
(b)
Unadhani maboresho ya biashara ?yanachangia ufanisi wa biashara hiyo?
Ndiyo
( ) Hapana (
)
2. (c) Maboresho ya biashara huchangia haya
yafuatayo
·
Weka
tiki (√) faida ya maboresho unayoona ina usahihi kwa mujibu wa biashara yako.
1 Nakubali
sana 2 Nakubali 3 Sikubali,
|
|
|
|
|
|
|
A
|
Huchangia
ongezeko la mauzo
|
1
|
2
|
3
|
|
B
|
Ongezeko
la faida
|
1
|
2
|
3
|
|
C
|
Kuwa
na wateja wa kudumu
|
1
|
2
|
3
|
|
D
|
Ongezeko
la wateja wapya?
|
1
|
2
|
3
|
3. Unadhani matumizi ya tekinolojia yanachangia
mafanikio yako ya kibiashara?
(i)
Nakubali sana ( ) (ii) Nakubali ( ) (iii) Sikubali ( )
Eleza
mchango wa matumizi ya tekinolojia katika mafanikio ya biashara
- ……………………………………………………………………………………………..
- ………………………………………………………………………………………………
- ………………………………………………………………………………………………
(c)
Kwa uzowefu wako, ukosefu wa tekinolojia huchangia kuporomoka kwa ufanisi
wa kibiashara? (i) Nakubali sana ( ) (ii) Nakubali (
) (iii) Sikubali ( )
4. Ufanyaji wa maamuzi makini unachangia ufanisi
wako kibiashara?
(i) Nakubali sana ( ) (ii) Nakubali ( )
(iii) Sikubali ( )
5. Mtaji ni nyenzo muhimu kwenye biashara
yako?
Ndiyo ( ) Hapana ( )
Eleza
faida ya kuwa na mtaji mkubwa katika maendeleo ya biashara
i.
……………………………………………………………………………………………
ii.
……………………………………………………………………………………………
iii.
…………………………………………………………………………………………….
Asante kwa Ushirikiano
RESEARCH BUDGET
|
S/N
|
COST
|
DESCRIPTION
|
QUANTITY
|
AMOUNT (Tsh)
|
|
1
|
Stationary
|
Ream paper 1
|
1
|
12,000
|
|
2
|
Secretarial
|
Typing
Photocopying
Binding
|
|
30,000
45,000
30,000
|
|
3
|
Meals
|
Breakfast
Lunch
Dinner
|
60 Days
60 Days
60 Days
|
60,000
150,000
150,000
|
|
Total
|
377,000
|
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WORK PLAN
|
2018
|
2019
|
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|
Activity
|
May
|
Jun
|
July
|
Aug
|
Sept
|
Oct
|
Nov
|
Dec
|
Jan
|
Feb
|
Mar
|
Apr
|
May
|
Jun
|
|
|
|
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|
Proposal development and
submission
|
|
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|
Data collection
|
|
|
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|
Data analysis
|
|
|
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|
Report Writing
|
|
|
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|
Report Submission
|
|
|
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