Strategic management "can be defined as the formulation, execution and evaluation of actions that will allow an organization to achieve its objectives" David (1990). This definition contains a multiplicity of factors that determine the success or failure of organizations, whether large or small, but in our case, we will refer to their implications in the Small and Medium-sized Enterprises (SMEs) sector.
One of these factors is management, whose importance is vital because it has the task of articulating all the necessary resources (human, technological, financial, and others), until achieving the organization's mission, considering principles of effectiveness and efficiency. Another important factor is evaluation, since we can undertake any very productive project, but if it is not subjected to an adequate review process, it will not be possible to determine if said project is being executed in compliance with the guidelines established by the management.
In view of the above, I must specify that, outlining the strategic map of productive management in this economic segment, implies the correlation of various elements such as: establishment of policies; strategy selection; situational analysis; definition of the mission, vision, objectives and goals as well as establishing control mechanisms to monitor and correct any deviation towards the goals in a timely manner.
In this context, strategists play a fundamental role since they are the leaders of the organization with the capacity to dictate policies and make decisions. In the case of SMEs, this component is valuable because it will indicate the firmness by which the members of the company will direct their efforts enthusiastically, responsibly and as a team, to carry out all the tasks that must be accomplished and achieve success.
One of the most widely used approaches to implement the strategic management model in organizations is the Balanced Scorecard (IMC), developed by Kaplan and Norton in the early 1990s, with the aim of consolidating the conversion of the strategy productive of the company in true operational objectives that allow achieving the expected results. A cardinal vector of this model is that it allows obtaining indicators and relevant business information, for analysis and subsequently, having the ability to improve resource management in the production chain. Another important characteristic of this methodology is that it conceives the strategic operation of the company from four perspectives: financial, the client, internal processes and training and growth.
Regarding the selection of strategies, there is a widely used technique called SWOT, which abbreviates the words: Strengths, Opportunities, Weaknesses and Threats. This easy-to-apply technique results from a diagnostic exercise that is performed on the organization, to identify internal and external factors, and then relate the elements identified in these factors and finally, generate a host of strategies, always aligned with the mission and vision of the company. Next, I will develop the SWOT technique around the Venezuelan SME sector, generalizing with some of the main elements of each of the factors.
| Strengths | Opportunities |
| 1. Mostly run by their own owners (commitment)
2. Ability to insert into new economic models (flexibility) 3. They obtain advantages from the State for its operation 4. They are generally not large |
1. National and international financial cooperation (ECLAC, 2015)
2. Implement strategic management models 3. Strengthen SME-University relationship (Mendoza, 2011) 4. Ability to substitute imported products |
| Weaknesses | Threats |
| 1. Difficulties in accessing financing (Marrero, 2014)
2. Weaknesses in the organizational structure 3. Lack of human capital training 4. Low level of technological capacity (Cervilla, 2008) |
1. Decreased national socioeconomic environment (ECLAC, 2015)
2. Little innovation (World Bank, 2014) 3. More competitive and volatile world scenario 4. Increase in the technological gap (World Bank, 2014) |
Table N ° 1. SWOT exercise of the Venezuelan SME sector.
The next step is the design of strategies to try to close the gaps and guide the company towards the fulfillment of its mission (combining strengths and weaknesses with opportunities and threats). Here are just a few strategies:
- (Offensive strategy): Taking advantage of the firm commitment that is generated when the SME entrepreneur is one of the main executors and promoters of productive entrepreneurship, it is more feasible to expose the development plans and benefits offered by the productive project, to banks national and international organizations that provide technical and / or financial cooperation. (Reorientation strategy): With the support of the State, promote cooperation agreements between national and foreign universities, with the small and medium-sized entrepreneurs sector, to achieve their comprehensive training and education, with the aim of increasing technical capacity and professionalization SME human capital. (Defensive strategy):The State must decisively facilitate and promote the participation of the national SME sector, to stimulate job creation and reactivation of the production chain, in order to contain the negative spiral of current macroeconomic factors. (Survival strategy): Hand in hand with the State, entrepreneurs must plan to close gaps in the technological aspect, through investment in technology, infrastructure and equipment, to incorporate improvements in the administrative and operational processes of companies., in order to develop innovation and stimulate competitiveness in the current context of globalization.
Finally, the importance of the strategic management model for the undertaking of projects of any nature in the Venezuelan business sector and even more so in the SME sector is highlighted, since through the proper implementation of this methodology, the managers of the organization can Easily identify internal factors and trends in your environment, define primary business objectives, and achieve efficient resource management.
BIBLIOGRAPHIC REFERENCES
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