SMALL AND MEDIUM ENTERPRISES (SMEs): SALES AND MARKETING STRATEGY

Chapter 2 Sales and Marketing SMEs

Prepared Prof. (Dr.) Kao Kveng HongPh.D., D.Litt., D.Sc.

Date: 06th July, 2014

Marketing Strategy ?• Marketing strategy

= Target Market +4Ps

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សេ�ក្នងុ 4Ps សេនះជាមុន�ិន។

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និងសេ�*�កន្ងណា?

SMEs and Marketing Strategy

Sales and Marketing relationship: Selling is an art and not a science, Necessary skills can be

increased by analysis and training.

Personal selling is the part of Marketing, called marking which is complemented by advertising and sales promotion.

Without marketing one would not have prospects or leads to follow up with, but yet without a good sales technique and strategy, closing rate of a seller may depress him. The key to success in marketing and in sales is balance (Lake, 2008) .

The purpose of marketing is doing everything to reach and persuade prospects. The sales process is doing everything to close the sale and get a signed agreement or contract.

Sales and Marketing Relationship (Cont’)Sales and Marketing Relationship

The sales process consists of interpersonal interaction - cold calls and networking.

If marketing is done effectively salespeople can begin to move that prospect from a cold to a warm lead, and hot at the final. It's all about balance (ibid).

As defined by Manning and Reece (2004), the strategic marketing plan should be a guide for a strategic selling plan. The plan includes the strategy that you use to position yourself with your customer before the sales call even begins.

SMEs’ Marketing and Marketing Plan (Cont’)

SMEs’ Marketing and Marketing Plan

Marketing and sales are the two complementary functions of any successful business. It needs to promote, advertise and sell the products or services to potential customers.

The business requires a target marketing strategy and a team of sales representative to provide service clients (DDD, 2006).

SMEs and Marketing PlanThere are four steps of marketing plan that SMEs should know

Determine the needs of the customers (market research) Analyze the competitive advantages (marketing strategy) Select specific markets to provide service (target

marketing) Determine how to satisfy those needs (market mix)- (John

et al., 1988).

SMEs has the web and link to the search engine, and advertising in TV, radio, magazine and newspapers (Sam, 2007).

The SMEs marketing strategy built the brand image and brand loyalty can support the sales strategies of SMEs on more tactics to improve the sales.

SMEs’ Marketing and Marketing Plan (Cont’)Two-thirds of SMEs employers were lacking in Marketing experiences. No formal training on customer care and sales (Loudhouse, 2007).

The following is the most common methods applied by SMEs of consumer and food products in various countries for communicate their brand:

Consumers meetings: Invitations letters: Printing and distribution of leaflets: Article at Mass media Advertisements: Direct marketing: They can use the market or shop itself for a forum for person-

to-person marketing of their products. Word of mouth: Field visits: Many organizations organize regular meetings between consumers

and producers. Consumer newsletter Display information and photographs Participation in trade and food fairs

Another important means of communication is the Product’s packaging and logo. Packaging should be attractive and be in line with the identity of the products. (IFOAM, 2003).

Cohort Marketing for SMEsCohort marketing refers to all the marketing activities that market their products to cohort target of people to gain the dividends for their company.

It assumes that cohorts are greatly influenced by certain events taking place in their generation.

A marketer who can recognize this difference and use it to market his product can reap rich dividends (Kotler, 2006).

Cohort marketing is useful in tracking the customer’s actual purchase and what is important to him/her (ibid).

Sales Strategies of SMEsSales strategy is the planning of sales activities such as methods of reaching clients, competitive differences and resources available.

A strategic selling is a carefully conceived plan that is needed to accomplish a sales objective (Zahorsky, 2007).

Zahorsky (2007) developed his triple-tiered sales strategy of SMEs as follows:

Tier 1: Association: establish a relationship. Tier 2: Suppliers: Identify who sell to your customer. Learn their challenges

and look for partnering solutions. Tier 3: Customer: Work directly with customer and ask them what their

needs are and if your business may offer a possible solution.

the sales strategies will actually be supported by marketing strategies (Jobber, 1997).

the success in personal selling rest on the critical ability to create value for customers.

Sales Strategies of SMEs (Cont’)

Kawasaki (2007), said that sales strategies are most important for new SMEs. The basic sales tactical choices of SMEs are: Sales promotion, Advertising, Public relations, Printed materials, Personal Selling.

SMEs’ sales strategies begin from the process of effective selling skills to the contacting of all the intermediaries (retailer and wholesalers, etc…). Then convince the intermediaries to sell the product or display the product on the shelves.

Moreover, to make solution of sales problem and convince the intermediaries to accept the products, SMEs must provide the advertisings, public relations and marketing activities to support and build brand image of the products. help the sellers and intermediaries easy to sell the product to final consumers.

Sales Strategies of SMEs (Cont’)SMEs must spend the big budget to do the sales and marketing activities such as advertising, sales promotion, personal selling, etc.

SMEs mostly get a fight back from the bigger firms by a host of marketing action such as sales with attractive prices, after sale service, warranties, etc. They can fight back with low cost and create more value for customers (Lim et al., 2000).

Singapore, the bigger firms were able to use the mass media via television, along with their strong sales tactics; they could dominant in huge market share. The small is limitation of financial forces, SMEs had to be contented with promotion through newspapers, magazines, flyers, radio, and word of mouth.

Sales Strategies of SMEs (Cont’)Many SMEs got success by differentiated themselves sufficiently from the bigger firms by adapting to suit the local tastes or preferences.

Manning and Reece in 2004 said “In the past, a salesperson could succeed by communicating value. Today, partnerships are established and maintained only when the salesperson creates customer value within the sales process”.

To avoid provoke in the price war, SMEs maintained the same prices of the large firms’ prices

Sales Strategy of SMEsHartley (1989) said that the most common key for motivating sales representative and sales agents were commission. Ex: Singapore, Thailand, etc...(Lim et al., 2000).

The supported keys for sales strategies of SMEs in Iran were standardized products and promotion strategies as first priority and the second priority was on wholesaler, distribution or network, and pricing.

The research of Nordstrand and Ohman in 2005 showed that the successful SMEs were taking the initiatives to Adapt to consumer demands, setting right price, tradeshow and promotion could support the sales tactics and strongly improve sales volume.

2.3.4 Sales Strategies of SMEs (Cont’)

The study also showed that a short distribution channel, and thereby short distribution time, led to increase sales for SMEs.

In Sweden, SMES used promotion by brochures, tradeshows activities, homepage creation and relationship selling to achieve the sales target. TV and Radio were not used much for the image branding (Nordstrand and Ohman, 2005).

Training, education and other sales activities were found significant and has got greatest portion in sales volume for SMEs (Afzal, 2007).

In the social activities, such as wedding and funeral ceremonies were the occasions for keeping personal contacts and developing relationship, which would help for having good business in future to the entrepreneurs.

The Effectiveness of Sales Force

The success of sales strategy is based on sales forces that include technologies, good salespersons and customers’ satisfaction.

Towers Perrin indicated that using technology (e-commerce), finding and keeping good salespeople (appropriate individual), and fixating on customers (customer relationship) were the most important factor resulting sales force success (ID, 2001).

• LeBoeuf Michael says “Every company’s greatest assets are its customers, because without customers there is no company” (DDD, 2006).

• To find out new customers, it is necessary to spend budgets and time to create marketing activities leading to sales strategy and the results are not exactly positive. Maintaining the existing customers means that maintaining the incomes

• The existing customers’ relationship and building customers’ loyalty will return the huge volume sales revenues

Customer Satisfaction

Sales CultureCulture is defined as a set of values and beliefs that permeates the organization. It usually emanates from a single person, the leader of the team.

Jonathan , says “Sales management is covering from creating sales culture in an organization to how to hold a decent sales meeting. It takes on old problem and put forward active, tangible solutions that are both plausible and devastatingly simple”.

Jim Sahka, says “we hire more ‘A’ players, increase every one’s selling skill, and create a sense of urgency- resulting in 40 per cent quarter- over- quarter growth” (ibid).

Proactive sales manager needs to focus on the culture, because the sales culture is as being like the infrastructure of a successful team and company. All things will fall out from being a culture-creator.

Sales Forces Motivation It was found that motivation was a key to an organization’s survival and prosperity (Rana, 2004).

Different people are influenced in different ways according to their stages in their careers, their gender and the level of existing rewards.

the idea to motivation mix, which represents the combination of factors to be considered including training, leadership skills, remuneration, and incentive, management controls and feed back mechanisms. These factors, which managers can influence and control, will affect individuals’ to work and, ultimately their job performance (Jobber, 1997).

SMEs Sales and Marketing Background in Cambodia

Corruption and bureaucracy, The World Bank Report (August 12, 2004) on investment environment in Cambodia showed that four fifth of the private companies equaled to 800 enterprises in Cambodia mentioned that it was necessary to bribe to do business in Cambodia.

Selling with dumping prices of the smuggling imported products caused many problems to the domestic products as well as influenced the sales strategies of the enterprises selling those products.

The wholesalers dominated the prices of the products produced by local manufacturers.

The producers tried to unite as an association to maintain the stability of prices, yet the effort was failed because of lack of knowledge and experiences.

SMEs Sales and Marketing Background in Cambodia

The fluctuation of Thai Bath and Vietnamese Dong currencies in term of Cambodian Riel, mostly influenced the increase in the prices of consumer products and lowered the level of sales revenue and sometime, they were required to sell in the most competitive prices (Archarya, 2002).

To compete with the imported Thai and others countries’ goods, Cambodian products need standard quality basis. The production location should be closed to the resources where available, and this would make the low production cost and, therefore, they could sell cheaply. Sometime they needed to pay the informal payment to the police for their distribution.

However, the producers felt reluctant about the future of the market whether they could keep their standing or not because of the lack of quality machine for making standard products, the lack of international standard labor forces and skills, the loss in competition in the region, and high cost of operation on marketing activities such as marketing event, sales activities, sales strategy and advertisement (ibid).

SME Sales and Marketing Background in Cambodia

(Cont’)  The producers complained that Cambodia had become the expensive economy because of high electricity cost, high transportation cost, and informal payment.

Debt payment of the intermediaries was a big problem for the business owners because the producers needed money to continue their next operations.

Macroeconomic components such as dollarization, gross national product (GNP) and level of income also had effect on sales strategy and market in the country.

SME Cambodia always advertised by word of mouth with some sales tactics and strategy in brief of unprofessional business plans.

SME Sales and Marketing Background in Cambodia

(Cont’)Due to the high cost of advertisement, the sales promotion to increase sales was done by flyers, word of mouth and internet which were supported by CCC.

The success of SMEs were due to teamwork capacity building and differentiation the products from others.

Many manufactures had failed because of low technologies and techniques, lack of production skills, and high cost of input. These caused decrease in the standard of production and increase in the prices of the productions.

Small and medium enterprise’s success is based on sales strategies and marketing campaigns. The success of sales forces and marketing campaigns have depended on how team members have devoted their efforts and worked together to promote the optimum productivities (MPDF, 2004).

FCB (Cambodia) Co., Ltd, The research showed that 60 per cent of the companies, comprising of small, medium and large firms, were situated in Phnom Penh.

The percentage of consumers having powers to purchase consumer products in Phnom Penh was 60 and in provinces was only 40. SMEs owner agreed that consumers’ goods especially foods and beverages had a very large sales volume in Phnom Penh, i.e., about 60 per cent (FCB, 2006). The local market of small enterprises (SEs) was very limited in Cambodia:

Not so supported by the local people and The sales in the market were dominated by the imported and medium firms’

products. The late debt payment by the retailers and wholesalers, Did not have their own professional sales strategies, marketing activities,

advertising and business plans. They sold the products through word of mouths announcements (CCC, 2005).

SME Sales and Marketing Background in Cambodia (Cont’)

SME Sales and Marketing Background in Cambodia

FCB Cambodia Co., Ltd. showed that the medium enterprises (MEs) were finding difficulty to compete in the market because of smuggling activities and unlawful business operation. They had more clear-cut sales strategy, marketing tactics and business plan than the small enterprises.

MEs had better technologies and skills to produce the standard quality products than the SEs. One more thing was that the MEs had the more budgets to make advertisement, attract impression, build brand image and stimulate sales (FCB, 2007).

Special Sales Periods for SMEs applying strategy

The sales expectations: there were no considerable differences between small and medium enterprises with regard to their sales expectations during the special sales periods such as Seven January Day, etc...

On the whole, most of the surveyed small and medium enterprises were benefitted increasing their sales due to their promotion activities during the above periods.

The most periods that consumer spent a lot are: Khmer New Year, Chinese New Year, Pchum Ben Day, Water Festival Day, Christmas Day, and International New Year Day.

Special Discount applied by SMEsExcept the two sales strategies i.e., ‘Buy more and then get more special discount’ and ‘Special Discount for Wholesaler’, in all the other seven sales strategies, there were significant differences between small and medium enterprises.

Medium enterprises were found to be more benefitted from the sales strategies compared to small enterprises during the special periods. the sales expectations of SMEs during different special periods shows that the difference between small and medium enterprises was not significant due to their sales strategies.

Both the small and medium enterprises used different sales strategies to promote their sales during the special periods.

This is clear from the achievements in the sales expectations of the SMEs during the special periods and on different sales strategies used by the SMEs in the special periods.

SMEs is using Push and Pull Tactics

Both small and medium enterprises is using different kinds of push and pull sales tactics.

But more percentage of medium enterprises was following different push and pull sales tactics as compared to small enterprises.

Except the sales tactics ‘sponsoring the equipment for product display’ and ‘ distributing discounted coupon’, in all the other 10 push and pull sales tactics cases, the percentage of medium enterprises using these sales tactics was more than that of the small enterprises.

The small enterprises were at a lower level in applying the professional push and pull sales tactics as compared to medium enterprises.

Both small and medium enterprises used push and pull sales tactics such as Sponsoring the Equipment for Product Display, Trading Off the Old Products before Launching the New Products, Providing Advertising Support, Providing Added Value to Intermediary, Providing Sample Sales Materials or Tools, Making Intermediary Meeting, Distributing Discounted Coupon, Giving Special Discount, Providing Incentive Prize, Providing Sample Product, Providing Compound Products and Making Lucky Draw in the study area.

But the percentage of medium enterprises using push and pull sales tactics was more compared to small enterprises.

SMEs is using Push and Pull Tactics

How to Motivate the Staff in SMEs ?

In order to motivate the sales staff, the SMEs in the study area provided the incentives like giving bonus, promoting the staff in his/her job, giving commission, providing tour package, providing training, giving certificate of excellence, increasing the salary, giving gift/prize and providing health care/health insurance services to the staff.

But the percentage of medium enterprises providing these services to the staff was more than that of small enterprises.

Creation of Activities and Participation in Events

• The Some strategies are using by SMEs, such as Participating in Trade Fairs, Distributing Leaflets, Advertorial and Press Release through Mass Media, Conducting Advertising Campaign, Making Direct Marketing, Selling through Agent or Distributor, Providing Product Warranty, Satisfying Customers for Word of Mouth Advertisement and Facilitating Field Visit for Customers, on creation of activities and participation in events were used by small and medium enterprises.

• Except the sales strategy ‘Facilitating Field Visit for Customers’, in the cases of other above mentioned sales strategies, the medium enterprises were found to be using more compared to small enterprises.

Incentives for the Staff

Type of Incentive Small Enterprises Medium Enterprises Total

Number % Number % Number %

Bonus 23 71.88 29 90.63 52 81.25

Promotion in job 9 28.13 25 78.13 34 53.13

Commission 14 43.75 16 50.00 30 46.88

Tour package 10 31.25 13 40.63 23 35.94

Provision training 2 6.25 10 31.25 12 18.75

Excellence certificate 2 6.25 4 12.50 6 9.38

Increase in salary 0 0.00 1 3.13 1 1.56

Health care/ Health insurance 0 0.00 1 3.13 1 1.56

Provision of gift/ prize 3 9.38 0 0.00 3 4.69

Total 32 100.00 32 100.00 64 100.00

SMEs Strategy and the process

The marketing strategies of SMEs were started from building brand image of the product through advertising in TV, press, radio, magazine, leaflet, brochure and other outdoor activities in the developed countries, and later on, the sales strategies came out with sales promotion and tradeshow activities.

Proper management is important to build a strong sales team and influence the sales performance. Low management performance forces the sales down. To motivate the sales staff and other human resources, good leadership and organization behavior are necessary. The factors such as social impact, economic crisis, market competition and technologies affect sales a lot.

SMEs Strategy and the Process In Cambodia, the sales strategies of SMEs were

mostly on direct sales force and some on annually tradeshows activities. The sales promotions through leaflets, brochures and word of mouth were used by the SMEs in the country. But these were not sufficient to compete with foreign or large firms.

Corruption, high cost of production, lack of finance, lack of skills and low technologies forced the SMEs in Cambodia to have low quality products. As a result, the SMEs faced difficulty to complete with the large and foreign enterprises.

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Thanks

Why need to start SMEs?

អតZត្របសេiជន៍ ចែដល អ្នកនឹង **ួលបាន សេ�សេពល ចែដល អ្នក សេ&'� ជា មា\ �់ អាជ�វកម្ម ផ្លា្ទ ល់ មានដូចជា ៖ ត្រ&ក់ចំណូល មិន កំណត់ សេ�សេពល ចែដល អ្នក សេ&'�ការ ឱ្យ អ្នកដដៃ* ត្របាក់ចំ5ូល រប�់ អ្នក ត្រតវូបាន កត្រមិត សេ9តាម រច3 �ម្ព័ន្ធ ត្របាក់ចែខ ចែដល អ្នក សេ&'� ។ បុ៉ចែន្ត ការសេ&'� ជា មា\ �់ អាជ�វកម្ម អ្នក នឹង មាន ត្របាក់ ចំ5ូល មិន កំ5ត់ ។ ត្របាក់ចំ5ូល រប�់ អ្នក ត្រតវូ បាន ភា្ជ ប់ សេ9 នឹង កត្រមិត ការង្វារ និង ភាព ដៃច្នត្របឌិត ចែដល អ្នក អាច សេត្រប� វា សេ9 ជា ការផTព'ផ្សា� និង ការវវិត្តន៍ ដៃន ផលិតផល សេ�វាកម្ម ឬ គំ5ិត រប�់ អ្នក ។ មិនចែមន រាល់ អាជ�វកម្ម តូចៗ �ុ*្ធចែត អាច រក ត្របាក់ចំ5ូល បាន សេ3ះ សេ* ចែដល សេនះ គឺជា ហានិភ័� មួ� ចែដល អាជ�វករ ត្រគប់របូ គួរចែត ដឹង បុ៉ចែន្ត ត្រប�ិនសេប� អ្នក អាច សេ&'�ឱ្យ អាជ�វកម្ម រប�់ អ្នក ដំសេ5� រការបាន សេ3ះ អ្នកនឹង ចែលង ខ'ល់ ព� សេរoង ត្របាក់ចំ5ូល ចែដល ត្រតវូបាន កំ5ត់ សេដ្ឋា� សេpហា' �3� សេ*Mតសេq�� ។ សុវត្ថិភាព ការងារ សេ�សេពល សេ�ដAកិច\ ធ្លា្ល ក់ ចុះ គឺ ជា សេពល ចែដល អត្រតា អ្នកd្ម នការង្វារ សេ&'� សេក�នសេV�ង ។ ការសេ&'� ជា មា\ �់ អាជ�វកម្ម ផ្លា្ទ ល់ អាច ធ្លា3 �ុវតZិភាព ការង្វារ រប�់ អ្នក ។ សេប�សេទាះប�ជា មា\ �់ អាជ�វកម្ម ត្រតវូ ខ'ល់ ព� បញ្ហាt សេ�ដAកិច\ និង ត្រតវូ ត្របឈមមុខ នឹង ការសេV�ង ចុះ ដៃន សេ�ដAកិច\ ដូច អ្នក ដដៃ* ក៏ពិតចែមន បុ៉ចែន្ត អ្នក មិនចាបំាច់ ខ'ល់ ព� ការ ត្រតវូសេគ សេដញ សេចញ ឬ បញ្ឈប់ ការង្វារ ជា បសេណា្ត ះអា�ន្ន សេ3ះ សេ* ។

Why need to start SMEs? ជ្រោសរភីាព កុង ការជ្រោរ1បចំ ជ្រោពលជ្រោវលា ការសេ&'� ជា មា\ �់ អាជ�វកម្ម អ្នក អាច រកីរា� នឹង ការ មាន កត្រមិត សេ�រភីាព ខ្ព�់ ក្នងុ ការសេរMបចំ សេពលសេវលា រប�់ អ្នក ជាង សេពល ចែដល អ្នក សេ&'�ការ ឱ្យ អ្នកដដៃ* ។ អ្នក អាច ចំណា� សេពល រប�់ អ្នក សេ9សេល� ការ�កចិត្ត*ុកដ្ឋាក់ សេល� *ំនួល ខុ� ត្រតវូ និង កាតព'កិច\ ផ្លា្ទ ល់ ខ្លួន ត្រប�ិនសេប� អ្នក ចង់ ។ អ្នក អាច សេ&'�ការ ដល់ �ប់ សេត្រy សេដ្ឋា� ផ្លា �ុកភាព សេ� ក្នងុ ផ្ទះ រប�់អ្នក សេq�� អ្នក អាច សេត្រកាក ព� សេគង �ឺត ជាង &ម្មតា បន្តិច សេ� សេពល ត្រពឹក ។ តារាង សេពលសេវលា រប�់ អ្នក �Zិត ក្នងុ កណា្ត ប់ដៃដ រប�់ អ្នក សេq�� អ្នក អាច សេ&'�ការ សេ9 តាម សេពលសេវលា រប�់ អ្នក ។ ការត្រ4ប់ត្រ4ង ការងារ

ការសេ&'� ជា មា\ �់ អាជ�វកម្ម អ្នក អាច សេគចសេចញ ព� ភាព តានតឹង ( សេត្រ�្ត � ) ដៃន សេdលការ5៍ ក្នងុកា រល័ិ� ។ សេដ្ឋា�សារ ចែត អ្នក គឺជា មនុ�T ចែដល មាន តំចែ5ង &ំជាងសេគ ក្នងុ ត្រកមុqុ៊ន អ្នក មិន ចាបំាច់ ត្រព�ួបារម្ភ ព� ការព្យាiម �ចែម្តង សេ�មុខ មិត្ត រមួ ការង្វារ ឬ ការ ចែអបអប ថា្ន ក់សេល� រប�់ អ្នកសេ3ះ សេ* ។ d្ម ន កង'ល់ ទាងំអ�់សេនះ អ្នក អាច ចំណា� ការ�កចិត្ត*ុកដ្ឋាក់រ ប�់ អ្នក ទាងំ ត្រ�ងុ សេ9សេល� ការវវិត្តន៍ រប�់ ត្រកមុqុ៊ន និង សេ&'�ឱ្យ ផលិតផល ឬ សេ�វាកម្ម រប�់ អ្នក កាន់ចែត ត្របសេ��រ សេV�ង ។

ជំហានចា&ំច់ ជ្រោពលជ្រោ78ីមអាជីវកម្មខ្នា តតូចនិងមធ្យម Step to Start SMEs

ជំហាន ចា&ំច់ ជ្រោពល ជ្រោ78ីម អាជីវកម្ម ខ្នា ត តូច

ការ សេផ}�ម អាជ�វកម្ ខ្នា្ន ត តូច តត្រមវូ ឲ្យ មាន ការ តាងំ ចិត្ត ខ្ព�់ ការ សេល�ក *ឹកចិត្ត និង �ល់ដឹង ព� ផ្លូវ (�ុ*្ធសាត្រ�្ត) ចែដល ត្រតវូ សេ&'� ដំសេ5� រ សេ~្ព ះ រក ភាព សេជាគជ័�។ ខ្នាង សេត្រកាម សេនះ ជា គន្លឹះ ខ្ល�ៗ �ត្រមាប់ ត្របិ�មិត្ត មិត្ត �ុវវ�័ ចែដល ចង់ សេប�ក អាជ�វកម្ម សេដ្ឋា� ខ្លួន ឯង សេដ�ម្ប� ជា *ុន គំនិត ចែ�'ង �ល់ ព� អ'� ចែដល ត្រតវូ សេ&'� សេដ�ម្ប� ជួ� ឲ្យ អាជ�វកម្ម ថ្ម� សេ3ះ **ួល សេជាគជ័�។ កំណត់ ឱកាស មុខ ជំនួញ របស់ អក៖ ការ សេត្រជ��សេរ�ី ត្របសេភ* មុខ ជំនួញ សេដ�ម្ប� ចាប់ សេផ}�ម ជា សេរoង មួ� ដ៏ លំបាក សេត្រពាះ សេតាង ឲ្យ សេ��ង �ិក្សា ចែ�'ង �ល់ ព� ឱកា� ដៃន មុខ ជំនួញ សេ3ះ។ ត្រតវូ ដឹង ថា សេត� អ្នក ត្រ�ឡាញ់ ចូលចិត្ត អ'� ជាង សេគ។ សេត្រ> ព� សេនះ អ្នក ក៏ ត្រតវូ ដឹង ចែដរ ថា អាជ�វកម្ម ចែដល អ្នក ចង់ សេ&'� ជា អាជ�វកម្ម ង្វាប់ (អាជ�វកម្ម ចែដល វវិត្តន៍ តិច តួច ឬ មិន វវិត្តន៍ ទាងំ ត្រ�ងុ) ឬ ជា អាជ�វកម្ម រ�់ (អាជ�វកម្ម ចែដល អាច រកី លូតលា�់ បាន សេលoន)។

Step to Start SMEs ( Con’t)

ជ្រោធ=ី 4ជ្រោត្រ>ង ជ្រែ7នការ៖ ត្រគប់ ការ ចាប់ សេផ}�ម ទាងំ អ�់ ការ សេ&'� គសេត្រមាង ជួ� ឲ្យ អ្នក �ល់ដឹង កាន់ ចែត សេត្រy ព� រច3�ម្ព័ន្ធ អាជ�វកម្ម ដៃដ គូត្របកួត ត្របចែជង និង សេដ�ម*ុន ចែដល តត្រមវូ។ សេប� ត្រកសេVក សេម�ល ការ �ិក្សា មួ� ចែដល បាន សេល�ក សេV�ង ក្នងុ សេ�Mវសេ� “Business Plans For Dummies” សេដ្ឋា� សេលាក Paul Tiffany ក៏ បាន និi� ចែដរ ត្រកមុqុ៊ន ទាងំ ឡា� ណា ចែដល មាន គសេត្រមាង ចែផនការ ច្បា�់ លា�់ សេ3ះ នឹង មាន ឱកា� **ួល បាន ចំ5ូល ៥០% សេត្រច�ន ជាង ត្រកមុqុ៊ន ចែដល មិន មាន។ជ្រែស=ងរក ថវកិា៖ ជា សេរoង ចែដល មិន អាច ខ'ះបាន។ ការ ចែ�'ងរក ថវកិា ជា ចែផ្នក មួ� ចាបំាច់ ជាងសេគ សេq�� វ&ិ�សាត្រ�្ត សេនះ ខុ� ចែប្លក ព� មា្ន ក់ សេ9 មា្ន ក់។ សេត� ត្របភព ថវកិា ត្របសេភ* ណា ចែដល �ម នឹង មុខ ជំនួញ រប�់ អ្នក? ត្របភព ទាងំ សេ3ះ អាច ជា រប�់ មា\ �់ អាជ�វកម្ម ផ្លា្ទ ល់ ព� មិត្តភ័ក}ិ និង �មាជិក ក្នងុ ត្រកមុ ត្រគសួារ ព� ដៃដគូ វនិិសេiគ កម\� qិរញ្ញប្បទាន ឬ កម្មវ&ិ� ឧបតZម្ភ ជាសេដ�ម។

Step to Start SMEs?

ដាក់ជ្រោA្ម ះ អាជីវកម្ម៖ ការ សេត្រជ�� សេ�្ម ះ អាជ�វកម្ម ដ៏ ត្រតឹមត្រតវូ អាច ទាញ ចំណាប់ អារម្ម5៍ អតិថិជន ឲ្យ ចាប់ អារម្ម5៍ មក សេល� សេ�វាកម្ម ឬ ផលិតផល រប�់ អ្នក។ ជា *ូសេ9 តាម ត្របភព មួ� ចំនួន សេល�ក សេV�ង ថា សេ�្ម ះ អាជ�វកម្ម គួរ ចែត ខ្ល� ង្វា� ត្រ�លួ ចា ំ ខុ� ចែប្លក ព� អ្នក ដដៃ* និង ទាក់ ទាញ។

សំុ អា�B ប័ណ្ណ៖ ត្រតវូ ចុះ សេ�្ម ះ អាជ�វកម្ម ជាមួ� អាជា� &រ ពាក់ ព័ន្ធ។កំណត់ ទីតាងំ អាជីវកម្ម៖ ការ សេត្រជ��សេរ�ី *�តាងំ ដ៏ ត្រតឹម ត្រតវូ នឹង អាច ជួ� ឲ្យ អាជ�វកម្ម **ួល សេជាគជ័� បាន រq័�។ *�តាងំ អាច សេ� *� ត្របជំុត្របជន ផ្លូវ ចែកង ឬ ចែក្បរ ផ្លូវ ត្រប�ព' ជា សេដ�ម។ សេត្រ> ព� ការ សេត្រជ��សេរ�ី *�តាងំ ត្រតវូ *ិញ �មា្ភ រៈ ចាបំាច់ �ត្រមាប់ ការiិល័� និង អាជ�វកម្ម ការ រច3 *� កចែន្លង ឲ្យ មាន ភាព ទាក់ ទាញ ក៏ ការ ចាបំាច់ ដូចd្ន ។�ង្ឹឃម ថា ចំ5ុច ចែដល បាន សេរMបរាប់ ខ្នាងសេល� នឹង ជួ� ផ}ល់ ជា គំនិត ចំសេពាះ អ្នក ទាងំ ឡា� ចែដល ចង់ ចាប់ សេផ}�ម អាជ�វកម្ម ថ្ម� មួ� ដល់ ខ្លួន ឯង៕

យុទ្ធសាត្រស្តនៃនការពត្រងីកអាជីវកម្មលក្ខណៈត្រ4សួារ1. Education and Skill 2.Prepare Strategic Plan aHead 3.Creating Business Network4.Financial Support / Financial Assess5.Creating Specialize bank for SMEs 6.The loan from Government will help

របា�ការ5៍រប�់ក្�ួងឧ�្សាqកម្ម ចែរ � និងថាមពល បានបង្វាt ញថា សេ�~្ន ២ំ០១២ កម្ពុជា មានសេរាងចក្&ំ ប្មា5 ៨៥០សេរាងចក្ ចែដលចំនួនសេនះបសេងf�តការង្វារបានជាង ៥៦មឺុន3ក់។ បុ៉ន្ មូលដ្ឋាA នឧ�្សាqកម្មតូច

និង�ិប្បកម្ម មានចំនួនជាង ៣មឺុន ៨ពាន់មូលដ្ឋាA ន បសេងf�តការង្វារបានប្មា5ជិត ២ចែ�ន3ក់ ចែដលវ�័ិ� ទាងំសេនះផលិតបានក្នងុតម្ ៦ពាន់លានដុលា្ល រអាសេមរកិ និងការ3សំេចញមានចំនួន ៤ពាន់លានដុលា្ល រ។ តួសេលខ

សេនះបញ្ហា្ជ ក់ថា មូលដ្ឋាA នឧ�្សាqកម្មតូច និងម&្យម តំណាងឲ្យ ៩៨% ដៃនមូលដ្ឋាA នផលិតកម្ម�របុ ភាគសេត្រច�នគ្ប់គ្ងជាលក្ខ5ៈត្រគសួារ៕