Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research

Lubangi Bidwaya Joyce; Mbayo Kabango Christian

doi:doi:10.11648/j.ajtab.20230904.11

| Peer-Reviewed

Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research

Lubangi Bidwaya Joyce, Mbayo Kabango Christian

Published in American Journal of Theoretical and Applied Business (Volume 9, Issue 4)

Received: 5 September 2023 Accepted: 26 September 2023 Published: 8 October 2023

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

In the present competitive market universe, enterprises develop or adopt many strategies to set up a competitive advantage to overcome their rivalry by improving and making their offers unique. According to the targeted performance, those strategies can be crafted at different levels of the firm's operations, such as the organization level, functional level, product level, marketing level, supply chain level (supply, manufacturing, and distribution), etc. By stating so, it appears that the distribution channel stands as an appealing option to enterprises, especially small and medium enterprises (SME) dealing in the agricultural industry. These enterprises are coping with many market issues, like a lack of infrastructure, better competition deployment, high product perishability, etc. This reality highlights the special fact that the enterprise's choices and actions oriented toward objectives and goal achievement should be methodically applied through a strategic approach. Therefore, this study empirically investigates the impact of implementing the strategic approach on the distribution channel organization of SME. To this end, two specific objectives were pursued: (1) to analyze the impact of implementing the strategic approach on the organization of the distribution channel, and (2) to verify both the application of the strategic approach and its significance in boosting manager satisfaction. The findings of the research hypotheses are validated using primary data collection through a survey questionnaire applied to a sample of 36 SME pulled by performing a simple random sampling. Afterwards, an econometric study through linear modeling and composite index analysis was conducted to this same end. The feedback on the survey questionnaire completion reveals that only 31 SME, i.e., 86.11% of respondents, completed this task. Consequently, statistical and econometric analysis was conducted on the collected data. Using linear modeling, it has been demonstrated that the implementation of the strategic approach positively affects the organization of the agricultural SME distribution channel. Moreover, this use of strategic approach, added to its importance, reveals a statistically significant effect on manager satisfaction.

Published in	American Journal of Theoretical and Applied Business (Volume 9, Issue 4)
DOI	10.11648/j.ajtab.20230904.11
Page(s)	94-102
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2023. Published by Science Publishing Group

Keywords

Strategic Approach, Distribution Channel Organization, Small and Medium Enterprises (Sme), Composite Index, Linear Modeling

References

[1]	Ahmani, Y., & Bouazza, A. (2022). Supply Chain Management et performance commerciale des coopératives agricoles: Cas de la coopérative COPAG. Revue Internationale des Sciences de Gestion, 5 (2), 920-944. Recovered at https://www.revue-isg.com/index.php/home/article/view/951
[2]	Alfred, D. C. (1962). Strategie and structure: Chapters in the History of the Industrial Enterprise. Massachusetts institute of technology, Cambridge.
[3]	ANAPI. (2019). Investir dans le secteur agricole en République Démocratique du Congo. Cahier sectoriel, Kinshasa.
[4]	Awino, Z. B. (2011). Strategic Management: An Empirical Investigation Of Selected Strategy Variables On Firms Performance: A Study Of Supply Chain Management In Large Private Manufacturing Firms In Kenya. 1 (1), 09-18. Recovered at https://academicjournals.org/article/article1380030935_Awino.pdf
[5]	Bahar, H. A., Fatma, Z. T., & Furkan, A. (2016). A Strategic Approach for Learning Organizations: Mental Models. Procedia - Social and Behavioral Sciences, 235, 2-11. Recovered at https://doi.org/10.1016/j.sbspro.2016.11.002
[6]	Cámara, N., & Tuesta, D. (2014). Measuring Financial Inclusion: A Multidimensional Index. Working Paper (14). Recovered at https://www.bbvaresearch.com/wp-content/uploads/2014/09/WP14-26_Financial-Inclusion2.pdf
[7]	Chafik, B., & Abdenbi, L. (2011). La construction de la croissance des PME au Maroc. Management & Avenir, 3 (43), 77-81. doi: 10.3917/mav.043.0077.
[8]	Dara, N. R. (2016). Multidimensional index measures of digital financial inclusion in emerging markets: A case of india. International Research Journal of Marketing and Economics, 3 (6), 10-29. Recovered at https://www.researchgate.net/publication/304742281_MULTIDIMENSIONAL_INDEX_MEASURES_OF_DIGITAL_FINANCIAL_INCLUSION_IN_EMERGING_MARKETS_A_CASE_OF_INDIA
[9]	Debbahi, Y. (2020). Le cadre conceptuel des petites et moyennes entreprises: diversité et spécificité. Revue nour des études économiques, 6 (10), 479-497. Recovered at https://www.asjp.cerist.dz/en/downArticlepdf/245/6/1/147181
[10]	Fadoua, A., & Said, R. (2017). Les difficultes des pme au maroc: Une alerte a la defaillance. Revue Economie, Gestion et Société, 0 (13). Recovered at https://doi.org/10.48382/IMIST.PRSM/regs-v0i13.10717
[11]	Filser, M. (1998). Canaux de distribution. Saint Germain: Vuibert gestion.
[12]	Frédéric, P., Franck, B., & Guilles, G. (2010). Perspectives fondées s sur les ressources: Proposition de synthèse. Revue française de gestion, 5 (204), 87-103. Recovered at https://www.cairn.info/revue-francaise-de-gestion-2010-5-page-87.htm
[13]	Huu, T. D., & Gilles, P. (2015). Théorie des ressources appliquées à la logistique: une identification de cinq dimensions. Logistique & Management, 2 (23), 55-72. Recovered at http://dx.doi.org/10.1080/12507970.2015.11673824
[14]	Joanna, R. (2014). Linking the main obstacles to the strategy implementation with the company's performance. Procedia - Social and Behavioral Sciences, 150, 263-270. doi: 10.1016/j.sbspro.2014.09.054.
[15]	Khadija, M., & Kaoutar, B. (2017). Contrôle de gestion et choix stratégiques dans les PME Marocaines. Revue du Contrôle de la Comptabilité et de l'Audit (3), 492-507.
[16]	Lahorka, H., & Kornelija, S. (2016). Strategic approach to tourism destination management. The Malopolska School of Economics In Tarnow, 32. Recovered at https://doi.org/10.25944/znmwse.2016.04.7786
[17]	Lezzar, M. S., & Boutellaa, M. (2018). Dynamique et importance des PME en Algérie. Finance and Business Economies Review, 2. doi: 10.58205/fber.v2i4.998.
[18]	Mária, M., & Katarína, K. (2014). Strategic Implementation as a Part of Strategic Management. Procedia - Social and Behavioral Sciences, 110, 861-870. doi: 10.1016/j.sbspro.2013.12.931.
[19]	Marianela, F., Armelle, G., & Ray, D. (2010). La satisfaction des managers vis-à-vis du contrôle de gestion et leur performance managériale. Comptabilité Contrôle Audit, 101-126. doi: 10.3917/cca.163.0101.
[20]	Matveeva, M. V. (2020). The Processes of the organization and construction management in the activities of small and medium busi. IOP Conf. Series: Materials Science and Engineering 960 (2020) 022083, (pp. 1-6). doi: 10.1088/1757-899X/962/2/022083.
[21]	Mbugua, S. W. (2021). The perceived relationship between strategic planning and performance of SMEs in Nairobi city county. Nairobi: Faculty of Business Management Science.
[22]	Nanjundeswaraswamy, T. S., & Shilpa, D. (2021). Determination of sample size and sampling methods in applied research. Proceedings on Engineering Sciences, 3 (1), 25-32. doi: 10.24874/PES03.01.003.
[23]	Pelin, V. (2016). Strategic Approach to Human Resources Management During Crisis. Procedia - Social and Behavioral Sciences, 235, 463-472. doi: 10.1016/j.sbspro.2016.11.057.
[24]	Peter, J. H. (1981). Robust Statitcs. Canada: John Wiley & Sons. doi: 10.1002/0471725250.
[25]	Penrose, E. (1998). The Theory of the Growth of the Firm. Oxford University Press: New York.
[26]	Philippe, L., & Jean-Claude, T. (2015). De la stratégie aux processus stratégiques. Revue française de gestion, 8 (253), 231-250. doi: 10.3166/RFG.160.307-328.
[27]	Rehioui, M. (2022). La logistique collaborative et l’amélioration des coûts logistiques: Cas des PME du business Park Agropolis de Meknès. Revue Internationale des Sciences de Gestion, 5 (1), 523-539.
[28]	Sharma, N., & Patterson, P. G. (1999). The impact of communication effectiveness and service quality on relationship commitment in consumer, professional services. Journal of Services Marketing, 13 (2), 151-170. doi: 10.1108/08876049910266059.
[29]	Sirajuddin, O., M. R., & Muhammad, J. (2017). The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. American Journal of Theoretical and Applied Business, 3 (4), 71-80. doi: 10.11648/j.ajtab.20170304.12.
[30]	Tsangavelonirina, V. E. (2019). La PME: son importance au développement de Madagascar. Antananarivo: Université D'Antananarivo.
[31]	Virginie, N., François, C., & Joseph, E. E. (2021). Stratégie collective logistique des agriculteurs: une difficile équation. AIRL 13 éme Rencontres Internationales de la Recherche en Logistique et en Supply Chain Management (pp. 1-24). Le Havre: HAL Open Science.
[32]	Wtterwulghe, R. (1998). LA PME, Une entreprise humaine. Bruxelles, Belgium: De Boeck and Larcier.

Cite This Article

Plain Text BibTeX RIS

APA Style

Lubangi Bidwaya Joyce, Mbayo Kabango Christian. (2023). Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. American Journal of Theoretical and Applied Business, 9(4), 94-102. https://doi.org/10.11648/j.ajtab.20230904.11

Copy | Download

ACS Style

Lubangi Bidwaya Joyce; Mbayo Kabango Christian. Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. Am. J. Theor. Appl. Bus. 2023, 9(4), 94-102. doi: 10.11648/j.ajtab.20230904.11

Copy | Download

AMA Style

Lubangi Bidwaya Joyce, Mbayo Kabango Christian. Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. Am J Theor Appl Bus. 2023;9(4):94-102. doi: 10.11648/j.ajtab.20230904.11

Copy | Download

@article{10.11648/j.ajtab.20230904.11,
  author = {Lubangi Bidwaya Joyce and Mbayo Kabango Christian},
  title = {Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {9},
  number = {4},
  pages = {94-102},
  doi = {10.11648/j.ajtab.20230904.11},
  url = {https://doi.org/10.11648/j.ajtab.20230904.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20230904.11},
  abstract = {In the present competitive market universe, enterprises develop or adopt many strategies to set up a competitive advantage to overcome their rivalry by improving and making their offers unique. According to the targeted performance, those strategies can be crafted at different levels of the firm's operations, such as the organization level, functional level, product level, marketing level, supply chain level (supply, manufacturing, and distribution), etc. By stating so, it appears that the distribution channel stands as an appealing option to enterprises, especially small and medium enterprises (SME) dealing in the agricultural industry. These enterprises are coping with many market issues, like a lack of infrastructure, better competition deployment, high product perishability, etc. This reality highlights the special fact that the enterprise's choices and actions oriented toward objectives and goal achievement should be methodically applied through a strategic approach. Therefore, this study empirically investigates the impact of implementing the strategic approach on the distribution channel organization of SME. To this end, two specific objectives were pursued: (1) to analyze the impact of implementing the strategic approach on the organization of the distribution channel, and (2) to verify both the application of the strategic approach and its significance in boosting manager satisfaction. The findings of the research hypotheses are validated using primary data collection through a survey questionnaire applied to a sample of 36 SME pulled by performing a simple random sampling. Afterwards, an econometric study through linear modeling and composite index analysis was conducted to this same end. The feedback on the survey questionnaire completion reveals that only 31 SME, i.e., 86.11% of respondents, completed this task. Consequently, statistical and econometric analysis was conducted on the collected data. Using linear modeling, it has been demonstrated that the implementation of the strategic approach positively affects the organization of the agricultural SME distribution channel. Moreover, this use of strategic approach, added to its importance, reveals a statistically significant effect on manager satisfaction.},
 year = {2023}
}

Copy | Download

TY  - JOUR
T1  - Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research
AU  - Lubangi Bidwaya Joyce
AU  - Mbayo Kabango Christian
Y1  - 2023/10/08
PY  - 2023
N1  - https://doi.org/10.11648/j.ajtab.20230904.11
DO  - 10.11648/j.ajtab.20230904.11
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 94
EP  - 102
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20230904.11
AB  - In the present competitive market universe, enterprises develop or adopt many strategies to set up a competitive advantage to overcome their rivalry by improving and making their offers unique. According to the targeted performance, those strategies can be crafted at different levels of the firm's operations, such as the organization level, functional level, product level, marketing level, supply chain level (supply, manufacturing, and distribution), etc. By stating so, it appears that the distribution channel stands as an appealing option to enterprises, especially small and medium enterprises (SME) dealing in the agricultural industry. These enterprises are coping with many market issues, like a lack of infrastructure, better competition deployment, high product perishability, etc. This reality highlights the special fact that the enterprise's choices and actions oriented toward objectives and goal achievement should be methodically applied through a strategic approach. Therefore, this study empirically investigates the impact of implementing the strategic approach on the distribution channel organization of SME. To this end, two specific objectives were pursued: (1) to analyze the impact of implementing the strategic approach on the organization of the distribution channel, and (2) to verify both the application of the strategic approach and its significance in boosting manager satisfaction. The findings of the research hypotheses are validated using primary data collection through a survey questionnaire applied to a sample of 36 SME pulled by performing a simple random sampling. Afterwards, an econometric study through linear modeling and composite index analysis was conducted to this same end. The feedback on the survey questionnaire completion reveals that only 31 SME, i.e., 86.11% of respondents, completed this task. Consequently, statistical and econometric analysis was conducted on the collected data. Using linear modeling, it has been demonstrated that the implementation of the strategic approach positively affects the organization of the agricultural SME distribution channel. Moreover, this use of strategic approach, added to its importance, reveals a statistically significant effect on manager satisfaction.
VL  - 9
IS  - 4
ER  -

Copy | Download

Author Information

Lubangi Bidwaya Joyce

Faculty of Management Sciences, Nouveaux Horizons University, Lubumbashi, Republic Democratic of Congo
Mbayo Kabango Christian

Faculty of Management Sciences, Nouveaux Horizons University, Lubumbashi, Republic Democratic of Congo

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Lubangi Bidwaya Joyce, Mbayo Kabango Christian. (2023). Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. American Journal of Theoretical and Applied Business, 9(4), 94-102. https://doi.org/10.11648/j.ajtab.20230904.11

Copy | Download

ACS Style

Lubangi Bidwaya Joyce; Mbayo Kabango Christian. Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. Am. J. Theor. Appl. Bus. 2023, 9(4), 94-102. doi: 10.11648/j.ajtab.20230904.11

Copy | Download

AMA Style

Lubangi Bidwaya Joyce, Mbayo Kabango Christian. Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research. Am J Theor Appl Bus. 2023;9(4):94-102. doi: 10.11648/j.ajtab.20230904.11

Copy | Download

@article{10.11648/j.ajtab.20230904.11,
  author = {Lubangi Bidwaya Joyce and Mbayo Kabango Christian},
  title = {Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {9},
  number = {4},
  pages = {94-102},
  doi = {10.11648/j.ajtab.20230904.11},
  url = {https://doi.org/10.11648/j.ajtab.20230904.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20230904.11},
  abstract = {In the present competitive market universe, enterprises develop or adopt many strategies to set up a competitive advantage to overcome their rivalry by improving and making their offers unique. According to the targeted performance, those strategies can be crafted at different levels of the firm's operations, such as the organization level, functional level, product level, marketing level, supply chain level (supply, manufacturing, and distribution), etc. By stating so, it appears that the distribution channel stands as an appealing option to enterprises, especially small and medium enterprises (SME) dealing in the agricultural industry. These enterprises are coping with many market issues, like a lack of infrastructure, better competition deployment, high product perishability, etc. This reality highlights the special fact that the enterprise's choices and actions oriented toward objectives and goal achievement should be methodically applied through a strategic approach. Therefore, this study empirically investigates the impact of implementing the strategic approach on the distribution channel organization of SME. To this end, two specific objectives were pursued: (1) to analyze the impact of implementing the strategic approach on the organization of the distribution channel, and (2) to verify both the application of the strategic approach and its significance in boosting manager satisfaction. The findings of the research hypotheses are validated using primary data collection through a survey questionnaire applied to a sample of 36 SME pulled by performing a simple random sampling. Afterwards, an econometric study through linear modeling and composite index analysis was conducted to this same end. The feedback on the survey questionnaire completion reveals that only 31 SME, i.e., 86.11% of respondents, completed this task. Consequently, statistical and econometric analysis was conducted on the collected data. Using linear modeling, it has been demonstrated that the implementation of the strategic approach positively affects the organization of the agricultural SME distribution channel. Moreover, this use of strategic approach, added to its importance, reveals a statistically significant effect on manager satisfaction.},
 year = {2023}
}

Copy | Download

TY  - JOUR
T1  - Strategic Approach and Organization of Agricultural Small and Medium Enterprises Distribution Channels in Lubumbashi: An Empirical Research
AU  - Lubangi Bidwaya Joyce
AU  - Mbayo Kabango Christian
Y1  - 2023/10/08
PY  - 2023
N1  - https://doi.org/10.11648/j.ajtab.20230904.11
DO  - 10.11648/j.ajtab.20230904.11
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 94
EP  - 102
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20230904.11
AB  - In the present competitive market universe, enterprises develop or adopt many strategies to set up a competitive advantage to overcome their rivalry by improving and making their offers unique. According to the targeted performance, those strategies can be crafted at different levels of the firm's operations, such as the organization level, functional level, product level, marketing level, supply chain level (supply, manufacturing, and distribution), etc. By stating so, it appears that the distribution channel stands as an appealing option to enterprises, especially small and medium enterprises (SME) dealing in the agricultural industry. These enterprises are coping with many market issues, like a lack of infrastructure, better competition deployment, high product perishability, etc. This reality highlights the special fact that the enterprise's choices and actions oriented toward objectives and goal achievement should be methodically applied through a strategic approach. Therefore, this study empirically investigates the impact of implementing the strategic approach on the distribution channel organization of SME. To this end, two specific objectives were pursued: (1) to analyze the impact of implementing the strategic approach on the organization of the distribution channel, and (2) to verify both the application of the strategic approach and its significance in boosting manager satisfaction. The findings of the research hypotheses are validated using primary data collection through a survey questionnaire applied to a sample of 36 SME pulled by performing a simple random sampling. Afterwards, an econometric study through linear modeling and composite index analysis was conducted to this same end. The feedback on the survey questionnaire completion reveals that only 31 SME, i.e., 86.11% of respondents, completed this task. Consequently, statistical and econometric analysis was conducted on the collected data. Using linear modeling, it has been demonstrated that the implementation of the strategic approach positively affects the organization of the agricultural SME distribution channel. Moreover, this use of strategic approach, added to its importance, reveals a statistically significant effect on manager satisfaction.
VL  - 9
IS  - 4
ER  -

Copy | Download