This research paper acknowledges Small and Medium Sized Enterprise (SME) of Yorkshire and Humberside.

Customer orientation calls for a company to understand and satisfy customer needs and it is assumed so that the firm will benefit in the form of profits. A company to perform, it must create a sustainable superior value for its customers. (Porter, 1985)

Because a relationship developed with a consumer/customer can be an avenue to gain competitive advantage. The best prospects could be the current consumers of the firm, because at least one point of time the service or product was attractive enough to use or buy it. However it is know that markets spent more time and effort to gain new customers without considering the value of current customer base.

So from the above review it can be hypothesised that - a firms' level of customer orientation is positively related to its performance measured by - new product development, sales growth.

In today's' modern market, new product development and differentiation have become important aspects for business development. SME, which adopt to low cost strategy, are seen with internal orientation that focuses on cost effectiveness and product efficiency. It is to note that market dynamics can influence the level of firms' customer orientation. It has been found that perceived environmental turbulence is positively related to a firm's level of customer orientation due to the desire to minimise uncertainty. On a contrary stable market, where preferences and type do not change frequently over time, little adaptation to customer care is needed, resulting in low degree of customer orientation.

The finding of this research indicates that the high level of market dynamics and competitive intensity are likely to engage firms in increased customer orientation activity, while others may opt for cost or price cutting strategies in an effort to counter or respond to competitive pressures. Some findings say, that larger an organisation, the difficult it becomes to perform or implement customer orientation. It can be argued that SME who normally are able to inject customer orientation measures, more easily have a fair possibility of adopting a culture of orientation, retention, as a means to achieve competitive advantage.

It is supported by saying that business practitioners and SME should combine a sound customer orientation with emphasis on innovation and product quality because such a combination is likely to result in high levels of new product success rate. Well-conceived and targeted new products should lead to sales growth in niche market in providing a competitive advantage.

(Vassilios P. Valsamakis, Linda G. Sprague) The role of customer relationship in the growth of small- to - medium sized manufactures.

Kwaku Appiah-Adu, Satyendra Singh) Customer orientation and performance: a study of SMEs'.

Author Jay and Ria, argues here that, a firms ability to think beyond the present (anticipation), to think for the customer (innovation) and to think beyond the parameters of the firm (relationship), - the ability to forecast.

2.6. Innovation in SME: -

A lot of theory and research has been undertaken under the heading, innovation in SME. A lot of researchers have tried to establish a relationship the level of innovation a firm is into to its products and services offered to its growth, survival and profit.

(Cavanagh and Clfford 1983, Kuhn 1982, Peters and Waterman 1992) goes on to say that 'it appears that there is a relationship between better performance and higher levels of innovation.

Further more, Cavanagh and Clifford (1993) in a study of the strategies of successful mid sized companies concluded that innovation is a way of life among the top performing mid sized growth companies.

So the big question is, a primary management challenges face by organisations, is how to create the environment that successfully nurtures and maintains their relationship with the customers. Then the strength of the firm, customer relationship management is reflected, (the objective) firm and maintained through the effective connection and relationship which is established between the firm and various stakeholders, employees, business partners, suppliers, distributors, shareholders.

(Jay Kandampully, Ria Duddy) 'Competitive advantage through anticipation, innovation and relationship'.

Author Frederick F.Reichheld of Bain & Company, Inc says is very interesting, that the responsibility for customer retention and defection belongs squarely on the CEOs' desk specially for small enterprises, where it can get the same kind of attention that is lavished on stock prices and cash flow.

But the truth could be also, what the author says that, a firm could not progress beyond a superficial treatment of customer loyalty without delving into employee loyalty. There is a cause-and-effect relationship between the two; that it was impossible to maintain a loyal customer base without a base of loyal employees, and the best employees prefer to work for companies that deliver the kind of superior value that builds customer loyalty.

Frederick F. Reichheld, Bain & Company, Inc, 'The Loyalty Effect' Harvard Business School Press.

2.7. Customer loyalty: -

This literature review supports the theory that satisfaction is related to customer loyalty, which in tern relates to profitability leading to competitive advantage in the market. The service profits chain (Hesnett et al, 1994) states that satisfaction - loyalty-profit.

Customer satisfaction is related to customer loyalty

Customer loyalty is related to profitability.

The author and service management literature says that satisfaction is the result of customer perception of the valued received in a transaction or relationship, where value equals perceived service quality relative to price and customer acquisition cost, relating to value expected from transactions with competing vendors. Loyalty behaviour including relationship continuance increased scale or scope results from customer belief that quality of value received from one supplier is greater than the available from other supplier. Loyalty in one or more of the forms created increases profit through enhanced revenue, reduces cost of customer acquisition, lower cost price, and decreased cost to customers familiar with a firms' service delivery system (Reicheld, Sasser, 1990).

The author argues that customer loyalty can be defined in 2 distinct ways, with reference to (Kyner, Jacoby 1973) defines loyalty as an attitude, which is attached to a product, service or organisation. Loyalty is behaviour (continuing to purchase service from the same supplier, increasing the scope for a relationship, or could be an act of recommendation.

Webmaster(2002) CRM publications info<www.cbr.ac.uk/publications/> date accessed [07/12/2002]

Webmaster(2003) CRM info<http://www.egain.com/> date accessed [05/02/2003

Webmaster(2002) CRM info<http://www.crmguru.com>date accessed [18/12/2002]

This approach is intended first to include behavioural loyalty in the conceptualisation of customer loyalty, linked to satisfaction, second to make the demonstrated satisfaction/loyalty relationship, which is accessible to the firms interest in customer behaviour, linked to firms' performance and profit generation. The author concludes by saying that the result encourages the inference of relationship between customer satisfaction, retention, and between customer retention and company profit.

(Roger Hallowell) 'The relationship of customer satisfaction, loyalty, profitability'.

International journal of service industry management, vol-7, issue-4.

2.8. Summary: -

The most important criteria explored here are about 'customers'. In all aspects of business, it is the customer, which is the centre of attention. The reason being a lot of studies and research has been done and undertaken in this contexts about customer relationships, customer retention, ways of communication used to reach a customer, how to retain existing customers, companies getting innovative and providing services out of the way to satisfy customers and making an impact to retain them. Here it is discussed in context of SME (small and medium size enterprise), how much they are involved in this whole process of customer relationship management, or 'customer centric'.

3.0. Methodology.

3.1. Introduction.

According to Saunders et al (2000) " Writing a research proposal/method is a crucial part of the research process." This is mainly due to the fact that a research proposal/method identifies the problem to be investigated and equally describes the research design and how it will be implemented to carry out the investigation. In my context, a method is a systematic and an orderly approach of data so that information can be obtained from those data.

The method therefore will essentially focus on the research topic indicating its worthiness for investigation, its relation to relevant research and the aims driving this research. The data required to carry out the research will then be described in detail indicating which ones are secondary and primary, the sources of this data and how they are going to be assessed (methodology). Having described the data that will be required, methods to analyse and interpret this data will then be discussed in detail under the section of data analysis.

A conclusion summing up the various activities discussed in the proposal will be given and then finally outlining references detailing the various sources of information used.

3.1. Aim and Research Philosophy.

The aim of this research is to identify the key determinants of SME customer orientation, of the way in which such enterprises actually carry out 'customer centric' activities to provide a competitive advantage among the SME in the Yorkshire and Humber region in U.K. This is an in-dept study to establish a definite result and outcome of the competencies, which determine effective customer orientation in gaining competitive advantage.

So to start with my research philosophy, to say to defend my research is that, the way that I think about the development of knowledge, its affects, the way I go about doing the research. The two main philosophical positions in research are positivism and phenomenology.

(M.Saunders, P.Lewis, A.Thornhill, 2000 Research Methods for Business Students, 2nd edition.)

It is like "working with an observable social reality and the end product of the research can be law-like-generalisations similar to those produced physically". It is like an objective analyst making detached interpretations about the data that have been collected in an value free manner, making an emphasis on a structured methodology leading to a quantitative observations that follows by a statistical analysis.

The concept of phenomenology argues that the business world is far too complex to lead itself to theories of law like approach. It is like rich insights into the complex things, a unique thing of research. As stated by Remenyi et al. (1998) "to discover the details of the situation to understand the reality or perhaps a reality working behind them".

Reference: (M.Saunders, P.Lewis, A.Thornhill, 2000,Research Methods for Business Students, 2nd edition).

From the above it can be understood that each are good at doing different things, but it depends on the research question, taken-for-granted assumptions we have in my research concept of 'SME competencies in Yorkshire and Humber region'. The criteria I contest to choose are the region as a whole, including all sectors of the economy (agriculture, manufacturing, service, and real estate). So my research is in the lines of positivism.

3.2. Choice of research approach.

Choosing a research project mainly depends to the extent, one is clear about the literature review and theory initially. The two approaches are deductive and inductive approach. To explain and differentiate the deductive approach is making a hypothesis, which is a testable ratio between the relationship of two or more variables taken into consideration from the literature review and overall aim. It emphasis moving from theory to data, a collection of quantitative data (less ambiguous, hard facts, with tangible measurements, scope for data manipulation with statistical representation). An important feature of this approach is that the concept needs to be operationalised that is in a way the facts to be measured quantitatively. In simple words it is testing theory.

Inductive approach states the purpose to get a feel of what is going on, understand the nature of the problem, analyse the collected data, make sense to it, leading to a formulation of theory. Here the concept is like going through the production of a theory from the data, less concern with the need to generalise, deals with complexity, collection of qualitative data (deals with people, a dept of understanding, long period of data collection and analysis).

Reference: (M.Saunders, P.Lewis, A.Thornhill, 2000,Research Methods for Business Students, 2nd edition).

So in the research I am engaged is of deductive nature, justifying why I am adopting this is because, firstly is the nature of the research topic, a lot of literature is available, (reference to literature review) a theoretical framework can be made out of it, leading to formulation of hypothesis, (a deductive approach). To do research on a topic that is new and debatable with no or little existing literature and study, then it will be good to generate data and analyse first and reflect on what themes the data is suggesting, (which is not the proposition here). Based on my literature review from authors like Vassilios P, Valsamakis, and Kwaku Appiah-Adu, Satyendra Singh previous studies have been done on issues like customer orientation and customer relationship of SME in growth and competitiveness. It is to accept it or decline is the foundation for the hypothesis to be made. Choosing the deductive approach leads to some risk taking like non-return of questionnaires, or very low response rate, which could develop into a different conclusion.

3.3. Research strategy.

In order to undertake a research, the researcher has to choose between different approaches in making an area interesting and researchable, taking into consideration the nature and content of the problem in relation to available resources. The methods available have own strength and weakness, which needs to be, understood when an approach is selected. Before I proceed with a strategy there is always a criteria or validly which needs to be looked at, that is: -

3.3. (a) Internal validity - it refers to whether or not what is identified as the cause(s) or stimuli actually produce what have been interpreted as the 'effects' or responses.

3.3. (b) External validity - it refers to the extent to which any research finding can be generalised beyond the immediate research sample or settings in which the research took place.

3.3 (c) Reliability - it refers to the consistency of results obtained in research. Like any previous research done in the same line or of empirical evidence.

(Reference: John Gill, Phil Johnson, 2nd edition, Research Methods for Managers).

So the various strategies available and can be considered are: -

Quasi experiment or action research, case study, survey, ethnography, and exploratory and explanatory study: -

3.4. Quasi experiment or action research - attempts to undertake research in a relatively natural, non artificial setting which involves a definition of a theoretical hypothesis, selection of samples of individuals from the known population or mass, samples to different conditions of the experiment and the measurement of it under controlled conditions. (Less manipulation of data or findings). Less exercise of sampling is done. This declines the reliability, as it becomes difficult to replicate then, so it is not suitable for this research.

3.5 Case study - it is the development of a detailed, intensive knowledge about a single case or issue or number of related issues. This approach is capable of generating answers to words like 'what, how and why', methods include questionnaire, interview. The author (Robson, 1993) though argues to say that it gives an unscientific feel, this approach is worthwhile way of exploring existing theory. But it is limited to certain cases, does not give large parameters or margins to investigate.

3.6. Survey - this method is popular and common strategy in business management research. It is linked to deductive approach. It allows collection of large amount of data in an economical way. Questionnaire the main chosen criteria with easy comparison of data and importantly easy to understand and interpret. But is also time consuming to design and pilot a questionnaire. Also there is always a possibility of being biased on the reply. Therefore, by using highly structured questionnaire to gather data in a form that is quantitatively analysed, a survey-based research is usually regarded as easy replicable and reliable also. As the aim of this research, it is a link of the testable hypothesis; this method is of more relevance, in a manner to get a clear outcome by posing the same question to a large population. It also relates to basic human responses, where alternatives to a questionnaire can be practised like telephone interview or face to face though it may be hectic, and time consuming and expensive affair.

So, in a way, it is dealing with verbal report, written or oral which could be limited with low response way, where the hypotheses can yield a different conclusion.

(Reference: A.D.Jankowicz, Business Research Projects, 3rd edition, 2000, Business Press, Thomson Learning).

(M.Saunders, P.Lewis, A.Thornhill, 2000,Research Methods for Business Students, 2nd edition).

3.7. Why sample or selecting a Sample.

For any research question, data collection is a necessary part to be conducted. Collection of data from every possible source, group or identity is called census. E.g.: head count for a population survey in a city or county. But in business and research it may be really difficult to do so due to major constrains like money, time, and resources. So a process of sampling technique is exercised in order to gather data from a sub group rather then all and every possible source, because it would be impractical to survey the entire population.

This is in relation to this research topic of 'competitiveness of SME' for the region of Yorkshire and Humber side, with limitations to turnover of the firms upto £30 million, employing 10-250 people. The limitations are drawn on the basis of the sampling frame, (total population) which needs to be current, unbiased and accurate. It is then to decide and pick the sample size, which is mentioned above, and to check accurately the sample very well represents the population or the sampling frame. It will generally help to estimate the characteristic of the population from the sample, which is going to be practised in this research work, stated as probability sampling.

3.8. Types of data.

3.8 (a) Secondary data: - it is information that is already been collected for a purpose, other than to solve the specific problem to be solved or investigated. So it takes less time to collect, and it may be very tedious for individuals to collect a secondary data set. It is also seen that, secondary data are inflexible and may not fit the exact requirements.

3.8 (b) Primary data: - when the secondary data available does not fit the requirement, primary data collection becomes necessary. It is a process of direct contact from the source or variables. A primary data can be collected directly from the consumers, industrial buyers, any middlemen, marketing consultants or agencies, who are relevant to the business or the issue to be researched.

(Reference: A.D.Jankowicz, Business Research Projects, 3rd edition, 2000, Business Press, Thomson Learning).

The research undertaken here will be done through collection of primary data by means of questionnaire, a postal mail survey. The questions have to be designed in the lines of getting a positive response, easy to understand and not very time consuming. The respondents should be comfortable to tick his/her preference of choice. A pilot study is a good idea. Its like sending a specified number of questionnaires to a friends, tutor or anybody who can judge and understand the concept and comment, suggest, speak about it, to see the response and effect of the questionnaire. This is done to see the usefulness of the questionnaire made then only once it is proved ok; it is sent to the population. The questionnaire will be sent from the university, designed and printed on university letterhead with a self-address envelope. There is always a possibility of getting a good response rate when sent out at the right time reaching the right concerned person without any third party interference. There is always a possibility of any delay; so follow ups, calling over the phone needs to be done to get a fair response rate. After the data is sent back and received it will be put in SPSS tool for the analysis. The concept of using SPSS tool is its practicality, easy set up, data entry and could be even manipulated accordingly.

After the has been analysed a discussion can be generated on the basis of the findings of the primary data, literature review and the secondary data, to find a correlation among them and each others genuinely. Once the primary data is formulated it can be related to the secondary data, because secondary source are not always reliable, SME's do not provide all sources.

3.9 Hypothesis: - It is a formal statement of a deduction that if a theory is true, then a relationship can be found between at least variables. A set of procedures in which a hypothesis is deduced from a theory and expressed in terms of a relationship between one or more variables.

(Reference: A.D.Jankowicz, Business Research Projects, 3rd edition, 2000, Business Press, Thomson Learning).

So, measurements are done in order to test the hypothesis and verify the theory. It can be assumed that when I do a research, the best way of arriving at the truth is to use scientific method. It could be a formally general statement, which has the potential to explain things (a theory). If the theory were true, then it would be to expect to find a relationship between variables (hypothesis). The measuring parameters have to be clearly defined, by making the observations (measurements). At the end the hypothesis has to be tested by drawing conclusions and then relate it to theory by means of verification.

The basis of the some of the hypothesis I have formulated are in the lines of the study of authors like, as they say: 'customer orientation calls for a company to understand and satisfy the customers' needs and it is assumed that by doing so the firm will reap reward in the form of profits and advantage. It has been purported that for a company to achieve continuous above average performance, it must create a sustainable superior value for its customers. (Porter, 1985). So this to develop a customer orientation culture, providing superior value to its customers, and ultimately superior performance in the market place against business rivals.

Pelham and Wilson's (1996) study of the small business enterprise also established a positive link between markets (customer and competitor) orientation and performance.

3.10 The hypotheses I have formulated in context with the literature review are as follows:

H.1. A firm's level of customer orientation is positively related to its performance measured by: - (a) new product service, (b) sales growth, and (c) ROI return on investment.

H.2. There is a positive link between the extent of adoption of innovation orientation and the degree of customer orientation in SME's.

The relevance of innovation orientation to small businesses is a reflection of the transformation of modern markets in which new product development and most importantly product differentiation have become important issues and aspects. (Daft and Weick, 1984) Smaller firms which focuses on differentiation strategy involving new product introduction will may tend to emphasis the need for an overall customer orientation. So a focus on product differentiation and new product development reflects a link between new product success and proper recognition of unfulfilled customer needs, hence H.2.

H.3. Use of customer orientation and relationship management leads to better customer retention.

Customer retention means a loyal customer base, which is also, a strategy to gain competitive advantage. A firms strategy to fetch a new customer rather to retain an old customers in an expensive affair. Also because an old customer is aware of the quality and service he/she is receiving and the firms is aware of the preferences and habits of old customers.

H.4. The greater the dynamics in the market place the higher the degree of customer orientation in SME's.

It could be very much expected that market dynamics would influence the level of a firm's customer orientation, that is ability to adopt and respond to the evolving needs of the customer is like critical to business success in a consistently changing business environment. It has been found that 'SME may develop external focused activities in order to identify and fulfil customer needs and to assist in monitoring competition.' (Davis et al., 1991) So an environmental turbulence is positively related to a firms level customer orientation due to the firms desire to minimise the uncertainty and the importance of market share. In contrast to a stable market place, customer type and preferences do not change quickly and frequently; there is little adoption for the 'customer centric' approaches for SME, hence the H.4.

So, as the hypothesis is formulated and it gives an idea and a base to the formulation of the questions that need to be structured based on my needs from the respondent. The respondent should be comfortable in responding my queries and satisfying and justifying the questionnaire, so that the hypothesis I have formulated can be decoded and tested to come to a clear conclusion.

4.0. Data analysis.

This chapter talks about the primary findings obtained by the questioner received to the 1370 SME of the. Responses received, and the data was entered in to SPSS and compiled findings are reported this section. The presentation of data and various diagrams and figures.

4.1. Introduction to the type of data: -

The data we have collected by means of questionnaire are basically of quantitative data. There are various and different characteristics involved that are measured involving techniques and tools like SPSS and excel as mentioned previously in the Research Method headings. It has been interesting for me for the data collected (primary data) doing various manipulations, experiments and observations before penning it down. In short is a snapshot to look and find out what if my hypothesis stands any correlation, relationship with the finding.

Quantitative data can be divided into distinct groups: categorical and quantifiable. Categorical data refers to data whose value cannot be measured numerically but can be classified into sets (categories) accordingly, to the characteristics in which they are of interest (or placed in rank order), which can be further subdivided into descriptive and ranked. As in this case it is not possible to measure the category numerically or rank them. But it can be established which categorised has the most and whether cases can be evenly spread between categories (Morris, 1999)

Ranked data are more precise, the definite position can be determined of each case within the data set, although the actual numerical measures (such as scores) on which the position is based are not recorded and accessible.

But there were certain limitation aswell, like being a string type rata there was not much correlation being achieved directly from SPSS. But the researcher will establish the relationships between variables in general contexts and by simple observation and by the clarity of the analysis.

(Referred: - Research Method for Business Students. Mark Saunders, Philip Lewis, and Adrian Thornhill)

4.2. The key findings are as follows: -

There are various ways and strategies to keep a tab on old and loyal customers. Some of them (points below) are being investigated for the SME of Yorkshire and Humber to find about their opinion and how much they are into it, into 5 sections as, General section, service process, functions, sales orientation and quality approach.

4.3. General section: -

TABLE - 1.

4.3 (a) AGE - REGION (TABLE 1)

It is 85.3% of the SME that are 8+ years old, companies that are recently established are (1-3 years and 3-5 years) are at the percent of 5%. SME that are at the group of (3-5 years) is slightly low, may be because that is the crucial stage to et over problems companies face to operate and survive. The percent of return response we got from the 4 regions are -West - 54.5%, South - 28.2%, North - 14.1% and Humberside - 3.2% just.

TABLE - 2.

4.3. (b) AGE - EMPLOYEES. (TABLE 2)

Here the trend is more towards the growth rate of employment for the SME in the region. It is (increased marginally - increased substantially) is 32.1% - 33.3%. There is not much difference in the decreasing side, it is a bit stable from (decreasing substantially - neither increase nor decrease) that is 9.6% - 11.5%.

TABLE - 3.

4.3 (c) REGIONAL. (TURNOVER- TABLE 3)

From the table it is clear, SME of west Yorkshire say there turnover have increased substantiality, to marginal increase, (so trend is towards in turnover). For the region of south Yorkshire a big portion of the people say turnover has decreased marginally, as compared to north Yorkshire, the turnover of SME is very stable, it has not very much increased or decreased of marginal. But a heavy increase in turnover with a very low response from Humberside of just 6 SME's, at shows much stability.

TABLE - 4.

4.3. (d) REGIONAL. (EMPLOYEES - TABLE 4)

The aspect of employees have decreased marginally for the south Yorkshire region, where in case of north, labour forces indicate a marginal increase, but it is not of substantial increase. As usual for west Yorkshire the trend is again towards higher up the order, a good and steady increase in employees.

4.4 Service process: -

Make review phone calls to check on progress (TABLE - 1) For the region of Yorkshire and Humberside, 46.2% say they often make calls to their customers /clients, with an impressive 26.3% saying they do it always.

TABLE -1.

4.4 (a) Communicate through e-mail: - (TABLE - 2) Fast and effective mode of communication as of e-mail is considered as of 'often' to 57.1% by the owner /managers of SME's, with more than 25% say they always do to keep in touch.

TABLE 2.

4.4 (b) Make courtesy calls to check on product /service satisfaction (TABLE - 3) not much of a difference here, but 42.3% agree by saying often they make courtesy calls, 26.9% say sometimes and 17.3% say they do it always. This slight of difference in opinion and percent may be due to the primary use of e-mail, which is fast and economical; making calls could be costly and pricing.

TABLE 3.

4.4 (c ) Identifying customers requirements (TABLE - 4) 92.9% of the SME owner /managers agree to say 'high' in identifying customer requirements, showing a tendency of being customer centric, ofcourse identifying and then delivering it is crucial. It is always a positive sigh for any company to do so, which is a stepping stone to success in its action plan and performance in the competitive market.

TABLE 4.

4.4 (d) Customise the product /service to the clients needs (TABLE -5) just as mentioned earlier paragraph, 92.9% say 'high' response in identifying the various requirements of the customers, 43.6% of the SME say they always do that, and 35.3% say they often customise the service or product according to needs and requirements of the clients or customers. I would like to emphasis here; it is quiet a good and positive link to note it is like delivering keeping in mind the customers point of view and identifying it.

TABLE 5.

4.4 (e) Hold regular meeting with clients (TABLE - 6) 52% responded saying they do it often, and 28.2% responded say, they 'always' hold meeting with clients. The responses are not very bad but, others mode of effective communications like e-mail, phone calls have 'high' responses, and things like video or teleconferencing are easily done and practised. It is an important issue, holding meetings with various clients, who could be a key to business success, depends and the way it is done today.

TABLE 6.

4.4 (f) Review performance to check on quality: - (Table -7)

Performance check on quality is done 43% often by the SME, while 33.3% agree to say that they do it always. Overall, the response rate can be stated as average or more than average.

TABLE: 7.

TABLE -8.

4.4 (g) Review performance to check on responsiveness (TABLE -8) when it comes to feedback, check on responsiveness, it is more or less done sometimes - 30.1%, and often - 33.3%, (which is average), with 221.2% of the owner /manager agree to say they always do performance check.

TABLE -9.

4.4 (h) Survey customer satisfaction: (Table - 9).

For the SME of Yorkshire and Humberside region, owner /managers respond to say that it is 'sometimes' 35.9% they are into it, while 25.6% often do it, with just around 17% always do so. Overall an average, below average response.

As it is mentioned by (Pelham and Wilson, 1996) customer orientation enhances business performance and customer base for a company or firm. Customer retention appears to be critical to a form's success, as does expansion of the existing customer base. (Webster, 1994; Cespedes, 1995.)

4.5. FUNCTIONS: -

It is a very important and decisive issue for any owner /manager who does /may take into consideration this criteria while deciding upon his company budget, business strategy, how much to invest and where, which aspect of the business to reap high benefits in it.

4.5. (a) Customer service training (TABLE - 1) looking from a bigger prospective of all the 4 regions of Yorkshire and Humberside, the adoption level responded by the owner/ manger of the SME's is observed and found out to be low. 26.6% say they do it frequently, 17.3% never do this any kind of training for their employees, and only a level of fraction high, 19.2% rarely do so, which if criticised is quiet high.

TABLE -1.

4.5 (b) Sales training (TABLE - 2) 44.2% agree saying sometimes they have undertaken this initiative of sales training, (which indicates it is done only when the situation arises and required).

TABLE -2.

4.5 (c ) Product technical support training (TABLE - 3) it is a better statistics in this table, with 42.3% saying they are frequently into technical support training, to 37.8% have undertaken this initiative.

TABLE -3.

4.5 (d) Market training /education (TABLE - 4) 46.2% SME's say, they have undertaken this initiative, with 19.2% doing it frequently, but not surprisingly 25% say they rarely do or are involved in market training and education.

TABLE -4.

5.0 SALES ORIENTATION.

5.1 Introduction: - The greater the dynamics in market place the higher the degree of customers/ sales orientation in SME. - In situations when customers have many options to satisfy their needs, in such conditions companies tend to become more responsive to the needs and, of the customers.

TABLE - 1.

5.1 (a) Exceeding the product service specification (TABLE - 1) taken the region of Yorkshire and Humberside, a 50% of the SME are making a point of high rate, in product specifications for the needs and requirements of the customers, which shows indicators of being customer centric. Next to it, the medium rate of response is 37.8%.

TABLE - 2.

5.2 (b) (TABLE - 2) the given the same specifications of product and service specifications, it is seen that it is favourable and high for the SME who are operating over a period of long time (8+ years) and well established in the market. Newly formed companies or those who have been operating for just around 3-5 years just may not able to afford to do so and be flexible.

TABLE - 3.

5.2 (C ) Meeting deadlines (TABLE - 3) well, when it comes to meeting deadlines and jobs done in time, it is of class and accuracy most of the time. The graph and table 3 speaks for itself, for the south and west Yorkshire it is above 90%, for north and Humber it is impressive aswell.

TABLE - 4.

5.2 (d) Fast turnaround of orders (TABLE - 4) 60% of the owner /managers responded with 'high' priority when it comes to taking up orders and delivering of goods and services, while just a small portion of 26% agreed to say, of medium priority in it.

TABLE - 5.

5.2 (e) (TABLE - 5) interesting enough, followed again in table 5, it is divided in the 4 regions, it is seen that surprising again, fast turnaround of orders is very much on top priority, high on most of the owner /manager action plan for his company.

Humber- 80%, north - 63.6%, south - 554.5% and west - 62%.

Thus what it can be concluded that there is a very positive link between customer orientation, that is being customer centric and market dynamics, because firstly of the high positive response. Secondly, things like fast turnaround of orders, meeting deadlines are on the high priority for the SME managers indicates it is essential to survive, minimise uncertainty and the importance of market share. It is like a strategy to gain competitive advantage from rivals by means and ways of exceeding the product /service specifications.

5.2 (f) Identifying customers requirements (TABLE - 6) 92.9% of the SME owner /managers agree to say 'high' in identifying customer requirements, showing a tendency of being customer centric, ofcourse identifying and then delivering it is crucial. It is always a positive sigh for any company to do so, which is a stepping stone to success in its action plan and performance in the competitive market.

TABLE 6.

5.2 (g) Constantly improving product and services: - (table -7)

There is a very positive response when it comes to improving products and services being offered by the companies to their customers. 66.0% say it is 'high' on their agenda.

TABLE -7.

TABLE - 8.

5.2 (h) Being innovative to a companies product and services (TABLE -8)

It is very much essential for a market presence in a competitive environment. 57.9% of the SME agree to say that they are 'high' in it, indicating a upward trend, which is impressive, 35.9% say it is more than sometimes they do so (medium).

6.0 Adoption of tools and standards. (Quality approach.)

6.1 Introduction: - Quality assurance in the commercial and business world is of much demand not only in the UK, but also for the rest of the world. Forces like customer demand, expectations competitive pressure in the market and industry sectors internal and environmental forces all play a role in the adoption of some these tools and techniques for the SME operating in UK in the region of Yorkshire and Humberside. This pressure has impacted the small-scale industries in a big way, to gain certification and /or of any standards to maintain the position in the market while competition is moving in the same direction.

The adoption rate and strategies of the various tools and techniques and standards of quality, value, service excellence models are as follows: -

TABLE - 1.

6.1. (a) Trade specific initiatives: - (TABLE - 1) a very poor response rate from all the 4 regions, with just 1 SME agree with 4 disagrees in Humber, in west 64 disagree / do not practice and just 21 state true to it, and very minimum contribution from the other two regions.

TABLE - 2.

6.1 (b) TQM: - (TABLE - 2) total quality management standards are not of much importance or concerns in the region and the trend is towards the negative direction. It ceased to be practised or adopted by business.

TABLE - 3.

6.1 (c ) Other specifics: - (TABLE - 3) in this category some of the owner/ managers have not replied to the adoption part, but interestingly a lot of the SME do tend to use own specific requirements for the company for their daily job done.

TABLE - 4.

6.1 (d) ISO 9000: - (TABLE - 4) this quality standard is established with a high response rate and is practised by majority of the SME population from the 4 regions. This certification is well recognised and helps establish businesses and also involve other trade-related activities. (Humber - more than 60%, South it is 50%, North - below 45%, and West - again 60% or more).

TABLE - 5.

6.1 (e) ISO 14001: - (TABLE - 5) a more than average response (positive) from Humber and North, but a very low usage from the West region.

TABLE - 6.

6.1 (f) IIP: - (TABLE - 6) Humber shows a very positive response with around 50%, but for other regions of South, West and North are less practised.

TABLE - 7.

6.1 (g) Data mining: - (TABLE - 7) From Humber and South Yorkshire there was no response at all, and for West it is just 4 agreeing out of 85 responses, North is just 1 out of 22. It shows that SME's are not aware of it what data mining is all about or do not practice it.

TABLE - 8.

6.1 (h) CRM: - (TABLE - 8). Overall a very low response, just 2 have agreed to it and 42 SME say false in South, almost the same low rate trend for the rest of the Yorkshire region.

TABLE - 9.

6.1 (I) Continuous improvement: - (TABLE - 9) continuous improvement or striving for excellence is something positive which has come out from all the 4 regions. It is more than half the percent for all the regions it is practised, a positive trend. For North and Humber it is more than 50- 60% in continuos improvement.

TABLE - 10.

6.1 (j) Business excellence models: - (TABLE - 10) models like EQA/ EFQM are almost like never used, mostly with any response at all from this category.

6.2 Summary: -

There are some of the major findings from the data analysis, after the data was entered into SPSS with its outcomes. While sorting out the parameters, at times it is divided and analysed region wise for the adoption rates and responses and again it is analysed as the whole region of Yorkshire and Humber.

The main issues that I will carry forward in the discussion section and which interests me the most are making comparisons regionwise, which indicates regional differences from one to another, with highs and lows, which will indicate the trend of any occurrence happening in specific, interdependence of factors with one another. In overall context, I will discuss about adoption rate of functions, tools and techniques taken up the SME, involvement in the service process and sales orientation, how much they are into it, what is the issue and what is being expected and key findings from the data.

It will give a clear picture of the points and issues, which the reader will encounter, in the 'discussion' section. In the discussion section, the findings will be elaborated and discussed in relation to the research work done by authors (my literature review) and the hypothesis I have formulated.

7.0 DISCUSSION.

7.1. Introduction: -

The discussion is the assessment and to comment based on the analysis of the data from the section of Data Analysis, on the interactive nature of SME's competencies and nature with the presentation of data and various tables and charts (attached to the appendix). This discussion presents an interpretation of key findings and contributions of the research study. In addition to this, these contributions and discussions are considered within the context of the literature review of the disciplines discussed and the hypotheses being formulated based on which the questionnaire was structured, which the reader will encounter paragraphs to come.

The total number of questionnaire sent out over a period of 4 - 7 days were 1370 in total to all the 4 regions of Yorkshire and Humber. (Humber - 44, South - 344, North - 228, and West - 724.) Then after a waiting period of approximately 1 - 3 weeks, there was a total return response of 156 + 1, from the 4 regions. For west Yorkshire it was - 86 return responses, South - 44, North - 22 and Humber - 5.

The response rate what we got is definitely satisfactory, but it could be a better if the Christmas vacations had not intervened in between. The total number of responses we received could be improvised if we had sent out reminds (reminder Letters) to the companies, apart from the responses we received. But, without any such reminders the responses we received were satisfactory enough to do analysis of it and worthy of discussion.

So the points and discussions arising out of interest are: -

7.2 General section: -

It is 85.3% of the SME that are 8+ years old, companies that are recently established are (1-3 years and 3-5 years) are of 5%. SME that are at the group of (3-5 years) is slightly low. In a way, I can say, the responses is biased and this is always a possibility that young SME face a market turbulence to stabilise and grow. By saying biased I mean to say that old SME are more into things and show greater characteristics than young SME in relation, e.g. employment rate which has increased marginally to substantially from 32.1% - 33.3%.

It could be stated from the fact that, a firm beginning its activity, in its introductory phase, in which costs are higher, short production series, more distribution and promotional expenses, in order to achieve growth, research and development. This is so because, in my view and opinion, every firm has a certain financial capacity to grow. Once this desired rate has been achieved and progress happens, there is much stability for the firm, with overcoming hurdles like (less of market participation, bad debts, increasing costs).

As per the findings, when it comes to profit, 8+ years SME say their profit has increased substantially; with a descent marginal increase also. (As seen in the age- profit graph in the appendix),

Focusing on the employee graph again (from the appendix), the fact can be established that there has been an increase in employees for the 8+ years SME in comparison to not much response from any 1 - 3 years, and 3 - 5 years old SME.

These are some of the key issues from establish the findings from the data analysis with support of the graph representation and literature that old and established SME do have an advantage showing a trend, which the new and young SME do not qualify for unless they have a long presence in the market.

(Reference: - Journal of Small Business and Enterprise Development. Volume - 8, number -1. "Empirical study of a sample of Industrial Firms").

The reader will also encounter in certain aspects, when key issues are discussed divided as regions that, to a certain extent there is a big difference or gap of responses, (opinion) especially of west Yorkshire SME from rest of the region. Say for e.g., the turnover has increased substantiality, to marginal increase, (upward trend). For the region of south Yorkshire a big portion of the people say turnover has decreased marginally. All this data shows and indicates that biased representation from one region to another.

So the issue to discuss is why is that west region is more aggressive from rest of the region. The possible reasons that I can conclude could be more funding from the UK govt. or of strategic location with availability of resources, goods and services of any type.

As the reader will go on to encounter the various findings and type of discussions be highlighted and engaged concentrating on specific regions and also in comparison to the region of Yorkshire and Humberside as a whole.

7.2 Service process: -

The service industry is what today the whole business is all about. What service is being provided to the customers? In today's' competitive world, customer is business, so what is expected is how the goods and services are being delivered effectively, identifying the wants and needs of the customers has become a necessity and standard. It is all about customer service and relationship building in the whole process to be successful and sustain business.

It is well stated by authors like Charles Blenkson, David Stokes in my literature that to satisfy customers, identifying its needs and wants is crucial, significantly by use of personal contacts with a strong selling focus.

With special qualities like awareness of some aspects of formal marketing, which can be stated as customising the goods and services as per the client's needs, holding meetings provides an extra advantage to be competent, is what is expected.

In my Literature Review, authors Hill and Fallis, 1995, Penley et al., 1991 states that communication is the foundation level of competency, and as per findings in the data analysis, SME owner /managers say 57.1%, they often communicate through e-mail, 46.2% agree to say make phone calls to check on progress and ofcouse they do check on customer satisfaction my making courtesy calls which is responded upto 42%.

Also to gave a measure to their performance and a check on quality, atleast 25% of the SME do it often to 35% do it sometimes, which is well accepted that SME keep a check on their performance by means of asking and getting feedback from customers.

Formal marketing skills like identifying customer requirements is responded upto an astonishing high of 92%, with 43.6% responded by saying that they customise according the needs of the customers. It is very good relationship between identifying the needs and wants and then delivering it with a fairly positive rate.

So it can be concluded with some of the key points that, there is a positive link established, the findings of the data analysis and the previous literature and expectations met by the SME owner /managers with their positive responses.

7.3 Functions: -

The functions undertaken by the SME are like training of their workforce in the likes of customer service, sales training, product technical support training and market training and education. Training can not only help organisations overcome the current skills shortage cost -effectively, but it will almost certainly increase the loyalty and motivation of the staff who are being trained as well.

So from the data analysis, it can observed that the response rate is very low of the SME owner /managers involved in training and development of their of their employees.

26% agree to say they do customer service training frequently, with 17.5% never do any kind of training. Sales training undertaken is 44.2%, which is a moderate response, with again a relatively satisfactory practice of 42.3% saying they are frequently in product technical training. Market training and education shows a steady 46.2% done frequently with almost rest of the training practices done by the SME in the Yorkshire and Humberside region.

So I can establish my description by adding that, as we have seen before also SME that are set up new and in the bracket of 1 to 3 - 5 years old do not make much profit and no increase in turnover, reasons due to no investment in the training and education, less awareness, lack of knowledge and customer focus. SME that are well established with 8+ years tend to show better statistics in profit, training and education. Basically it is the owner managers that play a main role in the day to day operations of the small business, and they are also directly involved from all decisions from management to training. It is from the outside source that SME depend upon training support like trade associations, training consultants.

Overall, what can be observed is there is not much of any standards being scheduled or laid out in the small and medium size enterprise? It is only in accordance to the requirements training is undertaken, and preferable in the product technical support training department. So not much of an investment, a lot of issues can be could be highlighted from my own prospective, why this is so, which could be the nature of the whole business they are into (SME owner /managers), lack of shier size of the business, or location of the business where skilled forces are readily available, allotment of money and resources into it, which we have already discussed in the literature, a major problem SME do tend to face to a large extent.

7.4 Sales orientation: -

According to (Porter, 1985) a company to perform, it must create a sustainable superior value for its customers. It is assumed that a firm will benefit in the form of profits when the company understands and satisfies customer needs by means of fast turnaround of orders, meeting deadlines, being innovative in its product and services and at times exceeding the product /service specifications laid out. These are the major issues and expectations for an SME to achieve competitive advantage.

Customer orientation calls for a company to understand and satisfy customer needs and it is assumed that the firm will benefit in the form of profits.

So looking ahead for the findings from the responses from the owner managers, it is like 50% of the SME make it a point of 'high' rate when it come to exceeding the product and service specifications it normally offers, or as per the deal. And it is so positive, that SME those are 8+ years old are involved in it, (more that 50% agree to exceed specifications). Young SME just may not afford to do so be flexible. Meeting deadlines is of high priority for all the 4 regions with 77% to 90% agreeing to say 'high' in their agenda, with 60% 'high' response on fast turnaround of orders.

Dividing the regions, all the 4 regions show high responses to do fast turn around of orders. (South - 54.4%, west - 62%, north - 63.6%, Humber - 80%).

These characteristics could be related to what authors Jay and Ria, argues that, a firms ability to think beyond the present (anticipation), to think for the customer (innovation) and to think beyond the parameters of the firm (relationship) - the ability to forecast.

(Jay Kandampully, Ria Duddy) in the literature 'Competitive advantage through anticipation, innovation and relationship' says that the main management challenges face by an organisation or SME, is how to create that environment that successfully nurtures and maintains their relationships with the customers.

Thus what it can be concluded that there is a very positive link between customer/ sales orientation, that is being customer centric and market dynamics, because firstly of the high positive response. Secondly, things like fast turnaround of orders, meeting deadlines are on the high priority for the SME managers indicates it is essential to survive, minimise uncertainty and the importance of market share. It is like a strategy to gain competitive advantage from rivals by means and ways of exceeding the product /service specifications.

7.5 Quality approach. (Adoption of tools and standards).

7.5 1.Introduction: - The quality approach in the commercial and business world is of high demand, not only in the UK, but also for the rest of the world today. Forces like customer demand, expectations, competitive pressure in the market and industry sectors as well as environmental forces play a major in the adoption and tools and techniques, some of which we have analysed in the data analysis section for the SME operating in the Yorkshire and Humberside region. This pressure and expectations has impacted the small-scale industry in a big way to gain certification, of any standards to maintain a market share.

As seen in the analysis section of quality approach that the response rate is very poor and it tends to indicate that SME do not practice it. For e.g. in the west Yorkshire 64 SMS said 'false' and just 21 said 'yes' to trade specific initiatives. (North - 7 said true, 37 said false). For TQM, 75 SME said 'false', while 10 said 'yes'. For iso14001, just 3 said true and 41 false in South, and 6 SME said true and 79 said false to it. It is one standard that received much appreciation and more that 50% positive response for iso9000 certification standards from all the 4 regions of Yorkshire and Humberside.

For data mining, there was no single positive response from South and Humber. Neither business excellence models like EQA/ EFQM are heard or practised by the SME in this region. This tends to indicate a very poor show when it comes to maintaining quality standards and assurance for the SME.

Raynor and Porter (1991) report (findings) of 20 SME in UK in the engineering and manufacturing industry indicates that customers (marketing factors) is the major driving force behind such certifications and use of business models and standards. Other wise, owner /managers do not take any initiate to do so.

So the major findings of the adoption of tools and standards is disappointing. SME in the region of Yorkshire and Humber are not into the practice. According to my own thinking, the reasons could be the high costs involved in it and also the lack of commitment from employees, managers/ owners and also time required, and the knowledge for the whole thing. In situations of demand, external consultants are called for assistance for a short period of time. Maintaining these standards is an expensive affair, involving high costs for the SME, involving paper work. But what is expected is that not only their standards improve, quality of the goods and services, but also improves in quality awareness and management control. The flip side is, business still goes on with out maintaining standards of quality of goods and services for the SME in the Yorkshire and Humberside region.

8.0 Level of innovation: -

This is a very interesting area for the SME, when the data was analysed and which the reader will encounter to find that innovation plays a major role in the minds of the owner /managers of Yorkshire and Humberside.

As seen from the innovation table, when compares with to the age of SME, it is the 8+ years companies are into innovation with 83% response, while younger SME has just a maximum of 5.6% response, which clearly indicates the fact that younger companies do not have the resources or capacity to do. SME in the bracket of 5- 8 years also have just 4.5%- 7.1% response, showing the constants SME do face when set up and does not get stability, they do not have the privilege to innovate for their clients and customers. When looking at it, region wise, it is mostly for the west Yorkshire SME are more into innovation, with a response of 50%.

So the fact remains true, that there is a presence of innovation among the owner /managers which is well being practices.

(Porter, 1985) agrees to say, that for a company to achieve above - average performance, it must create a sustainable superior value for its customers. So innovation leads to superior value to goods and services. So the point of adequate attention and recognition of unfulfilled customer needs is what is essential. So this hypothesis cannot be ruled out and rejected when it comes to SME innovation level of the Yorkshire and Humber region.

From the discussions above, it can be concluded on some of the major findings and issues discussed which are related for SME in the Yorkshire and Humberside region.

9.0 Conclusion and Recommendations: -

It is seen that SMEs are a key economic driving force, the lure to grow big and profit making remains strong. Managing the SMEs requires a unique set of skills. Managers should be creative, risk-taking and innovative. If they are to face up the complex demands of achieving growth, they must also achieve and retain financial stability and independence. Only if a balance is struck, only then an organisation develops along the path from existence towards survival, comfort and growth. Most of SME entrepreneurs are persons who like independence, believe in themselves, take their own decisions, think their company is unique and hold a lot of know- how of the business they are into, and there is not much hierarchical management structure, decision making and planning and its implementations.

So in the back drop of these certainties and uncertainties, some of the key findings this research paper tries to put forward are, the ability of the SME to enhance the value of the products and services delivered is positive and continues to grow, which is essential and is demonstrated here by the SME of Yorkshire and Humberside. This is mainly because what I believe is that market has become very complex and competitive, it is the demonstration of the core factors that signal or give value to its customers, when it comes to quick and fast delivery of orders, or even exceeding the product /service specifications of the customers.

Established SME are more profitable than young once, and show greater characteristics in terms of growth, employment rate and being more customer orientated or 'centric' than young or SME who are in the bracket of 1 - 5 or 8 years old. And some of the SME from our response is 8+ old.

The region of west Yorkshire showed higher attendance, with 55% response rate from rest of the sectors in the region. West Yorkshire also showed a substantial increase in turnover from the rest of the region. Lastly, but not the least, employment rate has also increased for west Yorkshire when compared to north, south and Humber.

When it comes to providing service to its customers, the results are very positive and up-front. A high quality of service is being practised when dealing with clients/ customers by the owner/managers, with effective means of networking and communication, through phone calls, e-mails, and even regularly holding meetings with clients. 35% of the owner/ managers consider doing a survey on their customer's base to check on quality and responses as a form of customer loyalty. It gives a chance for the SME to take control of the situation and improve and progress in their drawbacks.

After sales support, and customer satisfaction is very much in the agenda and are prompt in identifying customer wants and requirements with 92% 'high' response rate, and ofcourse delivering it with customisation as per the needs and requirements of the clients and customers. This all indicates positivism and trend is towards high succession for the SME.

SME are very poor in their functions of providing training to their employees. It has a very low response to customer service training, sales training and technical expertise and does not have market exposure.

This is /could be a major set back area, which is not focused and looked upon by the owner/ managers of the SME, in consideration. It could be due to the size of the company, employee in it or financial difficulties and grants keeping in mind. Things like providing basic training and education to employees should be done in order to have knowledge of the market, goods and services offered. It definitely provides a competitive advantage than rival companies when SME are have knowledge of technical know -how and sales training, it is like giving a professional touch to customer service.

The reasons SME are way behind in this concept could be due to size of the organisation and management structure, SME mainly lack long term planning for its finances and operations, allocation of available resources, which is a concern. Training requires investment of money and resources. To overcome this, the owner /managers should make strong and precise short term goals, which could be easy to target and achieve, and based on the same lines a few long term goals to reap benefits and profit for the organisation.

The SME shows many competencies in their sales orientation with their customers, specially the old and well-established companies that are operating over a long period of time. They are competent enough to meet their deadlines and even can go to the extend of out of the way fast turn around of orders, responded from all the sectors of the region.

The positive thing is they are into the continuo process of constantly improving their service for better and innovative ways of offering goods and services in order to retain customers. In this aspect, what I would like to suggest that, the product and services offered need not be of large numbers, but if can concentrate on core and niche market, it can gain market share. For e.g. when a survey is done, and depending upon the response and feedback from customers and clients, it should focus and concentrate on what they have missed out and voted by the customer.

Quality assurance and standards are not upto the mark and are not maintained by the owner managers of the SME in this region. They have hardly said true to standards and business excellence models like EQA and EFQM. Neither they are competent in using high-tech tools like CRM and are aware of concepts like data mining or IIP.

The fact that small business may not able to cope with external changes and developments taking place, due to lack of expertise as mentioned before, (lack of training) and also financial constrains.

It can hamper business in the long run, because marketing explores the psychology of the customers to satisfy, and the impact on future shopping behaviour, but the reputation of an organisation or an SME as a service leader gets a major set back when certifications and quality stamps are not embedded. Because it acts as a powerful marketing message for winning new business contracts, opportunities, and also consolidating existing customer relationships.

A possible solution could be merging or co-operating with other businesses in the same sector, or with consultants, firms who are ready to provide with tools and technical aspects of the business and provide guidance. It will provide cost-effective use of techniques and training for the SME to gain competitive advantage and to facilitate the delivery of that appropriate technology to develop the skills to the workforce.

An important consideration and a significant recommendation for the SME is that, owner /managers just state that marketing as selling and promotions only, but again things like customer acquisitions and promotions, areas like pricing, product development, distribution and logistics could be

Largely ignored. But to gain advantage it needs due attention and spontaneity from the owner/managers to have market share and competencies in its core services coupled with all these.

Make market assessment is also a good idea of getting to know what the customers want in real terms, which should be done more often, specially when a new product is launched targeting the niche market. Like experimenting new markets, design new products, offering free catalogues, free trials and setting the trend.

It is seen from the discussion that SME take more than 5 to 8 years to establish themselves and have a market share or they tend to struggle and close down. In such cases, business development can be made strong when small firm cluster together. It could be based on suppliers, clients, and other businesses. To support my point, it is worth mentioning, as it is very much noted in the works of Michael Porter, On Competition, Harvard Business Review Book Series (1998), that clusters could well provide access to specialised inputs, access to bigger resources bases, increase in each others strengths and maintain competitiveness and market share. But with a constrain, a social aspect which can be a barrier to this possibility, is the cultural and attitudes of the owner /managers in Yorkshire and Humberside region SME could face, because without a right self- belief, mindset and support, there is unlikely going to be any merger or clusters in business.

Anticipating change and uncertainty is a key factor, if well forecasted and maintain a sense of control; it automatically increases the survival rate to a large extent. The key skill is to create the time and condition to understand the wider market to which it contributes.

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OTHER CONTACT: -

Mr. Andrew Kemp. Business Link. (Customer Service Manager.)

Leeds. West Yorkshire.

E-mail: [email protected]

Phone: 0113 3837738.

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APPENDIX -2

0. THE LEARNING STATEMENT.

Introduction: -

The learning statement is based on the accomplishment and things I have learnt and realised that I have come to know about my own self during my 1 year study in Leeds Metropolitan University (LMU) as an mba student. It is kind of reflecting back what I was before coming to the UK, how I have phrased my time and stay in the university. It is the transformation process, exploring my self in depth and breath, what I have learnt and achieved in this span of 1 year. Speaking in terms of the MBA course, staying abroad, a different way of learning and study, and living upto other social challenges and expectations.

The big thing that can happen to me is getting an unconditional offer letter to pursue an M level degree from one of the reputed universities in U.K. It was never planned. It just happened (to be honest). It was not prepared for it, mentally and financially. But the whole process of transformation was smooth and fast. Never thought about it that my career graph can get so high. Major point to highlight in the form of accomplishing are: - mixing and getting to know international students, their culture, (culture gap) beliefs, working style, and of course of the British culture and society, as our own culture and system has still got a touch of the ancient British system, as India being a major colonial country under the British rule. (History, now)

Leaning to accomplish a new and different way self-studying, research based, meeting expectations of the professors and being compliant. The major focus point of the whole mba is looking forward for the work placement and dissertation. This gave me a strong platform, professionally to launch my career to a new high, attain a challenging and secure career. The process of development, skills and qualifications I inculcate and carry with me to any organisation or place or country, will fetch me status, recognition, and motivate me to go further ahead boldly every step I take in this short life, with courage confidence, and dedication to excel in all my endeavours with flying colours.

Starting a student life, coming to U.K. living in the university holes, sharing the flat with other mates, kitchen, cooking together, sharing food, ideas, respecting each other's views and ideas, going shopping and getting to know their shopping habits are of the other aspects I have cultivated. Studying in a group for the module presentations, discussions, class room interactions, are some of the activities done and achieved together. It was an enlighten for me, in knowledge and enthusiasm, fun and developing personal skills rendering not only a basic education but also the challenges and the necessities of the new and competitive world by exposing ourselves to the society.

The first semester of the course was very intensive with many modules to study, prepare and submitting written assignments and presentations for some. It was quick to finish with compulsory modules like operations management, human resource management, marketing, and finance. An exciting but a bit nervous part was the presentation part. A bit fumble to start with, like presenting in front of a large crowd, being focused and well prepared with practice and role play within group members helped me re-gain confidence to speak with clarity, be bold with presence of mind and quick thinking and decision making.

Again the second semester came up with new and interesting things in store for me. Specialisation modules like International marketing, Strategic management, Strategic Learning workshop and Doing business in Europe that formed the core. It was like knowing about the EU, its formation, Euro currency and the Euro zone (countries that come under it). For me it was the most interesting module in the last part of the semester, because it was followed by leisure cum educational trip to Brussels the capital of Belgium and also the headquarters of the European Union. It was a totally new concept for me introduced to the EU, how business is being done here, laws and policies framed, trade regulations, (e.g. - how a fishing policy made in Brussels affects a fisherman in Scotland), some of which I am well competent now and use it as an advantage for securing a job in an multinational organisation in and around Europe as future accomplishments.

Going a year and halfback, I was working in a marketing based company, Quality Inspection and Training Services. (Quality inspection and certification company, working for the govt. of India). I got a real break in my professional career, in a big way is what I believe. My responsibility was of meeting client company managers, discussing their nature of work, how to certify for ISO certification, convincing them about the benefits of ISO, making them aware how to qualify and get certified, which give them business edge and benefits, making recommendations, as myself being a sales representative.

During my stay in QITS, what I learnt and accomplished is how to talk people in a convincing way, at a higher level, selling yourself and your ideas or product, tactfully, handle delicate situations and not get carried away and hamper the company image. Of course, before getting started intensive training was undertaken to deal such situations. This kind of job needs tons of self-motivation, hard work and not tired and bogged down, you are out there in the jungle. I reckon, I have developed such visible experiences and skills I can make use of as my strength and core competence, having good knowledge of the market, experience, help me with my career advancements in prospective fields after completing my mba successfully to secure a job in an MNC.

One thing which amazed me the most are subjects like Operations management, in everybody life their actions and operations are so essential to be quick, effective, and hit the target, saving money and time. International marketing module, the professor was very enthusiastic, and the module was informative and I really enjoyed studying it.

Last but not the least; this whole mba is research based. Doing research in any given topic, subject area or no matter it is the dissertation, I have learnt from day one, how to do a basic research, from Library catalogues, inter-library, electronic journals, in the internet and also some complex research specifications and core areas which required much of application and thinking. This helped me a lot for my dissertation a lot. But firstly, I was disappointed by the fact that the university placement cell is not well off and does not have enough contacts and links with the corporate, businesses to provide even an ordinary or a minimum 2-3 months placement. I was unhappy with the whole thing, because I started applying through the university placement long back as per the guidelines set forth by the placement officer, but to my horror and amaze nothing productive came up. By that time I was struggling find a dissertation topic for my self and decided do the dissertation desk- based. Lucky to see an advert in the notice board saying, 'Lawrence Bellamy's project' looking for 4 mba students to work on a project for him on strategic management. I was quick to act on it and did the needful to secure a place for myself out of the 4 in that research group. That was the end of all the agony and uncertainty and beginning of a new life. We 4 in the group gelled along well and happy to work together, maintain a sense of discipline, objective to what I am expected to do and delivery, be motivated and set up a goal, an action plan till the whole systematic study of the research and dissertation is not over. Here we worked as a group and also as individual. The research work demanded group study and individual study, which was very good. I also got a chance to learn and use statistical tools like SPSS and making a questionnaire and doing a kind of pilot study. The whole thing was very intense and time framed, which demanded a lot of commitment and attention from rest of things.

At the moment, I am at the very fag end of the completion of my dissertation and due submission in time. I believe is it an achievement for me, professionally and knowledge wise, enriched by the skills and attitude I have inculcated from the whole process.

Learning by doing things and various activities, like presentation, self study, assignments, travelling, being self-dependent most of the time. It was like doing things in a new and defined way with a passion to excel is very satisfying to me.

Where I do want to go in the future.

Today I am in a position of just starting my career in a big way. I just have a minimum of experience. After completing my graduation with a little experience I straightaway jumped into a high profile master's degree. In one way, it is good that without much of a break I continued with my education for the mba. This has helped me be in touch with the education and in control of what I am learning and receiving both in form of skills and knowledge. Now I have developed a strong educational base and platform to take off in a big way. This degree I am sure will fetch me high calibre prospects in any organisation or institution I go for my job.

I want to be in such a position, so that I can make the best use of my educational background, skills which is very strong, being a continues process. I want to be in such a position where I am can command my position and job, of respect and the qualifications and abilities and knowledge and basic experience I have at the moment.

I would like to working for an MNC (multi national company) senior executive or business consultant, as I reckon I have been developing good interpersonal skills, leadership and motivational skills, talking and dealing with clients and other companies. I have learnt how to approach a problem or situation, giving a positive inside to it, be applicable and practical and ofcourse looking at bigger prospective in life.

The company I admire and love to work for is General Electric (GE). It is a 'Fortune 5' company with a global presence. General Electric has diversified into almost all the sectors of heavy engineering, space technology, international trade, global consumer finance and insurance. GE has major presence in countries of South Asia and India, which I am looking forward to. The specific area that interests me is international trade, as GE operates in almost all the countries. The best thing about this kind of jobs is that it includes a lot of travelling to different countries, working in different environments, new challenges, new people to work with in teams and as well as individuals. Well, such positions in big companies are not easy to get and achieve. Securing a job of that high profile and calibre is possible through intensive induction programmes, aptitude tests that are held by the companies itself. GE conducts its recruitment programmes two times in a year mainly, and also various other programmes for any interim jobs and vacancies.

At the moment, I do not have much of the practical work experience, that could be a bit if set-back, but I am sure my degree and its knowledge will give me an edge academically and also I group discussions which form part of the recruitment process. But, I need to develop techniques for the interview and how to score more in other assessments, for which I can secure help from my friends, previous work colleagues, members of the family who are experienced and have a knowledge and also outside institutions.

At the moment I am doing the same working in the present place I am working, analysing things critically with proper research work, all about application and self judgement and thinking about an issue of problem. In such a position I should understand the problems, analyse and interpret the problems, situations, and find possible avenues, give advice and consultation for strategic issues. A situation of respect and dignity, more responsibility and power of the position I got to have. I should be proud of what I am doing, a kind of satisfaction and self-respect. I don't want to let myself down in any way, not even to people who are attached to me and will be attached to me for the rest of my life.

I come here to peruse a prosperous and secure future for myself. Something which I can look back and be proud of, to say, that I have achieved and reached where I wanted to be in my future and that's what I am, and believe have achieved to a large extend in this 1 year.

In order to fulfil my dreams and aspirations, I intent to get there by means of experience of work, present educational background to support me, what I am doing now and will be doing in the future. Working in big organisations, that typical work environment, cut throat competition from all corners of the professional fields, managing change and survive under pressure is what will count and long to do to get that feel of the situation, can I handle it.

So when experience will come it comes with time, not in one month or 24 months. Time is an important factor and resource, which will allow me to be in where I intent to.

Another important resource in my armoury would be my professional mba degree from abroad (U.K.), which will count a big value in my C.V. A professional degree will give a competitive advantage with all the required and necessary skills to go ahead in the competitive jungle. It will be my consistency in my duties and responsibilities which I will carry and develop now is to going fetch me what I intent to be and do in the future.

What I plan to do at this very moment of time, which is very essential, is to keep a track of my developments, monitor and of course evaluate them. It will help me to find the immediate differences and progress I have inculcated or not in the recent times, the direction I am moving and am it according to my intended way.

I think it is appropriate for me to start with some basic small term plans. These small plans will focus on my immediate plans and aspirations to be achieved. It will be like every step I take will be in control and in track. Small term are easy to formulate and be more focused and follow a clear chalked out schedule.

Small term plans will show me immediate progress in my career developments, and such smaller plans and strategies will steadily lead to the making of long-term plans in my life in 4- 8 years down the line.

I believe it is good to have a vision in life. It will be fair to even seek guidance from people who are in such a position to do so. It could be next employer, a good friend and colleague or even some body like a mentor to me. Life would become more comfortable to act and play and succeed when some thing happens this way, with small term plans comes into reality, success of which develops stepping pillars to long term plans for my future.

I would like to conclude by saying that, when I look back to all I have done so far and achieved so far, as a reflection to myself, I feel, and I am satisfied to a large extent. It is what I believe, it is the values and attitudes of the individual that are strongly affected by the social and economic past of individuals and the environment in which he was living and spent most of his time and continues to do so. It is going to be a new way of living, making a better place for me and being a better person.

APPENDIX -3. (General section).

TABLE 1.

COMPANY AGE.

TABLE - 2. Age employees.

TABLE -3

Region - turnover.

TABLE (regional - employees.)

LEVEL OF INNOVATION (ADOPTION.)

TABLE -1.

INNOVATION - PROFIT.

Table - 2.

TABLE - 3.

H4, TABLE - 1.

EXCEDING THE PRODUCT SERVICE SPECIFICATION.

TABLE -2.

INNOVATION - turnover.

TABLE - 3.

INNOVATION - REGION WISE.

TABLE - 4.

TABLE - 6.

TABLE - 7.

H3. TABLE - 1.

TABLE - 2.

TABLE - 3.

TABLE - 4.

TABLE - 5

TABLE - 6

Hold regular meetings.

H2. TABLE - 1.

REVIEW PERFORMANCE TO CHECK ON QUALITY.

TABLE -2.

CONSTANTLY IMPROVE PRODUCT AND SERVICE.

TABLE -3.

BEING INNOVATIVE IN PRODUCT AND SERVICE.

TABLE - 4.

REVIEW PERFORMANCE TO CHECK ON RESPONSIVENESS.

H1. TABLE - 1

CUSTOMER SERVICE TRAINING.

TABLE -2.

SALES TRAINING.

TABLE -3.

PRODUCT TECHNICAL SUPPORT TRAINING.

TABLE -5.

MARKET TRAINING/ EDUATION.

TABLE -1.

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