A performance measurement framework to enhance the success and survival of retail micro, small and medium enterprises

Abstract

The study sought to investigate the performance measurement practice of retail Micro, Small and Medium Enterprises (MSMEs) in Zimbabwe and to develop a performance measurement framework for monitoring and managing the performance of retail MSMEs in developing countries. The performance measurement framework may enhance the chances of success and survival of these retail MSMEs. The framework was developed based on a review of the literature and an empirical study. Questionnaires were administered to 373 owner/managers of which only 189 responded. Interviews were held with 20 senior employees in the accounts/finance departments of MSMEs. Stratified random sampling was employed to select the 20 senior employees interviewed. Interviews were also held with eight (8) owner/managers who were purposively selected from the 189 MSMEs who participated in the study. It was established that most of the MSMEs do not measure the CSFs identified from the literature review. The study identified innovation, management of costs, and management of customers, management of competitors, market scanning, employee motivation, and management of regulators as the factors that need to be measured and monitored if MSMEs are to succeed. The performance measurement framework which emerged from the study focused more on measurement of non-financial performance rather than financial performance. Most owner/managers interviewed indicated that the proposed performance measurement framework can be used to enhance the performance of MSMEs. The study recommends that a confirmatory study such as structural equation modelling should be carried out in order to test the cause-effect relationship between the CSFs identified in this study. The study also recommends a longitudinal study where the researcher will assess the performance measurement practices of the retail MSMEs over time rather than relying on the perceptions of owner/managers and employees of the MSMEs. Keywords: Critical success factors, MSMEs, performance measurement,