Effect of Strategic Planning on the Performance of Small

and Medium Enterprises in Kenya: A Summary Review of

the Literature
Dr. Abel Gwaka Anyieni, Bcom, Mcom,Ph.D
[email protected]
Lecturer and Deputy Director
Nakuru Campus
Business Administration Department
Kenyatta University

Abstract
The Kenyan Small and Medium Enterprises (SMEs) sector is a very competitive
environment, and they need strategic planning to remain competitive. Kenyan SMEs, which
include agriculture and rural businesses, have contributed greatly to the growth of the
economy, mainly in the creation of employment. Yet there have been high failure rates and
poor performance levels. Many are faced with the threat of failure within the first few months.
Many SMEs perform well after start up, but only a few experience sustained growth through
the full lifecycle and become large firms. Lack of strategic planning may prevent them from
achieving their potential, or even surviving. There is very little evidence however indicating
whether SMEs in Kenya engage in strategic planning, and if they do how it impacts on their
general performance. This study endeavours, through a literature review, to find out how
strategic planning impacts their performance. The study established that the most
successful businesses use strategic planning, and there is a high failure rate for those who
do not. The recommendation is that the owner or entrepreneurs of the SME to be trained in
the skills of strategic planning.

Key words: SMEs, strategic planning, Performance.

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1. Introduction
Small and medium enterprises (SMEs) play a significant economic role in Kenya, and
economic planners in Kenya have acknowledged their importance in economic development
and Vision 2030. Micro and small scale businesses are catalysts in socio-economic
development, therefore the government has focused on the promotion of SMEs as a way of
encouraging broader participation in the private sector. SMEs are a medium for the
accomplishment of national micro-economic objective in terms of employment generation at
low investment cost, and augmentation of apprenticeship training (Kombo, Murumba &
Makworo, 2011).

According to Peacock (2004), at a macro level, SMEs have created the majority of new jobs
in the Organisation of Economic and Cultural Development (OECD) countries since the
1970s. Their collective contributions to respective gross domestic products (GDPs) are 30%
in Australia and New Zealand, 51% in the UK and USA, 57% in Canada and Japan and 76%
in Luxembourg. SMEs are a major source of entrepreneurial skills, innovation and
employment. Prospering countries have SME driven economies because this sector is the
cornerstone of strong economic growth. Employment opportunities, reduction in poverty
levels and subsequent improved standards of living are some of the major contributions of
the SME sector.
In Kenya SMEs employ 74% of the labour force and contribute over 18% of the country’s
gross domestic product (GDP). More than 90% of businesses come from this sector, and
this makes up 30% of total employment. In addition, the recent Kenya Economic Survey
notes that out of 503,000 jobs created in 2011, 440,400, or 80%, were in the SME sector.
This belies their individual small size. It is acknowledged that micro and small scale
entrepreneurs, including agriculture and rural businesses, have contributed greatly to
economic growth (Kombo, Murumba & Makworo, 2011). The sector contributes to the
national objective of creating employment opportunities, training entrepreneurs, generating
income, and providing a source of livelihood for the majority of low income households in
Kenya.
Notwithstanding their many contributions SMEs have witnessed high failure rates and poor
performance levels (Jocumensen, 2004). Many are faced with the threat of failure within the
first few months of their starting. It has also been recognised that while most SMEs grow
strongly after start up, only a minority experience sustained and consistent growth through
the full lifecycle and become large firms (Mazzarol, Reboud & Souter, 2009).
Performance measurement
Business performance measurement and control systems are the formal, information-based
routines and procedures that managers use to maintain or alter patterns in organisational
activities. A typical performance measurement helps businesses in periodically setting SMEs
goals, and then provides feedback to managers on progress towards those goals. The time
horizon for these goals can typically be about a year or less for short-term goals, or span
several years for long-term goals. Performance needs to be measured relative to some
benchmark, be it a competitor’s performance or a preset target. A specific measure can be
compared to itself over time, or to a preset target, or evaluated along with other measures.

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It is postulated that all factors held constant, a key determinant of business success lies in
strategic planning (Robinson & Pearce, 1984). By neglecting strategic planning SMEs may
not achieve their full potential and their survival could be at risk. Despite the commonly
agreed benefits of strategic planning, there is little empirical research investigating the
drivers that cause SMEs to engage in strategic planning for improved performance.

Strategic planning is concerned with the future consequences of current decisions, how
desired outcomes are to be accomplished, and how success is to be evaluated. It also links
short, intermediate and long term plans. Kinyua, (2010) asserted that SMEs have a fair
strategy formulation practice, and have a game plan that seeks competitive advantage.

According to Mintzberg (1994), in the1960s, corporate leaders embraced strategic planning

as the best way to devise and implement strategies that would enhance the competitiveness
of each business unit. Mintzberg asserts that the most successive strategies are visions not
plans. In the last few years, extensive attention has been paid to the issues relating to
strategic planning. With a few notable exceptions, many scholars have recommended that
SMEs need to use strategic planning as an essential tool for improved performance, to
maintain the existing size and capability of the firm, to take better advantage of the
opportunities which lie in the future, and to pre-empt any threats to the business
(Balasundaram, 2009).
(Gibson & Casser, 2005) assert that strategic planning is concerned with the setting of long
term organisational goals, development and implementation of plans to achieve these goals
and allocation or diversion of resources necessary for realising these goals with respect to
performance, strategic planning is generally more common in better performing SMEs. The
study concluded that SMEs that engage in strategic planning are more likely to be those that
achieve higher margins on profit and higher employee growth.
There is of evidence that strategic planning is rare or non-existent in most SMEs in Kenya,
they tend to orientate towards short-term operational rather than long-term strategic issues,
and decision-making tends to be reactive rather than proactive (Wang et al, 2009).
SMEs in Kenya have been the means through which accelerated economic growth and rapid
industrialisation have been achieved (Harris et al, 2006). They have formed the base of
industrial structures, and facilitated the process of industrialisation in most countries
irrespective of their stages of development (Balasundaram 2009).

SMEs are mostly managed by owners and relatives and financing is mostly provided by the
owners. Often, the owners fail to realise the importance of external sources of capital in
order to affect the expansion in the business. SMEs are usually distributed across four
sectors, including agro-based industry, other industry, services, trade and in the finance and
economic activities (Gathenya, Bwisa & Kihoro (2011).

A study by Kiprem, Peng & Pollard (2007) found out that SMEs in the USA represent an
overwhelming majority of all businesses and account for almost one half of the Gross
National Product (GDP). They create two-thirds of all new jobs and invent more than half of
all technological innovations in the United States (US Small Business Administration, 2005).
Similarly in Thailand; the largest number of businesses is comprised of SMEs. The catalytic
roles of micro and cottage businesses have been displayed in many countries of the world
such as Malaysia, Japan, South Korea, Zambia and India among others (Odeh, 2005). They
contribute significantly to the GDP, export earnings and employment opportunities of these
countries. Thus SMEs have been widely acknowledged as springboards for sustainable
economic development (Osotimehin et al, 2012).

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Emphasising the importance of SMEs, Ayyagari, Beck & Demirguc-kunt (2003), argue that it
is primarily through the growth of SMEs that employees made redundant by large firms have
been absorbed back into the workforce. Through a multiplier effect this employment
provides incomes to regions which stimulate local economic activity, which in turn drives
wealth and further creation of employment (Walker & Webster, 2004). Further to that, SMEs
often in terms of entrepreneurial activity occupy fragmented or niche markets which large
firms either cannot economically enter or are reluctant to do so, because of “unattractive”
risk-return considerations (Peacock, 2004). Dolence (2004) established that there is a
positive relationship between planning and performance in Asian SMEs. Performance in this
regard related to profitability, market share, number of employees and reinvestment in the
firm.

2. Overview of strategic planning.

Planning is not a new phenomenon. It has its roots in military history (Sullivan & Richardson,
2011). The Greek word “stratego” applied to military plans for the destruction of enemies
(Ruch, 2004). Strategic planning for business can be traced back to the 1920s when
Harvard Business School developed the Harvard policy model, one of the first strategic
planning methodologies for commercial businesses (Mahmood, Taleghani & Sharifi, 2011).
One of the common sets of activities in management is planning. In order to determine
where the organisation is going, regardless of whether it is in the private or public sector, it
needs to be clear exactly where it stands, where it wants to go, and how it will get there
(Kriemadis & Theakou, 2007).
Over the years companies have approached planning in many different ways. Strategy at all
levels is the calculation of objectives, concepts and resources within acceptable bounds of
risk to create more favourable outcomes than might otherwise exist by chance or at the
hands of others (Yarger,2006). It is further explained that strategy is the art and science of
developing and employing instruments of national power in a synchronised and integrated
fashion to achieve the laid down objectives.
Organisations widely use strategic planning as an integral part of strategy, a means to an
end. It is a way to position an organisation through prioritising its use of resources according
to identified goals in an effort to guide its direction and development over a period of time
(Kriemadis & Theakou, 2007). The strategic planning process covers the entire spectrum of
issues to the precise steps necessary for a smooth transition from current conditions to the
challenges that lie ahead. Kriemadis & Theakou (2007) however caution that strategic
planning rarely flows smoothly from one step to the next. Fresh ideas at one meeting may
change decisions made earlier. This should not be a source of frustration; rather it reflects
the necessary creative input of inventive team members. This echoes the views presented
earlier by Stopford (2001) that strategic planning is not a static product which once set stays
as it is; strategic planning is rather a constantly evolving process trying to follow the
continual changes in the environment, implying that change and strategy are inseparable
(Delmar & Wiklund 2008).

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3. Strategic planning and SME performance.
Planning can help maintain the firm at its existing size, or provide the framework for
enhancing growth. Balasundaram (2009) asserts that strategic planning is essential to take
advantage of future opportunities and to forestall any threats. Strategic planning here is
described as a process of environmental awareness, the existence of the idea or formal
documentation of a future strategic course of action, and awareness of both short and long
term implications of these. Environmental awareness is a concept from business
management by which businesses gather information from the environment to better achieve
sustainable competitive advantage. The company also needs to respond to information
gathered from environmental scanning by altering its strategies and plans as the need arises.

Tapinos et al (2005) also note that strategic planning consists of planning processes to
develop strategies that might contribute to performance. One way it can do this is by
generating relevant information to bring better understanding of the environmental factors,
and reducing uncertainty. Strategic awareness therefore implies the ability to assess the
total implications of any change. Tapinos et al emphasise that that means not only
awareness of immediate implications, but also reflection on longer term repercussions.

Wang et al (2009) see strategic planning as being about competitive advantage. They
emphasise that it enables a business to gain sustainable planning as efficiently as possible.
Gibson & Cassar (2005) posit that it is those SMEs that engage in strategic planning that are
more likely to achieve higher margins on profit and higher employee growth. Mazzarol (2004)
contends that SME performance success is certainly driven by strategic planning. Kiptrem et
al (2007) have shown that planning is as important for SMEs as for large organisations).
Despite all the evidence of the benefits of strategic planning, it is well recognised that it is
rare or non-existent in the majority of SMEs (Peacock, 2004). Wang et al (2009) found that
owner aspirations are integral to whether or not SMEs strategically plan. The concern is this
may prevent achievement of their full performance and growth potential, and this is a big
challenge to their survival. The authors concluded the findings were contradictory to the
widespread opinion that due to lack of time, planning is less relevant for enterprise founders
than other value increasing enterprise activities.
Rezaian (2008) concludes that organisations need strategy in order to adapt itself to the
external environment and customer needs. Hanafizadeh et al (2006) add that nowadays
organisations are so complex that without detailed planning they cannot survive.

Successful organisations will anticipate and address environmental turbulence through

strategic planning (Rezaian, 2008). Strategic plans are those which are designed to achieve
the competitive goals of the organisation, so as to ensure the execution of the organisational
mission (Rezaian, 2008). According to Hendrik (2010) strategic planning goes beyond
planning like long term financial planning or capital planning, and involves a thorough
assessment of the environment and the organisation. This kind of planning, he points out is
done with foresight and in an organised process. Tumusiime (2009), found a strong
relationship between strategic planning and organisation performance, strategic planning
contributing 69.2%towards performance in SMEs. This implies that other factors combined,
contributed only 30.6%.

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A great deal of the research into the process of strategic planning in small firms has looked
at the intensity of involvedness or “formality” used to identify the strategic planning process
(Veliyath & Shortell, 1993). Formal business planning has been defined as the development,
implementation, and continued update of a documented business plan tailored for a specific
business (Stewart, 2002).

A study by Osotimehin et al (2012) reiterates that micro and medium scale enterprises have
been accepted worldwide as instruments of economic growth and development. The study
however concludes that despite governments’ institutional and policies support to enhancing
the capability of small and medium scale enterprises the majority did not grow into the large
firms as projected at the onset. One of the reasons given was poor strategic planning by
SMEs, which were found to be informal, unstructured and irregular, supported by insufficient
and ineffective information which was usually obtained through informal sources
(Balasundaram, 2009).

Several studies have emphasised that SMEs use and need formal sophisticated financial
and strategic planning (Gibson et al, 2002). Well developed, soundly implemented and
properly controlled planning processes contribute to a firm’s success (Tapinos et al, 2005).
Ciavarella et al (2004) found that one of the factors that motivated planning in enterprises
was the personality of the owner. This also was important in survival of the firm, along with
strategic choices. This is consistent with a study by Kiptrem et al (2007), which indicated
that the level of strategic planning is positively associated with growth. Although SMEs
typically employ a major share of an economy’s total employees, SME management suffers
from an insufficient business related knowledge base (Kraus, Reiche & Rescheke, 2008).
Indeed formal plans or cost controls are often only provided on an irregular basis and
planning instruments are usually only used by a small number of individuals and developed
rather intuitively. These shortcomings lead to the conclusion that most SMEs fail due to the
lack of proper strategic planning (Yarger, 2006; Kraus et al, 2008).
Zachary B. Awino (2013) demonstrated strategic planning as a learning tool and a strategic
resource, which is consistent with the underlying assumptions of resource based theory,
systems theory, chaos theory and balanced-score-card model assumptions.
According to Mahmood et al, (2011) in times of uncertainty, managers need a way to monitor
and react to the environment. Strategic planning is ongoing and permanent, and is generally
pursued as a rational undertaking to reduce uncertainty of performance through trade-off
decisions from controversial choices. It determines end goals, and strategies for accessing,
allocating and managing resources to achieve those goals (Karnani, 2006). In complex
global environments, unpredictable change, time and uncertainty play an important role.
Such changes have removed many organisations from the competition area (Hanafizadeh et
al, 2006). In the strategic planning process, time and uncertainty have an important role too
(Mahmood et al, 2011).
According to Hamidizadeh & Shahri (2007) organisations currently try to identify, strengthen
and improve their capabilities for adapting and completing their knowledge skills to cope with
the turbulent environment. In a complex and competitive environment with saturated and
complex markets, lacking strategic planning places organisations in a poor competitive
situation and eventually confronts them with failure.

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The need for strategic planning is based on the issue that all organisations competing in a
dynamic environment desire to spend their limited resources for their diverse and growing
needs (Rezaian, 2008). Dynamism and turbulence caused by environmental changes adds
the indisputable necessity of strategic planning. Presenting the necessary training and
education to managers about strategic planning is vital to enable them to strengthen strategic
insight and thinking in the organisation (Mahmood et al, 2011). Armstrong (1982) examined
the extent of formal planning by five main variables (i.e. setting objectives, generating
strategies, evaluating strategies, monitoring the process, and commitment to the process)
and concluded that it positively affects success. According to (Dumbu & Chadamoyo 2012)
the basic management functions of planning, organising, leading and controlling are not
practised in most SMEs in the craft industry. The study recommends that management
should be offered managerial training.

Penrose (1959) also pointed out that free time and becoming the owner of a successful
business is not important for survival-oriented entrepreneurs. Instead they want to continue
as they are. Growth can also be viewed to be necessary for survival. Growth theory also
posits that successful growth leads to a critical stage, namely professionalisation, which
requires the owner/managers to change their entrepreneurial approach to a more
professional one. Growth orientation therefore is explained as the degree to which
entrepreneurs intend to engage in strategic planning using specific strategies to grow and
expand their businesses.

Conclusion
An issue that has to be dealt with in a SME is planning, in order for the SME to determine
where it is going, where it stands and how to reach where it aspires to go. An SME must
have a strategic plan since this is an intelligent preparation for action. The strategic plan
enables a SME to improve its vision, mission and values. It is able to know its environment,
and hence realise its strengths, opportunities and threats through the SWOT analysis that
only comes due to engaging in strategic planning. Analysis of strengths and weaknesses
constitutes the internal analysis and threats and opportunities the external analysis. This
motivates the SME to organise for future activities and to recognise and address challenges
in its environment, as give it a competitive advantage over its competitors.
The resultant indicators for this include budget setting, training, improving capabilities and
setting of guiding vision and mission statements. Mission statements are a way of defining
the overriding purpose of an organisation or its overriding aims. When mission statements
are used sensibly, they can act as a mental model to refer to for thinking and action. Training
is paramount in strategic planning; it is meant to equip the employees with knowledge and
skills which positively impacts on the performance of the SMEs. Budget setting in SMEs is a
vital tool that helps the firm to achieve rational distribution of resources, ensure better
planning of operations as well as controlling the costs.
Strategic planning is characterised by improved performance, implementation of objectives
and high profit turnover. Many argue that the sole purpose of a business is to make a profit;
failure to make profit would clearly mean death of the enterprise. As such, better performing
SMEs are highly profitable, competitive and are assured of survival in the business arena. It
is postulated that strategic planning has a significant influence in growth in SMEs in Kenya.
Strategic planning is a key driver of performance in SMEs in Kenya, and cannot be ignored.
SMEs should be aware of the critical role strategic planning plays and the potential positive
influence they have on performance.

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The government acknowledges that the SME sector is the engine for growth and, driver of
innovations and growth. Policy makers and academicians should, therefore, take an interest
and pay attention to strategic planning aspects that enhance the performance, growth and
sustainability of SMEs. The efforts of the Kenyan government by providing SMEs with
monetary resources like grants and loans with zero interest rate may not be the universal
remedy for sorting the problems of unemployed youth.
This study recommends that the government and institutions that support the growth of the
SME sector consider investing in effective strategic planning processes and actions in
businesses owned by SMEs, for example the launching of Chandaria Business Innovations
and Incubation Centre (Chandaria-BIIC) at Kenyatta University. This supports new and
innovative ideas from Kenyans. It in addition sponsors a culture of innovation among
Kenyan youth through a range of programmes, through a platform for the provision of
solutions to challenges facing various economic sectors. In line with Kenya's Vision 2030
and Kenyatta University's current Strategic and Vision Plan, Chandaria-BIIC centre of
attention lies on supporting up to 100 innovations per year. It endeavours to intermingle
academic research with innovation and establishment of SMEs, as well as to predispose
Kenyatta University students’ population and Kenyans in general towards being job creators
rather than job seekers.
This means it is important for policy makers and relevant institutions to strengthen the
strategic planning skills and capacity of SMEs. The Government of Kenya, through youth
enterprises and other micro finance institutions to nurture entrepreneurs with strategic
planning skills. It should also continue with its educational policies and increase the
educational levels of Kenyans since businesses owned by SMEs are likely to be more
productive when they engage more educated and skilled employees. The study also
recommends that all SMEs should adopt strategic management practices to stay competitive
and come up with proper corrective mechanism to ensure that deviations from original plans
are reined-in, and that strategies or plans are responsive to changes in the business
environment.

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