Strategic Management in Local MSMEs: A Comparative Analysis of the Execution of the Planning Phase
DOI:
https://doi.org/10.5281/zenodo.17783495Keywords:
Organizational Performance, Strategic Management, Strategic Planning, StrategyAbstract
A large number of organizations in Mexico operate without formal strategic-planning processes that enable them to sustain competitive advantages in dynamic environments. In response, this study conducted a comparative analysis of the planning phase within the strategic-management process implemented by 19 micro, small, and medium-sized enterprises (MSMEs) in the service sector in southern Sonora, with the aim of generating strategies that strengthen their competitiveness and sustainability amid continuous change and uncertainty.
The methodology followed a qualitative design with a comparative case-study approach, drawing on checklists, SWOT matrices, and interviews with the individuals responsible for the analyzed MSMEs. The findings indicate that, although most firms articulate mission and vision statements, these statements frequently show signs of obsolescence or reflect limited alignment with technological and market transformations. The analysis also revealed weaknesses related to innovation and employee training, along with threats arising from the country’s economic and regulatory instability.
The study concludes that the systematic and well-structured execution of strategic planning would enable service-sector MSMEs in southern Sonora to strengthen both sustainability and competitiveness. It further recommends the formal adoption of evaluation mechanisms and strategic-training processes that contribute to continuous improvement and the achievement of organizational objectives. This research contributes to the literature on strategic management in MSMEs by demonstrating that, although the planning phase remains present, it tends to lack formalization and updating—conditions that help explain existing limitations in innovation, adaptability, and competitive sustainability. The study also proposes a strategic-diagnosis model applicable to micro-enterprise contexts, expanding empirical understanding of strategic-management practices in emerging regions.
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Copyright (c) 2025 Elba Myriam Navarro Arvizu, Flor de María Miranda Pablos, Teodoro Rafael Wendlandt Amézaga, Nora Edith González Navarro, Jesús Nereida Aceves López
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