1. International Business Management (MS34B)
Enhancing the Competitiveness of Firms in Small Developing Economies
Facilitator: Densil A. Williams
MS34B, UWI Mona, Department of Management Studies

2. Contents Enterprise Competitiveness- Concepts and Clarification
The enabling environment for competitiveness
Factors that drive competitiveness in the firm
Concluding Remarks

3. Enterprise Competitiveness- Concepts and Clarifications
It really looks at efficiency and innovation over a sustained period of time.
Efficiency and Innovation eventually leads to increased productivity which is a manifestation of improved competitiveness.
The indicators of international competitiveness are:

4. Enterprise Competitiveness- Concepts and Clarifications
The ability of an enterprise to export to an array of countries
The ability of an enterprise to engage in FDI using local skills
Operations to expected norms of cost, service, operational standards and quality
Ability to earn above average returns from competitive market

5. The enabling environment for improved competitiveness
Stable macro environment (especially in small developing economies)
Efficient bureaucracy
High quality input (human resources, physical resources etc.)
Related and supporting industries

6. Factors that drive competitiveness of firms in developing countries
Banking
1. Bank of Nova Scotia
Tourism/Entertainment
13. Pulse
14. Sandals
15. Super Clubs
Insurance
2. First Life Insurance Company
Manufacturing & Marketing
16. Berger
17. Starfish Oils
Retail & Distribution
3. Courts
4. Hardware & Lumber
5. Superplus Food Stores
6. Island Grill
Communications
18. Gleaner Co. Ltd.
Agric/Processed Food & Beverages
7. Lascelle de Mercado
8. Grace, Kennedy & Co.
9. Jamaica Broilers
10. Desnoes & Geddes
11. Lasco Foods
12. Jamaica Drink C. Ltd.

7. Factors that drive competitiveness of firms in developing countries
Banking and Insurance
First Life and BNS
Focus, R.M. Industry Know, Leadership, International Benchmarking
Tourism & Entertainment
Sandals, Super-Clubs, Pulse
Same as above including
innovation, responsiveness to competition, quality focus, factor conditions
Retail & Distribution & Communication
Courts, Hardware & Lumber, Super Plus Food Stores, Island Grill, Gleaner
risk management, aggressive marketing,
Agri-Processing, Food & Beverage
Lascelles, Grace Kennedy, Jamaica Broilers, Desnoes & Geddes, Lasco Foods, Jamaica Drink Co.
branding, work transformation, technology focus,
Manufacturing & Marketing
(Berger, Starfish Oils)
Strategic alliances

8. Common Competitiveness Drivers
Responsiveness to Liberalisation, Deregulation & Competition
Super Plus deregulation of food industry
Sandals and Super Clubs-
Grace, Kennedy & Co. – Financial services.
International Benchmarking
BNS and First Life – international capital adequacy and prudential ratios
Super Plus- Puerto Rico supermarket
“The Reunion Effect” (Network Effect)
Innovation, Marketing, Quality & Technology
Innovation & marketing = Courts, J. Wray and Nephew.
Quality (ISO 9000) – Berger
Technology- Jamaica Drinks Co.
Workplace Transformation and Human Resource Development
Grace, Kennedy & Co., Jamaica Broilers, D&G – workplace transformation programmes
Effective Risk Management
Risk managers: e.g. BNS, Grace, J. Wray and Nephew.
Corporate Leadership
Encompassing all the above elements

9. Concluding Remarks
The competitiveness of indigenous enterprises in small, open economies is critical for economic growth and development.
The enabling environment in these economies must facilitate innovation and efficiency for improved competitiveness.

10. Concluding Remarks
Further, at the firm level, factors such as improved risk management, adroit corporate leadership, innovation etc. are critical for improved international competitiveness.
Indeed, the international competitiveness of the firm will require a concerted effort between government and the business sector. It is not a unilateral effort.