Glosario de Acrónimos
Capítulo 7. T RANSFERENCIA T ECNOLÓGICA
7.4 P ROYECTO DE BPME
Percentage Contribution to GDP by Economic Activity in Palestinian Territory 1994-2000 Table (9) Economic activities 1994 1995 1996 1997 1998 1999 2000 Agriculture and fishing 12.3 11.1 12.2 10.8 11.3 10.2 9.5 Mining, manufacturing, electr. and water 21.2 20.0 17.0 15.4 15.6 14.9 15.7 Construction 10.5 8.7 9.2 7.7 7.9 11.0 5.6
Wholesale and retail
trade 17.3 15.3 11.4 11.7 10.6 11.4 11.7
Economic activities 1994 1995 1996 1997 1998 1999 2000 Financial intermediation 1.0 1.8 2.0 2.6 2.9 3.3 4.1 Other services 22.9 21.6 21.6 22.0 21.9 22.2 23.5 Public administration and defense 10.0 10.9 11.9 11.4 10.9 11.3 13.3 Households with employed persons 0.2 0.2 0.2 0.2 0.2 0.2 0.2 Public owned enterprises 0.0 0.0 0.9 2.2 2.7 3.6 4.1 Less: FISIM -0.6 -1.0 -1.7 -2.1 -2.3 -2.6 -3.2
Plus: Customs duties 0.0 1.5 5.4 6.6 6.7 4.5 4.6
Plus: VAT on imports,
net 0.6 5.5 5.9 6.8 6.9 5.1 5.8
T O T A L 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Source: ( PCBS, 2004)
Table (10)
Percentage Contribution of Economic Activity to GDP in the Palestinian Territories 2001, 2002*
Palestinian Territory% Economic activity
2001 2002
Agriculture and fishing 8.3 9.2
Mining, manufacturing, electricity. and water supply 14.8 14.1
Mining and quarrying 0.5 0.5
Manufacturing 11.8 11.3
Electricity and water supply 2.5 2.3
Construction 4.4 3.8
Wholesale and retail trade 9.4 10.6
Transport, storage, and communications 7.4 7.9
Financial intermediation 3.8 3.7
Other services 24.9 26.1
Real estate, renting and business services 12.1 13.4
Community, social and personal services 0.8 0.8
Hotels and restaurants 1.2 1.0
Education 7.3 7.4
Health and social work 3.6 3.5
Palestinian Territory% Economic activity
2001 2002
Households with employed persons 0.2 0.2
Public owned enterprises 4.3 3.2
Less: FISIM -3.0 -2.7
Plus: Customs duties 5.5 5.1
Plus: VAT on imports, net 6.0 5.3
Total 100.0 100.0
Source: ( PCBS,2004)
3.11 The importance and the role of small businesses in (WB) and (GS) :
As we notice in table (1 in chapter 1), small businesses consist about 97% of Palestinians establishments, so it plays a crucial role in the Palestinian economy.
According to (Nassser,1999), Small businesses play important and
critical role in the Palestinian economy as follows:
1- Cheap resource in creating new jobs:
many local and international studies proved that small businesses are capable of creating new jobs if they are compared to large businesses, taking into consideration the invested capital .
2- A good adaptor of skills and new inventions:
Small businesses give golden opportunity to well skilled and creative people who have limited financial resources, to achieve their dreams in having their own business.
3- Helpful factor for social and political stability:
Small businesses give the opportunity to people who are considered living on margin to be powerful via establishing their own small businesses.
4- Feeding large businesses with new ideas:
Small businesses enhance and feed large businesses with spare parts or support services which large businesses don’t produce. for
example many of car and planes factories in USA and Japan depend on small businesses around to obtain parts from them.
5- Small businesses are adaptive:
Small businesses are characterized with more ability than large businesses which have huge invested fixed capital in adapting with emergence conditions which any economics may face .
6- Using simple savings:
As small businesses need a humble and simple invested capital, entrepreneur who have little savings can employ them through establishing micro scale businesses.
7- A tool to engage women in economical activities:
As women in Palestinian society have little amount of savings, and due to the limited alternatives they find, small businesses give them the opportunity ,as these businesses don't need high administrative skills nor large capital .
Chapter Four
Research Methodology
# Introduction
# Methodology for Data Collection
# Research population
# Research sample
# Study Tool
# Questionnaire Validity
# Statistical Manipulation
4.1 Introduction
This chapter describes the study methodology, study population and its sample, study tool used and how it is prepared, s its reliability and validity. It also includes a description to the procedures that the researcher has conducted to apply the study tools. And finally the statistical manipulation that the researcher relied on in his study analysis.
4.2 Methodology for Data Collection
The researcher uses the descriptive analysis method which tries to describe and asses strategic planning practices in small businesses and propose more effective practices to increase the efficiency of strategic planning which assist small businesses to growth. The descriptive analysis method compares and explains and evaluates in order to generalize meaningful results to enrich knowledge in this regard. This methodology scans past studies to make full use of them when applied to diagnose strengths and weaknesses and looks forward to the threats and opportunities of the future, and predicts the outcomes of the study in the coming stages.
4.3 Research population:
The research population consists of 2951 establishments, those who work in the strategic planning process in small industrial businesses in Palestine -Gaza Strip.
4.4 Research Sample:
The researcher chose the sample study using the random sample that included 200 questionnaires from the study society involved in the process of strategic planning in Palestinian firms in Gaza strip which represents 7% of small industrial establishments. The(200) questionnaires were distributed but the received were just 185, and the valid
questionnaires for statistical manipulation were 165.Classification of firm types are shown in the following table:
Table (11): The classification of Industry to which the firm belongs, 100% of sample belongs to industrial firms.
Table (11) Percentage Frequency Firms classification 100 165 Industrial %100 165 Total
The following table also shows the units which develop strategic plans in firms. It shows that %52.1 of the employees in units which develop strategic plans in firms are the top management . Whereas %44.8 of the employees in different levels participate in developing strategic plans. Furthermore %3.0 of employees in units which develop strategic plans in firms are from the Strategic Planning committee that was formed by the top management.
Table (12)
The units which develop strategic plans in the firms The unit practices strategic planning
Frequency Percentage
Strategic planning committee which was formed and their members were chosen by top management
5
3.0
Central planning Department 0 0.0
Top management 86 52.1
Different levels participate in strategic
planning for the firm 74 44.8
Total
Table (13) shows that %41.2 of firms prepare strategic plans; whereas, %58.8 of the firms do not.
Table (13)
To what extent do firms prepare written strategic plans Does your firm do
strategic plans Frequency Percentage Yes 68 41.2 No 97 58.8 Total 165 100.0
Table (14) shows that %16.2 of the strategic plans duration is less than one year, %35.3 of strategic plans duration is from one to three years, and %48.5 of strategic plans duration is four years.
Table (14)
The time period which strategic plans cover Period which strategic plans cover
Time Frequency Percentage
Less than one year 11 16.2
1-3 years 24 35.3
4 or more years 33 48.5
Total
68 100.0
Table (15) shows that %50.0 of firms use written strategic plans for seven or more years, %9.1 of firms use written strategic plans for four to six years, %9.1 of firms use written strategic plans for one to three years, and %2.4 of firms use written strategic plans for less than a year .
Table (15)
How long has the firm been using written strategic plans how long has the firm been using written
strategic plans
Frequency Percentage
Less than one year 2.44
1-3 years 15 9.1
4-6 years 15 9.1
7 or more years 34 50.0
Total
68 100.0
As for table (16) . it shows that %23.6 of the firms use external consultancy to develop strategic plans; while %76.4 of the firms do not.
Table (16)
If firms use outside consultants in developing strategic plans Do firms use outside
consultants in developing strategic plans Frequency Percentage Yes 39 23.6 No 126 76.4 Total 165 100.0
Table (17) shows that %28.5 of firms allocate appropriate resources for strategic plans, yet %71.5 do not.
Table (17)
: If firms allocate suitable resources to strategic planning
Do firms allocate suitable resources to strategic planning Frequency Percentage Yes 47 28.5 No 118 71.5 Total 165 100.0
4.5 Questionnaire for Study:
The researcher has used the Questionnaire as a tool to collect primary data related directly to his study. The Questionnaire was divided into two parts according to the study objectives(see appendix No.1).
4.5.1 Questionnaire for Study:
Part One: this Part consists of 6 Items related to industry classification
to which firms belong and strategic planning.
Part two: It includes 7 Fields as follows:
- Field one: Environment Analysis which is divided into two sections: the first one discusses 6 Items that deal with Environment Analysis, and the other one includes 3 Items that deals with Environment Analysis.
Field two: Firm mission which includes 3 items.
Field three: Firm's objectives and goals which includes 4 Items Field Four: Strategy Formulation which includes 12 Items Field Five: Strategy implementation which includes two Items. Field six: Strategy Control and evaluation which includes 7 Items. Field seven: growth in the Firm which includes 20 Items.
And thus the Questionnaire includes 64 items.