QUALITY MANAGEMENT PRACTICES AND COMPETITIVE ADVANTAGE OF SELECTED FOOD AND BEVERAGE MANUFACTURING FIRMS IN LAGOS STATE, NIGERIA

The performance of Food and Beverages manufacturing firms is important to the development of the economy and this has been considered by researchers. In Nigeria, the decline in the performance of this sector in terms of competitive advantage has been noticed which could be as a result of a lack of quality management practices such as leadership behaviour, strategic quality planning, supplier quality management, process management and customer focus. The study investigated the effect of quality management practices on the competitive advantage of selected Food and Beverages manufacturing firms in Lagos State, Nigeria. The survey research design was adopted. The population of the study was 14, 591 top, middle and low-level management employees of the selected Food and Beverages manufacturing firms in Lagos State, Nigeria. A sample size of 491 was determined using the research advisor table. A simple random sampling technique was used. A validated questionnaire was used to collect data. Cronbach’s alpha reliability coefficients for the constructs ranged from 0.866 to 0.954. The response rate was 100%. Data were statistically analysed using descriptive and inferential statistics (multiple and hierarchical regression). Findings revealed that quality management practices had a significant effect on the competitive advantage of Food and Beverages manufacturing firms in Lagos State, (Adj.R2 = 0.117; F (5, 485) = 14.025, p < 0.05). The study concluded that quality management practices affected competitive advantage in Food and Beverages manufacturing firms in Lagos State, Nigeria. The study recommends that Food and Beverages manufacturing firms should encourage the adoption of quality management practices to enhance competitive advantage.  Article visualizations

Business Strategies for Small Business Survival in Competitive Environments

The majority of small business auto dealerships in the United States close due to business failure within the first 3 years of operation. Small business auto dealership owners who lack business strategies risk financial loss resulting in business failure. Grounded in the resource-based view theory, the purpose of this qualitative multiple case study was to explore strategies small business auto dealership owners used to sustain organizations beyond 5 years. There were six participants, including owners and managers from three small business auto dealerships in Sacramento, California, who used strategies to sustain business operations beyond five years. Data were collected through semistructured interviews, and a review of company websites and company documents. Through thematic analysis, five themes emerged: customer satisfaction, internet marketing, business knowledge, human capital, and effective supervision. Key recommendations include developing programs to reward exceptional customer service employees, and forming alliances with other automotive industry stakeholders to cultivate collaborative business relationships and create additional marketing opportunities. Implications for positive social change include the potential to expand employment opportunities in the community resulting in increased tax revenues and possible increased contributions to local nonprofit organizations