It is without dispute that there are distinct advantages to being a large business. However, what is not as well recognized are the advantages associated with `smaller' organizations: a more focused and synergized team, quicker customer service and response time, more flexibility to test new ideas and concepts, enhanced employee creativity and motivation, and the capability to work closely with the customer and address their individual product wants and needs. These advantages can provide small businesses with the competitive edge needed to succeed in today's dynamic marketplace. Coupling the same basic foundational criteria used by successful large corporations, e.g., a strong vision, integrity, corporate culture, clear organizational objectives and goals, with the business techniques and implementation strategies more commonly associated with smaller organizations, establishes a strong foundation upon which any company can build. Integrating strong tactical and strategic planning, professional competence, challenging and rigorous work assignments, assertiveness, dedication, and innovative technologies yields high quality, state-of-the-art products and services designed to enhance productivity and efficiency. This paper analyzes both small and large businesses in regard to sources of competitive advantage. It also addresses some of my experiences with the start-up and growth of an optics-related consulting, software development, and publishing company.
© (1992) COPYRIGHT Society of Photo-Optical Instrumentation Engineers (SPIE). Downloading of the abstract is permitted for personal use only.
Patricia F. Mahoney "Is bigger really better? One entrepreneur's view", Proc. SPIE 1617, International Competitiveness and Business Techniques in Advanced Optics and Imaging, (12 May 1992); doi: 10.1117/12.58929; https://doi.org/10.1117/12.58929

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