Small Seasonal Business Strategies to Improve Profits through Community Collaboration

Abstract

Small Seasonal Business Strategies to Improve Profits Through Community Collaboration by Kevin Gibbons MSA, Central Michigan University, 1993 BBA, Eastern Michigan University, 1980 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University January 2015 Abstract Seasonal small business owners (e.g., boating and golf industries), primarily within the upper and Midwestern United States, face challenges for profit and growth because of a brief business potential year and limited time to establish a reliable and committed customer base. The purpose of this case study was to explore strategies that seasonal small business owners in Oakland County, Michigan may use to collaborate with local associations and charitable organizations to increase profits. Stakeholder theory served as the conceptual framework for this study. A purposive sample of 4 successful small seasonal business owners in Oakland County, Michigan participated in face-to-face interviews describing their perspectives. The central research question was aimed to identify strategies successful small seasonal businesses owners apply to improve profits. Data analysis included coding keywords, sentences, and ideas into categories. The following themes emerged: (a) brand awareness, (b) community involvement, (c) customer loyalty, (d) seizing operational opportunities, and (e) recapturing lost revenue. Based on the business owners’ narratives, brand awareness and community involvement were the most important strategies to increase profits. The implications for social change includes the potential to provide new strategies to support seasonal small business toward sustainability, charity awareness, stronger relationships between small business and communities, and economic prosperity.Seasonal small business owners (e.g., boating and golf industries), primarily within the upper and Midwestern United States, face challenges for profit and growth because of a brief business potential year and limited time to establish a reliable and committed customer base. The purpose of this case study was to explore strategies that seasonal small business owners in Oakland County, Michigan may use to collaborate with local associations and charitable organizations to increase profits. Stakeholder theory served as the conceptual framework for this study. A purposive sample of 4 successful small seasonal business owners in Oakland County, Michigan participated in face-to-face interviews describing their perspectives. The central research question was aimed to identify strategies successful small seasonal businesses owners apply to improve profits. Data analysis included coding keywords, sentences, and ideas into categories. The following themes emerged: (a) brand awareness, (b) community involvement, (c) customer loyalty, (d) seizing operational opportunities, and (e) recapturing lost revenue. Based on the business owners’ narratives, brand awareness and community involvement were the most important strategies to increase profits. The implications for social change includes the potential to provide new strategies to support seasonal small business toward sustainability, charity awareness, stronger relationships between small business and communities, and economic prosperity. Small Seasonal Business Strategies to Improve Profits through Community Collaboration by Kevin Gibbons MSA, Central Michigan University, 1993 BBA, Eastern Michigan University, 1980 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University January 2015 Dedication I would like to dedicate this dissertation to my wonderful wife and two daughters. They have been through it all with me. I am forever grateful to their support and patience. Thank you. This dissertation is proof that any individual can grow mentally and physically by stretching your resources to improve your life and the life around you. Acknowledgments I would like to acknowledge my committee chair, Dr. Carol-Anne Faint, and committee members, Dr. Matthew Gonzalez, Dr. Judith Blando, and Dr. Reginald Taylor. Thank you for your dedication, and support through this process. Thank you Dr. Freda Turner for your stewardship and professionalism as the Department Chair of the Doctorate of Business Administration program.

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