📄 Abstract
Small and Medium Enterprises (SMEs) constitute the structural backbone of India’s developing regional economies, yet enterprises in Tier-2 cities such as Ranchi continue to struggle with stagnant growth, low profitability, and premature closure despite considerable potential. This study examines the relationship between business strategy, operational practices, and the performance of SMEs operating in Ranchi District, Jharkhand. The research adopts a descriptive and analytical design combining quantitative and qualitative approaches. Primary data were collected from 71 SME owners and managers across the manufacturing, retail, and service sectors using a structured questionnaire and supplementary interviews, while secondary data were drawn from MSME ministry reports, RBI and SIDBI publications, and academic literature. Data were analysed using descriptive statistics, one-way ANOVA, and linear regression. The findings reveal a mixed picture: business strategy and operational practices significantly influence specific operational and strategic activities—particularly market-opportunity identification, digital-tool adoption, and the alignment of pricing with growth planning—but do not exhibit a statistically significant direct relationship with overall profitability or aggregate cost reduction. The study concludes that strategy and operations in Ranchi’s SME sector remain only partially integrated, and recommends structured strategic planning, deeper digital adoption, and systematic financial record-keeping to strengthen the link between strategic intent and business performance.
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📚 How to Cite:
Adeeb Ahmad, Dr. Sumita Roy, Dr. Ajay Kumar , IMPACT OF BUSINESS STRATEGY AND OPERATIONAL PRACTICES ON SMEs IN JHARKHAND - A CASE STUDY OF RANCHI DISTRICT , Volume 12 , Issue 6, June 2026, EPRA International Journal of Multidisciplinary Research (IJMR) , Pages: 801 - 807 ,