Performance Indicators For Strategic Priorities In The Small And Medium Algerian Enterprises

Abstract

This study aims to find out the strategic priorities adopted by small and medium enterprises in Algeria through the disclosure of financial and non-financial performance indicators used by the managers of these entreprises, the study look for a relationship of cranes strategic activities based upon and achieved some performance indicators, where this aspect is of great importance, which stems from the existence of virtual deaths of this type of entreprises growing, with an estimated number of deaths in Algeria in 2012 -2182 Foundation.And we try through this study contribute to spare these institutions fall into the faltering and failing economic, financial and expressed Bmnih low returns on the prevailing market rates, or to achieve a negative performance with the decline in the feasibility of investment in which indicators resulting in the inability of this type of institutions to repayits commitments, as well as the lack of an institution's ability to diversify the customer. The study population consists of all small and medium enterprises registered in this sector, has been distributing the questionnaire within 10 months, and due to the difficulty of obtaining data galore study sample included 51 Foundation are subject to exploitation and analysis.And have our dependence on multi-style analysis of variance MANOVA according Wilks'Lambda test to determine the partial correlation relationship between the variables of the study. Results of the study concluded that the small and medium enterprises do not have the Algerian strategy general concept, but some pursue strategic priorities and neglect others, also revealed the results of analysis of variance on the existence of a partial correlation between the cranes activities and frequency of the use of financial and nonfinancial performance indicators relationship.This allowed us to identify cranes strategic activities in accordance with the initial strategy embodied actually on the ground and influential in part on the performance indicators, as well as determine the Rose neglected by these institutions, and building the Balanced Scorecard model which describes the financial and non-financial indicators used in these institutions and distributed in accordance with the axesThe four components of this model.