This study examines the impact of customer relationship management (CRM) practices and social media marketing (SMM) activities on customer retention among MSMEs in Aceh. It considers the dual role of social media in relationship management (CRM) and business engagement (SMM). Recognizing the widespread use of social media, the study explores different stages of its adoption and utilization in business. A formalized social media business profile is used as the moderating variable, defined by a firm's formal allocation of responsibility, outsourcing, funding, governance of social media, and broader changes to structure, processes, leadership, training, and culture. Data was collected from 565 MSMEs using questionnaires and analyzed with partial least squares structural equation modeling (PLS-SEM) and multi-group analysis. The results demonstrated a high predictive power of the model on customer retention. Within CRM, the findings indicated a significant difference in the effect of key customer focus on customer retention, with higher effects observed in MSMEs that do not formalize their social media business profiles. Additionally, technology-based CRM showed significantly higher effects on customer retention for those who formalize their social media profiles. Within SMM, the study revealed significant differences in the effects of customization and trendiness on customer retention, both of which were more pronounced in MSMEs without formalized social media profiles. Furthermore, word-of-mouth had a significantly higher impact on customer retention for MSMEs with formalized social media profiles. This research contributes theoretically by developing an integrated framework that identifies how key customer focus, CRM organization, knowledge management, technology-based CRM, customization, entertainment, interaction, trendiness, and word-of-mouth influence customer retention. It also explores the moderating effects of formalized social media business profiles on CRM practices and SMM activities within MSMEs.

Loan Self Control (LSC) can be defined as the ability of self-control related to behavioral control, cognitive control, and decisional control in managing loans or debts for financial welfare. The study aims to determine the factors of loan self-control in Kredit Usaha Rakyat (KUR) banking customers of Micro Small Medium Enterprise (MSMEs) in Indonesia so that they can obtain three-time financing from banks. This study used 87 samples collected by purposive sampling technique. Primary data was collected using an online survey. Factor analysis formed 3 loan self-control factors, namely Behavioral control, Cognitive control and decisional control from 14 indicators tested.

This study aims to analyse the factors affecting the Micro, Small, and Medium Enterprises in the province of South Sumatra, Indonesia. Data of 100 MSMEs were collected through questionnaires in the 15 regencies/cities in South Sumatra. The statistical analysis used was Structural Equation Modelling (SEM) processed through AMOS. The results evidence that the external factors of capital support, business partners, and infrastructure directly have no direct effects but indirectly affect the performance of MSMEs in South Sumatra. Also, the availability of resources and environmental conditions; and the capability of business owners and employees indirectly affect the performance of MSMEs in South Sumatra. Lastly, the use of technology and research impact the performance of MSMEs in South Sumatra directly and indirectly through the availability of resources and environmental conditions and business owners and employees' capability. Theoretically, this study expands the MSMEs literature by discussing factors (i.e., external and internal) affecting MSMEs' performance holistically. Practically, this study is beneficial for the government, practitioners, and policymakers.

Enterprise Resource Planning (ERP) is essentially a commercial software package that enables the integration of transaction - oriented data and business processes throughout an organization. In order to remain competitive in this global business scenario, the small and medium scale enterprises (SMEs) are opting for ERP implementation. In Indian SME sector, the adoption of ERP is rapidly increasing. Literature shows many instances where organizations, even after implementing such novel information systems like ERP, are unable to derive the benefits of integration. It is, therefore, not surprising that implementation of enterprise information systems in general is quite difficult due to their size, scope and complexity. Therefore, there is a need to identify some issues that would lead to positive outcome for the implementation of ERP systems in the context of Indian SME sector. This paper thus attempts to identify and to prioritize the factors influencing proper implementation of ERP systems in a business organization particularly for Indian small and medium businesses (SMBs). The research presented here is specifically targeted the Indian SMEs, which have already completed the process of implementing ERP system.