Abstract
Purpose of the study: The COVID-19 pandemic and the declaration of a national state of disaster under the Disaster Management Act (no. 57 of 2002) by the South African (SA) government have left small, medium and micro enterprises (SMMEs) in financial distress. COVID-19 has brought about significant disruptions to business strategic planning and implementation and ultimately affected business operations. Given the crucial role that SMMEs play in the SA economy and the fact that SMMEs typically do not survive more than five years, the sustainability of SMMEs becomes a concern for all stakeholders, including the SA government and the public. This study aimed to investigate SMMEs' strategic intent during and after the COVID-19 pandemic. Design/methodology/approach: A qualitative research methodology allowed researchers to understand intended strategies better. The study used purposive sampling, focusing on registered SMMEs that had been in operation for at least three years within the City of Johannesburg metro. Semi-structured interviews were conducted to collect data, and thematic data analysis was used to interpret the data. Findings: Business-level strategies, in particular, cost leadership and differentiation, were strategies that SMMEs implemented during the strict lockdown, whereas corporate-level strategies in the form of market penetration, diversification and market development are strategies that SMMEs intend to implement to survive harsh market conditions after COVID-19. Managerial implications: The study notes and emphasises the need for SMMEs to exploit market opportunities proactively. To do this, SMMEs must keep abreast of environmental changes and continually scan the environment for changes. Moreover, managers and SMME owners need to ensure that business resources are considered during strategic planning, and strategy implementation is only possible with crucial resources.