Engagement with local SMEs is crucial for business schools to fulfil their remit of delivering relevant, practice-based business and management curricula. Establishing strong relationships with SMEs enables the provision of consultancy-based live projects, work placements, internships, guest speakers, research collaborations, and CPD support. Additionally, SMEs play a pivotal role in business schools’ research and knowledge exchange efforts, including Knowledge Transfer Partnerships and participation in research bids and projects.
Similar to B2B marketing, attracting, engaging, and recruiting SMEs requires a strategic approach—segmenting, targeting, and building mutually beneficial relationships. At the University of Brighton’s School of Business and Law, we have adopted two key philosophies to achieve this.
The first is identifying and partnering with key organisations that provide platforms for meaningful engagement with SME leaders. These organisations, which we refer to as ‘Golden Geese,’ offer valuable opportunities to connect with and recruit SMEs on a larger scale. The second philosophy underscores the importance of trust. SMEs operate with scarce resources—particularly time—so building confidence that engagement with the business school will be beneficial is essential. This aligns with the ‘Rule of Seven’ (Lant, 1989), which suggests that multiple (often seven) interactions—through meetings, emails, workshops, or other touchpoints—are necessary to move SMEs from initial unawareness to full engagement.
Mapping the SME ecosystem
To identify potential ‘Golden Geese’ and establish touchpoints for the Rule of Seven, a comprehensive mapping exercise of the local SME ecosystem is required. This involves understanding key players, which may include local government bodies such as county councils, unitary authorities, district and town councils. These bodies often support networking and information-sharing through Economic Partnerships and Growth Hubs, sometimes based in libraries. By pinpointing key contacts, available activities, events, newsletters, and information-sharing opportunities, business schools can strategically raise their profile and foster SME engagement.
This mapping process also identifies business groups that could serve as ‘Golden Geese’—such as regional and local chambers of commerce, business associations, and Business Improvement Districts (BIDs), which seek opportunities to support their members. National organisations, including the Federation of Small Businesses and the Chartered Management Institute, often have local representatives dedicated to SME support. Additionally, sector-specific organisations in fields such as technology, retail, hospitality, infrastructure, media, and industry clusters—such as port authorities and business parks—present further avenues for engagement.
There are also organisations whose business models centre around SME support and growth, such as publishers, event organisers, and trade show hosts. As these entities depend on their connection to the local SME ecosystem, they provide valuable opportunities for business schools to establish partnerships and share insights, case studies, interviews, and research findings.
Finally, as part of the mapping process, don’t overlook potential existing connections within the University. These may include relationships established by the careers team, organisations engaged with the research office, and businesses already collaborating with the University. Leveraging these existing networks can provide valuable opportunities for SME engagement.
Developing a strategic communication plan
Successfully applying the Rule of Seven requires a well-structured marketing and communications plan that capitalises on available engagement opportunities. This includes proactively developing and sharing with the networks and on your social media such as LinkedIn case studies, quotes, and images showcasing SME collaboration with the business school. Beyond information-sharing, strengthening relationships with SMEs can be achieved by promoting within the business school SME networking events such as trade shows, Chamber breakfasts, and business awards. Hosting free-to-attend events—such as a Women in Leadership series or legislative workshops—further nurtures trust and provides a platform to explore potential collaborations.
A key component of this strategy is maintaining an up-to-date database of SME contacts to facilitate regular communication, including invitations to events and the sharing of success stories. While establishing and sustaining SME engagement requires effort, the rewards are substantial. Investing in these relationships ensures that business schools remain at the forefront of practice-based learning, knowledge exchange, and impactful research.
Lant, J., 1989. Let’s not call it marketing. Nonprofit World, 7(4), pp.18-20.
This article was written by Dr. Adam Jones, Principal Lecturer of Strategy and Marketing at the School of Business and Law, University of Brighton.