The purpose of this paper is to interpret the features of the strategic management of small and medium-sized enterprises (SME), which practice survival management in both cases of competitive market and unexpected situations such as catastrophic disaster, by using the framework of speech act “Katari=Antenarrative”. We introduce two cases of SMEs that recovered with Business Continuity Plan (BCP) for a short period of time, satisfied the needs of customers and contributed the restoration of region, after suffering a great deal of damage in the great catastrophe on 3.11. We apply “Katari=Antenarrative” theory to analysis. In particular, the concept of “Katari-tugi” is intensively discussed. Furthermore, after considering organization approached by Life theory, we suggest that the concept of “Katari-tugi” plays an important role for survival management from disaster of SMEs.

This paper sheds light on details of the actual processes through which companies formulate superior business models by conducting a case-study analysis of miso-soup dispensers at Marukome. Specifically, the business began with the company purchasing miso-soup dispensers and providing them to customers, and the business model of renting out the dispensers free of charge came about as a result of a request from a large customer. In addition, learning from the beer-dispenser contracts used in other industries, the company made this free rental conditional on only its own miso being used. It also made the rental period five years and set high prices for the miso that would be exclusively used. Furthermore, to meet the needs of customers, it ended up providing a wide range of exclusive miso products. The business model was therefore formulated based on the above logic and processes.

On the other hand, with this case study the management process was as follows: Top management strongly committed to the main business → business performs poorly under a manager who also has other duties → top management appoints a full-time middle manager → one full-time middle manager creates the emergent business model while running the business → top management approves and justifies the business model → the business organization expands to include new middle managers and subordinates.

These results showed that in this case the business model creation process did not involve prior analytical planning, but rather comprised a primitive plan for a business model initially and an emergent business model subsequently.

In discussion, we focused on the fact that this was a case of the creation of an emergent business model that did not involve adequate prior analytical planning, something that had not been discussed hitherto, the fact that a business model that met a request made by a customer was formulated, and the fact that it began on a small scale by a middle manager backed by the commitment of top management. As a result of this investigation, it was pointed out that top management had justified the business model by analogizing it with the business model of another sector, and that the strategy of transforming the business model to that of a consumable good had been important.