scholarly journals Do small craft businesses need strategic marketing to survive?

2016 ◽  
Vol 13 (2) ◽  
pp. 399-404 ◽  
Author(s):  
K.M. Makhitha
Keyword(s):  
South Africa ◽  
Marketing Strategy ◽  
Strategic Marketing ◽  
Target Market ◽  
Secondary Research ◽  
Small Craft ◽  
Craft Industry

The purpose of this paper was to determine if small craft producer businesses need strategic marketing to survive. Existing literature on strategic marketing and the craft industry in South Africa (SA) was used to answer the following question: do small craft businesses need strategic marketing to survive? Since craft producers lack access to the market, they face major challenges in marketing their products successfully. Secondary research was used to determine the need of strategic marketing by craft producers in SA. Strategic marketing is crucial since craft producers must research changes developments taking place in the market and to be able to develop an appropriate marketing strategy to sustain their businesses. This will enable craft producers to identify customers and to formulate an appropriate marketing strategy to reach their chosen target market. The research revealed it enables them to identify customers and to formulate an appropriate marketing strategy to reach their chosen target market. The study revealed that craft producers do need strategic marketing to survive in South Africa

scholarly journals Marketing Strategies Of Small Craft Producers In South Africa: Practices And Challenges

2016 ◽  
Vol 32 (3) ◽  
pp. 663-680 ◽  
Author(s):  
KM Makhitha
Keyword(s):  
South Africa ◽  
Marketing Strategy ◽  
New Products ◽  
Research Paper ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Target Market ◽  
Small Craft

The purpose of this research paper was to investigate the practices and challenges of marketing strategies of craft producers in Gauteng, South Africa (SA). As craft producers lack access to market they are unable to market their products successfully and face major challenges in marketing their products. A survey was conducted among 244 craft producers in Gauteng, South Africa (SA) to determine the marketing strategy practices and the challenges they face when marketing their products. The findings have shown that craft producers introduce new products from time to time and constantly improve existing products. Craft producers believe that their products are unique and of higher quality. They face challenges with the lack of demand for their products and the fact that it is not easy for them to identify customers that want their products. Craft producers need to decide on who they want to target with their products, determine the needs and then formulate an appropriate marketing mix element strategy to reach the chosen target market. 

scholarly journals Strategiese bemarkingsbestuur by enkele leweransiers aan die landbou in die Republiek van Suid-Afrika

1986 ◽  
Vol 17 (2) ◽  
pp. 93-100
Author(s):  
J. J. Van Zyl
Keyword(s):  
South Africa ◽  
Marketing Strategy ◽  
Agricultural Sector ◽  
Free Market ◽  
Theoretical Background ◽  
Point Of View ◽  
Marketing Management ◽  
Strategic Marketing ◽  
The Republic ◽  
The Individual

Strategic marketing management of some suppliers to the Agricultural sector in the Republic of South Africa The Republic of South Africa is at present in a state of change within the economical, political, social, institutional, physical and international environments. Change in these fields is still in an early phase and rapid changes can be expected in future. From a management point of view, these changes are a fact and must be considered and taken into account in the decision-making process. Modern enterprise in the free-market system functions within the framework of the changing environment and the ability to grow and develop are dependent on the ability of the individual firm to adapt to these changes. The aim of the research was to determine how marketing management of some suppliers of capital equipment to the agricultural sector apply strategic marketing principles and practices, to enable their firms to adapt to constant external changes. Apart from a theoretical background some empirical research was undertaken to determine the composition of the management and marketing strategies. The emphasis is, however, on the formulation of the marketing strategy and the implementation of the marketing strategy.

scholarly journals The role of culture in the determination of a standardized or localized marketing strategy

2008 ◽  
Vol 39 (2) ◽  
pp. 37-44 ◽  
Author(s):  
C. H. Van Heerden ◽  
C. Barter
Keyword(s):  
South Africa ◽  
Marketing Strategy ◽  
Exploratory Study ◽  
International Marketing ◽  
Marketing Strategies ◽  
Target Market ◽  
International Environment ◽  
International Marketing Strategy

Given that culture is an important factor in the international environment, it is a necessity that culture be well understood in order to achieve success in international marketing strategies. Previous research focused more on the broader influence of culture on marketing strategies, with few studies focusing on the way in which culture and marketing affect and are effected by one another, culture’s role in the localisation or standardisation of a marketing strategy, as well as which elements of the marketing strategy to standardise versus localise. The sample was drawn from key employees working within reputable multinational organisations in South Africa. No hypotheses were formulated or tested but instead this exploratory study identified areas, which have not been researched in South Africa and eight propositions based on the findings were formulated. The findings indicate that culture plays a very important role in the overall formulation of an international marketing strategy, and it was not conclusive whether such a strategy should be standardised or whether it should be localised. Generally, the responses suggest that a marketer’s strategy should suit the local culture in order to reach them and have the desired effect on the target market, and not the other way around because such evolutions could take an extensive amount of time in order to achieve marketing goals.

scholarly journals THE EVOLUTION OF THE FORMATION OF STRATEGIC MANAGEMENT IN INCREASING THE COMPETITIVENESS OF ENTERPRISES

2020 ◽  
Author(s):  
Viktor Nyzhnyk ◽  
◽  
Olha Hromova ◽  
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Marketing Strategy ◽  
Strategic Marketing ◽  
Enterprise Management ◽  
Management Decisions ◽  
Modern Enterprise ◽  
Holistic Concept ◽  
Marketing Activities

Every year, more and more scientists and practicing economists explore such categories as «marketing» and «management», providing material for further reflection and analysis. Currently, the interpretation of marketing as a function of management is inferior to understanding it as a holistic concept of management, the so-called business philosophy. New directions of economic development to ensure its long-term economic growth require a deeper rethinking of the role of marketing in the activities of industrial enterprises in order to increase their competitiveness and identify it as a powerful factor in modernizing individual businesses and the economy. Strategic marketing today is necessary for the company, as it facilitates its rapid adaptation in the face of intense competition and the presence of a non-price aspect of this struggle. The purpose of the study is to study and combine strategic management and marketing, forming such a category as strategic marketing. Because it is known that strategic marketing emerged at the last stage of the evolution of marketing management. The basis of strategic marketing is to achieve sustainable competitive advantages in the market. During the development of a competitive marketing strategy, the company strives for successful and long-term work in the market. There is no one-size-fits-all strategy. It all depends on various factors: the industry in which the company operates, the capital and experience of the firm, competitors in this field, the creative approach of each company to stand out among others and the innovative approach. Only by considering all these factors, the company can build its personal, unlike all others, marketing strategy. Thanks to the management carried out by means of achievements of modern management and on the basis of marketing philosophy of management and control, the modern enterprise can achieve realization of the strategic purposes and increase not only own level of competitiveness, but also economy as a whole. Thus, modern economic development makes it possible to assert that the management of the enterprise and the adoption of not only operational but also strategic management decisions are significantly influenced by the marketing activities of the enterprise. Here it is necessary to understand not the narrow influence of various elements of marketing (advertising, sales, distribution, etc.), but its complex manifestation. This is due to the fact that until today, marketing has been closely linked to management, as marketing technologies and tools are evolving and beginning to penetrate and be used in the work of all departments at all levels of enterprise management. This gives grounds to assert that through a comprehensive assessment of the effectiveness of marketing activities can assess the effectiveness of management decisions and the success of enterprise management, as well as to give an opinion on the prospects for further development.

scholarly journals The use of traditional versus e-marketing in SMEs in a developing country: A comparative analysis

2015 ◽  
Vol 4 (4) ◽  
pp. 202-212
Author(s):  
Leanne Manley
Keyword(s):  
South Africa ◽  
Comparative Analysis ◽  
Developing Economies ◽  
Target Market ◽  
The Difference ◽  
Marketing Tool ◽  
Marketing Costs ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
The Way

The revolution of the internet has changed the way many organisations conduct business in today’s market environment, and has specifically changed in the way companies market products to consumers. E-marketing allows a marketer to not only reach a broader target market than traditional methods, but substantially reduces marketing costs as well, which can mean the difference between success or failure in small medium enterprises (SMEs). Multiple studies have investigated traditional and e-marketing practices, however, few studies have focused on SME marketing practices and their use of e-marketing in developing economies. This article provides an insight into current marketing tools employed by SMEs in South Africa and provides a comparative analysis between traditional and e-marketing tool usage. A self-administered questionnaire was distributed to SME owners, whereby data was analysed by means of frequency occurrence. The main results stemming from the research indicate that SME owners have no preference in using either traditional or e-marketing tools, with majority preferring to use both. However, the majority of marketing tools being used and receiving the most effective rating according to SME owners is directed towards e-marketing tools. From the results obtained recommendations are made to policy-makers, SME managers, development agencies and business owners so as to establish an appropriate strategy to improve SME marketability within South Africa. The findings can be universally applied as studies have shown that there is a lot of similarity in the challenges faced by SMEs irrespective of where they come from.

scholarly journals Building Competitive Edge

2018 ◽  
Vol 10 (3) ◽  
pp. 91
Author(s):  
Nagasimha Balakrishna Kanagal
Keyword(s):  
Financial Performance ◽  
Marketing Strategy ◽  
Market Share ◽  
Target Market ◽  
Market Place ◽  
Strategy Formulation ◽  
Market Society ◽  
Market Capitalization ◽  
Competitive Edge ◽  
Long Run

The objective of a marketing strategy formulation and appropriate execution is to improve the long run financial performance of a firm / brand that includes improving market share, improving market capitalization, improving return of investment and payback period. The marketing strategist should take cognizance of the market forces that influences the payoffs to the firms. The influence of the competitive scenario on a firm / brand’s payoff is significant and could even at times be substantial in an oligopolistic industry-market structure, where strategic inter-firm dependence could be high. In this scenario, firms / brands need to be systematically prepared to find customer favor in a competitive market; this indeed is the realm of building competitive edge. In this study, we outline the path of improving ability to the process of marketing strategy formulation and examine in greater detail the process of improving the ability to compete or the buildup of competitive edge.  A buildup of competitive edge is expected to improve the firm’s ability to competitive choice in the market place, through a process of improving the pro-activeness and reactiveness of the firm with respect to competitors to the satisfaction of (i) the consumers / target market, (ii) the market-society at large, as well as (iii) the policy makers regulating the competitive environment in the country / world. The improvement in the firm’s ability to competitive choice should reflect both in market share as well as market profitability and lead to improved market capitalization and superior long run financial performance.

scholarly journals Strategic Marketing Issues for an Emerging Market Firm to go Global

2017 ◽  
Vol 10 (6) ◽  
pp. 35
Author(s):  
Nagasimha Balakrishna Kanagal
Keyword(s):  
Emerging Markets ◽  
Marketing Strategy ◽  
Success Factors ◽  
Emerging Market ◽  
Global Market ◽  
Strategic Marketing ◽  
Global Marketing ◽  
Moderating Factors ◽  
Global Marketing Strategy ◽  
Emerging Market Firms

Emerging markets, as of recent times, are going through phases of liberalization towards market economies, increasing privatization, and are witnessing an emphasis of emerging markets’ governments towards globalization. There has been a rise in the contribution of emerging market firms to the economies of emerging markets. A study with a purpose to conceptualize strategic marketing issues for an emerging market firm to go global is significant, given that success in overseas marketing ventures is critical to sustain the phases of globalization. The challenge is to enter, obtain market share, and sustain in advanced economies and other emerging markets. This paper attempts to address the conceptualization and the challenge. The method of the study is to (i) define strategic marketing, outline and distinguish the different types of firms marketing overseas – international, multinational, and transnational / global; and (ii) analyze using extant literature, the aspects and issues of global entry and implementation of global marketing strategy. The study, post analysis, conceptualizes and postulates three moderating success factors, wherein consideration of these factors will aid the emerging market firm in improving its performance (i) acculturation processes in global businesses; (ii) achievement of global marketing synergies; and (iii) the importance of overcoming global negatives. Given that conditions for global entry and implementing global marketing strategy are met, and the three success moderating factors are addressed, the study recognizes that it is necessary to address the competitive forces in the global environment to be able to obtain an optimal share of the market. The study includes a discussion based on an in-depth interview with a leading garment exporter in Bangalore, India, to understand global entry and global marketing strategy implementation. In conclusion, it can be stated that that (i) an explicit process to address global negatives is required to overcome the perceptual gap of emerging market firms on deliverables; (ii) explicit attention to the achievement of global market synergies has to be given by global marketing strategists.

Marketing Strategy and Differential Advantage

1983 ◽  
Vol 47 (2) ◽  
pp. 68-75 ◽  
Author(s):  
Victor J. Cook
Keyword(s):  
Marketing Strategy ◽  
Market Share ◽  
Marketing Mix ◽  
Portfolio Analysis ◽  
Marketing Strategies ◽  
Strategic Marketing ◽  
New Paradigm ◽  
Methods Of Analysis ◽  
Theoretical Function ◽  
Strategic Force

Extending portfolio analysis and PIMS studies to include military concepts of strategic force produces a new paradigm of marketing strategies. The author introduces and calibrates the concept of strategic marketing ambition, relates this concept to the marketing mix, and then derives a theoretical function linking strategic ambitions and investments with market share. An operational measure of differential marketing advantage is introduced, and the. methods of analysis are applied in an illustration of competitive investments, marketing strategy and differential advantage.

scholarly journals Who spends and who does not: Clustering visitors at a national arts festival

2011 ◽  
Vol 42 (1) ◽  
pp. 9-16 ◽  
Author(s):  
M. Saayman ◽  
A. Saayman ◽  
E. Slabbert
Keyword(s):  
South Africa ◽  
Literature Review ◽  
Marketing Strategy ◽  
Chi Square ◽  
Ticket Sales ◽  
Arts Festivals ◽  
The Arts ◽  
Chi Square Test ◽  
Arts Festival ◽  
First Time

The Grahamstown National Arts Festival is the oldest National Arts Festival in South Africa and was founded in 1974. This celebration of the arts takes place over a period of eleven days with the main festival running over eight days, which also makes it the longest (in terms of number of days) arts festival in the country. The literature review revealed that high spenders at arts festivals are also the visitors who buy the most show tickets. The success of these events is determined by ticket sales and not necessarily by the number of visitors. Therefore, the purpose of this paper is to determine who the high spenders at the Grahamstown National Arts Festival are. Data obtained during the festival in 2008 by means of a questionnaire survey (N=446) was statistically analysed by means of K-means clustering, Pearson‟s chi-square test and ANOVAs. Results indicated two clusters, namely high and low spenders and can assist festival organisers in developing a more focused marketing strategy and festival programme. This was the first time that K-means clustering was applied to festival data in South Africa.

Marketing as a response to paradox and norms in the 1960s and 1970s

2013 ◽  
Vol 5 (1) ◽  
pp. 47-70 ◽  
Author(s):  
Maureen A. Bourassa ◽  
Peggy H. Cunningham ◽  
Jay M. Handelman
Keyword(s):  
Social Norms ◽  
Marketing Strategy ◽  
Strategic Marketing ◽  
Chain Store ◽  
Content Type ◽  
Time Period ◽  
Wide Range ◽  
Strategic Behaviors ◽  
1960S And 1970S ◽  
The 1960S

PurposeThis study seeks to investigate the interaction between marketers' strategic behaviors, social norms, and societal stakeholders within a particular historical time period, the 1960s and 1970s.Design/methodology/approachThe study's findings are based on an analysis of two dominant retail industry trade publications, Chain Store Age and Progressive Grocer.FindingsThe analysis reveals an intriguing array of strategic marketing activity throughout these two decades not captured in considerations of marketing strategy at the time. The retailers examined engaged in two interesting behaviors. First, they responded to a wide range of stakeholder demands in a paradoxical fashion. Second, as retailers were confronted with social norms, instead of conforming to these norms they worked to help influence and shape them to their own advantage. This examination of retailers' behaviors over two decades has allowed the authors to present an intriguing new dimension to the understanding of marketing strategy.Originality/valueThe study found that throughout the 1960s and 1970s, marketers appeared to be actively engaged in a social dialogue. Through this dialogue, they not only responded to norms, but also attempted to shape the norms that came to define legitimate behavior for the marketers. This kind of strategic marketing endeavor was not accounted for in the managerial school of thought that dominated marketing thinking at the time.

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