CONTEMPORARY DEVELOPMENTS IN ENTREPRENEURIAL MARKETING PRACTICE

Strategic Role ◽

Traditional Marketing ◽

The Government ◽

Small Medium Enterprises ◽

Medium Enterprises

Small Medium Enterprises (SMEs) in Indonesia have a significantly strategic role in the national economy to improve employment, Gross Domestic Product (GDP) and export value, thus increase the economic growth in Indonesia. The purpose of the study is to describe and analyze the traditional marketing practices and entrepreneurial marketing and their effects on business performance. The object of the research is industrial SMEs in garment production, located in East Java Province. The number of research samples is 134. The data is analyzed by using SEM-PLS and Different Test Statistics. The result of the study indicates that the traditional marketing practice model and entrepreneurial marketing influence business performance. And the other research results show that there are differences in traditional marketing practices and entrepreneurial marketing in SMEs. The concept of entrepreneurial marketing is suitable for SMEs to improve their business performance. From the research it is recommended that the government policy, with its SME empowerment program, is able to overcome marketing challenges. For SMEs, they need to consider and learn the entrepreneurial marketing concept as a new paradigm in marketing.

Exploring the Potential of e-CRM in SME Marketing Practice

E-Marketing ◽

10.4018/978-1-4666-1598-4.ch060 ◽

2012 ◽

pp. 1012-1029

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Electronic Customer Relationship Management and SME Marketing Practice

International Journal of E-Adoption ◽

10.4018/jea.2009100105 ◽

2009 ◽

Vol 1 (4) ◽

pp. 95-110 ◽

Cited By ~ 1

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Customer Relationship Management ◽

Large Firm ◽

Customer Relations ◽

Customer Relationship ◽

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999).Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Beyond rhetoric: re-thinking entrepreneurial marketing from a practice perspective

Journal of Research in Marketing and Entrepreneurship ◽

10.1108/jrme-01-2014-0003 ◽

2014 ◽

Vol 16 (2) ◽

pp. 105-127 ◽

Cited By ~ 19

Author(s):

Nicole Gross ◽

David Carson ◽

Rosalind Jones

Keyword(s):

Social Practice ◽

Small Firms ◽

Future Research ◽

Social Practice Theory ◽

Conceptual Approach ◽

Marketing Practice ◽

Content Type ◽

The Social ◽

Practical Implications

Purpose – The purpose of this paper is to propose the application of social practice theory for the investigation of entrepreneurial marketing (EM) practices. Design/methodology/approach – A theoretical gap has been found between scholarly efforts to explain the nature of EM practice and the actual marketing practice or marketing doings of small firms. Findings – The paper covers some of the EM literature and perspectives and examining the notion of “practice” in small- and medium-sized enterprises (SME) and entrepreneurship research. Based on an increasing focus on practice in the social theory literature and the contributions of key social theorists, a discussion is framed in terms of how EM practice can be studied through the investigation material and bodily observations and common interpretations. Research limitations/implications – The paper offers a proposal that the observations of practitioners’ actions and activities and the investigation of common interpretations can be conceptualized to explain the nature of EM practice. It also gives avenues for future research. Practical implications – The paper suggests that marketing comprises a wide scope of activities or practices and, in the case of a small firm, is all-pervasive. It also suggests that scholars engage in understanding the collective, distributed, situated, ongoing and tacit nature of EM. Originality/value – The paper provides a fresh conceptual approach about how EM practice can be studied through the investigation material and bodily observations as well as common interpretations.

Electronic Customer Relationship Management and SME Marketing Practice

Business Information Systems ◽

10.4018/978-1-61520-969-9.ch123 ◽

2010 ◽

pp. 2024-2040

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Competitive Advantage ◽

Relationship Management ◽

Customer Relationship ◽

The Internet ◽

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999). Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Card-based game methods: exploring SME entrepreneurial marketing practice

International Journal of Entrepreneurship and Small Business ◽

10.1504/ijesb.2012.047614 ◽

2012 ◽

Vol 16 (4) ◽

pp. 485 ◽

Cited By ~ 2

Author(s):

Rosalind Jones ◽

Jennifer Rowley

Keyword(s):

Marketing Practice ◽

Entrepreneurial Marketing

The Shift from Traditional Marketing to Entrepreneurial Marketing Practices: A Literature Review

Business and Management Studies ◽

10.11114/bms.v1i2.993 ◽

2015 ◽

Vol 1 (2) ◽

pp. 134

Author(s):

Abdul Rahim, H ◽

Ab. Wahab, K ◽

Saad, A

Keyword(s):

Literature Review ◽

Small And Medium Enterprises ◽

Marketing Practice ◽

Related Literature ◽

Marketing Activities ◽

Medium Enterprise ◽

Traditional Marketing ◽

Medium Enterprises ◽

The Impact

Small and medium enterprise(SME) have always been an interesting subject for research. In comparison to larger business organizations, SMEs faced many challenges including how they manage daily marketing activities and make marketing related decision. This study compiles the related literature review on the issues of traditional marketing and entrepreneurial marketing. Purpose: This study aims to explore the role of marketing practices in small and medium sized enterprises (SMEs) and to evaluate the impact of changes in marketing practices from traditional to entrepreneurial marketing practices will have an impact on the SME performance. Research methodology: A compilation of related literature review on traditional marketing and entrepreneurial marketing was done. An observation on the changes in marketing practices in small and medium enterprises towards a more innovative marketing practice were identified. Findings: Marketing in SMEs is centered on traditional methods such as using print media and hard selling. SME owners should take account of the findings and work towards introducing SME-specific marketing practices in trying to achieve higher sales volume and growth. In the study area which is Klang Valley, Malaysia the shift from traditional marketing to entrepreneurial marketing was observed amongst the SMEs being studied. Research limitations: This study uses a small number of SME companies in one region and therefore the generalizability of the findings may be limited. Further research could extend the number of SME companies and to other regions of Malaysia. Practical Implications: The findings have a bearing on the Malaysian SME performance. This study offers insights into how the marketing practices in Malaysian SMEs needs to be adapted in light of the findings to ensure marketing practices of SMEs are compatible with current digital approaches.

Electronic Customer Relationship Management and SME Marketing Practice

E-Commerce Adoption and Small Business in the Global Marketplace ◽

10.4018/978-1-60566-998-4.ch012 ◽

2010 ◽

pp. 220-236

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Competitive Advantage ◽

Relationship Management ◽

Customer Relationship ◽

The Internet ◽

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999). Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Exploring the Potential of e-CRM in SME Marketing Practice

E-Adoption and Socio-Economic Impacts ◽

10.4018/978-1-60960-597-1.ch008 ◽

2011 ◽

pp. 149-166

Author(s):

Fiona McMahon ◽

Aodheen O’Donnell

Keyword(s):

Network Marketing ◽

Marketing Practice ◽

Value Propositions ◽

The Creation ◽

Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Pengembangan Marketing Knowledge Ditengah Perbedaan Perspektif Akademisi-Praktisi

Kajian Bisnis STIE Widya Wiwaha ◽

10.32477/jkb.v24i2.220 ◽

2017 ◽

Vol 24 (2) ◽

pp. 107-115

Author(s):

Amin Wibowo

Keyword(s):

Theory Development ◽

Theory And Practice ◽

Knowledge Development ◽

Customer Focus ◽

Marketing Practice ◽

Knowledge Based ◽

The Difference

Knowledge is created and learned by academicians for the purpose of further theory development. Academician’role in disseminating knowldege is very important. To reach a convergent understanding both theory and practice, it’s a need of flexibility between methodology and sources of data so that it stimulates actionable insight.One of the problems between theory and practice differencesis customers focus.For practicians customer focus raised three foundamentals questions: can the knowledge phylosophy reduce cost?. Can the knowledge phylosophy increse sales?, and can the knowledge phylosophy increase the profit?. This paper discuss the development of marketing knowledge based on the marketing practice to bridge the gap between academicians and practicians. Issues being discussed in this paper are the meaning of marketing knowledge from practician perspective, the theory of marketing in practician’s world, actionable research as the bridge of knowledge development, and the difference perspective between academician and parctician.