Entrepreneurial marketing and firm performance: Synthesis and conceptual development

Alqahtani, Nasser; Uslay, Can

doi:10.1016/j.jbusres.2018.12.035

Cited by 106 publications

(115 citation statements)

References 90 publications

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“…The high level of uncertainty in the marketplace has rendered traditional marketing efforts inadequate in improving firm performance. EM can improve firm performance under a situation of uncertainty more effectively (Kilenthong et al, 2015;Alqahtani and Uslay, 2019). The seminal work of Morris et al (2002) formed the theoretical background for EM.…”

Section: Entrepreneurial Marketingmentioning

confidence: 99%

“…These are proactiveness, opportunity focus, calculated risk taking, innovativeness, customer intensity, resource leveraging and value creation. EM is a situational, unplanned, informal, nonlinear marketing action taken by entrepreneurs to manage environmental uncertainty by creative and unsophisticated tactics (Morris et al 2002;Becherer et al, 2006;Hacioglu et al, 2012;Astuti et al, 2018;Alqahtani and Uslay 2019).…”

Section: Introductionmentioning

confidence: 99%

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Entrepreneurial Marketing and Performance of Small and Medium Enterprises in South Africa

Fatoki

2019

J. Rev. Global Econ.

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The study investigated the effect of entrepreneurial marketing (EM) on the performance of SMEs. Performance was measured using both organisational and personal criteria. The study utilised the quantitative research approach. The cross-sectional survey method was used for data collection. Data was collected from small business owners through the survey method. The self-administered questionnaire method was used to collect data from the participants. Convenience and snowball methods were used for sampling. Descriptive statistics and multiple regression were used for data analysis. The Cronbach's alpha was used as the measure of reliability. The results of this study showed significant positive relationships between some dimensions of EM and organisational and personal performance. Theoretically, the study linked EM to the personal performance of the owners of SMEs. Empirically, the study adds to the literature on the relationship between EM and the financial performance of SMEs. Practically, the study suggested recommendations that can improve EM by SMEs.

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Section: Entrepreneurial Marketingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Entrepreneurial Marketing and Performance of Small and Medium Enterprises in South Africa

Fatoki

2019

J. Rev. Global Econ.

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“…With the restrictions on movement due to COVID-19, technology contributes to entrepreneurial marketing decisions by investigating the probability of acknowledgment (Alqahtani and Uslay 2020;McCall, 2020;Bartlett and Burton, 2020). In this case, with people operating from their own homes, AI could become a prime tool, allowing entrepreneurs to make business decisions remotely (Rouhani et al 2012;Dhingra et al 2016;Ploum et al 2018).…”

Section: Literature Review and Hypothesis Development Opportunity Recmentioning

confidence: 99%

Technology and Entrepreneurial Marketing Decisions During COVID-19

Polas

Raju

2021

Glob J Flex Syst Manag

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The prime concern of this study is to explore how technology influences entrepreneurial marketing decisions during the world pandemic (COVID-19). The study uses a sample of 127 SMEs from Bangladesh. Data were collected by sending out questionnaires electronically and by mail. Smart PLS (SEM) 3.0 was used to analyse the data following the quantitative method. The study reveals positive and significant relationships between entrepreneurial opportunity recognition, opportunity development and opportunity exploitation with their entrepreneurial marketing decisions. It also claims that entrepreneurial passion mediates the relationship between entrepreneurial opportunity recognition and opportunity development with their entrepreneurial marketing decisions. However, entrepreneurial passion does not mediate the relationship between entrepreneurial opportunity exploitation and entrepreneurial marketing decisions. The study offers researchers a broader and more wide-ranging view of the importance of artificial intelligence in small firms. Researchers, educators and practitioners will benefit from the findings. The analyses are more complex and varied than the methodologies used in most of the limited previous research.

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“…Entrepreneurial marketing is needed to address increasing uncertainty and limited resources and organizational orientation with seven underlying dimensions: proactive, opportunity focus, calculated risktaking, innovation, customer intensity, resource enhancement, and value creation. Entrepreneurial marketing is situational, unplanned, informal, entrepreneurs took non-linear marketing actions to manage environmental uncertainty by creative and unsophisticated tactics (Alqahtani and Uslay, 2020;Brockman et al, 2012).…”

Section: Entrepreneurial Marketing and Smesmentioning

confidence: 99%

“…Entrepreneurial marketing is a very appropriate concept for SMEs to be used, and it is by such business having characteristics of straightforward unplanned business management and unclear division of tasks within the organization. In the concept of Entrepreneurial Marketing, entrepreneurs take informal nonlinear marketing actions to manage environmental uncertainty with simple creative tactics that can improve business performance (Alqahtani and Uslay, 2020;Astuti et al, 2018;Brockman et al, 2012;Hacioglu et al, 2012;Morris et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

Hadiyati¹,

Hendrasto²

2021

IJEBA

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Purpose:The Indonesian economy's core strength comes from micro, small and medium enterprises (MSMEs). However, the impact of the Covid-19 pandemic causes problems for MSMEs, for example, decreased sales, difficulties in financial aspects, slow distribution of products, and raw materials shortage. The problems of MSME during the Covid-19 pandemic require entrepreneurs' readiness to survive and sustain their business. Entrepreneurial marketing is a suitable paradigm to be implemented by MSME entrepreneurs during the Covid-19 pandemic. The research objective is to determine the entrepreneurial marketing strategy plan for MSMEs during the Covid-19 pandemic. Research Methods: The research informants were government officials of Industry and Trade, MSME, and academicians. The data analysis model used a SWOT analysis based on IFAS and EFAS assessments. The strategic plan was positioned on the SWOT matrix with the values of strength, weakness, opportunity, and threats. Findings: The results show that the SWOT matrix's entrepreneurial marketing strategy plan is in the position of Quadrant one. The entrepreneurial marketing strategy that should be applied in the quadrant is to support an aggressive growth policy. Practical Implications: This aggressive growth strategy focuses on using the company's strengths to take advantage of various business opportunities during the Covid -19 pandemic.Originality value: This study contributes to the survivability of MSMEs in Indonesia, especially during the Covid-19, and shows practitioners to harness the inner strength of their businesses and pursue proactive marketing policy.

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Entrepreneurial marketing and firm performance: Synthesis and conceptual development

Cited by 106 publications

References 90 publications

Entrepreneurial Marketing and Performance of Small and Medium Enterprises in South Africa

Entrepreneurial Marketing and Performance of Small and Medium Enterprises in South Africa

Technology and Entrepreneurial Marketing Decisions During COVID-19

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

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