Exploring the characteristics, attitudes to targeting and relationship marketing of small ethnic minority businesses

Wright, Len Tiu; Martin, Lynn M.; Stone, Merlin

doi:10.1057/palgrave.jt.5740106

Cited by 9 publications

(6 citation statements)

References 26 publications

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“…Most of the references identified on EBSCO studied relationship marketing as a marketing practice employed by small and medium enterprises [SMEs] (Coviello, Winklhofer, and Hamilton. 2006, Goff et al 1998, Hutman and Shaw 2003, Zontanos and Anderson 2004, examining for example the owner's attitude to the concepts of segmentation, targeting, and relationship marketing (Wright, Martin, and Stone, 2003) or the skills needed by the entrepreneurial small firm owner for effectively using the Internet to manage its customer relationships (McGowan, Durkin, Allen, Dougan, and Nixon, 2001). Robert (1996) studied SMEs through inter-firm cooperation as a condition of small-firm success, as in the activity-actors-resources concept used by the IMP Group (Hakansson and Snehota, 1995).…”

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confidence: 99%

Very Small Enterprises as Professional Customers: a Qualitative Study

Delécolle¹

2011

IBR

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This paper discusses the findings of a qualitative study carried out in the French automotive, building-trade and hairdressing sectors about relationship expectations and behaviors of very small enterprises (VSE). While VSE represent more than 90% of European enterprises, little research has been done on these business customers. Defining VSE characteristics and the interest of relationship marketing to study this target, this research sheds lights on VSE buying behavior. The results of the qualitative study allow us to propose a relationship marketing model for the VSE of each sector and to identify relationships key components for this target (interpersonal, brand and offer). The paper concludes with a cross-sector model insisting on the necessity to develop our knowledge of individual characteristics of the VSE owner/manager as an area of future research

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confidence: 99%

Very Small Enterprises as Professional Customers: a Qualitative Study

Delécolle¹

2011

IBR

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“…For example, Tomkiewicz, Bass, Adeyemi-Bello, and Vaicys (2001) found that African Americans perceive themselves as being less qualified to be managers than other racial groups, and such perceptions influence their behavior in both seeking managerial jobs and their performance in such jobs, thus, relatively few African Americans hold higher level managerial jobs. Wright, Martin, and Stone (2003a) looked at the issues faced by small ethnic minority businesses, their entrepreneurship orientations, their efforts at nurturing and managing relationships in building their businesses, and their attitudes to targeting their products and services. Chrisman, Chua, and Steier (2002) tested how dimensions of national culture affect entrepreneurs' collective perceptions of the business environment and the performances of newly created firms in the United States.…”

Section: (C) the Influence Of Attitudes And Perceptionsmentioning

confidence: 99%

Multi-Ethnic Workforce and Business Performance: Review and Synthesis of the Empirical Literature

Shoobridge¹

2006

Human Resource Development Review

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This article provides an updated review and synthesis of the empirical literature of the determinants of business performance, and discusses directions for future research aimed at developing better theories and advancing knowledge of the specific influence of ethnic minorities on firm financial achievements. The review is intended to overcome the weaknesses in previous reviews by focusing exclusively on studies that concentrate on ethnic minority–related determinants of business performance. This article suggests that future research should take a more holistic approach to analyzing the impact of a multicultural workforce on the performance of medium-sized enterprises (SMEs). This article proposes a tentative research model that links six different ethnic-related concept groups directly to the financial and export performance of the firm.

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“…This has not only highlighted the importance of social embeddedness in the ethnic entrepreneurship but also provided strong evidence that the different ethnic groups are embedded in different “enterprise cultures”—with different meanings, values, and attitudes towards entrepreneurship and different supportive environments that influence the availability of entrepreneurial resources. Despite a significant number of comparative studies on different ethnic groups that focus on aspects such as finance (Godley, ; Smallbone et al, ), resources and opportunity (Teixeira, ), attitudes (Wright, Martin, & Stone, ), and networks (Ram, ), there remains a lack of attention on the interrelationship between the different factors and the individuals in the different ethnic groups. It is argue that a process‐oriented enterprise culture perspective may have the potential to shed new light to aid the understanding of EMBs.…”

Section: Ethnic Minority Entrepreneurshipmentioning

confidence: 99%

Understanding U.K. ethnic minority entrepreneurship from an enterprise culture perspective

Lam

Harris

Yang

2019

Journal of Public Affairs

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Objectives: This paper is aimed at examining the enterprise culture within different ethnic groups (i.e., the enterprise subcultures) in the United Kingdom. The research aims to investigate the interplay between individuals and their institutional context (especially social and cultural context) and how the different institutional contexts then shape the different enterprise cultures, leading to differentiated ethnic business characteristics and consequently different levels of entrepreneurial activity in different ethnic communities.Prior work: Unequivocal evidence shows that certain ethnic groups display higher levels of entrepreneurial activity than their White counterparts. Despite the large amount of work that has been dedicated to ethnic minority entrepreneurship, there is a lack of coherent conceptual and analytical framework that addresses the links between different factors contributing to ethnic minority entrepreneurship. This paper takes forward the available empirical evidence and theoretical constructs into a conceptual and methodological framework to aid understanding of ethnic minority entrepreneurship.Approach: A process-oriented research framework to investigate the enterprise culture within different ethnic groups (i.e., the enterprise subcultures) is proposed rather than one oriented primarily towards the differentiation of characteristics.Results: A large-scale national survey in the United Kingdom is adopted. The findings of the quantitative fieldwork will form the central part of this paper.Implications: Understanding how and why certain ethnic groups are more entrepreneurial may assist the different parties in different ways. First, learning from the more entrepreneurial subcultures may contribute to the development and implementation of more effective public policies and efficient service delivery programmes.Second, advancing understanding of ethnic communities helps to support more informed decisions by policymakers and local support agencies through improved anticipation and greater understanding of responses. Third, it helps entrepreneurs and potential entrepreneurs to have a better understanding of the nature of their perceived barriers and constraints by demonstrating potential solutions successfully employed by other subcultures.Value: The conceptual and methodological development of this study has the potential to build the link between relevant parties and pave the way forward for ethnic entrepreneurship research.

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Exploring the characteristics, attitudes to targeting and relationship marketing of small ethnic minority businesses

Cited by 9 publications

References 26 publications

Very Small Enterprises as Professional Customers: a Qualitative Study

Very Small Enterprises as Professional Customers: a Qualitative Study

Multi-Ethnic Workforce and Business Performance: Review and Synthesis of the Empirical Literature

Understanding U.K. ethnic minority entrepreneurship from an enterprise culture perspective

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