Innovative marketing in SMEs

O’Dwyer, Michèle; Gilmore, Audrey; Carson, David

doi:10.1108/03090560910923238

Cited by 212 publications

(213 citation statements)

References 67 publications

Supporting

Mentioning

181

Contrasting

Unclassified

Order By: Relevance

“…According to O'Dwyer, Gilmore and Carson [48], business operators, managers and owners working in newly established enterprises must have the ability to determine what portion of their sales should be kept in cash, what purchases should be made in order to secure enough stock, when such stock must be ordered and purchased, how much opening stock is needed, how much capital is required, how much loan is needed for operational requirements and needs, where such loans should be obtained, the rate at which loans should be raised, the list of routine daily, weekly and monthly expenses, ways and means of reducing such expenses, fees paid for employees in exchange for their labour-related services, how much monthly salaries should be paid out to employees, and how marketing should be done to potential customers. According to O'Donnell [49], it is essential to have adequate information on the cost of similar goods and services by rival business operators.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

View full text Add to dashboard Cite

The paper is based on a 5-year follow-up study (2007 to 2012) of a random sample of 349 small business enterprises that operate in and around the city of Pretoria in South Africa. Data were gathered from each of the businesses on socioeconomic factors that were known to affect the long-term survival of small businesses. The objective of the study was to identify and quantify key predictors of viability and long-term survival. Pearson's chi-square tests of associations, binary logistic regression analysis and the Cox Proportional Hazards Model were used for screening of variables, and for estimating odds ratios and hazard ratios of key predictors of viability and long-term survival. The study found that 188 of the 349 businesses that took part in the study (54%) were not viable, and that the long-term survival and viability of small businesses were adversely affected by lack of entrepreneurial skills, lack of supervisory support to newly established businesses, and inability to operators running newly established businesses to acquire relevant vocational skills.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

View full text Add to dashboard Cite

show abstract

“…Owner-managers are therefore focussed more on the "here and now" in marketing planning, intuitively assessing short-term achievements and learning experientially by doing (derived from the accumulated knowledge of doing business: Clarke et al, 2006) as opposed to thinking ahead and developing longer-term marketing objectives due to time, expertise and resource constraints (Armario et al, 2008;Blankson et al, 2006;Clarke et al, 2006;Lewis et al, 2007;O'Dwyer et al, 2009;Liberman-Yaconi et al, 2010). This differs from the formalized forward marketing planning favored by senior managers in larger firms.…”

Section: Small Business Momentioning

confidence: 99%

“…It is the unique nature of small businesses that shapes and dictates the manner in which their marketing is performed (Nieto and Santamaria, 2010). Their smaller size is a significant factor influencing marketing planning processes (Gilmore et al, , 2006O'Dwyer et al, 2009). Their size gives them relatively little impact in terms of modifying their environmental surroundings and makes them dependent on a small consumer base ( Jones et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

Marketing planning and digital customer loyalty data in small business

Donnelly

Simmons²,

Armstrong

et al. 2012

Marketing Intelligence &Amp; Planning

View full text Add to dashboard Cite

Purpose -Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies that larger firms with formal marketing planning approaches will be more able to leverage it, structured as it is within a formalized statistical format. Small business literature on the other hand emphasizes their more informal approach to marketing planning. The purpose of this paper is to consider, for the first time, the potential relationship between retailer loyalty card marketing intelligence and small business market orientation. Design/methodology/approach -A conceptual model is developed which diagrammatically interprets how retailer loyalty card marketing intelligence can relate to small business market orientation. Propositions provide a basis for further discussion with applied and research implications. Findings -A pertinent aspect of the conceptualization is the role of small business owner-manager insight and intuition within an experiential learning context. A complementary relationship is posited in the leveraging of retailer loyalty card marketing intelligence to enhance small business market orientation, which with higher levels of entrepreneurship orientation can lead to positive organizational outcomes, such as facilitating more successful and informed engagement with larger suppliers. Originality/value -The paper addresses the increasing pressure small businesses face in dealing with retailer loyalty card marketing intelligence. Generally, literature has yet to adequately address marketing planning implications for firms. The informal/formal tension when considering small businesses presents a particularly interesting area of conceptual development, integrating market orientation literature and also recent developments which point to interaction between market and entrepreneurship orientations. This paper therefore provides a basis for a new small business research agenda in an area which is highly topical and important, with a synthesis of the extant literature in developing a conceptualization and propositions. The conceptualization and propositions can facilitate the development of new research and thinking in this potentially fruitful area of future enquiry.

show abstract

“…SMEs, often managed by technical people, usually adopt simplified marketing strategies because of lack of resources, skills [2], and marketing expertise [4]. Thus, marketing strategies are in some cases based on managers' decisions or personal preference, instead of a strategic and objective assessment of the environment [5].…”

Section: Literature Reviewmentioning

confidence: 99%