Reflection on MOA

The report reflects on the process, journey, and contribution to MOA, provides recommendations for the future, and discusses personal interaction with the firm. It explores the concept of entrepreneurial marketing and its impact on small and medium enterprises. The study also examines the marketing practices of Small and Medium Enterprises and their fit with the description of Entrepreneurial Marketing.

Running head: REFLECTION ON MOA
REFLECTION ON MOA
Name of the Student
Name of the University
Author note

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Executive Summary
The report is based on the individual portfolio of evidence and the narrative reflecting that is
mainly focused on the MOA or for that matter, the marketing of entrepreneurial business.
Broadly, it has discussed about the process, my own journey of setting up everything and my
contributions towards MOA. Secondly, it discussed about the specific recommendations that I
would give on the future based on MOA. Suggestions that would have value in futuristic sense.
Lastly, the report discussed about my personal interaction with the firm in the international
challenge.

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Table of Contents
a) Process, journey and contribution to MOA.................................................................................3
b) Recommendations.......................................................................................................................5
c) Interaction with the firm..............................................................................................................8
References......................................................................................................................................11

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a) Process, journey and contribution to MOA
Marketing, depends on how apparently you redefine it, it has become the most aggressive
way that several firms distinguish themselves. The process starts with, as you notice, marketing’s
biggest role is effecting how my product and services are perceived by my target customers
(Turner and Pennington 2015). Because it is the purpose of the business to prepare the
customer’s mind, the business enterprise has two consecutive base functions, marketing and
creativity. Here my journey begins with Marketing and its possible outcomes. Marketing is the
most distinguished service, heart of the organisation, and finding the uniqueness of the business
(Ablo and Overå 2015). Entrepreneurial marketing is that effective tool which every manager
requires to put their product and service offerings perceived as more valuably than the prevalent
competitions by targeted segments in the market. Marketing strategies and business policies help
sorting the development of these offerings that the market demands, help to target the right
customers, get that product and service to the customers, and to help ensuring that the target
customers have the incremental value of the services best ever than the competitors and shall pay
for that extra value. During my journey what I believe is Marketing is very important, in its
methodical role of aimed at developing, producing, and selling of products and services
according to customer demands. I witnessed that positioning, and the combination criteria of
segmentations and differentiations, are that real part of business what makes self-ventures
economically successful and offer the base for sustainable core competitive advantage (Turner
and Pennington 2015). Entrepreneurial marketing has started to make resources that supports
marketing to go far as possible, spending every money that is used for marketing to make it
profitable. I shall show how to create balanced effect incremental for lifetime profit with more
effective by marketing activities such as the sales force advertisings, promotions, and public

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relations etc. I will also reflect how marketing has adaptive experimentation as an efficient way
to measure the increased revenue and increased costs of several marketing phenomena (Roy
2016). Many workers feel they need to decide once and for everyone to the best to enter markets.
The response of market place seldom is very hard to anticipate. Many a times, it is better to go
for different ways of entering the market, measure the increased effect of every process, and then
find the best. To find out new entrepreneurial marketing tactics for increasing profits, and
sustaining core competitive advantages for coming years. Based on Entrepreneurial Marketing,
mentioning new companies which are renovating marketing today, and highlighting new
approaches for protecting resources and promoting my services (Roy 2016). I had found out
powerful best practices for social, PR, promotion, advertising, and many more techniques for
getting close to the customers, reducing undertaking and retention cost, rewarding positioning
and differentiation. The best competitive marketers has new or exclusively revised plans of:
 Social media and advancements as an external factor.
 Advanced societal marketing tactics
 Have locus of control over micromarketing
 How to provide my customer's excess migration to minimum
 Marketing and sales, and customer relationships with communities
 Marketing to registered enterprise
 New approach to increase customer retention and strengthening
 Financing your marketing: cost effective ways to establish value, including crowdfunding
Lean Startup, for quickly building and testing concepts and companies, and accelerators
(Adam, Jizat and Nor 2016).

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The major objective is to share the group process and journey of the entrepreneurial marketing
practices in the small and medium scale enterprises. Therefore, the study will reflect whether
actual marketing practices of Small and Medium Enterprises are fit for the description of
Entrepreneurial Marketing or that of traditional marketing.
b) Recommendations
It therefore makes sense that marketing should be observed not from a single viewpoint
but from several academic, practitioner and researcher, reflecting perhaps the different
applications of the discipline to suit specific proactive requirements. For example found that EM
processes can be used strategically to foster entrepreneurship within marketing processes,
building and reviewing competitive advantage in large firms. All these bring into focus the
dimensions of EM. Morris, et al. (2002) developed seven core dimensions of entrepreneurial
marketing. These are opportunity-driven, pro-activeness, innovation–focused, customer intensity,
riskmanagement, value creation and resource leveraging. These core dimensions distinguish
entrepreneurial marketing firm from administrative marketing. In their study of 59 firms in
Sweden and USA, exhibit a different strategic orientation, commitment to opportunities,
opportunity recognition mechanisms, control of resources and management of structure. For
example, non-EM oriented firms would tend to use formal market research while EM firms tend
to rely on experience, immersion and intuition (Wang and Xiao 2017). Further, EM firms are less
constrained by budgets and have adaptive strategies, whereas non EM firms are more oriented to
using budgets and top-down corporate planning driven by financial metrics. In looking at EM as
an interface between entrepreneur and marketing, this paper agreed with, that entrepreneurship
researchers can benefits a lot from more sophisticated marketing concepts and methods and that
much value can be derived from looking to the marketing discipline in performing

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entrepreneurship research. The management of entrepreneurial marketing revolves around the six
dimensional entrepreneurial characteristics, namely: change-focused, innovation, speed in
decision making, intuition, informality and networking, according to. However, posit seven
dimensional components core to entrepreneurial marketing (Kuratko, Hornsby and Hayton
2015). This study will adopt the seven dimensional components of, to assess the practices of the
entrepreneurs under study. Entrepreneurial Marketing (EM) is an amalgamation of two distinct
management areas. Existing as distinct disciplines, marketing and entrepreneurship have evolved
to capture many aspects of marketing that are often not explained by traditional marketing
concepts and theories. An early definition of entrepreneurial marketing was offered by as the
Proactive identification and exploitation of opportunities for acquiring and retaining profitable
customers through innovative approaches to risk management, resource leveraging and value
creation. Incorporating the latest American Marketing Association (AMA) definition of
marketing, extend this by proposing that entrepreneurial marketing (EM) is a spirit, an
orientation as well as a process of passionately pursuing opportunities and launching and
growing ventures that create perceived customer value through relationships by employing
innovativeness, creativity, selling, market immersion, networking and flexibility” From the
above definitions, entrepreneurial marketing which is the practice and acts of entrepreneurs is a
mindset and does not conform to the formal marketing practices (Minelli and Morelli 2018). It is
proactive and change-focused, introducing changes not reacting to it. It is the marketing of small
firms and growing them through entrepreneurship. A brand of marketing practiced by the owner-
managers of SMEs is entrepreneurial marketing in action. Since there are many different
conceptualizations for entrepreneurship and marketing therein exists myriads of definitions for
entrepreneurial marketing (Ehst et al.2018). On the one hand, identify a stream of usage in which

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the term refers to marketing activities in firms that are resource–constrained and hence apply
marketing in an unsophisticated and personal way. Thus by extension there are collections of
research work describing the unplanned, non-linear visionary marketing actions of the
entrepreneur as EM. The table below contains some definitions of EM, which are considered
appropriate for presentation. From the reviewed literature, two standpoints emerged: - namely
the definitions that see EM quantitatively as an aspect of the firm as marketing for small
enterprises, and the second one highlights the qualitative aspect of EM by defining it as
marketing with an entrepreneurial spirit. These can be seen as two sides of the same coin, as the
quantitative characteristics (smallness and newness) seems to be a context which favors’
marketing activities which are driven by an entrepreneurial spirit, that is innovative, risk-
management and pro-activeness-qualitative characteristics. An entrepreneur is an out-of-the-
envelope marketer, a non conformist, who has an instinct for survival. He is a risk-taking
business person, change-agent and a solution provider to his target customers. An entrepreneur
personifies the “small is beautiful” concept. Even though the beginning is small, extensive and
appreciable growth is possible and is usually attained as time passed by. Conversely, marketing
concepts are change-focused, but in a more orderly structured way. Entrepreneurship is a
mindset oiled by the marketing concepts in providing solutions to customers needs-
entrepreneurial. Drucker developed these earlier ideas by defining an entrepreneur as someone
who searches for change but responds to it in an innovative way, exploiting opportunity. He thus
made innovation a necessary part of entrepreneurship. Others have taken up this theme of
entrepreneurship as a process, an action – oriented managerial style which takes innovation and
change as the focus of thinking and behavior. Essentially, marketing orientation can exist
independently and does not always need aspects of entrepreneurial orientation such as tendency

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to be innovative, accept risks and act in a proactive manner. propose that an entrepreneurial
orientation can be developed depending on the dynamics of the environment.
c) Interaction with the firm
In my interaction with the firm founded in 1970, the company MPO Fenêtres was the first
company in the PVC/carpentry sector to provide a customized service. Somehow, during that
time, a very little knowledge was there about PVC, carpentry and double-glazing technology.
These markets are still in the infancy (Jeng and Hung 2019). It took around ten years, and two oil
crises for the PVC window market to really take off a flight. The commercial policy of EDF (the
French public energy provider) during that time favored the development of this product,
encouraging investors to push for all electric installations, which would, according to the
manufacturer, requires better insulation of public buildings to reduce heat loss. Despite MPO
Fenêtres’s experiences financial losses since the formation of the company in 1978, the managers
decided to invest in new office and production buildings (Borghoff 2018). From 1970 to 1997,
MPO Fenêtres’s products were rather basic. Two new product ranges were then offered by the
company, a range of high quality windows made of aluminium and wood and windows featuring
super heats with an improved insulation value, made of aluminum with a thermal break. These
additions to its product range were introduced in line with the company’s desire to widen its
target market. These two new product categories now account for 10% of the company’s
turnover. MPO Fenêtres initially specialized in public and collective markets. However, from
1995 onwards it developed its sales to individual consumers (Kim 2015). The public market
today accounts for about 60% of the company’s turnover, while the consumers market accounts
for the remaining 40%. There are 200 employees working for the company, and turnover is over
35 million. Significant growth has occurred over the last decade. The company is constantly on

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the lookout for technical and technological innovations, both of which are well represented in its
range of low thermal coefficient products. Further the high requirements of the company in terms
of the quality of materials, assembly, and installation exceed the market standard (Dubois 2016).
This allows the company to offer its customers products at the forefront of innovation, a key
success factor in this industry. Incidentally, this is one of the four founding values of the
company, together with perfectionism, cheerfulness within the company, and honesty with all
company’s stakeholders. A survey conducted by the UFME among stakeholders (designers,
window manufacturers, outlets and installers) reveals the following. In 2010, the French window
market suffered a decline of 4% compared to 2009 with a value of about 9 billion. The market
was at its historical highest in the year 2005-2006, with 12.3 million windows sold, following a
steady increase in the global market of about 4% per year between 2000 and 2006 (García-
Rodríguez et al. 2017). The overall volume of sales in 2010 shows that more than 11 billion
windows were sold. Among these, only 5% were imported: this is because the carpentry sector
remained unaffected by the massive industrial relocations occurring in recent years. Local
production is an important factor: most consumers prefer to buy from local companies and
artisans (Carayannis, Samara and Bakouros 2015). Almost all components of windows sold in
France are produced in the European Community. Indeed, as consumer preferences vary greatly
from one country to another, it is very difficult to market a standard product globally, which
partly explains the customisation this phenomenon. In addition, over 90% of windows are
custom made, which further limits the importation of materials.

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References
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entrepreneurship: how the motivation, opportunity, and ability to act affect firm knowledge,
learning, and innovation. Small Business Economics, 45(2), pp.447-463.
Kuratko, D.F., Hornsby, J.S. and Hayton, J., 2015. Corporate entrepreneurship: the innovative
challenge for a new global economic reality. Small Business Economics, 45(2), pp.245-253.
García-Rodríguez, F.J., Gil-Soto, E., Ruiz-Rosa, I. and Gutiérrez-Taño, D., 2017.
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adaptability and protean attitude. Organizing in the shadow of power.

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