Entrepreneurial Marketing in SMEs: A Critical Analysis Report

This report delves into the realm of entrepreneurial marketing, specifically focusing on its application within Small and Medium Enterprises (SMEs). It begins with an introduction to the significance of marketing in the current global business landscape, followed by a comprehensive literature review of relevant theories and concepts. The report then explores the distinguishing features of the marketing environment for SMEs, highlighting key operational challenges such as resource limitations and the need for consistent marketing efforts. A critical analysis of 'standard' marketing theory is presented, contrasting it with the unique requirements of entrepreneurial marketing. The report further examines employability and changemaker skills, emphasizing the importance of word-of-mouth and innovative marketing strategies. It concludes by summarizing the key findings and offering insights into how SMEs can leverage entrepreneurial marketing to achieve success in a dynamic market environment. The report provides valuable information for students and professionals seeking to understand and implement effective marketing strategies for small businesses.

ENTREPRENEURIAL MARKETING IN SMEs

Table of Contents
Introduction......................................................................................................................................2
Literature Review............................................................................................................................2
Entrepreneurial Marketing in SMEs................................................................................................3
Distinguishing Features of Marketing Environment...................................................................3
Key Marketing Operational Issues..............................................................................................4
Critical Analysis of ‘Standard’ Marketing Theory......................................................................5
Employability and Changemaker Skills..........................................................................................6
Word of Mouth:...........................................................................................................................6
Innovative Marketing:.................................................................................................................6
Conclusion.......................................................................................................................................7
References........................................................................................................................................9
1

Introduction
In the current global context of business interactions, marketing has secured the highest position
as an influencing element in the success of organizations. With globalization and technological
developments, the world market has doubled in size with open or limited business interactions
between various countries. With the sudden boom in business communications, many new
industries have sprung up along with hundreds of small and medium-sized enterprises coming up
every day. The sudden increase in new and developing enterprises has created further more
competition amongst the business-holders. New and innovative techniques for marketing have
been theorized to enhance competitiveness and ensure survival in the face of dynamic market
environments.
This report aims to investigate and critically analyze the various theories, tools and techniques of
entrepreneurial marketing, especially in the case of SMEs. By a thorough understanding of the
various entrepreneurial concepts and practices, this paper aims to establish the various ways
entrepreneurial marketing can influence the success of a business organization.
Literature Review
This paper has been established on the basis of an extensive literature review based on the
theories and concepts of entrepreneurial marketing and study of business performance of various
organizations. According to (Nikfarjam and Zarifi 2015), the rapidly changing marketing
conditions press the need to bring about a creative and innovative approach to marketing that
would be inclusive and considerate of the changing technological needs, depletion of resources
and global financial crisis. Not only the large-scale business operations, the small and medium-
sized enterprises, new start-ups and even governmental organizations need to adopt
entrepreneurial marketing, which focuses on the entrepreneurship skills of an organization, in
order to make itself sustainable against the test of time. Since the constant aim of businesses is to
derive more value from their operational processes, it is important to ensure that the available
resources are put to best use in order to retain maximum value, or even create more value in the
process.
According to (Ponelis 2015), entrepreneurial marketing has proven to be one of the most
essential elements for the survival of small and medium-sized enterprises (SMEs), as they face a
2

constant struggle against the bigger Companies and their powerful marketing strategies. By
carrying out an exhaustive research of various interviews, documentaries and content-analysis,
the paper determined that the necessity of entrepreneurial marketing differs with the different
sizes of organizations. Networking has been identified as one of the most influential factors that
determine the success of various entrepreneurial responsibilities. The study proposes an
integrated approach to marketing that would be more inclusive of the various factors that play
active role in influencing marketing operations.
According to (Spigel 2017), the characteristics of a business organization, like its age, size and
founder, are directly connected with its entrepreneurial behaviors. The study conducts extensive
personal interviews of business owners or entrepreneurs, in order to produce a ground work for
their characteristic patterns. Using a multi group CFA, the collected data was analyzed and
found that only a firm’s age and size, and not the founding status if its owner, is responsible for
impacting the organization’s entrepreneurial behaviors. As established by the information
provided in this paper, the relationship shared between entrepreneurial behavior and firm
characteristics are much more complex and intricate than they appear. As per (Jong et al. 2015),
the concept of entrepreneurial behaviors cannot be measured through the characteristics of a firm
alone; rather, aims to identify and analyze the entrepreneurial management behaviors through
analyzing latent variables identified from extensive surveys.
Entrepreneurial Marketing in SMEs
Distinguishing Features of Marketing Environment
There are particular distinguishing features that separate small-scale business enterprises from
the rest of the organizations (Kozlowski and Matejun 2016). In order to critically understand the
entrepreneurial behaviors of SMEs, it is essential to first understand their distinguishing
characteristics, which further determine the entrepreneurial behaviors. The specific
characteristics of SMEs are briefly discussed as follows:
Low Income/Profit: The revenues of SMEs are relatively much lower than large-scale
organizations. The focus of the organization might not be profit-maximization and might focus
on expanding the business by producing more value through their operational processes.
According to (Aghion et al. 2015), lower revenue does not always mean lower levels of profit;
rather, the organization may decide to invest in further technological advancements or newer
3

tools and accessories, which would bring down the costs of production while retaining the value
of production.
Small Employee-body: Another important characteristic of small scale business organizations is
the small body of employees, as compared to the larger ones. Many small-scale firms are run
individually or with less than 100 employees. At an initial stage of business, the small scale or
developing organizations cannot afford to hire large bodies of employees and are generally
characterized by small employee bodies.
Area of Market: The market areas of SMEs are comparatively much smaller than the other
large-scale organizations. SMEs often cater to respective communities or localities (Carraher,
Welsh and Svilokos 2016). Therefore, the concept of small-scale firms is to look after small
scale activities and market areas that are almost inaccessible by the larger corporations.
Ownership of Enterprise: An essential characteristic of small-scale business organizations is
that they do not conform to the corporate structure of large-scale business organizations
(Campos, Goldstein and McKenzie 2015). Since the small business firms mostly work as sole-
proprietorships or partnerships, these organizations are characterized by the greatest degree of
managerial governance that removes the need for a corporate business registration.
Key Marketing Operational Issues
As the entrepreneur of a small-business firm, there are multiple challenges faced regularly, like
shortage of funds, hiring the best employees, reducing cost of production and more. In order to
sustain the small-scale business firm in a highly competitive market, it is essential to have a prior
idea regarding the various challenges that are faced by small-scale enterprises, especially in
operational processes (Flynn, McKevitt and Davis 2015). The key operational issues that are
faced by small-scale firms, in the process of marketing, are briefly discussed below:
Lack of resources: One of the biggest challenges faced by small-scale enterprises is the lack of
available resources, including financial resources like funds, external investments, etc. Due to
small size of operational processes, these organizations have lesser access to resources (Lonial
and Carter 2015). This also includes lack of funds to hire enough employees for the organization.
Consistency in marketing activities: Another challenge faced by small-scale industries is the
need to keep up the consistency of marketing activities, which is extremely important in order to
survive the acute competitiveness of this globalized market (Karadag 2015). Maintaining a
consistency in marketing activities and keeping them relevant with the changing business
4

conditions of the Company is a necessity as well as a major challenge for most small-scale
organizations.
Meeting consumer expectations: Another major challenge faced by the small-scale firms is the
need to satisfy consumer-expectations and needs, with the available resources and funds. With
huge technological advancement and shift in consumer-demand, it has become a rising challenge
for small-scale firms to satisfy consumer-demands.
Critical Analysis of ‘Standard’ Marketing Theory
A standard marketing theory emphasizes the need to investigate and analyze the various business
environmental factors that have a direct impact on the operational processes of an organization.
The specific business factors that have direct influence on organization’s performance can
broadly be divided into two major parts, the internal organizational environment and the external
organizational environment. The internal organizational environment focuses on the internal
environment of a particular firm, taking into account characteristics like, organizational
communication, employee satisfaction, available resources, economic stability, consumer
demand and more. On the other hand, the external organizational environment refers to the
external industry factors of the firm that play an important role in influencing the Company’s
operational processes (Inglehart and Norris 2016). The external factors of an organization
include the political, economic, technological, environmental, legal and sociological elements of
the particular market environment, which play a vital role in determining the organization’s
performance and success in the given locality (Bruns-Smith et al. 2015).
Various tools, techniques and theories have been developed to bring about an appropriate
comparison and measurement of business factors, which can further help in reducing their
exposure to detrimental elements. The various management tools include the SWOT Analysis,
PESTEL Analysis, Porter’s Five Forces Analysis, Balanced Scorecard Analysis and many more.
Each of these techniques has been devised for various organizations with their respective
characteristics. The selection of each technique must consider the various needs and
requirements of the particular organization in order to know which would suit best. A ‘Standard’
marketing theory emphasizes on the need to have a conclusive and well-researched marketing
plan, exclusively based on the needs and requirements of the small-business in concern.
According to the requirements of the concerned firm, the entrepreneurial management team
would be responsible for the improvement of the organization. A critical analysis of the
5

Company’s external and internal factors would help in identifying the particular strengths,
weaknesses, opportunities and threats of the organization, which can help in controlling the dire
effects and utilizing the strengths for even better outcome.
Employability and Changemaker Skills
The two best management practices that can be inculcated in an organizational setup are briefly
discussed below:
Word of Mouth:
The main aim of the small-scale organizations is to minimize risks to business by implementing
specific skills and abilities, and following a particular business practice. The employability and
Changemaker skills emphasize on the need to grow leadership and entrepreneurship qualities that
would help the organization to survive the test of time. Word of Mouth (WOM) is one of the
strongest and most influential marketing techniques that imposes minimum costs and allows
more space for entrepreneurs to invest on other requirements. Most entrepreneurs waste a
significant amount of time and capital on advertising and promotional campaigns, yet fail to
understand how Word of Mouth influences customer choices and preferences, especially from
trusted sources. WOM is exemplary for organizations that function on limited capital and can
prove to be a powerful tool for entrepreneurial marketing in SMEs (Littlewood and Holt 2018).
Positive reviews and suggestions from trusted customers of a Company can be utilized to reach
out to multiple other potential customers, as well as gain a primary level of trust and confidence
in the organization. However, one of the major risks of this technique is that entrepreneurs can
never have control over the reviews of existing customers.
Word of Mouth Marketing (WOMM) emphasizes on the organic ways to spread out the
organizational processes and reaching out to a multiplied number of customers (Karadag 2015).
It specifically uses the various components of viral marketing, for example the carry forward of
information of value, via natural channels like sharing experiences or discomfort of various users
and potential buyers. The most important element of WOMM is that it is completely free of cost
and does not add to the tight organizational budget.
Innovative Marketing:
As a new approach to business management and sustainability, the Changemaker and
employability skills have been regarded as most important in the process of entrepreneurial
6

management. It exclusively stresses on creative and innovative thinking, problem-solving,
decision-making and other such core activities. According to (Thompson-Whiteside, Turnbull
and Howe-Walsh 2018), by inculcating specific leadership qualities and practices, not only will
the firm be clearer about their expectations from employees but also would be able to control
them in a systematic fashion. One of the important tools of entrepreneurial is Innovative
Marketing, which essentially emphasizes on the need to incorporate required amendments and
changes in the organizational processes, in order to fit it best with the existing business
conditions of the industry and market. Innovative Marketing is not just finding creative ideas for
solving organizational issues, but also includes making necessary improvements in the quality of
products and services offered, understanding the current demand of the consumers and
implementing necessary innovations in the marketing processes, in order to retrieve best results
(Johnson 2015). In a constantly dynamic business environment it is absolutely necessary to keep
monitoring the marketing processes and its impacts on organizational performance, in order to
clearly understand its particular lacks and modify them accordingly.
One of the most important elements of marketing, especially in Small-Medium sized Enterprises
is innovation skill. In a perfectly competitive and dynamic environment, innovation is the only
technique that leads to ground-breaking results, uniting the organization’s goals with its
capabilities (Aghion et al. 2015). Innovation can be brought in to several dimensions including
digital innovation, cost-saving innovation, technological innovation and many more.
Conclusion
To conclude, entrepreneurial marketing is extremely necessary, especially in case of developing
small and medium-scale organizations, in order to survive the acute competition in the
international business market. Entrepreneurial Marketing focuses on an integrated approach to
marketing that considers and analyzes various social, economic, political and cultural factors and
then provide applicable ways to solution. With the help of an exhaustive literature review, this
paper has aimed to discuss in detail the relationship of SMEs with the Entrepreneurial Marketing
practices or behaviours. The various operational issues of SMEs include lack of resources and
financial abilities and therefore, entrepreneurial marketing is even more necessary as it
emphasizes on reducing costs of production while adding to value-creation.
7

Finally, the research has recommended two most essential practices or methods that help in
nurturing entrepreneurial marketing skills in SMEs.
8

References
Aghion, P., Cai, J., Dewatripont, M., Du, L., Harrison, A. and Legros, P., 2015. Industrial policy
and competition. American Economic Journal: Macroeconomics, 7(4), pp.1-32.
Bruns-Smith, A., Choy, V., Chong Ph D, H. and Verma Ph D, R., 2015. Environmental
sustainability in the hospitality industry: Best practices, guest participation, and customer
satisfaction.
Campos, F., Goldstein, M. and McKenzie, D., 2015. Short-term impacts of formalization
assistance and a bank information session on business registration and access to finance in
Malawi. The World Bank.
Carraher, S.M., Welsh, D.H. and Svilokos, A., 2016. Validation of a measure of social
entrepreneurship. European Journal of International Management, 10(4), pp.386-402.
Flynn, A., McKevitt, D. and Davis, P., 2015. The impact of size on small and medium-sized
enterprise public sector tendering. International Small Business Journal, 33(4), pp.443-461.
Inglehart, R. and Norris, P., 2016. Trump, Brexit, and the rise of populism: Economic have-nots
and cultural backlash.
Johnson, M.P., 2015. Sustainability management and small and medium‐sized enterprises:
Managers' awareness and implementation of innovative tools. Corporate Social Responsibility
and Environmental Management, 22(5), pp.271-285.
Jong, J.P.D., Parker, S.K., Wennekers, S. and Wu, C.H., 2015. Entrepreneurial behavior in
organizations: does job design matter?. Entrepreneurship Theory and Practice, 39(4), pp.981-
995.
Karadag, H., 2015. Financial management challenges in small and medium-sized enterprises: A
strategic management approach. EMAJ: Emerging Markets Journal, 5(1), pp.26-40.
Kozlowski, R. and Matejun, M., 2016. Characteristic features of project management in small
and medium-sized enterprises.
Littlewood, D. and Holt, D., 2018. Social entrepreneurship in South Africa: Exploring the
influence of environment. Business & Society, 57(3), pp.525-561.
Lonial, S.C. and Carter, R.E., 2015. The impact of organizational orientations on medium and
small firm performance: A resource‐based perspective. Journal of Small Business
Management, 53(1), pp.94-113.
9

Nikfarjam, A. and Zarifi, S., 2015. Exploring the effects of entrepreneurial marketing factors on
SMEs. Uncertain Supply Chain Management, 3(4), pp.333-338.
Ponelis, S.R., 2015. Using interpretive qualitative case studies for exploratory research in
doctoral studies: A case of Information Systems research in small and medium
enterprises. International Journal of Doctoral Studies, 10(1), pp.535-550.
Spigel, B., 2017. The relational organization of entrepreneurial ecosystems. Entrepreneurship
Theory and Practice, 41(1), pp.49-72.
Thompson-Whiteside, H., Turnbull, S. and Howe-Walsh, L., 2018. Developing an authentic
personal brand using impression management behaviours: Exploring female entrepreneurs’
experiences. Qualitative Market Research: An International Journal, 21(2), pp.166-181.
10