Marketing Intelligence & Planning

SME marketing in practice

Audrey Gilmore, David Carson, Ken Grant,
Article information:
To cite this document:
Audrey Gilmore, David Carson, Ken Grant, (2001) "SME marketing in practice", Marketing Intelligence & Planning, Vol. 19
Issue: 1, pp.6-11, https://doi.org/10.1108/02634500110363583
Permanent link to this document:
https://doi.org/10.1108/02634500110363583
Downloaded on: 17 October 2017, At: 01:17 (PT)
References: this document contains references to 18 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 20099 times since 2006*
Users who downloaded this article also downloaded:
(1985),"The Evolution of Marketing in Small Firms", European Journal of Marketing, Vol. 19 Iss 5 pp. 7-16 <a href="https://
doi.org/10.1108/EUM0000000004739">https://doi.org/10.1108/EUM0000000004739</a>
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

(2006),"Marketing in small and medium sized enterprises", International Journal of Entrepreneurial Behaviour
&amp; Research, Vol. 12 Iss 6 pp. 361-387 <a href="https://doi.org/10.1108/13552550610710153">https://
doi.org/10.1108/13552550610710153</a>

Access to this document was granted through an Emerald subscription provided by emerald-srm:602783 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please
visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

*Related content and download information correct at time of download.

 SME marketing in practice
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
Keywords
Small-to-medium-sized
enterprises,
Marketing decision making,
Networking, Marketing strategy,
Qualitative techniques
Abstract
Acknowledges that SMEs (small to activities. After a brief overview of relevant
medium-sized enterprises) cannot
do conventional marketing
because of the limitations of
resources which are inherent to all
SMEs and also because SME
owner/managers behave and think concludes by advocating that networking is a
differently from conventional
marketing decision-making
practices in large companies. In
this context the discussion
focuses on SME characteristics
and how these impact upon
marketing characteristics within
SMEs. In a search for ``alternative''
marketing approaches, the
inherent existence of the owner/
manager's ``network'' in its various
guises such as personal contact
networks, social networks,
business networks and industry
and marketing networks and how
these networks are used is
considered. Some evidence from
an empirical study carried out
simultaneously in Northern Ireland
and Australia is presented which
illustrates how and why networking
is used by SME owner/managers
as a tool or approach for carrying
out meaningful marketing.
Marketing Intelligence &
Planning
19/1 [2001] 6±11
# MCB University Press
[ISSN 0263-4503]
[6]
Audrey Gilmore
Reader in Marketing, Department of Marketing,
University of Ulster at Jordanstown, Newtownabbey, Northern Ireland
David Carson
Professor of Marketing, Department of Marketing,
University of Ulster at Jordanstown, Newtownabbey, Northern Ireland
Ken Grant
Senior Lecturer, Department of Marketing, Monash University, Melbourne,
Australia
Introduction
This paper advocates that networking is an
inherent tool of marketing which is wholly
compatible with SME decision-making
characteristics in relation to marketing
SME marketing and networking literature,
the research study aimed at understanding
how SME owner/managers use networking
in their marketing activities. The paper
marketing ``competence'' and as such can be
developed as a way of doing marketing for
SMEs, that is, marketing by networking.
SMEs' limitations and marketing
characteristics
It is well documented that SMEs have unique
characteristics that differentiate them from
conventional marketing in large
organisations (e.g. Carson, 1990). These
characteristics may be determined by the
inherent characteristics and behaviours of
the entrepreneur or owner/manager; and
they may be determined by the inherent size
and stage of development of the enterprise.
Such limitations can be summarised as:
limited resources (such as finance, time,
marketing knowledge); lack of specialist
expertise (owner-managers tend to be
generalists rather than specialists); and
limited impact in the marketplace. In
addition, SME marketing is haphazard and
informal because of the way an owner-
manager does business; they make most
decisions on their own, respond to current
The research register for this journal is available at
http://www.mcbup.com/research_registers
opportunities and circumstances and so
decision making occurs in a haphazard and
apparently chaotic way, according to
personal and business priorities at any given
point in time (Scase and Goffee, 1980). Clearly
such limitations will influence, indeed
determine, the marketing characteristics of
an SME. SMEs do not conform to the
conventional marketing characteristics of
marketing textbook theories; instead their
marketing is characterised by the limitations
outlined above. Thus, SME marketing is
likely to be haphazard, informal, loose,
unstructured, spontaneous, reactive, built
upon and conforming to industry norms.
Networking in SMES
For SMEs networking can mean using a
variety of networks. The inherent existence
of the owner/manager ``networks'' is built
around their normal interactions and
activities such as personal contact networks
(Knoke and Kuklinski, 1982), social networks
(Starr and MacMillan, 1990), business
networks (Donckels and Lambrecht, 1997),
industry (Andersson and Soderlund, 1988)
and marketing networks (Piercy and
Cravens, 1995). Clearly it is important to
understand how owner-managers use these
networks. Curran and Blackburn (1994)
found that owner-managers tend to have
relatively small and non-expensive networks
with little resort to expected external
contacts such as accountants and bank
managers. While these networks were used
deliberately to solve problems, the formation
and development of the networks were
The current issue and full text archive of this journal is available at
http://www.emerald-library.com/ft
 Audrey Gilmore, David Carson
and Ken Grant
SME marketing in practice
Marketing Intelligence &
Planning
19/1 [2001] 6±11
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
largely unstructured and coincidental in
nature.
Networking for business activities is about
``companies joining together with a common
objective, working together, and co-
operating'' through the exchange and sharing
of ideas, knowledge and technology (Dean et
al., 1997). Such networking can occur
through trade events, personal contacts, in
liaison with marketing intermediaries and as
part of the SME owner managers' social
endeavours. The characteristics of SME
networking are therefore striking in their
similarity to SME marketing characteristics.
SME networking tends to be informal, loose,
unstructured, spontaneous, reactive,
structured around and conforming to
industry norms.
Marketing by networking
In bringing together the deliberations on
SME marketing and definitions of networks
and networking this debate focuses on the
notion of ``marketing by networking''.
Networking is a naturally inherent aspect of
SME owner-manager decision making,
particularly those decisions relating to
marketing. This is because owner/managers
must go outside the businesses' physical
confines in order to do business and this
business is marketing-led activity. Thus,
SME owner/managers are doing marketing
through their natural and inherent
networking activity, through all their normal
communication activities, such as
interacting and participating in social,
business and trade activities. Some of the
characteristics of ``marketing by
networking'' are that it is based around
people-orientated activities, it is informal,
often discreet, interactive, interchangeable,
integrated, habitual, and can either be
passive or proactive.
Marketing by networking is done through
personal contact networks (PCNs), carried
out with people with whom the owner-
manager has had a relationship ± either in
the past or currently. The way in which
marketing by networking is carried out is
often pre-determined by industry behaviours
and norms through regular or irregular
meeting occasions and industry activities or
in just doing business. The frequency and
focus may vary depending on the nature of
the markets in which the company operates;
for example, international networks may be
more focused than domestic networks
because of the need to plan ahead, whereas
contact with domestic markets may be more
frequent than with international markets
because of convenience.
For SME owner-managers, the costs of
networking are implicitly hidden because
any explicit costs or expenses are low in the
immediate term. For example, the cost of
networking will include minor expenses such
as a club or trade membership, the cost of
dinner at trade functions, or the cost of
entrance fees to exhibitions. Therefore
owner-managers do not consciously need to
consider the cost of this ``intangible'', difficult
to access and measure aspect of their
marketing activity as opposed to the more
tangible, easier to measure aspects of
conventional marketing activity. This
inherently fits comfortably with SME owner-
managers' way of doing business.
Networking occurs as a natural and
inherent entrepreneurial activity. An SME
owner-manager's personal contact network
will be represented by people who can help
the entrepreneur in arriving at decisions for
the wellbeing of the enterprise. The SME
owner-manager/entrepreneur will be the
focal point of this network ± although it may
not always seem so in practice. The network
will change according to current
circumstances, one of the most documented
examples being that of a ``start-up'' network
compared with a network belonging to an
established entrepreneur of some years. Also,
networks will change according to need; for
example, new people may be enlisted into a
network when some new area of real or
potential interest becomes paramount. Some
individuals may serve the entrepreneur's
network as regular advisers, for example,
close friends, family, the company
accountant or bank manager, others may
simply form part of an ongoing and
inadvertent information-gathering process.
The entrepreneur may not necessarily
appear to be the focal person but rather
someone who is part of a broader social
gathering of peripheral activity.
In addition to being a natural activity,
networking can be an acquired skill or
competency for the SME owner/manager.
That is, owner/managers can develop
networking skills or competencies over time;
they can learn from experience who or where
to network and how to do it effectively.
Sometimes entrepreneurs will consciously
seek out information from certain
individuals believed to have a contribution to
make; on other occasions information will be
gleaned subconsciously.
Some illustrations of marketing by
networking will be provided from a
collaborative study of Australian and Irish
SMEs which focuses on how SMEs use
[7]
 Audrey Gilmore, David Carson
and Ken Grant
SME marketing in practice
Marketing Intelligence &
Planning
19/1 [2001] 6±11
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
[8]
networking in doing business with
competitors and customers.
Methodology
This research study sought an understanding
of how SME owner-managers do marketing.
Large firm models applied to small firm
settings have been criticized, and small firm
researchers are thus urged to conduct studies
that are sensitive to the unique
characteristics of small firms. Given that the
study of small firms is a relatively new
branch of social science research (Churchill
et al., 1986; Brockhaus, 1987; Bygrave, 1989)
and the relative lack of understanding of
small firms, it is argued that emphasis
should be placed on empirical research of a
phenomenological nature. This points to a
qualitative approach where the aim is to
explain rather than predict phenomena
(Leavy, 1994) and to understand things rather
than measure them (Gordon and Langmaid,
1988). Furthermore qualitative methods are
considered to be particularly suitable for
gaining an understanding of decision making
in small and medium-sized firms (Carson et
al., 1998).
Qualitative research offers a variety of
methods. Based on the specific aims of this
research, in-depth interviewing was deemed
to be the most appropriate means for
collecting the relevant data. In-depth
interviews are thought to be one of the best
methods to investigate an individual's
behavior or attitudes (Tull and Hawkins,
1990); and semi-structured or unstructured
interviews have been found to be particularly
effective for collecting data from owner-
managers of small enterprises (Curran and
Blackburn, 1994).
Findings: how SME owners/managers use
networks for marketing
The study focused on SME owners and
managers who operate in business markets
in Northern Ireland and in the Melbourne
area, Australia. The participating companies
operated in a wide array of industries
including engineering, textiles and food.
These SMEs employed between ten and 250
employees (thus in keeping with the
European Commission definition of SMEs).
A second criterion for firm selection was
that the firm had been in operation for more
than five years. This criterion was included
so as to eliminate those firms which were
experiencing growth volatility that is
normally associated with the start-up phase,
especially in the first four years of trading
(Storey and Johnston, 1986; Storey, 1989).
Within these criteria, a total of 45 SME
owner-managers were selected. The data
were collected by means of in-depth
interviews. These were tape-recorded with
the informants' prior consent. The owner/
managers were told that the purpose of the
research was to gain an understanding of
how SME owner/managers ``do business''
rather than focusing on their definitions and
descriptions of networking. This was a
crucial factor in the study as it avoided a
scenario whereby the informants would
provide answers that they felt the
interviewer expected. The interviews were
semi-structured insofar as the interviewers
had a checklist of areas to cover, rather than
a list of pre-determined questions. As such,
the interviewers gave the informant the
fullest opportunity to relay stories and events
which they deemed relevant.
The findings in relation to interfaces of
networking activities, networking with
competitors and networking with customers,
are described and illustrated below.
Networking with competitors
The empirical study highlighted that there is
considerably more communication between
the SME owner/manager and his/her
competitors than is widely reported in the
literature. Owner/managers may
communicate with competing firms and often
are quite supportive of each other. Indeed,
many owner/managers claimed to know
their competitors personally, and would have
no hesitation in contacting them for help or
advice. For example, some owner/managers
describe relationships with their main
competitors as follows:
. . . there's a lot of openness between people
like ourselves and (the biggest competitor) . . .
One of them came to me and said, ``Look, I'm
going to England to see (big retailer), should I
know anything about them. . .? Can I buy you
lunch and come and talk to you . . .''?
We share jobs . . . we work together. To a
certain degree we are still competitive but if
he has too much work on, he'll send me some
of the work to do for him; and if we have too
much on, or we're given a job that we don't
specialise in and he does. We'd give it to him,
and things like that.
A high level of co-operation seemed to exist
between some competitors. The reason for
such collaboration in many cases was to
prevent the client taking the work to a
company outside the domestic market, ``It
would have to go outside of (local region),
that's the difficulty''.
In other cases one company might engage
in a joint arrangement with a competitor if a
particular project is too large for either to
complete on their own, or if one company
 Audrey Gilmore, David Carson
and Ken Grant
SME marketing in practice
Marketing Intelligence &
Planning
19/1 [2001] 6±11
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
requires new resources or skills. For
example:
. . . at times we would realise we are not going
to get this (business) on our own, so we would
ask one of our competitors, ``Would you fancy
having a go at this with us''? Especially if it
was an area in which we felt we were under-
resourced. So it's not difficult to work with
our competitors. . .
Many SME owner-managers recognise the
advantage of maintaining good relations with
competitors for the overall good:
. . . we do try to improve professionally. I
suppose, when you think about it, it's bound
to be for the good of everyone. I suppose that's
inherently what it's about.
Trade associations or institutes often provide
the ideal forum for managers to meet:
. . . that is the reason we started the clothing
institute . . . so that it would be an
independent place for you as an employee of a
big company . . . as a manager who wanted . . .
something for the future you could go along
there and speak your mind . . . It worked
fantastically for many years.
In speaking of the benefits of such bodies,
most would claim that they inform of general
developments within the industry, which
includes what other firms are doing and how
buoyant their business is relative to their
own. For example:
. . . to find out what exactly is going on . . . on a
daily basis you know.
. . . when I talk to other (practitioners) locally
and I'd say, ``how are things going. . .''? Or
perhaps you're very busy, then you find out
what the trends are from talking to these
people. . ..
. . . there is one annual general meeting held
in (city) . . . where all the members come
together and we would talk . . .. . . and after the
after-dinner speaker, we retire to the bar and
then people talk among themselves.
Trade associations act as a means for the
manager to become known to his peers
within the industry. While occasions such as
exhibitions or committee meetings ensure a
certain degree of formality, they create the
opportunity for more social encounters:
It's not a confrontational group. We all meet
professionally and are reasonably supportive
of one another. Whilst we compete on service
and on price, we don't disagree with each
other, we don't bad-mouth one another. That's
how I get to know the partners in the other
firms, I would know them socially and
professionally.
Similarly, with professional associations,
one entrepreneur stated:
So I got myself back on branch council . . .
That put me back in the (profession) spotlight.
I was in the newsletters. I was Treasurer, that
was important to get my face back into the
limelight, to get to the Executive Director, to
know the national people. I can be seen to be a
``doer'' in these organisations. Likewise they
could see that I could get things done in the
organisation.
While SME owner-managers claim to
communicate quite openly, the managers
will guard against speaking too freely about
certain things, most notably any plans they
might have for substantial changes to the
firm. For example, one manager who was
very active in ``professional circles''
described how the decision to introduce a
new discipline into his company was kept
from other industry players by employing an
agency to recruit the new staff members with
appropriate skills:
. . .so we didn't place the advertisement,
because we were aware it may be sensitive
and we didn't want people to know how we
were expanding our business just yet. So the
advertisement was placed, if you like,
anonymously. . .
Also SME owner-managers will be reluctant
to expend their personal resources in the
pursuit of something which will eventually
benefit the entire industry. For example, a
manager speaking of the possibility of
introducing new technology to his company:
. . .it's particularly difficult because the
research and development is in the whole
industry . . . we're trying to develop a system
within our own business that hasn't been
really fully developed outside the industry . . .
we're actually providing the rest of the
industry with information.
So while competitor collaboration does take
place, it is balanced with caution when it is
felt that the benefits enjoyed by each party
are proportionate to their respective inputs.
Managers will guard against speaking too
freely about certain things, especially any
plans they might have for substantial
changes to the firm or its direction. However,
in doing all of this, SME owner/managers
rely heavily on using their networks and
their networking skills for all aspects of
marketing in the context of competitor
activity.
Networking with customers
SME owner-managers often make a
concerted effort to include customers and
potential customers in their networking. In
this study, the customers in most cases were
firms, as opposed to consumers. The concept
of building relations with another company
is more complex than building relations with
individuals. In discussing this with the
managers in the study, it became apparent
that, when they claim to have a relationship
[9]
 Audrey Gilmore, David Carson
and Ken Grant
SME marketing in practice
Marketing Intelligence &
Planning
19/1 [2001] 6±11
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
[ 10 ]
with a client company, they are actually
referring to their relationship with a few key
figures in that company. More importantly,
should that person or persons with whom the
manager has contact leave the company, very
often the relationship with the company
dissolves, as the following comments
illustrate:
We would lose a client for a while because the
``link'' personality left. A new one comes in
and he of course goes to the people he's used
to dealing with, then he moves on.
Needless to say we did suffer as the main
people in management lost their jobs and they
were the people who had all the contacts with
customers.
These companies had now realised the
importance of developing relationships with
a wider range of personnel throughout the
company and recognised the importance of
individuals who may have managerial roles
in the future.
Indeed the ability to form a relationship in
the first instance and maintain it over time
will depend on the characteristics of the
individuals:
. . . it always has to be taken into
consideration that personalities are very
important, you know, and provided that the
selling personality and the purchasing
personality are compatible . . . that means
quite a lot to a business.
Some further illustrations of building and
maintaining relationships with customers in
the industry are given below:
. . . There was a two-way network. I never
missed a social event, I never missed any
dinners or anything, I went. None of the other
consultants went but I went. We had a drink, I
met the heavies in the industry whom I didn't
know at the time and then you get talking to
them and they get to know your philosophies
and when they move around the industry
they know how you think. I suppose that's
good.
. . . Initially it was from my having a range of
contacts and having the courage to approach
them and probably having the hunger and the
drive to help clarify in their minds how they
could use me.
SME owner-managers recognise that
building relationships are vital to the
company's success and they invest
considerable time and effort in maintaining
good relations with regular clients. For
example:
. . . If you have it (a relationship) with the
individual, you'll have it with the company. I
mean you've got to start somewhere, and who
better than to start it with than the person
across the desk from you or on the other end
of the 'phone.
We would try to get to know them now. . .. We
wouldn't be very obvious, you know we are
not the type of people who say ``let's go out
and get drunk over lunch'', but we would meet
them and go to the same trade functions, etc.,
and try to be friendly but on a professional
level. I think that's what people want.
. . . as Managing Director with a strong
personality I am not loved or liked by
everyone. Not everyone would invite me into
their home, I can tell you. I am not the most
relaxed, ``have a beer with me'' type of person
but I'm in business with these people, I'm
friendly in a professional way ± not to go
dancing with them.
SME owner-managers recognise that they are
perceived to be the point of contact by their
clients/customers. They make themselves
available to speak to these people if
requested, even when a member of staff could
quite adequately handle the enquiry. This is
especially true of long-term customers/
clients. For example:
The private clients won't talk to anyone else.
It's the most important thing they've done in
years and they have to talk to a ``partner'' in
the company.
In some cases, customers become accustomed
to speaking to the manager:
It's not a preference to speak to me, it's a
tradition, you know, because I have been here
all the time, they just out of habit ask for me,
whereas if I tried to ``retrain'' them gradually
. . . other people in the place could deal with
them, could deal quite well with them.
There is a realisation among SME owner-
managers that often customers prefer
communicating with their ``peers'':
Younger people would rather talk to younger
people, they many see us as a bit stuffy or
something . . . I mean the senior men and
these people would know me but the next
generation don't know me, they know our
younger associates and they communicate
with them.
Another widely held belief is that contact
with new clients is best done in person. For
example:
. . . I think, once you get there and you know
what the person looks like, sometimes you
can form a better relationship on a one-to-one
basis . . .
These findings illustrate the variety of
elements that will impact on how the SME
does marketing by networking with
customers. It is important to recognise the
influence that personality, age and
experience of the two communicating parties
will have on the networking relationship.
The nature of manager-customer networking
and how it is done will either contribute to or
spoil the integrative way SMEs do
 Audrey Gilmore, David Carson
and Ken Grant
SME marketing in practice
Marketing Intelligence &
Planning
19/1 [2001] 6±11
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)
marketing. That is, the creation and
existence of effective networking will be
concerned with maximising marketing
opportunities and ensuring the enterprise's
survival and development through successful
interactions with customers and competitors.
Managerial implications and
conclusion
Marketing by networking will be enhanced
and improved with the advent of experience.
This is often manifested by owner/managers
using their networking abilities. Owner/
managers will use their strengths to
overcome their inherent weaknesses, learn
from mistakes and assess what went wrong
in order to avoid such mistakes in the future,
learn from successes and assess all of the
circumstances that contribute to success. As
the composition of the SME owner/
manager's network moves between personal
and business relationships, the nature of
decision making also changes. Where a
manager depends mainly on social networks,
decisions are likely to be based on incomplete
information and will rely more on intuition.
As the owner/manager gathers more
business contacts and networking becomes
more strategic, his decision making will
become more rigorous. Much of this
networking development can be attributed to
increased experiential knowledge in that,
having made certain decisions before in the
past, the manager will have learned from
previous mistakes and will approach the task
in a more structured way.
Such a realisation allows for a speculation
that networking can be harnessed into a
proactive marketing infrastructure. This
discussion does not advocate that this
infrastructure be formalised in any way,
instead, it is argued that networking is a
``competence'' which can be developed in
much the same way that any competence has
been learned, refined and developed through
time spent doing it. At whatever stage of
refinement or development, it is argued that
SMEs do marketing by networking and this
MBN can be developed proactively as an
approach for marketing which is wholly
compatible with the characteristics of SMEs.
References
Andersson, P. and Soderlund, M. (1988), ``The
network approach to marketing'', Irish
Marketing Review, Vol. 1, pp. 63-8.
Brockhaus, R.H. Sr (1987), ``Entrepreneurial
research: are we playing the correct game?'',
American Journal of Small Business, Vol. 11
No. 3, pp. 43-9.
Bygrave, W.D. (1989), ``The entrepreneurship
paradigm (I): a philosophical look at its
research methodologies'', Entrepreneurship
Theory and Practice, Vol. 14 No. 1, pp. 7-26.
Carson, D. (1990), ``Some exploratory models for
assessing small firms' marketing
performance'', European Journal of
Marketing, Vol. 24, p. 11.
Carson, D., Gilmore, A., Cummins, D., O'Donnell,
A. and Grant, K. (1998), ``Price setting in
SMEs: some empirical findings'', Journal of
Product & Brand Management, Vol. 7 No. 1,
pp. 74-86.
Churchill, N.C. and Lewis, V.L. (1986),
``Entrepreneurship research: directions and
methods'', in Sexton, D.L. and Smilor, R.W.
(Eds), The Art and Science of
Entrepreneurship, Ballinger, Cambridge, MA.
Curran, J. and Blackburn, R. (1994), Small Firms
and Local Economic Networks, PCP, London.
Dean, J., Holmes, S. and Smith, S. (1997),
``Understanding business networks: evidence
from the manufacturing and service sectors
in Australia'', Journal of Small Business
Management, Vol. 35 No. 1, pp. 78-84.
Donckels, R. and Lambrecht, J. (1997), ``The
network position of small businesses: an
exploratory model'', Journal of Small
Business Management, Vol. 35 No. 2, pp. 13-25.
Gordon, W. and Langmaid, R. (1988), Qualitative
Market Research: A Practitioner's and Buyer's
Guide, Gower, Aldershot.
Knoke, D. and Kuklinksi, H.H. (1982), Network
Analysis, Sage, Beverly Hills, CA.
Leavy, B. (1994), ``The craft of case-based
qualitative research'', Irish Business and
Administrative Research, Vol. 15, pp. 105-18.
Piercy, N.F. and Cravens, D.W. (1995), ``The
network paradigm and the marketing
organisation. Developing a new management
agenda'', European Journal of Marketing,
Vol. 29 No. 3, pp. 7-34.
Scase, R. and Goffee, R. (1980), The Real World of
the Business Owner, Croom Helm, London.
Starr, J.A. and MacMillan, I.C. (1990), ``Resource
cooptation via social contracting: resource
acquisition strategies for new ventures'',
Strategic Management Journal, Vol. 11,
Summer, pp. 79-92.
Storey, D.J. (1989), ``Firm performance and size:
explanations from the small firm sector'',
Small Business Economics, Vol. 1 No. 3,
pp. 175-80.
Storey, D.J. and Johnson, S. (1986), Are Small
Firms the Answer to Unemployment?, The
Employment Institute, London.
Tull, D.S. and Hawkins, D.I. (1990), Marketing
Research, Measurement, and Method,
Macmillan, New York, NY.
[ 11 ]
 This article has been cited by:

1. Karise Hutchinson. The Story of Small Business 11-30. [Crossref]

2. Philippe Massiera, Audrey Gilmore, Mohamed Sellami. 2017. Marketing illegitimacy within SMEs: learning triggers and
influence on marketing communications. Journal of Strategic Marketing 6, 1-14. [Crossref]
3. Mark A. P. Davies. 2017. Using time in branding: reflections and orientations in an increasingly competitive world. Journal
of Brand Management 25. . [Crossref]
4. ShinDong-Il, Dong-Il Shin. 2017. An exploratory study of innovation strategies of the internet of things SMEs in South
Korea. Asia Pacific Journal of Innovation and Entrepreneurship 11:2, 171-189. [Abstract] [Full Text] [PDF]
5. Steven Chen, Kristen Schiele. 2017. Positioning SMEs With a Lone Designer: A Qualitative Study of Small Design Firms.
Journal of Marketing Theory and Practice 25:3, 213-233. [Crossref]
6. Roberta Bocconcelli, Federica Murmura, Alessandro Pagano. 2017. Interacting with large customers: Resource development
in small b2b suppliers. Industrial Marketing Management . [Crossref]
7. Michael Schellenberg, Michael John Harker, Aliakbar Jafari. 2017. International market entry mode ? a systematic literature
review. Journal of Strategic Marketing 2, 1-27. [Crossref]
8. BocconcelliRoberta, Roberta Bocconcelli, CioppiMarco, Marco Cioppi, PaganoAlessandro, Alessandro Pagano. 2017. Social
media as a resource in SMEs’ sales process. Journal of Business & Industrial Marketing 32:5, 693-709. [Abstract] [Full Text]
[PDF]
9. ParrySara, Sara Parry, WestheadPaul, Paul Westhead. 2017. Linking relationship marketing to social embeddedness in a rural
bilingual context. Journal of Small Business and Enterprise Development 24:2, 261-277. [Abstract] [Full Text] [PDF]
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

10. FinotiLucas, Lucas Finoti, DidonetSimone Regina, Simone Regina Didonet, ToaldoAna Maria, Ana Maria Toaldo,
MartinsTomás Sparano, Tomás Sparano Martins. 2017. The role of the marketing strategy process in the innovativeness-
performance relationship of SMEs. Marketing Intelligence & Planning 35:3, 298-315. [Abstract] [Full Text] [PDF]
11. KhanEijaz Ahmed, Eijaz Ahmed Khan. 2017. An investigation of marketing capabilities of informal microenterprises.
International Journal of Sociology and Social Policy 37:3/4, 186-202. [Abstract] [Full Text] [PDF]
12. Lara Agostini, Anna Nosella. 2017. Interorganizational Relationships in Marketing: A Critical Review and Research Agenda.
International Journal of Management Reviews 19:2, 131-150. [Crossref]
13. R. Srinivasan, C. P. Lohith. MSMEs-Strategic Marketing 19-23. [Crossref]
14. Roberta Bocconcelli, Marco Cioppi, Fulvio Fortezza, Barbara Francioni, Alessandro Pagano, Elisabetta Savelli, Simone
Splendiani. 2016. SMEs and Marketing: A Systematic Literature Review. International Journal of Management Reviews .
[Crossref]
15. ArdleyBarry, Barry Ardley, MossPhilip, Philip Moss, TaylorNick, Nick Taylor. 2016. Strategies Snarks and stories: SME
owner manager perceptions of business advisers. Journal of Research in Marketing and Entrepreneurship 18:2, 211-231.
[Abstract] [Full Text] [PDF]
16. Richard Benon-be-isan Nyuur, Ružica Brečić, Antonis Simintiras. 2016. The Moderating Effect of Perceived Effectiveness of
SMEs' Marketing Function on the Network Ties-Strategic Adaptiveness Relationship. Journal of Small Business Management
54:4, 1080-1098. [Crossref]
17. Simone Regina Didonet, Geoff Simmons, Guillermo Díaz-Villavicencio, Mark Palmer. 2016. Market Orientation's Boundary-
Spanning Role to Support Innovation in SMEs. Journal of Small Business Management 54, 216-233. [Crossref]
18. AnwarMuhammad Naveed, Muhammad Naveed Anwar, DanielElizabeth, Elizabeth Daniel. 2016. Entrepreneurial marketing
in online businesses. Qualitative Market Research: An International Journal 19:3, 310-338. [Abstract] [Full Text] [PDF]
19. Ranis Cheng, Fernando Lourenço, Sheilagh Resnick. 2016. Educating graduates for marketing in SMEs. Journal of Small
Business and Enterprise Development 23:2, 495-513. [Abstract] [Full Text] [PDF]
20. Serkan Altuntas, Mustafa Kemal Yilmaz. 2016. Fuzzy Dematel Method to Evaluate the Dimensions of Marketing Resources:
An Application in SMEs. Journal of Business Economics and Management 17:3, 347-364. [Crossref]
21. Tommi Laukkanen, Sasu Tuominen, Helen Reijonen, Saku Hirvonen. 2016. Does market orientation pay off without brand
orientation? A study of small business entrepreneurs. Journal of Marketing Management 32:7-8, 673-694. [Crossref]
22. Vera Ferrón Vílchez, Nicole Darnall. 2016. Two are Better Than One: The Link Between Management Systems and Business
Performance. Business Strategy and the Environment 25:4, 221-240. [Crossref]
23. Lara Agostini. 2016. Learning how to implement and manage SME marketing networks: a qualitative analysis. Knowledge
Management Research & Practice 14:2, 225-235. [Crossref]
24. Sheilagh Mary Resnick, Ranis Cheng, Mike Simpson, Fernando Lourenço. 2016. Marketing in SMEs: a “4Ps” self-branding
model. International Journal of Entrepreneurial Behaviour & Research 22:1, 155-174. [Abstract] [Full Text] [PDF]
25. Heidi Neuvonen. 2016. Toward a model of brand strategy adoption. Journal of Brand Management 23:2, 197-215. [Crossref]
 26. Jake Hobbs, Georgiana Grigore, Mike Molesworth. 2016. Success in the management of crowdfunding projects in the creative
industries. Internet Research 26:1, 146-166. [Abstract] [Full Text] [PDF]
27. Lina Klovienė, Maria-Teresa Speziale. 2015. Is Performance Measurement System Going Towards Sustainability in SMEs?.
Procedia - Social and Behavioral Sciences 213, 328-333. [Crossref]
28. Helen Reijonen, Saku Hirvonen, Gábor Nagy, Tommi Laukkanen, Mika Gabrielsson. 2015. The impact of entrepreneurial
orientation on B2B branding and business growth in emerging markets. Industrial Marketing Management 51, 35-46.
[Crossref]
29. Paul Chad. 2015. Utilising a change management perspective to examine the implementation of corporate rebranding in a
non-profit SME. Journal of Brand Management 22:7, 569-587. [Crossref]
30. R. Srinvasan, Lohith C.P, Rajeshwar S Kadadevaramth, S Shrisha. Strategic Marketing and Innovation Performance of Indian
MSMEs 127-133. [Crossref]
31. Bo Rundh. 2015. International market development. Management Decision 53:6, 1329-1354. [Abstract] [Full Text] [PDF]
32. Richard B. Nyuur. 2015. Unlocking the potential barriers on SMEs’ uptake of scenario planning. Journal of Strategy and
Management 8:2, 139-154. [Abstract] [Full Text] [PDF]
33. Ian Fillis. 2015. Biographical research as a methodology for understanding entrepreneurial marketing. International Journal
of Entrepreneurial Behaviour & Research 21:3, 429-447. [Abstract] [Full Text] [PDF]
34. Madeline Powell, Stephen P. Osborne. 2015. Can marketing contribute to sustainable social enterprise?. Social Enterprise
Journal 11:1, 24-46. [Abstract] [Full Text] [PDF]
35. Wing Lam, Michael J. Harker. 2015. Marketing and entrepreneurship: An integrated view from the entrepreneur’s
perspective. International Small Business Journal 33:3, 321-348. [Crossref]
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

36. Karise Hutchinson, Lisa Victoria Donnell, Audrey Gilmore, Andrea Reid. 2015. Loyalty card adoption in SME retailers: the
impact upon marketing management. European Journal of Marketing 49:3/4, 467-490. [Abstract] [Full Text] [PDF]
37. Alison Rieple, Jonathan Gander, Paola Pisano, Adrian Haberberg. 2015. UK Fashion Designers Working in Micro-sized
Enterprises; Attitudes to Locational Resources, Their Peers and the Market. Industry and Innovation 22:2, 147-164. [Crossref]
38. Luca Cacciolatti, Soo Hee Lee. Growth Strategies within an SME Context 57-88. [Crossref]
39. Shahizan Hassan, Siti Zaleha Ahmad Nadzim, Norshuhada Shiratuddin. 2015. Strategic Use of Social Media for Small
Business Based on the AIDA Model. Procedia - Social and Behavioral Sciences 172, 262-269. [Crossref]
40. Luca Cacciolatti, Soo Hee Lee. The Role of Structured Marketing Information in SMEs’ Decision-Making 89-103.
[Crossref]
41. Wei-Hsi Hung, Li-Min Chang, Chieh-Pin Lin, Chun-Hao Hsiao. 2014. E-readiness of website acceptance and
implementation in SMEs. Computers in Human Behavior 40, 44-55. [Crossref]
42. Kim Lehman, Ian Ronald Fillis, Morgan Miles. 2014. The art of entrepreneurial market creation. Journal of Research in
Marketing and Entrepreneurship 16:2, 163-182. [Abstract] [Full Text] [PDF]
43. David Moyes, Mike Danson, Geoff Whittam. Contrasting Perceptions of the Challenges of Rural SMEs: Reconciling
Enterprise and Agency Views 59-79. [Abstract] [Full Text] [PDF] [PDF]
44. Jing Pan, Mihaela Vorvoreanu, Zheng Zhou. 2014. Social media adoption in disaster restoration industry. Construction
Innovation 14:3, 346-369. [Abstract] [Full Text] [PDF]
45. Emre S. Ozmen, M. Atilla Öner, Farzad Khosrowshahi, Jason Underwood. 2014. SMEs’ Purchasing Habits. SAGE Open 4:2,
215824401453640. [Crossref]
46. Mário Franco, Maria de Fátima Santos, Isabel Ramalho, Cristina Nunes. 2014. An exploratory study of entrepreneurial
marketing in SMEs. Journal of Small Business and Enterprise Development 21:2, 265-283. [Abstract] [Full Text] [PDF]
47. Craig Voortman, K. Mercy Makhitha. 2014. The alignment of product strategy to supply chain practices of craft businesses
in Gauteng Province, South Africa. Journal of Transport and Supply Chain Management 8:1. . [Crossref]
48. Alessandro Banterle, Alessia Cavaliere, Laura Carraresi, Stefanella Stranieri. 2014. Food SMEs Face Increasing Competition
in the EU Market: Marketing Management Capability Is a Tool for Becoming a Price Maker. Agribusiness 30:2, 113-131.
[Crossref]
49. Saku Hirvonen, Tommi Laukkanen. 2014. Brand orientation in small firms: an empirical test of the impact on brand
performance. Journal of Strategic Marketing 22:1, 41-58. [Crossref]
50. Silvia Teresa Morales-Gualdrón, Uriel Pineda Zapata, Jorge Esteban Dorado Urbano. 2014. Factores del servicio y del perfil
del emprendedor que inciden en la superviviencia empresarial: una revisión crítica. Revista Lasallista de Investigación 11:2. .
[Crossref]
51. Paul Copley. 2013. The Need to Deliver Higher-Order Skills in the Context of Marketing in SMEs. Industry and Higher
Education 27:6, 465-476. [Crossref]
 52. Tommi Laukkanen, Gábor Nagy, Saku Hirvonen, Helen Reijonen, Mika Pasanen. 2013. The effect of strategic orientations
on business performance in SMEs. International Marketing Review 30:6, 510-535. [Abstract] [Full Text] [PDF]
53. Zarina Ismail, Nolila Mohd Nawi, Nitty Hirawaty Kamarulzaman, Amin Mahir Abdullah. 2013. Factors Affecting the
Development of Long-Term Relationships Among SME Entrepreneurs in the Malaysian Agro-Based Industry. Journal of
International Food & Agribusiness Marketing 25:sup1, 56-72. [Crossref]
54. Louise Valentine, Ian Fillis, Georgina Follett. 2013. An exploratory investigation into the role of a research and development
programme on future craft practice. Arts Marketing: An International Journal 3:2, 95-116. [Abstract] [Full Text] [PDF]
55. Saku Hirvonen, Tommi Laukkanen, Helen Reijonen. 2013. The brand orientation-performance relationship: An examination
of moderation effects. Journal of Brand Management 20:8, 623-641. [Crossref]
56. Richard Mitchell, Karise Hutchinson, Barry Quinn. 2013. Brand management in small and medium-sized (SME) retailers:
A future research agenda. Journal of Marketing Management 29:11-12, 1367-1393. [Crossref]
57. Edgar Centeno, Susan Hart, Keith Dinnie. 2013. The five phases of SME brand-building. Journal of Brand Management
20:6, 445-457. [Crossref]
58. Rosalind Jones, Mari Suoranta, Jennifer Rowley. 2013. Entrepreneurial marketing: a comparative study. The Service Industries
Journal 33:7-8, 705-719. [Crossref]
59. Hasan Asil. 2013. Innovation Strategies: Challenges or Opportunities in Software Development Teams. Journal of Software
Engineering 7:4, 151-155. [Crossref]
60. Rosalind Jones, Mari Suoranta, Jennifer Rowley. 2013. Strategic network marketing in technology SMEs. Journal of Marketing
Management 29:5-6, 671-697. [Crossref]
61. L.A. Cacciolatti, A. Fearne. 2013. Marketing intelligence in SMEs: implications for the industry and policy makers. Marketing
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

Intelligence & Planning 31:1, 4-26. [Abstract] [Full Text] [PDF]

62. Paul Chad, Elias Kyriazis, Judy Motion. 2013. Development of a Market Orientation Research Agenda for the Nonprofit
Sector. Journal of Nonprofit & Public Sector Marketing 25:1, 1-27. [Crossref]
63. Zeleke Worku. 2013. Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa.
Journal of Data Analysis and Information Processing 01:04, 67-84. [Crossref]
64. Shuyu Lin, Niall Piercy. 2012. New Product Development Competencies and Capabilities: The Case of the Fashion SME.
Journal of General Management 38:2, 61-77. [Crossref]
65. Lisa Donnell, Karise Hutchinson, Andrea Reid. 2012. Fashion retailing in the new economy: the case of SMEs. International
Journal of Retail & Distribution Management 40:12, 906-919. [Abstract] [Full Text] [PDF]
66. Sara Parry, Rosalind Jones, Jenny Rowley, Beata Kupiec‐Teahan. 2012. Marketing for survival: a comparative case study of
SME software firms. Journal of Small Business and Enterprise Development 19:4, 712-728. [Abstract] [Full Text] [PDF]
67. Mastura Jaafar. 2012. Entrepreneurial marketing and accommodation businesses in East Peninsular Malaysia. Journal of
Research in Marketing and Entrepreneurship 14:2, 164-183. [Abstract] [Full Text] [PDF]
68. Neil Brooks, Lyndon Simkin. 2012. Judging marketing mix effectiveness. Marketing Intelligence & Planning 30:5, 494-514.
[Abstract] [Full Text] [PDF]
69. Christina Donnelly, Geoff Simmons, Gillian Armstrong, Andrew Fearne. 2012. Marketing planning and digital customer
loyalty data in small business. Marketing Intelligence & Planning 30:5, 515-534. [Abstract] [Full Text] [PDF]
70. Leena Viitaharju, Merja Lähdesmäki. 2012. Antecedents of trust in asymmetrical business relationships. Marketing Intelligence
& Planning 30:5, 567-587. [Abstract] [Full Text] [PDF]
71. Sara Parry, Jennifer Rowley, Rosalind Jones, Beata Kupiec-Teahan. 2012. Customer-perceived value in business-to-business
relationships: A study of software customers. Journal of Marketing Management 28:7-8, 887-911. [Crossref]
72. Paolo Taticchi, Luca Cagnazzo, Roger Beach, Kevin Barber. 2012. A management framework for organisational networks: a
case study. Journal of Manufacturing Technology Management 23:5, 593-614. [Abstract] [Full Text] [PDF]
73. Damian Gallagher, Audrey Gilmore, Alina Stolz. 2012. The strategic marketing of small sports clubs: from fundraising to
social entrepreneurship. Journal of Strategic Marketing 20:3, 231-247. [Crossref]
74. H.-H. S. Hu. 2012. The Effectiveness of Environmental Advertising in the Hotel Industry. Cornell Hospitality Quarterly
53:2, 154-164. [Crossref]
75. David Moyes. 2012. Rural small firm service quality: an exploratory study. The TQM Journal 24:3, 248-259. [Abstract]
[Full Text] [PDF]
76. Xavier Gellynck, Alessandro Banterle, Bianka Kühne, Laura Carraresi, Stefanella Stranieri. 2012. Market orientation and
marketing management of traditional food producers in the EU. British Food Journal 114:4, 481-499. [Abstract] [Full Text]
[PDF]
 77. Regina Gattringer, Sabine Reisinger, Franz Strehl. 2012. Vertriebsstrategie: Wahl oder Qual? Vertriebsstrategische Optionen
für mittelständische Hersteller in Branchen mit mehrstufigem Vertrieb im deutschsprachigen Raum. ZfKE – Zeitschrift für
KMU und Entrepreneurship 60:2, 83-110. [Crossref]
78. Danilo Hisano Barbosa, Marcel Andreotti Musetti. 2012. Levantamento do desempenho logístico das PMEs da indústria de
bens de capital: uma análise comparativa. Production 22:2, 249-258. [Crossref]
79. Mastura Jaafar. 2012. Entrepreneurial marketing and accommodation businesses in East Peninsular Malaysia. Tourism and
Hospitality Research 12:2, 89-100. [Crossref]
80. Carmen Pérez‐Cabañero, Tomás González‐Cruz, Sonia Cruz‐Ros. 2012. Do family SME managers value marketing
capabilities' contribution to firm performance?. Marketing Intelligence & Planning 30:2, 116-142. [Abstract] [Full Text] [PDF]
81. Edgar Centeno, Susan Hart. 2012. The use of communication activities in the development of small to medium‐sized
enterprise brands. Marketing Intelligence & Planning 30:2, 250-265. [Abstract] [Full Text] [PDF]
82. David Moyes, Geoffrey Whittam, Paul Ferri. 2012. A conceptualisation of the relationship capital of rural small service firms.
Local Economy 27:2, 136-151. [Crossref]
83. Richard Mitchell, Karise Hutchinson, Susan Bishop. 2012. Interpretation of the retail brand: an SME perspective.
International Journal of Retail & Distribution Management 40:2, 157-175. [Abstract] [Full Text] [PDF]
84. Thérèse Albertini, Thierry Fabiani. 2012. Le marketing intégré en TPE. Revue internationale P.M.E.: Économie et gestion
de la petite et moyenne entreprise 25:2, 41. [Crossref]
85. Sara Parry, Beata Kupiec‐Teahan, Jennifer Rowley. 2011. Exploring marketing and relationships in software SMEs.
Management Research Review 35:1, 52-68. [Abstract] [Full Text] [PDF]
86. C. David Shepherd, Geoffrey L. Gordon, Rick E. Ridnour, Dan C. Weilbaker, Brian Lambert. 2011. Sales manager training
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

practices in small and large firms. American Journal of Business 26:2, 92-117. [Abstract] [Full Text] [PDF]
87. Minna Mäläskä, Saila Saraniemi, Jaana Tähtinen. 2011. Network actors' participation in B2B SME branding. Industrial
Marketing Management 40:7, 1144-1152. [Crossref]
88. Rosalind Jones, Sara Parry. 2011. Business support for new technology‐based firms: a study of entrepreneurs in north Wales.
International Journal of Entrepreneurial Behaviour & Research 17:6, 645-662. [Abstract] [Full Text] [PDF]
89. Aliza bt Sarlan, Rohiza bt Ahmad, Wan Fatimah bt Wan Ahmad, P. D. D. Dominic. Information technology in SMEs private
healthcare 1-6. [Crossref]
90. Sheilagh Resnick, Ranis Cheng, Clare Brindley, Carley Foster. 2011. Aligning teaching and practice: a study of SME
marketing. Journal of Research in Marketing and Entrepreneurship 13:1, 37-46. [Abstract] [Full Text] [PDF]
91. Ian Fillis, Boram Lee. 2011. Internationalisation of Korean performing arts. European Journal of Marketing 45:5, 822-846.
[Abstract] [Full Text] [PDF]
92. Päivi Jämsä, Jaana Tähtinen, Annmarie Ryan, Maarit Pallari. 2011. Sustainable SMEs network utilization: the case of food
enterprises. Journal of Small Business and Enterprise Development 18:1, 141-156. [Abstract] [Full Text] [PDF]
93. Gresi Sanje Dahan, Filiz Balta Peltekoglu. 2011. The Effects of Zara to the SMEs of an Emerging Market. Journal of Global
Fashion Marketing 2:1, 1-10. [Crossref]
94. Rosalind Jones, Jennifer Rowley. 2011. Entrepreneurial marketing in small businesses: A conceptual exploration. International
Small Business Journal 29:1, 25-36. [Crossref]
95. Cindy Millman, Hatem El-Gohary. 2011. New Digital Media Marketing and Micro Business. International Journal of Online
Marketing 1:1, 41-62. [Crossref]
96. Rosalind Jones, Jennifer Rowley. 2011. Networks and Customer Relationships in a Small Software Technology Firm: A Case
Study. Journal of Small Business & Entrepreneurship 24:1, 29-48. [Crossref]
97. Audrey Gilmore, Damian Gallagher, Michele O’Dwyer. 2011. Is Social Entrepreneurship an Untapped Marketing Resource?
A Commentary on its Potential for Small Sports Clubs. Journal of Small Business & Entrepreneurship 24:1, 11-15. [Crossref]
98. Julie Bérubé, Martin X. Noël. 2011. Petites entreprises de services et gestion de projet : à quoitient le succès?. Journal of
Small Business & Entrepreneurship 24:4, 531-549. [Crossref]
99. Sussie C. Morrish, Jonathan H. Deacon. 2011. A Tale of Two Spirits: Entrepreneurial Marketing at 42Below Vodka and
Penderyn Whisky. Journal of Small Business & Entrepreneurship 24:1, 113-124. [Crossref]
100. Jamie R. Smith, Sheila Wright, David Pickton. 2010. Competitive Intelligence programmes for SMEs in France: evidence of
changing attitudes. Journal of Strategic Marketing 18:7, 523-536. [Crossref]
101. Lutz Sommer. 2010. Internationalization processes of small- and medium-sized enterprises—a matter of attitude?. Journal
of International Entrepreneurship 8:3, 288-317. [Crossref]
102. Ian Fillis. 2010. The art of the entrepreneurial marketer. Journal of Research in Marketing and Entrepreneurship 12:2, 87-107.
[Abstract] [Full Text] [PDF]
 103. Martine Spence, Leila Hamzaoui Essoussi. 2010. SME brand building and management: an exploratory study. European
Journal of Marketing 44:7/8, 1037-1054. [Abstract] [Full Text] [PDF]
104. Niall Piercy. 2010. Improving marketing–operations cross-functional relationships. Journal of Strategic Marketing 18:4,
337-356. [Crossref]
105. Sussie C. Morrish, Morgan P. Miles, Jonathan H. Deacon. 2010. Entrepreneurial marketing: acknowledging the entrepreneur
and customer-centric interrelationship. Journal of Strategic Marketing 18:4, 303-316. [Crossref]
106. Helen Reijonen. 2010. Do all SMEs practise same kind of marketing?. Journal of Small Business and Enterprise Development
17:2, 279-293. [Abstract] [Full Text] [PDF]
107. Lynn Vos, Ross Brennan. 2010. Complementary and alternative medicine: shaping a marketing research agenda. Marketing
Intelligence & Planning 28:3, 349-364. [Abstract] [Full Text] [PDF]
108. Veronica Gabrielli, Bernardo Balboni. 2010. SME practice towards integrated marketing communications. Marketing
Intelligence & Planning 28:3, 275-290. [Abstract] [Full Text] [PDF]
109. Andrew McAuley. 2010. Looking back, going forward: reflecting on research into the SME internationalisation process.
Journal of Research in Marketing and Entrepreneurship 12:1, 21-41. [Abstract] [Full Text] [PDF]
110. Jane Tonge. 2010. The influence of position and gender on personal networks in a UK professional service. Industrial
Marketing Management 39:3, 390-399. [Crossref]
111. Helen Reijonen, Tommi Laukkanen. 2010. Customer relationship oriented marketing practices in SMEs. Marketing
Intelligence & Planning 28:2, 115-136. [Abstract] [Full Text] [PDF]
112. Rosalind Jones, Jennifer Rowley. 2009. Presentation of a generic “EMICO” framework for research exploration of
entrepreneurial marketing in SMEs. Journal of Research in Marketing and Entrepreneurship 11:1, 5-21. [Abstract] [Full Text]
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

[PDF]
113. Phillip Waite, Paul Williams. 2009. Collaboration or opportunism? The role of social capital in developing successful export
clusters. Journal of Strategic Marketing 17:6, 499-512. [Crossref]
114. Mridula Gungaphul, Mehraz Boolaky. 2009. Entrepreneurship and marketing: an exploratory study in Mauritius. Journal of
Chinese Entrepreneurship 1:3, 209-226. [Abstract] [Full Text] [PDF]
115. Michael F. Walsh, John Lipinski. 2009. The role of the marketing function in small and medium sized enterprises. Journal
of Small Business and Enterprise Development 16:4, 569-585. [Abstract] [Full Text] [PDF]
116. Jane Moriarty, Rosalind Jones, Jennifer Rowley, Beata Kupiec‐Teahan. 2009. Executive training exercises in small hotel
marketing. International Journal of Culture, Tourism and Hospitality Research 3:4, 337-346. [Abstract] [Full Text] [PDF]
117. Rosalind Jones, Jennifer Rowley. 2009. Marketing activities of companies in the educational software sector. Qualitative
Market Research: An International Journal 12:3, 337-354. [Abstract] [Full Text] [PDF]
118. Barbara J. Frazier, Patricia Huddleston. 2009. The Role of Market Embeddedness in Market Scanning and Marketing
Competence. Journal of Small Business & Entrepreneurship 22:2, 165-180. [Crossref]
119. Abel Duarte Alonso. 2009. Alpaca ownership or entrepreneurship? The New Zealand case. Journal of Small Business and
Enterprise Development 16:1, 78-92. [Abstract] [Full Text] [PDF]
120. Michele O'Dwyer, Audrey Gilmore, David Carson. 2009. Innovative marketing in SMEs. European Journal of Marketing
43:1/2, 46-61. [Abstract] [Full Text] [PDF]
121. Fiona McMahon, Aodheen O’Donnell. 2009. Electronic Customer Relationship Management and SME Marketing Practice.
International Journal of E-Adoption 1:4, 95-110. [Crossref]
122. Luca Cagnazzo, Paolo Taticchi, Gianni Bidini, Enzo Baglieri. Analyzing Enterprise Networks Needs: Action Research from
the Mechatronics Sector 79-87. [Crossref]
123. Barry Ardley. 2008. A case of mistaken identity: theory, practice and the marketing textbook. European Business Review 20:6,
533-546. [Abstract] [Full Text] [PDF]
124. Jane Tonge. 2008. Barriers to networking for women in a UK professional service. Gender in Management: An International
Journal 23:7, 484-505. [Abstract] [Full Text] [PDF]
125. Barry Ardley. 2008. Articles of faith and mystic matrices. Qualitative Market Research: An International Journal 11:4, 372-385.
[Abstract] [Full Text] [PDF]
126. Craig S. Fleisher, Sheila Wright, Helen T. Allard. 2008. The role of insight teams in integrating diverse marketing
information management techniques. European Journal of Marketing 42:7/8, 836-851. [Abstract] [Full Text] [PDF]
127. Jane Moriarty, Rosalind Jones, Jennifer Rowley, Beata Kupiec‐Teahan. 2008. Marketing in small hotels: a qualitative study.
Marketing Intelligence & Planning 26:3, 293-315. [Abstract] [Full Text] [PDF]
128. Audrey Gilmore, Geoff Simmons. 2007. Integrating sustainable tourism and marketing management: can National Parks
provide the framework for strategic change?. Strategic Change 16:5, 191-200. [Crossref]
 129. Caroline Tan Swee Lin, Kosmas X. Smyrnios. 2007. Customer‐Value Based Marketing Activities in Fast‐Growth Firms.
Journal of Research in Marketing and Entrepreneurship 9:1, 67-88. [Abstract] [PDF]
130. Jonathan Deacon, Vincent J. Pascal, Robert G. Schwartz. 2007. Entrepreneurs and Marketing: A New Look at Linguistic
Interpretations. Journal of Research in Marketing and Entrepreneurship 9:1, 24-39. [Abstract] [PDF]
131. Audrey Gilmore, Damian Gallagher, Scott Henry. 2007. E‐marketing and SMEs: operational lessons for the future. European
Business Review 19:3, 234-247. [Abstract] [Full Text] [PDF]
132. Jennifer Rowley, Beata Kupiec‐Teahan, Edward Leeming. 2007. Customer community and co‐creation: a case study.
Marketing Intelligence & Planning 25:2, 136-146. [Abstract] [Full Text] [PDF]
133. Mark McPherson. 2007. A comparison of marketing practices: perspectives from first and second generation UK South
Asians. International Journal of Consumer Studies 31:2, 174-186. [Crossref]
134. Jean-Claude Pacitto, Pierre-André Julien. 2007. La moyenne entreprise, en tant que groupe, existe-t-elle  ?. Revue
internationale P.M.E.: Économie et gestion de la petite et moyenne entreprise 20:1, 155. [Crossref]
135. Scott A. Hipsher, Songporn Hansanti, Suthinan Pomsuwan. The nature of Asian firms 61-101. [Crossref]
136. Jean-Claude Pacitto, Pierre-André Julien, Philippe Bizeul. 2007. Les moyennes entreprises pratiquent-elles le marketing ?
Une exploration franco-québécoise. Management & Avenir 11:1, 119. [Crossref]
137. Jean-Claude Pacitto, Pierre-André Julien, Philippe Bizeul. 2006. Marketing in medium-sized manufacturing firms: The state-
of-the-art in France and in Quebec. International Entrepreneurship and Management Journal 3:1, 29-50. [Crossref]
138. Mike Simpson, Jo Padmore, Nick Taylor, Jane Frecknall‐Hughes. 2006. Marketing in small and medium sized enterprises.
International Journal of Entrepreneurial Behaviour & Research 12:6, 361-387. [Abstract] [Full Text] [PDF]
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

139. Kalyan Sengupta, Atish Chattopadhyay. 2006. Importance of appropriate marketing strategies for sustainability of small
businesses in a developing country. Asia Pacific Journal of Marketing and Logistics 18:4, 328-341. [Abstract] [Full Text] [PDF]
140. Audrey Gilmore, David Carson, Steve Rocks. 2006. Networking in SMEs: Evaluating its contribution to marketing activity.
International Business Review 15:3, 278-293. [Crossref]
141. Philippa Ashton. 2006. Fashion occupational communities – a market‐as‐network approach. Journal of Fashion Marketing
and Management: An International Journal 10:2, 181-194. [Abstract] [Full Text] [PDF]
142. Nicole Darnall, Daniel Edwards. 2006. Predicting the cost of environmental management system adoption: the role of
capabilities, resources and ownership structure. Strategic Management Journal 27:4, 301-320. [Crossref]
143. Sarah Quinton, Sally Harridge-March. 2006. The interaction of technology in entrepreneurial marketing: an illustrative case
from a wine merchant. Strategic Change 15:2, 85-102. [Crossref]
144. Catherine Gorman. The Use of Relationship Marketing in Developing Network and Co-operative links within Tourism
Product Marketing Groups (PMGs) 149-168. [Crossref]
145. Jean-Claude Pacitto, Pierre-André Julien. 2006. Le marketing est-il soluble dans la très petite entreprise ?. Revue internationale
P.M.E.: Économie et gestion de la petite et moyenne entreprise 19:3-4, 77. [Crossref]
146. Brian Low, Wesley J. Johnston. 2005. Managing Ambiguous Policies in China's Telecommunications Market: Network
Navigation Insights and Techniques. Journal of Asia-Pacific Business 6:4, 5-30. [Crossref]
147. Stefan Lagrosen. 2005. Customer involvement in new product development. European Journal of Innovation Management 8:4,
424-436. [Abstract] [Full Text] [PDF]
148. M. Lahdesmaki. 2005. When Ethics Matters – Interpreting the Ethical Discourse of Small Nature-Based Entrepreneurs.
Journal of Business Ethics 61:1, 55-68. [Crossref]
149. Nick Johns, Jan Mattsson. 2005. Destination development through entrepreneurship: a comparison of two cases. Tourism
Management 26:4, 605-616. [Crossref]
150. Steve Rocks, Audrey Gilmore, David Carson. 2005. Developing strategic marketing through the use of marketing networks.
Journal of Strategic Marketing 13:2, 81-92. [Crossref]
151. Antti Haahti, Vivekananda Madupu, Ugur Yavas, Emin Babakus. 2005. Cooperative strategy, knowledge intensity and export
performance of small and medium sized enterprises. Journal of World Business 40:2, 124-138. [Crossref]
152. Stefan Lagrosen. 2005. Effects of the internet on the marketing communication of service companies. Journal of Services
Marketing 19:2, 63-69. [Abstract] [Full Text] [PDF]
153. Andrew Atherton, Leigh Sear. 2004. Generating Orders and Winning New Business. The International Journal of
Entrepreneurship and Innovation 5:4, 255-265. [Crossref]
154. Eleanor Shaw. 2004. Marketing in the social enterprise context: is it entrepreneurial?. Qualitative Market Research: An
International Journal 7:3, 194-205. [Abstract] [Full Text] [PDF]
155. Ian Fillis, Ulf Johansson, Beverly Wagner. 2004. A qualitative investigation of smaller firm e‐business development. Journal
of Small Business and Enterprise Development 11:3, 349-361. [Abstract] [Full Text] [PDF]
 156. Elke Pioch, John Byrom. 2004. Small independent retail firms and locational decision‐making: outdoor leisure retailing by
the crags. Journal of Small Business and Enterprise Development 11:2, 222-232. [Abstract] [Full Text] [PDF]
157. Geir Grundvåg Ottesen, Lene Foss, Kjell Grønhaug. 2004. Exploring the accuracy of SME managers' network perceptions.
European Journal of Marketing 38:5/6, 593-607. [Abstract] [Full Text] [PDF]
158. IAN FILLIS. 2003. A PLEA FOR BIOGRAPHICAL RESEARCH AS INSIGHT INTO SMALLER FIRM
MARKETING THEORY GENERATION. Journal of Enterprising Culture 11:01, 25-45. [Crossref]
159. Jasmine E.M. Williams. 2003. Export information use in small and medium‐sized industrial companies. International
Marketing Review 20:1, 44-66. [Abstract] [Full Text] [PDF]
160. Jimmy Hill, Clive Nancarrow, Len Tiu Wright. 2002. Lifecycles and crisis points in SMEs: a case approach. Marketing
Intelligence & Planning 20:6, 361-369. [Abstract] [Full Text] [PDF]
161. Ann M. Torres. 2002. Marketing networks as a form of strategic alliance among craft enterprises. International Journal of
Nonprofit and Voluntary Sector Marketing 7:3, 229-243. [Crossref]
162. Ian Fillis. 2002. Creative marketing and the art organisation: what can the artist offer?. International Journal of Nonprofit
and Voluntary Sector Marketing 7:2, 131-145. [Crossref]
163. Fiona McMahon, Aodheen O’Donnell. Exploring the Potential of e-CRM in SME Marketing Practice 1012-1029. [Crossref]
164. Lisa M. Given, Dinesh Rathi. Market Research 2.0 169-186. [Crossref]
165. Cindy Millman, Hatem El-Gohary. New Digital Media Marketing and Micro Business 1309-1331. [Crossref]
166. Fatim-Zohra Benmoussa, Walid A. Nakara, Annabelle Jaouen. The Use of Social Media by SMEs in the Tourism Industry
2159-2170. [Crossref]
Downloaded by Universitas Andalas At 01:17 17 October 2017 (PT)

167. Cindy Millman, Hatem El-Gohary. New Digital Media Marketing and Micro Business 59-81. [Crossref]
168. Rosalind Jones, Susan Sisay. Strategic Management in SMEs 1-21. [Crossref]
169. Kijpokin Kasemsap. The Roles of International Entrepreneurship and Organizational Innovation in SMEs 1318-1346.
[Crossref]
170. Kijpokin Kasemsap. The Roles of International Entrepreneurship and Organizational Innovation in SMEs 410-438. [Crossref]
171. Fiona McMahon, Aodheen O’Donnell. Exploring the Potential of e-CRM in SME Marketing Practice 149-166. [Crossref]
172. Tony Douglas, Maktoba Omar. Marketing in SMEs 163-196. [Crossref]