Entrepreneurship and development of entrepreneurship have been the focus of all economies, but more so of emerging economies. However, there are many barriers including social and cultural aspects in entrepreneurship development. This has resulted in entrepreneurship's mono-dimensional look. Yet, in reality, a person who deals with the creation of the neo-ideas has social and cultural aspects like family characteristics, customs, community, the rate of participation in society that can aid or be a detriment in becoming successful entrepreneurs leading to sustainable entrepreneurship development. Hence, adopting a qualitative exploratory approach using semi-structured in-depth interviews of 30 SME owner-managers of Namibia, the aim of this study is to understand the role of social and cultural facets for sustainable entrepreneurship development. Findings show that social factors in entrepreneurship emerged and grabs the benefits of new concepts to make progress where social justice has raised barriers, and the cultural factors influence entrepreneurs and social behaviors of practice.
This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.
This article describes how demarketing is a strategy aimed at reducing the demand for the product and thereby the consumption. This strategy is well suited for harmful products though they may have utility in the economics of liquor, drugs, cigars and tobacco products. Many consume cigarettes and chew gutka, which is a tobacco product either as habit, stress reliever or style. The consumption of tobacco products has negative side effects such as lung cancer and oral diseases. Thus, the aim of this article is to reflect on the demarketing strategy of tobacco products adopted in India and to determine the impact on customers in Mysore, Southern India. Mixed method of research was used. The sample was 50 respondents, chosen with an accidental sampling technique to test differences of opinion between customers and non-customers of tobacco products. The findings indicate that demarketing tobacco products has made an impact along with societal change.
This article describes that though there are few studies conducted on SMEs' life cycle, there are no studies specifically done around the globe with focus on electronic marketing approaches for SMEs. SMEs are flexible, so they can respond quickly to changing marketing requirements. Four approaches explain marketing role in small firms: the stages/growth model, the management style model, the management function model and the contingency model. SMEs face-marketing problems due to limited financial base, market knowledge, branding activities, expertise and over dependence on marketing ability of the owner/manager. They adopt reactive-marketing rather than planned marketing. Therefore, they face difficulties to exploit opportunities available in the market. Thus, the article aims to develop new ways of marketing approaches to every element of the-marketing mix (price, place, product and promotion). Further, as SMEs generally use a “conservative” approach to marketing, the study findings reflect that adopting electronic marketing approach can help them to offer new improved product or innovative use of existing product.
This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.
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