Agile marketing for the manufacturing‐based SME

Abstract

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.comEmerald 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. AbstractPurpose -To examine the application of the principles of "agile manufacturing" to marketing strategy, planning and management, in the context of small and medium-sized enterprises (SMEs). Design/methodology/approach -Uses the case-study method to test the development and deployment of "agile marketing" by applying the marketing techniques normally practised only by larger companies, within the "hard" and "soft" constraints imposed by one small company's managerial attitudes, corporate resources and time horizons. The host company was a UK supplier of technological products to other manufacturers; it had no history of marketing. The focus of the study was on the third stage of the agility framework: how a proactive marketing approach can be used to generate new custom. Findings -"Agile marketing" innovations released latent capacity, and a strategic marketing plan was devised to win new custom. After follow-up, four new customers had been recruited, and the potential for developing long-term relations with them was good. This proactive approach was recognised by the company to be a cost-effective route to business growth, as was the ease with which the plan could be reconfigured when new market niches were to be targeted.Research limitations/implications -The case study provides one "snapshot" of the outcome of transferring agility principles from manufacturing to marketing. The findings are nonetheless indicative and thought-provoking. Practical implications -Such marketing as small companies practise is more likely to be reactive than proactive. They rarely have the resources to take advantage of marketing ideas transferred from the big-business setting. There are thus many constraints on their ability to respond cost-effectively and swiftly to changes in their operating environment. The more flexible and reconfigurable the manufacturing and marketing systems, the more likely that growth will be achieved. Any spare capacity can then be channelled into recruiting new customers. Originality/value -Transfers a planning framework and set of procedures from manufacturing management to marketing strategy and planning in the challenging environment of SMEs.

Developing and deploying marketing agility in an emerging economy: the case of Blue Skies

“…Robustness refers to how the company demonstrates resilience to cope with turbulence in the various markets in which it operates (Poolton et al, 2006). Cardogan et al, 2012 BS' JEE framework according to the company, hinges on three main principles, which ensure sustainability and robustness of their business model: a diverse society, a culture of respect and drive for profit.…”

“…Whereas it may be seen that people without jobs may express gratitude that they have found some form of employment, to stay with the same organisation beyond 10 years goes beyond basic level of satisfaction but demonstration of commitment. In this regard, we extend Poolton et al, (2006) view on preventative maintenance to reduce vulnerability to include treatment of staff in such a way to reduce how the company may be vulnerable to possible staff shortage and high staff turnover, rather than focusing on just equipment.…”

Innovativeness in food small business: What is its relationship with marketing?

“…Such constraints are connected to financial resources and to specific product characteristics. indeed, very small firms frequently do not have adequate financial capabilities to implement the r&D activities within the firm (carson 1990;gilmore et al 2001;Poolton et al 2006). At the same time, the intrinsic nature of food products linked to tradition leads to difficulties in carrying out the product innovation.…”

Conceptual Framework for Modeling the Agile Marketing Capability

“…Agile Marketing approach arises from Agile Development practices on software realm to respond to customers' needs (Ewel, 2013). In marketing, it implies the development of competencies in providing strategic responses which quickly, costefficiently, flexibly and proactively adapt to market changes (Hendrix, 2014;Poolton et al, 2006;Potdar et al, 2017). According to the literature, Agile Marketing firstly involves omnichannel coordination of departments and working teams to enhance communication (Chaffey & Allen, 2015), decision-making processes and timely customer information.…”

“…In this context, Agile Marketing is the proper solution to design agile, quick and cost-effective responses to the marketplace (Lu, Ram, Ramamurthy, & Lubar, 2011). The importance of this topic is quite known in business and project management literature related to software and manufacturing (Miles, 2013;Poolton, Ismail, Reid, & Arokiam, 2006;Vinodh, Devadasan, Vasudeva Reddy, & Ravichand, 2010), whereas it is less explored by marketing scholars (Gren, Torkar, & Feldt, 2015;Hoogveld & Koster, 2016a, 2016b. Accordingly, it necessitates further theoretical and empirical attention (Hoogveld & Koster, 2016b;Potdar et al, 2017).…”