Marketing in New Ventures: Theory and Empirical Evidence

Gruber, Marc

doi:10.1007/bf03396691

Cited by 139 publications

(116 citation statements)

References 74 publications

Supporting

Mentioning

102

Contrasting

Unclassified

Order By: Relevance

“…At the same time, Teal et al (2003) emphasise that an effective strategy allows small businesses to gain sales by providing products and or services that offer superior benefits to customers than those offered by competitors. Marketing is also considered to be of utmost importance for the success of new ventures (Bjerke and Hultman, 2002;Gruber, 2004;Hultman and Shaw, 2003). New ventures face substantial liabilities of newness which lead to higher failure rates of new firms compared to more established businesses (Bjerke and Hultman, 2002).…”

Section: Introductionmentioning

confidence: 99%

“…Brush (1992) found that new ventures routinely engaged in scanning for information related to markets and competitors using a variety of personal and impersonal sources. New ventures enter markets in ways largely prescribed by specific industry norms and develop their customers mostly through personal contacts (Gruber, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…Marketing is primitive at this stage and management focuses on product quality and functionality, price and delivery, and word of mouth plays a key role in new firm's communication activities (Gruber, 2004). Zinger et al (2001) found that marketing research and implementation are the key success factors for new ventures.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The performance of entrepreneurial ventures

Jayawarna

Jones

Lam

et al. 2014

Journal of Small Business and Enterprise Development

View full text Add to dashboard Cite

Publisher's copyright statement:This article is c Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/14711/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Design/methodology/approach: Both postal and web surveys were utilised to collect responses from 128 entrepreneurs in the early stages of business creation. The data were subjected to exploratory and confirmatory factory analyses to establish the marketing practices in new ventures. These results were then subjected to hierarchical regression analysis to study the marketing-performance relationship. Further analysis was conducted to explore the moderation hypotheses.Findings: The results demonstrate that some practices generally associated with marketingselective distribution, market segmentation and advertising-have limited impact on performance in new ventures. In contrast, other practices such as product/service innovation, market research and service quality and functionality -do help establish competitive advantage. The results suggest that marketing practices associated with 'entrepreneurial behaviour' and not 'hard' marketing techniques drive new venture success. The results also support the moderation hypotheses confirming that market conditions help explain the role of marketing in new venture success.Research limitations/implications: The paper offers a new theoretical framework to better understand the marketing-performance relationship in new ventures and offers suggestions as to the specific conditions for effective use of various marketing practices.Originality/value: This is one of the first attempts to explore the underlying mechanisms that support marketing practices in new ventures. It reveals the hidden dimensions of the marketingperformance relationship and thereby makes a contribution to both the marketing and entrepreneurship literatures.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The performance of entrepreneurial ventures

Jayawarna

Jones

Lam

et al. 2014

Journal of Small Business and Enterprise Development

View full text Add to dashboard Cite

show abstract

“…A piacorientáció önmagában való felhasználásakor, egyfajta éles bírálatként, Gruber (2004) felveti, hogy "ezek a modellek hiányosan írják le a marketing fejlődé-sét a növekedő cégeknél, mivel kihagyják a lehetőségfelis-merés fő lépcsőfokát, melyhez a piacorientált magatartás elengedhetetlen" (Gruber, 2004, p. 175.).…”

Section: A Piacorientációunclassified

Kvalitatív megközelítés a kis- és középvállalatok marketingdöntéseinek szervezeti értelmezéséhez, kiemelten kezelve a vállalatvezető szerepét

Gáti¹,

Bauer²

2017

Veztud

View full text Add to dashboard Cite

“…Chez Low et Srivatsan (1995) et Gruber (2004, le défi de la gestion des relations avec les stakeholders est traité explicitement. Kollmann et Kuckertz (2006b) Preston, Donaldson et Brooks (1999), nous ne comprenons pas l'approche des parties prenantes comme une approche basée sur des considérations normatives éthiques, mais plutôt comme une approche ayant pour but de renforcer la puissance de l'entreprise sur le plan concurrentiel.…”

Section: Introductionunclassified