Marketing practices for Small and Medium Enterprises: An exploratory study of manufacturing firms in Zimbabwe

Abstract

Background: Changes in the Zimbabwean political landscape led to various socio-economic transformations. One being the small and medium-sized manufacturing enterprise (SME) sector becoming a dominant player in the economy. The success of SMEs positively impacts the economy. The use of appropriate and effective marketing practices accounts for the survival and growth of SMEs. Purpose of study:The study explores the marketing practices adopted by small and medium-sized manufacturing enterprises in Zimbabwe. The specific objectives are to (1) examine how SME owners or managers perceive marketing in the manufacturing sector; (2) examine the role of marketing in SMEs in the manufacturing sector; (3) explore the strategic market planning of manufacturing SMEs in Zimbabwe; and (4) analyse the marketing strategies adopted by SMEs in the manufacturing sector. Design/Methodology/Approach:The study adopted a qualitative approach to gather data from fifteen conveniently sampled owners/managers of SMEs using interviews. Thematic analysis was employed for data analysis.Results/Findings: Findings of the study revealed that manufacturing SMEs are familiar with some marketing concepts. These marketing concepts include marketing environment analysis, customer satisfaction, relationship marketing, customer loyalty and competitive advantage. Fundamental to the practice of marketing M MASHINGAIDZE M BOMANI E DERERA Marketing practices for Small and Medium Enterprises: An exploratory study of manufacturing firms in Zimbabwe

Strategic leadership for a Zimbabwean University in turbulent times: Literature analysis

“…Setting and executing of strategic direction is a crucial component evident in five of the seven context-specific frameworks of strategic leadership for SMEs by Svotwa (2019), Integrative frameworks of strategic leadership for ESMEs by Kanyangale(2017), frameworks of strategic leadership for Schools by Davies and Davies (2010), strategic leadership and organisational resilience for the hospitality and tourism industry by (Ho et al, 2022), and strategic leadership) for the federal government during a crisis by Farhan (2021. Svotwa (2019 discuss long term-direction in terms of strategic intent, which embraces the vision, mission statement, and strategic plans.…”

“…The capability of translating strategy into action is explicitly expressed in two frameworks: strategic leadership for ESMEs by Kanyangale (2017) and strategic leadership framework for Schools by Davies and Davies(2010). In SMEs, strategic leaders are involved in reading situations and creative combinations of resources to align priorities with resources to achieve strategic outcomes.…”

“…Organisation culture is highlighted in various ways in the four context-specific frameworks of strategic leadership by Kanyangale(2017), Svotwa (2019), (Farhan,2021) and Shao (2019). Kanyangale(2017) illuminate the creation and maintenance of entrepreneurial and resilient culture in ESMEs as critical tasks of strategic leaders.…”

“…Organisation culture is highlighted in various ways in the four context-specific frameworks of strategic leadership by Kanyangale(2017), Svotwa (2019), (Farhan,2021) and Shao (2019). Kanyangale(2017) illuminate the creation and maintenance of entrepreneurial and resilient culture in ESMEs as critical tasks of strategic leaders. Strategic leaders have entrepreneurial insight that deals with uncertainty, risk and ambiguity, reinforcing a more disciplined use of their resources and exploiting newly created products or services.…”

“…Instead, researchers have focused on other contexts, such as public service and small and medium enterprises in Zimbabwe ( Svotwa, 2019). Outside Zimbabwe, Kanyangale(2017) explored strategic leadership in entrepreneurial Small and medium enterprises(SMEs), while Davies and Davies (2010) examined strategic leadership in schools in America, to mention a few. The unprecedented economic turbulence, dynamic complexity and rate of change, various forms of under-resourcing of HEIs (e.g.…”