Relationship marketing: Its key role in entrepreneurship

Day, John; Dean, Aftab; Reynolds, Paul

doi:10.1016/s0024-6301(98)80019-8

Cited by 40 publications

(31 citation statements)

References 9 publications

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“…The second and third columns represent the sources of these elements. Kohli and Jaworski, 1990 Hills and LaForge, 1992 Personal contact Berry, 1983Day et al, 1998Communication Carson, 1985Carson, 1985Flexibility Carson et al, 1995Carson et al, 1995 To summarise, we argue that the conceptual foundations of both relationship marketing and entrepreneurship share a similar theoretical underpinning. This grounding base appears most manifest in the practices of networking.…”

Section: Networkingmentioning

confidence: 87%

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Relationships, marketing and small business: an exploration of links in theory and practice

Zontanos

Anderson

2004

Qualitative Market Research: An International Journal

121

135

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This paper explores the links between the theory and practices of marketing and small business. The review of the literature highlights the close association of the more advanced conceptualisations of marketing, especially relationship marketing, and those of small business, particularly entrepreneurial small business. Given these theoretical similarities and the ensuing symmetry of actions and behaviours described in theory, the research question is posed, how does an appreciation of these links aid our understanding of entrepreneurial practices? The question is addressed by employing a participant observation methodology to create a case study of one small rural firm and by inductive analysis techniques. Our findings show that it is difficult to disentangle or even to distinguish, the practice of relationship marketing from entrepreneurial action. This leads us to suggest that it may be useful to reconsider relationship marketing as a facet of entrepreneurship.

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Section: Networkingmentioning

confidence: 87%

“…Day et al (1998) made this point. However, we wish to argue entrepreneurship and relationship marketing are more closely related, that each can be viewed as a sub set of aspects of the other.…”

Section: Introductionmentioning

confidence: 95%

Relationships, marketing and small business: an exploration of links in theory and practice

Zontanos

Anderson

2004

Qualitative Market Research: An International Journal

121

135

View full text Add to dashboard Cite

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“…Decision making is a SME owners-managers' responsibility (Walsh and Lipinski, 2009;Culkin and Smith, 2000) and their visions are often embedded into the organisational characteristics and business operations (Becherer et al, 2001). However, the small firms setting is relatively simple and less rigid (Hill, 2001a) and so the management culture of SMEs is more creative (Carson, 2003), innovative (Lin, 1998) and entrepreneurial (Day et al, 1998) than large organisations. The business environment of an SME is also more flexible (Deakins and Freel, 2009), adaptive and change orientated (Carson, 2003), focused on problem-solving and action orientated (Thorpe et al, 2006).…”

Section: Literature Review Characteristics Of Smesmentioning

confidence: 99%

“…The characteristics of SMEs are often derived from the owners-managers' management style (O'Dwyer et al, 2009;Carson, 2003) and their personality and traits (McCarthy, 2003;Culkin and Smith, 2000). Ownermanagers are risk takers (Deakins and Freel, 2009;Delmar, 2009;Hill, 2001b) opportunistic, visionary (Thomas et al, 2013;Carson, 2003) and proactive (Day et al, 1998). They develop contacts and engage in networking as a means of promoting their business (Harris et al, 2012;Gilmore et al, 2006) particularly on a local basis using networking channels such as the Chamber of Commerce and other relevant business groups (Dimitriadis et al, 2005;Sweeney, 1996).…”

Section: Literature Review Characteristics Of Smesmentioning

confidence: 99%

Marketing in SMEs: a “4Ps” self-branding model

Resnick

Cheng

Simpson

et al. 2016

International Journal of Entrepreneurial Behavior &Amp; Research

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“…Competitive aggressiveness is highly correlated with entrepreneurship of an entrepreneurial firm in all levels of risk either low or high risk environments (Dean et al, 1998).…”

Section: Dimensions Of Entrepreneurial Orientationmentioning

confidence: 99%

Impact of Entrepreneurial Orientation and Network Resource Utilization on Internationalization of SME’s: Evidence from Pakistan

Hanif¹,

Irshad²

2018

IJMS

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The purpose of this study is to examine the importance of implementation of strong entrepreneurial orientation and utilization of network resources creating value added products for the internationalization of Small and Medium Enterprises in Pakistan. The objective is to investigate and evaluate the nature of the business, then to determine the importance of implementation of entrepreneurial orientation and utilization of network resources for the internationalization of small and medium sized enterprises in Pakistan. It is proposed that the intensity of internationalization of small and medium sized enterprises is enhanced by development of organizational practices and cultural environment. An overview is provided of the importance of SME sector in Pakistan for the economic growth of the country. The current state of SME sector has been evaluated. It proceeds with the discussion of the factors essential for fostering the growth of SME's in Pakistan. The importance of these factors such as strong entrepreneurial orientation and utilization of network resources has also been considered for the internationalization of small and medium sized enterprises in Pakistan.The paper concludes with the assessments of implications of these factors and suggestions for future research. Information is provided regarding the current situation of SME's in Pakistan and the factors for the international growth of this sector have also been identified and studied. Factors under consideration are strong entrepreneurial orientation and utilization of network resources. Few hypotheses made regarding the implication of these factors have been evaluated and tested by several statistical methods. For the internationalization of SME's in Pakistan these factors have been given special attention. In the industrial development of a country the importance of the SME sector cannot be ignored. SMEs constitute nearly 90% of all the enterprises in Pakistan; employ 80% of the non-agricultural labor force; and their share in the annual GDP is 40%, approximately. However, Pakistan Small and Medium Enterprises sector is facing many problems and challenges both domestic and international in achieving economics of scale and better prospects in marketing their products at international market and to gain the competitive advantage. Demand of the global era requires entrepreneurs who are willing to face risks, innovative, proactive and compete aggressively to be able to seek new opportunities and increase competition advantages. Innovation is needed to provide value added products through value creation, so that the competitive advantage could be gained. Entrepreneurs can utilize open source that involves external parties by utilizing network resources. This paper calls attention to ways in which SME's of Pakistan can survive in this competitive environment. This paper investigates the chief factors for the internationalization of SME's of Pakistan specifically focusing on the entrepreneurial orientation determinants such as pro-activeness, risk ta...

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Relationship marketing: Its key role in entrepreneurship

Cited by 40 publications

References 9 publications

Relationships, marketing and small business: an exploration of links in theory and practice

Relationships, marketing and small business: an exploration of links in theory and practice

Marketing in SMEs: a “4Ps” self-branding model

Impact of Entrepreneurial Orientation and Network Resource Utilization on Internationalization of SME’s: Evidence from Pakistan

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