Strategic marketing practices and the performance of Chinese small and medium-sized enterprises (SMEs) in Taiwan

Siu, Wai Sum; Fang, Wenchang; Lin, Tingling

doi:10.1080/08985620410001677862

Cited by 42 publications

(42 citation statements)

References 56 publications

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“…While traditionally strategic marketing was associated with large businesses, small businesses also need to employ strategic marketing planning in order to survive (Blankson and Stokes, 2002;Hill, 2001;Siu, 2000;Siu, et al, 2004). However, marketing strategic planning in the small business is different from marketing in the larger organization.…”

Section: Discussionmentioning

confidence: 99%

Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?

Scheers

Makhitha

2016

Foundations of Management

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Substantial evidence shows that strategic marketing planning leads to increased small business performance, yet most small business owners do not draw up a plan for their businesses. This paper presents the results of a secondary research survey on strategic marketing planning of SMEs in South Africa. They indicate that while the higher performing SMEs give a higher priority to marketing than to other business functions, they are still sales-or production-oriented. The higher performing SMEs are more aware of strategic planning tools. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small business marketing principles to some extent contribute to the success of SMEs.

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Section: Discussionmentioning

confidence: 99%

Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?

Scheers

Makhitha

2016

Foundations of Management

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“…How effective are they in low-and medium-tech (LMT) clusters formed by SMEs? This paper attempts to understand what types of firms make use of these TCs and which factors moderate access to these tech infrastructures, focusing on SMEs in low-tech clusters SMEs (Bennett 1998;Rolfo and Calabrese 2003;Siu, Fang, and Lin 2004). In addition, our paper covers the role of TCs in transferring knowledge, providing services and promoting innovation.…”

Section: Introductionmentioning

confidence: 99%

The role of a firm's absorptive capacity and the technology transfer process in clusters: How effective are technology centres in low-tech clusters?

Hervás-Oliver

Garrigós

de-Miguel

et al. 2012

Entrepreneurship & Regional Development

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This paper analyses how the internal resources of small-and medium-sized enterprises determine access (learning processes) to technology centres (TCs) or industrial research institutes (innovation infrastructure) in traditional low-tech clusters. These interactions basically represent traded (market-based) transactions, which constitute important sources of knowledge in clusters. The paper addresses the role of TCs in low-tech clusters, and uses semi-structured interviews with 80 firms in a manufacturing cluster. The results point out that producer-user interactions are the most frequent; thus, the higher the sector knowledge-intensive base, the more likely the utilization of the available research infrastructure becomes. Conversely, the sectors with less knowledge-intensive structures, i.e. less absorptive capacity (AC), present weak linkages to TCs, as they frequently prefer to interact with suppliers, who act as transceivers of knowledge. Therefore, not all the firms in a cluster can fully exploit the available research infrastructure, and their AC moderates this engagement. In addition, the existence of TCs is not sufficient since the active role of a firm's search strategies to undertake interactions and conduct openness to available sources of knowledge is also needed. The study has implications for policymakers and academia.

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“…Se lograron 74 respuestas a la encuesta, lo que arrojó una tasa de respuesta bruta del 6,8%; en el proceso de depuración se eliminaron 19, obteniendo así 55 respuestas válidas para el análisis, luego la tasa de respuesta neta fue del 5,1%, cifra que se puede considerar adecuada y de acuerdo a las tasas de respuesta reportadas en estudios similares y que fluctúan entre 2,95% y 10,19% (Siu, Fan & Lin, 2004).…”

Section: Figura 1 Etapas Del Proceso De Análisis De Informaciónunclassified

Uso del mercadeo estratégico en las Mipymes de Bogotá

Berrío

Rodríguez

2013

PLNT

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poliantea 97 MERCADEO Resumen A través de esta investigación se pretende generar una serie de reflexiones acerca de elementos teóricos y prác-ticos que dificultan la aplicación del mercadeo estratégico en las Mipymes bogotanas y, que trae como consecuencia, la alta tasa de mortalidad de este tipo de organizaciones. Surgen entonces aspectos que van desde los mismos planteamientos teóricos y de aplicabilidad del mercadeo estratégico, (pues este último se concibe como una práctica afín a los recursos y dinámicas de la gran empresa, de allí que sea pertinente conocer cuáles son las barreras más frecuentes del mercadeo) hasta los elementos que permiten estimular y facilitar el uso del mercadeo estratégico en las Mipymes colombianas y latinoamericanas.Se parte de la definición propuesta por la legislación colombiana de las Mipymes para pasar a recalcar su importancia dentro de la economía y plantear la problemática colombiana (a través de las cifras de su ciudad capital, Bogotá) de destrucción de riqueza por el cierre de empresas, en su mayoría Mipymes y cuya causalidad tiene significativos elementos de mala administración de mercadeo y comercial. Seguidamente se presentan los resultados logrados incluyendo los beneficios y las barreras encontradas en este contexto para la aplicación del mercadeo estratégico en las Mipymes. Se cierra el documento con una serie de consideraciones finales y recomendaciones. AbstractThe purpose of this research is to generate a reflection about the theorist and practical elements that limit strategic marketing application in Bogota´s SMEs which have as a consequence high mortality rate of this type of organizations. There are several aspects that rise from theoretical and applicable hypothesis within the strategic market because this practice is conceived as being related to the dynamics of big companies. This enables the understanding of the different barriers and of the elements that foster the use of strategic marketing within Colombian and Latin American SMEs.We start from the Colombian law and its definition of SMEs in order to highlight their importance for the economy and to analyze the Colombian problematic (through figures of its capital, Bogotá) regarding the destruction of wealth due to company closures, especially SMEs, which lie especially on elements of bad marketing and commercial management. We also present the results achieved by including the benefits and barriers found within this context for the application of strategic marketing in SMEs. The article ends with a series of final considerations and recommendations. Palabras claveMercadeo, estrategia de mercadeo, micro, pequeñas y medianas empresas

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Strategic marketing practices and the performance of Chinese small and medium-sized enterprises (SMEs) in Taiwan

Cited by 42 publications

References 56 publications

Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?

Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?

The role of a firm's absorptive capacity and the technology transfer process in clusters: How effective are technology centres in low-tech clusters?

Uso del mercadeo estratégico en las Mipymes de Bogotá

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