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This paper investigates how the market orientation of SMEs toward public sector customers enables firms to participate and succeed in public procurement.

The authors used a survey-based methodology. First, the authors reconfigured an empirical construct of market orientation for private sector markets to measure the market orientation toward public sector customers. Then they conducted a survey of Finnish firms to test the construct and how it predicted firm performance in public procurement.

The authors find empirical support for firms to adopt a market orientation toward public sector customers. Their results suggest that customer and competitor orientations are positive predictors of participating and winning supply contracts in public sector tenders.

Self-reported survey data from a single country may limit the generalizability of results.

This paper is the first to report a market orientation toward public sector customers and describe how it is related to supplier performance in public procurement.

The aim is to examine the importance small and medium-sized enterprises (SMEs) see in different network partners regarding successful tendering in public procurement, and whether this perception predicts the number of joint bids and wins.

The data were collected by an electronic questionnaire which was sent to the registered users of the leading electronic platform for public procurement in Finland. The data were analysed with statistical methods.

The findings suggest that a favourable perception of the importance of horizontal networks in public procurement is associated with a larger number of joint bids and better success in joint bidding. However, the results do not establish a positive correlation between vertical networks and consortium bidding.

The data were collected from a single EU country. Since the criteria for bidding consortia may vary between countries, different results might have been achieved from other countries.

SMEs should be encouraged to form bidding consortia and acquire related experience. Policymakers should minimise barriers to consortium bidding, e.g. by offering more information. They should also assess the merits of joint bidding because they rarely encourage SMEs to bid as a consortium.

Consortium bidding is a way of enhancing SMEs’ possibilities to participate in public tender contests, even in large contracts.

While consortium bidding has been recognised to enhance SMEs’ possibilities of participating in public procurement, there is limited research into how SMEs’ network collaborations relate to bidding as a consortium.

The motivation for this study comes from decision making related to strategic marketing orientations in international markets. The authors examine if customer orientation and customer relationship orientation perform as two distinct constructs in driving firm innovativeness, and how together they support business growth among export firms. This study aims to suggest a customer-centric strategy for export firms that drive innovativeness and growth.

An international corporation specialized in company information services provided a list of the contact information of Italian companies. The authors sent an email request to respond to an online survey and received 416 effective responses from firms operating in export markets. The authors propose and empirically test a model in which customer orientation, customer relationship orientation and innovativeness predict business growth. This model controls for the effects of firm size, industry and customer type (B2B vs. B2C).

The study findings suggest that customer orientation and customer relationship orientation are two distinct strategic orientations driving innovativeness. However, they do not directly affect business growth. Instead, they require the innovativeness of an exporter to materialize as business growth.

The results of the study recommend business strategies focusing not only on customer needs and satisfaction but also on retaining current customers and building customer relationships in international markets. Firms can learn from international customers and develop effective customer-centric strategies to spread the acquired information into the internal decision-making as it contributes to firm innovativeness and business growth in international markets.

This study is one of the pioneering studies combining customer orientation and customer relationship orientation, showing their theoretical and empirical divergence. This study is also among the first which tests how the two strategic orientations together with innovativeness promote business growth among export firms. The authors add understanding of the synergistic effects both of using customer information and developing deeper relationships on firm innovativeness and performance among exporters.

This paper examines entry barriers to involvement in public procurement of small and medium-sized enterprises and the role of training in dismantling those barriers. We find that firms' perceptions of barriers are of five main types. Regression analysis shows that a lack of ongoing training is associated with SMEs' perceptions of resource constraints and practical skills that hinder their participation in public procurement. We also observe a positive connection between a positive attitude toward training and SMEs' participation rates in public procurement. As a managerial implication, the value of training should be appraised at the firm level, and organizing training and providing information concerning public procurement could be a recommended policy to improve the SME participation rate in public procurement.

Small and medium enterprises (SMEs) have been found to be under-represented in the awarding of public sector procurement contracts. Currently, very little is known about the strategic and behavioral aspects associated with SMEsʼ participation in public sector procurement. To take a step in filling the gap, we used a conceptual construct known as market orientation (MO). The construct comprises a firmʼs orientation in gathering information on competitors and customers, and using the information to gain competitive advantage. This research found that MO has a positive effect on how active SMEs are in searching information on available requests for tenders and how actively they participate in bidding contests. This work strongly suggests that MO should be taken into account when designing procurement contracts, and MO should be fostered among SMEs.

The purpose of this paper is to provide an insight into small firm entrepreneurs' perceptions of success and how these perceptions affect the performance of a firm. The emphasis is on non‐financial measures of success and their interaction with the financial indicators of a firm's performance.

The paper presents a comparative analysis of two separate studies conducted in the same geographical area in Finland. The studies were concerned with micro‐businesses in the industries of craft and rural tourism.

The study finds that non‐financial meters of success that are affected by the entrepreneur's motivations and goals influence the financial performance of the small firm. Making a living is important, but going beyond that is not often seen of great concern. Consequently, the entrepreneurs are likely to measure their performance by other criteria and find success, e.g. in job satisfaction and satisfied customers.

In the data collection process, the used questions and themes were not identical. The main themes of performance, growth and success are, however, comparable.

The paper provides useful information about small firm entrepreneurs' perceptions and attitudes of success and growth and how these affect the management of the firm.

This paper brings empirical evidence to the studies of factors affecting small firm performance. In addition, it offers useful insight into the non‐financial measures of success.

The purpose of this study was to identify those factors that are supposed to be the most important in terms of small business success in tourism industry. The empirical data is collected within one region in Finland. The respondents were asked to evaluate the importance of the given factors for the firm's success and how highly the respondent evaluated the company's expertise in each factor in their operations. Questionnaires were sent by mail to a total of 214 tourism businesses. The final response rate was 43% (92 businesses). According to the analysis of the data, the respondents emphasise the importance of customer orientation, good skills in leadership, internal marketing and a good reputation of the firm and the product. The impact of external advice (incubators, consultants, research organisations) was evaluated as the least important factor of success. So, market orientation seems to play a key role in the performance of small and micro tourism firms. Customer orientation is also well mastered according to the businesses. The greatest development needs would be in the areas of price and accessibility, as well as in customer orientation. The results of this study indicate that there are no statistically significant differences in the views held by slowly or fast growing tourism businesses regarding the importance of the success factors. The same factors are considered important and less important in both slowly and fast growing businesses. Neither were there any statistically significant differences in these businesses as to the expertise in these success factors.

The purpose of this paper is to examine how SMEs with varying growth intentions differ from each other with regard to market orientation and brand orientation. Both of these strategic orientations are seen to lead to enhanced market performance. Consequently, the authors investigate whether those small firms that regard growth as an important goal have adopted market or brand orientation.

Responses from 492 SMEs were analysed. They were clustered into four groups according to their growth intentions. These groups included firms that have low growth intention, capital adequacy growth intention, expansion growth intention and high growth intention. ANOVA was used to explore whether these groups differed in their market or brand orientation.

The results indicate that the higher growth intention group the SME belonged to the more market and brand oriented it is. The biggest differences between the SMEs were found with regards to brand orientation.

The findings suggest that SMEs have acknowledged the positive effect of market and brand orientations on firm growth, thus highlighting the importance of supporting growth-oriented SMEs in their quest to become more market or brand oriented.

The study sheds more light on the little researched themes of market and brand orientations in the context of SMEs. It also offers insights into how growth intentions affect the adoption of different strategic orientations.

The purpose of this paper is to get a deeper understanding of how the concept of marketing is seen and put into practice in SMEs. Furthermore, it seeks to examine whether the perceptions and practices differ according to the size, industry and customers of the SMEs.

The study was conducted among SMEs in three industries in eastern Finland.

Marketing was seen as a means to inform the customers about the enterprise and its offerings. SME marketers were also interested in creating and maintaining customer relationships. The main aim of marketing seemed to be to create sales. Marketing thought and practices cannot be regarded as being uniform within SMEs. The results show that they vary depending on firm size and customers.

The study offers an insight into the little researched area of comparing marketing within SMEs. It brings empirical evidence of the perceptions of marketing and how they affect marketing management in small enterprises.

The purpose of this paper is to examine how business owners in microbusinesses perceive success and how that perception may influence the growth of their enterprise.

The results of three separate studies were analysed. The data were collected with questionnaires and interviews among microbusinesses in the industries of craft and rural tourism in the area of North Karelia, Eastern Finland. Both quantitative and qualitative methods were used in the analysis.

The paper found that the motives and goals of the small business owners were not oriented towards growth, but to quality of life, job satisfaction and satisfied clientele. Consequently, business success was measured by the respect and satisfaction of the customers, job satisfaction and the quality of product. From an economic perspective, making a reasonable living, not growth, constituted a measure of success.

Generalisation is affected by the fact that the study concerns two individual industries in a small geographical area.

For policy makers, the study offers insight into the factors that affect the behaviour and decision‐making of the microbusiness entrepreneurs and, thus, the performance of their enterprise.

The study contributes to theory development by examining the little studied possible conflicts between financial and personal measures of success.