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Previous research has identified and clarified the nature of innovative marketing in small and medium size enterprises (SMEs), providing a list of key constituent elements. While this list of innovative marketing variables goes some way towards explaining the nature of innovative marketing it does not aid the understanding of the relevance and inter‐relationship of these variables. The aim of this paper is to develop a theoretical framework to facilitate further exploration of the core elements of innovative marketing in SMEs.

A case study approach is adopted in order to facilitate the emergence of new theoretical relationships based on the understanding of the complex and dynamic nature of innovative marketing in SMEs. Eight case SMEs are recruited, two of the case SMEs from the service industry, three from manufacturing and three of the SMEs combined elements of both service and manufacturing.

The findings of the study illustrate the component parts of innovative marketing and the inter‐relationships between those parts in accordance with their role in innovative marketing and practices in SMEs. In order to categorise SME innovative marketing constructs, the conceptual framework transformation, assimilation, prediction and exceptionality (TAPE) is developed from relevant literature. This helps to encapsulate and explore elements of SME innovative marketing. Based on this study, the TAPE framework can more appropriately be changed to transformation, assimilation and prediction (TAP), to reflect the finding that exceptionality is inconclusive in terms of its relevance to innovative marketing in SMEs. The exclusion of exceptionality from the framework is a surprising insight emanating from the research as it contradicts previous studies. Traditionally, these elements will have been considered to be the core of innovative marketing. The conclusion here is that exceptionality be treated with caution in relation to SMEs.

This paper presents a theoretical framework TAPE to re‐conceptualise elements of innovative marketing. In light of the role each element plays in SME marketing activities and practices, this paper confirms the value of TAP but not exceptionality.

This paper aims to investigate the relationship between market orientation and innovative marketing strategies and the effect of innovative marketing strategies on the performance of agro-food manufacturers.

Systematic random sampling was used, and semi-structured interviews were conducted with 380 agro-food manufacturers. Several statistical analyses, including Pearson correlation analysis and logistic regression analysis, were used to analyze the relationship between market orientation and innovative marketing strategies, and the effect of innovative marketing strategies on the performance of agro-food manufacturers.

All dimensions of market orientation – customer orientation, competitor orientation and inter-functional coordination – have significant relationships with innovative marketing strategies (product, price, promotion and distribution), while customer orientation and promotion showed a very strong relationship among other variables measured. Innovative marketing strategies, specifically promotion, had the most effect on the performance of agro-food manufacturers.

The sample for this study was selected among agro-food manufacturers in major locations in Peninsular Malaysia. Hence, the findings may only give an initial overview of the current state of the agro-food manufacturers.

This study highlighted the significance of market orientation and innovative marketing strategies for the betterment of performance in the agro-food manufacturing sector.

The purpose of this paper was to investigate the concept of innovative marketing and how it manifests itself in the context of small‐to medium‐sized enterprises.

The literature relating to the characteristics of SMEs, and innovative marketing are reviewed to identify the key elements of innovative marketing and SMEs. This review and the key elements identified contribute to an overall conceptualisation of innovative marketing for SMEs.

The discussion considers and provides a description of innovative marketing in SMEs. Innovative marketing does not just relate to products, new product development, and technological development but is also evident in other aspects of marketing related activities and decisions and is very specific to the context and needs of the SME.

The focus of this paper is on taking the relevant themes from the literature and considering them in the light of SME marketing and in the context of SME business activities.

The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative performance. In addition, the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance are examined.

The authors used empirical data derived from a survey of 5,000 firms worldwide in fast‐paced R&D intensive sectors. Respondents were typically chief technology officers or senior R&D managers. Fisher test and moderated regression analysis were applied on 715 usable questionnaires.

Evidence is found that OPM has a positive effect on innovative performance; and intervenes in the relationship between both strategies and innovative performance. The results also show some moderating effects of turbulence.

Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM. Thus, OPM appears to be a good vehicle to translate strategies into concrete results. Project management can no longer be viewed as just a tool. Instead, OPM should be viewed as a decentralized, distributed function that is not innovative as such, but which supports innovation.

To date, the research has not explored OPM as an alternative whereby firms can integrate marketing and technology strategies to drive innovative performance, even if the firm's ability to generate a stream of innovations has become increasingly important. Therefore, probing the OPM links become an interesting search.

Cultural consumption is the study of the motivation for the consumption of, and experiences related to factors such as lifestyle, soft skills, landscapes, traditions, professions, history and nature etc. Innovative approaches in experiential marketing such as customization, service diversification and cultural assimilation for strengthening customer relationships are recommended strategic approaches for supporting business growth and development. In recent times the pandemic situation in Japan resulted in a 93% decline in inbound tourism (JNTO, 2020). To support customer trust and relationship Japanese resorts such as Onsens and Ryokans embarked on innovative experiential marketing strategies to continue customer relationship while also dealing with the official prescribed restrictions for preventing the spread of infection. This chapter explores the innovative experiential marketing adopted by Japanese resorts and contributes to the identified need for more knowledge in the area. A multiple case approach was adopted and information from 12 resorts was obtained through secondary data. Results identify five innovative marketing approaches that were used by the Japanese resorts studied in this research. The chapter contributes theoretically in relating cultural consumption to experiential marketing in COVID-19 times, opens discussion for policy implications and aims to provide some inspiration to other firms in the business of tourism related to cultural consumption.

This paper presents a stepwise method for identification and analysis of innovative activities in production systems. The purpose of this paper is to provide a structure in order to propose the risk paradigms and factors corresponding to the innovative activities and evaluation of the impact of these activities on innovation decisions and investment.

The model used here is an analytical approach that evaluates the impact of innovative activities on innovation decision and investment using product opportunity gap (POG) concept. This framework is applied for innovative activities of Asian industrial field, and the risk of innovative activities is calculated by weighted risk analysis method. In this method, the risk weights and intensities are estimated by the average of experts’ opinions in interviews.

This implementation discovered some useful information being used by investors, innovators and policymakers for taking the best strategies and decisions in various innovation domains such as innovation management, risk management and innovation policy. The results of this study show that the product innovation is the most popular category of innovation that has occurred in Asian manufacturing industries, and the product innovation, marketing innovation and organizational innovation have the most influence on technology, economic and social changes intensity, respectively.

This study analyzed the risk of innovative activities after their occurrence and because of different views of experts, there were diverse and sometimes contradictory analyses of innovative activities risk.

This paper links two separate and important sectors of innovation domain: innovation risk and innovation decision making and investment. POG plays the role of a bridge to connect the two mentioned sectors and shows how innovation causes the technological, economic and social changes. This paper also provides useful and practical information for innovation investors and decision makers to take the best decisions and to avoid the probable failures and losses.

The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage.

This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings.

The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market.

SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature.

This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

This study aims to examine individual-specific market orientation as an innovative approach and its relationship with marketing skills among artisan entrepreneurs in India.

The study adopted an in-depth interview to explore variables, a questionnaire survey to understand their latent dimensions through exploratory factor analysis and structural equation modeling to test the relationship between constructs under study.

The interview result indicates that 20 variables explain factors affecting individual-specific market orientation with four latent dimensions: customer orientation, competitor orientation, external coordination orientation and personal selling orientation. There is a significant and positive relationship between customer orientation and personal selling orientation with the marketing skills of artisan entrepreneurs in India.

The study is confined to three southern states of India and weaving villages known for their endemic product specifications.

The study found significance in orienting artisan entrepreneurs of developing countries and equipping them with desired skills to meet the changing dynamics of the market and meet their livelihood needs. The study further supports policymaking in strengthening the capability of artisans to enter the market without mediators.

The model provides insight into other unorganized sectors to formulate innovative approaches to strengthen marketing skills and entrepreneurial ability.

As an exploratory study, examining individual-level market orientation as an innovative approach and their relationship with marketing skills among artisan entrepreneurs was unexplored in several unorganized sectors, including handlooms.

The paper aims at providing insights into how market orientation and organisational culture together contribute to brand performance, shedding light on the nexus between innovative culture and market orientation, and examining the relative importance of innovative culture over market orientation in affecting brand performance.

In a cross‐sectional survey, a variance‐based structural equation modelling was used to test hypotheses on a convenience sample of 180 marketing executives in Australia.

Organisations with a strong innovative culture appear to recognise that building a successful brand depends not always on the interpretation of feedback received from current customers and competitors, but instead on organisations' ability to innovatively develop unique ways of delivering superior value to customers. The findings were consistent with this advice to both market orientation and innovative culture. In addition, the findings indicate that market orientation is a response partially derived from the organisation's innovative culture. Finally, it was also found that organisational culture was relatively more important than market orientation in affecting organisational performance.

The paper advances the understanding of performance‐based market orientation research by investigating structural relationships among market orientation, organisational culture, and organisational performance at the micro level (e.g. brand performance).

The focus of this study is on how online-only retailers, known as pure-play e-retailers, leverage e-commerce platforms to identify and pursue market opportunities. Through the perspective of entrepreneurial marketing, this study aims to explore the influence of e-commerce technologies on the decision-making process of entrepreneurial marketing. This exploration is conducted via a case study of pure-play e-retailers based in China.

This study utilised a qualitative case study methodology to examine the complex processes of entrepreneurial marketing in an online environment. The study gathered detailed insights from both owner-managers and staff members of eight pure-play e-retail businesses. Additionally, the research involved a careful review of the firms' webpages and social media pages. This holistic approach facilitated a comprehensive understanding of their marketing strategies and practices.

The case study findings indicate that while many core aspects of entrepreneurial marketing remain important, there are distinct factors influencing the entrepreneurial marketing decision-making in the online marketplace. The online EM framework can be visualised as follows: (1) trend-orientated as well as innovative-orientated (2) data-orientated and entrepreneur-orientated (3) innovative-driven customer stimulation (4) orientated towards both platforms and proactiveness.

The paper provides an initial understanding of how digitalisation is enabling and transforming entrepreneurship in companies with high level digitalisation but low level digital development. Building on current entrepreneurial marketing literature, this paper develops an online entrepreneurial marketing framework to enhance understanding of the interaction between e-commerce technology and entrepreneurial marketing decision making.