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Rising energy demand and the quest for achieving climate change targets have been pushing emerging markets like India to bolster the natural gas share in their energy mix. The country has set an aggressive target of increasing natural gas share in the energy mix to 15% by 2030. The purpose of this study is to acknowledge the need for adopting and developing strategies for natural gas business market development to ensure a reliable supply at an affordable price. Hence, this study explores the natural gas market business development strategies and assesses them through cause/effect analysis.

This study proposed an integrated framework based on the Grey concept and Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique to assess and determine the interdependence among the natural gas business market development strategies by cause-and-effect group analysis. The application of Grey theory reduced the uncertainty and subjectivity involved in the decision-making process. Later, sensitivity analysis is also performed to check the robustness of the framework.

The natural gas business market development strategies are identified through a systematic literature search and contributions from industry experts. The findings of this study highlight the importance of developing pipeline and storage infrastructure facilities, ensuring supply security through long-term imports and overseas investment, implementing free-market-based pricing, simplification and standardization of regulatory processes at state and national levels, etc., for the development of the natural gas market development in India.

This study acknowledges the natural gas market development strategies and evaluated them into cause-and-effect groups which are limited to Indian context. All evaluations in the Grey-based DEMATEL method were made in this study based on the decision team inputs which limits the generalization to other geographies. Moreover, the opinions of the experts can be subjective and differ. The selection of the experts is done through non-probability sampling process.

This study could support the government and decision-makers in formulating the appropriate strategies to develop the domestic natural gas market. The cause-and-effect relationships are helpful for the companies, management, government, regulators and other stakeholders to understand the criticality of the causal strategies that must be implemented for developing the favorable natural gas business market scenario.

This study explores and evaluates the strategies that successfully bolster the natural gas business demand in India using Grey-based DEMATEL framework. By focusing on those critical strategies, relevant stakeholders would ensure a reliable natural gas supply at affordable prices.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.

This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

This study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and medium enterprises (SMEs).

This research was conducted using a survey method with a population of furniture SMEs in Jepara, Central Java, Indonesia using a sample area by collecting 158 questionnaires. The data analysis method used the partial least square.

The result shows that EO has an impact on differentiation, market development and performance. Differentiation strategies and market development mediate the influence of EO and performance. The differentiation strategy further mediates the influence of EO on market development and market development mediates the effect of differentiation on performance.

Managers instill entrepreneurial practice in the organization by proactively creating the market and taking high-risk jobs to provide quality products and services. SMEs require capabilities that are difficult to imitate in creating designs and product quality that are different, providing pre and post-sales services and maintaining good relationships with customers and partners. SMEs emphasize flexibility and speed of operation by adjusting the production process to short waiting times and reliable delivery. The government must support general training and market information, network development, access to capital and knowledge transfer.

This paper explains the importance of differentiation and market development strategies in determining the relationship between EO and performance that has not been explored in the context of SMEs in developing countries.

An organization’s entrepreneurial orientation will relate directly to its efficiency strategies, market development strategies (growth), and its product development strategies (innovation). A firm will develop appropriate strategic control systems according to these chosen strategies. In order to be competitive and balance efficiency, growth and innovation strategies, the purpose of this paper is to discuss the most appropriate strategic controls to implement these strategies.

The eight variables under study were measured using 22 psychometric survey items obtained from responses of 101 FDIC-registered banks.

The results show a more entrepreneurial orientation is associated with an efficiency strategy, a market development strategy, and a product development strategy. The efficiency strategy was not associated with formal controls, contrary to expectations. A market development strategy was associated with formal rules, but was not found to be associated with formal targets. Finally, product development strategies was associated with all four strategic control archetypes.

The limitation of this study is that, it only examined banking institutions, and did not consider long-term financial performance implications. This paper supports and extends current research pertaining to company key success factors. Success requires effectively balancing cost reduction objectives, growth objectives, and innovation objectives, in order to achieve sustainable competitive advantage. A more entrepreneurial orientation necessitates a focus on innovation, traditional growth patterns, as well as cost cutting.

This paper demonstrates that an organization’s entrepreneurial orientation will relate directly to its efficiency, growth, and innovation strategies. Also, it finds the most effective strategic controls to implement these strategies.

Smart cities and their internationalization process and efforts in order to gain the competitive advantage in the international arena have received a great deal of attention by marketing scholars and practitioners alike. Yet, the growing number of studies focused on this topic has led to considerable fragmentation and theoretical confusion.

To move the domain forward, this study applies the systematic review methodology and reviews 41 peer-reviewed articles published in highly esteemed publication outlets.

Building on the antecedents–phenomenon–consequences framework, the authors discuss the antecedents and consequences of the various innovative marketing strategies that smart cities adopt for their internationalization and development of an international competitive advantage. In the process of doing so, the authors synthesize the findings of the studies as well as literature gaps that provide fruitful avenues for future research.

This article offers a systematic review of extant marketing research on smart cities and their efforts to internationalize. In particular, this study advances the conceptual development of smart city internationalization and innovation by a marketing lens, provides an integrative, international-oriented framework that maps the extant literature across disciplines and countries, expands the boundaries of this research domain into new research paths and offers implications for policy and practice.

The purpose of this study is to propose a model of a value cocreation strategy (VCS) for analyzing how enterprises adopt innovative, marketing, and design strategies to achieve their performance goals through cocreation.

In the present study, a case study was conducted to establish a preliminary model. Subsequently, 1,000 NPD project managers in information and communications technology industries were approached to complete a two-stage questionnaire survey. The first survey investigated the VCSs they adopted for their marketing, innovation and design activities (valid questionnaires recovered=283). The valid respondents completed a second survey measuring their NPD performance 18 months after launching a new product (valid questionnaires recovered=247).

A conceptual was constructed to explain the effects of innovation marketing and design cocreation strategies on NPD performance. A partial least squares method was used to test the model showing a good fit between the model and the survey data, indicating the applicability of the proposed model. The innovation marketing and design cocreation strategies of the enterprises affected their NPD performance. Enterprises adopting diverse cocreation strategies improved their NPD performance. The cocreation strategies in the model were independent and mediating variables to NPD performance. A qualitative comparative analysis was performed to examine which strategy configurations affected NPD performance and to explore any regular patterns in them. Finally, a cluster analysis was conducted to investigate four cocreation strategies: market development, technology improvement, cost direction and customer service.

Whether different industry categories involve different characteristics and whether different corporate cultures cause inconsistent result in value cocreation warrants further in-depth investigation. In addition, the two surveys conducted in this study were separated by 18 months, and thus, only the short-term NPD performance could be presented. Future studies are recommended to conduct an extensive exploration of different industries, administer long-term surveys, investigate the different levels of influence of various types of enterprise on the proposed research model or examine the degree of difference in the mechanisms and methods adopted for elevating innovation performance.

Enterprises can reference the proposed approach to optimize their product development and services according to their organizational resources and market advantages to increase their market coverage.

This study was the first empirical study to examine critical factors, such as product innovation, marketing, design and value cocreation strategies, and NPD performance by administering two-stage surveys. Enterprises can reference the proposed method according to their organizational resources and market advantages to develop products and services efficiently and face the ever-changing market.

The purpose of this paper is to find out if the approach to strategy-making taken by small to medium-sized enterprises (SMEs) affects their performance.

This paper reports findings from a longitudinal study of small Austrian manufacturing firms. It investigates their use of deliberate or emergent strategy-making and how this affected market development and product innovation.

When you think about strategy development, perhaps you think of long, serious discussions between groups of managers. But what if the organization is a small business? Leaders of SMEs do not have that option. So if an SME starts a new initiative – product development, say, or a change of marketing approach – how does this happen? Is it planned by the entrepreneur? Or – if you do not have middle managers with time to spend on strategy development – does adopting a “try it and see” approach give better results?

It demonstrates the benefits of a longitudinal investigation of the performance effects of deliberate and emergent strategy development.

It shows how the use of emergent or deliberate approaches to strategy development is linked to SME performance.

It highlights the benefits of using diverse information sources – including customers and employees – as an integral part of strategy-making to identify market opportunities and trends.

It covers an unusually long time period, enabling researchers to compare firm performance in stable and dynamic market conditions.