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This paper aims to examine the interconnection between marketing and entrepreneurship among small and medium scale enterprises in emerging markets.

Quantitative data were obtained from 113 micro, small and medium scale enterprises (SME) into services, manufacturing and agriculture selected conveniently within the Tema metropolis, a harbour city in Ghana; however, purposive sampling was used to choose owners and managers as respondents pre-occupied with marketing and entrepreneurial roles. These voluntary informants have operated between 4 and 9 years.

The study reveals a significant relationship between five dimensions of the study including market orientation and entrepreneurial success; customer orientation and entrepreneurial success; competitor orientation and entrepreneurial success; intelligence generation; and entrepreneurial success, including information dissemination and entrepreneurial success.

Blending marketing with entrepreneurial initiatives has the propensity to accelerate success for wealth and job creation for national development especially in emerging markets where poverty and under development abounds. Adoption of basic marketing principles enables local entrepreneurs to become vehicles for social re-engineering and for rapid socio-economic growth, which ultimately affects lives at the local level. The study was limited to opinion of SME managers and owners of a harbour city.

Application of basic marketing principles influences entrepreneurial success in emerging markets (EMs) highlighting opinions of managers and owners of SMEs strategy warranting attention of stakeholders. Thus, the study validates theoretical model of how prudent marketing and entrepreneurial attitude contributes entrepreneurial success. It also provides a new perspective on marketing principles and success in emerging markets.

Consciously incorporating basic marketing principles into operations of MSMEs will impact performances; hence, social lives of entrepreneurs will be affected positively.

This study being among the few in sub-Saharan Africa highlights how application of marketing principles to entrepreneurial operations is a vital role in growing local MSMEs unto the world stage. Therefore, blending basic marketing principles with entrepreneurial initiatives will accelerate wealth and job creation and national development to achieve the world's sustainable development goals aimed at reducing poverty.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

This paper seeks to investigate with reference to which factors the innovation processes of new and improved products differ and how these factors relate to the products' success on the market, with a specific focus on technology‐ and market‐related factors.

Data were collected on 129 products of the Dutch food and beverages (F&B) industry announced in professional journals in 1998. Questionnaires were used in 2000 to evaluate product innovativeness, product innovation process factors and short‐term market performance; whereas in 2005 long‐term market performance was measured.

The results show that there are considerable differences in the innovation processes of new versus improved products and in the role of process‐related aspects in the short‐ and long‐term market success of these products. Interestingly, taking the current emphasis on market orientation in the F&B industry into account, technology‐related aspects are especially crucial for long‐term market success.

The study distinguishes between product development processes of new versus improved products and relates innovation process factors to the success not of the company as a whole but of the specific product that is under development. This is a new approach. Moreover, the success of products is measured not only soon after market launch, but also after several years. It fills an important research gap by investigating success factors of products that have become cash cows of F&B companies.

Given the lack of understanding of social marketing success in theory and practice, this study aims to investigate how social marketing experts conceptualize success.

In this qualitative study, the authors conducted an open-ended online questionnaire with 48 worldwide social marketing experts, most with more than 20 years of experience in the field. The authors analyzed data using topic modeling, a machine-learning method that groups responses/terms into cluster topics based on similarities. Keywords in each topic served to generate themes for discussion.

While behavior change is mentioned as paramount to conceptualizing success, participants prefer to use more tangible and less complex forms to define/measure success, such as campaign recall uptick. In addition, lack of funding was considered an important factor in measuring success. This study provides a two-stage taxonomy to better understand success in social marketing.

To the best of the authors’ knowledge, this study is one of the first to conceptualize success in social marketing practice.

This paper presents a theorization and an empirical analysis of the influences of international open innovation (IOI) on the international market success of emerging market small and medium-sized enterprises (ESMEs). An analysis of the moderating roles played by cross-cultural competencies and digital alliance capabilities in this specific context is also presented.

The study adopted a quantitative research design involving a survey of 231 ESMEs based in the UAE. The authors formulated some hypotheses and tested them by employing hierarchical regression models.

The findings revealed that IOI positively affects the international market success of ESMEs. The authors further found that both cross-cultural competencies and digital alliance capabilities moderate the relationship between IOI and international market success.

The study advances the international marketing, knowledge and innovation management literature in two ways. First, it is a pioneering study that advances both the theoretical and empirical scholarship regarding the relationship between IOI and emerging market firm international market success by employing an extended resource-based view. Second, it further highlights the role played by cross-cultural competencies and digital alliance capabilities as effective governance mechanisms that moderate the relationship between IOI and international market success.

The objective of this paper is to explore and determine a set of factors that are critical to the success of business‐to‐business (B2B) e‐markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e‐market adoption and success. The paper examines critical success factors (CSFs) for e‐markets from a strategic fit perspective.

The study adopted a semi‐inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi‐structured interviews with senior level executives in buyer, supplier, e‐market and third‐party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e‐market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e‐markets were ranked by the frequency of respondents citing a particular CSF.

The study found eight factors that are critical to e‐market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e‐market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e‐market success in three of the four industry sectors.

The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e‐markets and other online enterprises operating in the B2B marketspace.

There have been numerous calls for more empirical research on the dynamics of e‐market adoption for more than a decade. To date, research on the CSFs for e‐markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e‐market success. This study addresses the call for more research on e‐markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e‐markets. It contributes to the base of knowledge on e‐markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e‐markets from a strategic fit perspective. The study also presents the benefits capabilities‐industry participants’ needs fit conceptual model as a precursor for theory building in future studies on B2B e‐markets and informs stakeholders involved in developing e‐markets or other online B2B ventures to better comprehend the conditions and determinants of success.

The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective.

The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF.

The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors.

The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace.

There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants’ needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

The purpose of the research reported here was to discover what marketing approaches small wineries employ and to what degree they could be attributed to their success. The article describes how the particular issue of measuring ‘success’ and what constituted ‘marketing’ was tackled and reports on the use of this in the subsequent empirical work. Five exploratory hypotheses were derived relating to the way in which ‘success’ could be measured and the contributory factors leading to the use of marketing. For small businesses that are classified at one of three levels of success the article reports what marketing activities were conducted. Data was gathered by personal interview from small wineries in the three main wine producing states and five main regions within these. The study found that: small winery operators are able to very consistently rate themselves and each other on success. Broadly, there were three factors that were used by them to gauge success: (i) wine quality and respect for this by peers, (ii) lifestyle, and (iii) business performance. Wineries at a particular level of success tend to use similar marketing activities and these differ somewhat from level to level. Those at higher levels of success are able to more comprehensively define ‘marketing’ and their customers and engage in marketing activities in a more discriminating way.

The purpose of this paper is to propose an overarching unifying theory where first-mover advantages are a conditional effect, not a main effect. By offering a closer look at how the firm, market and product characteristics influence the supply and demand of innovations, this research furthers our understanding of the advantages and disadvantages for first movers.

This paper explores first-mover advantages as a conditional effect. Adopting a contingency perspective, the authors review the literature in marketing, strategic management, innovation and entrepreneurship to offer a conceptual framework putting innovation success at the core of first-mover advantages. The authors develop an inventory of propositions specifying how first-mover advantages depend on various firm features, market characteristics and product properties through their effects on the success of innovations.

A conceptual framework centered around innovation success yields testable hypotheses that are coherent with extant research on first-mover advantages and reconcile the seemingly contradictory evidence in that body of work.

This research provides managers with the opportunity to think about one of the most important decisions, i.e. time of entry, not as a linear finite decision, but instead as a flow with the innovations and potential for their success in mind.

This paper distinguishes itself from the existing literature with its focus on innovation within a contingency perspective for first-mover advantages.

The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products.

Based on relevant literature review and in-depth interviews, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success measures dimensions.

This study empirically showed that manufacturing organisations in Jordan use a multidimensional construct for NPD performance success measures to assess the success of their new products. The multidimensional construct consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. The findings indicate that NPD financial performance is still the dominant dimension amongst the manufacturing organisations while measuring NDP performance. Also, the study has developed an inductive model of NPD performance success measures which shows the construct’s dimensions complexity.

The fact that the paper is a single country study focusing on the manufacturing industry limits its generalisation to other industries/contexts. The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector. The services sector is a rich field for NPD performance success measures, in addition to being an important contributor to the economy of most, if not all, countries. Further, the paper focuses on only five dimensions of NPD performance success measures, other dimensions of NPD performance success measures might add more insights to their effect on NPD performance success measures.

Utilising the findings of this study can help managers make sense of NPD success and failure and plan the NPD strategy and activities across a range of differing situations. The major contribution of this study is increasing the ability of managers to improve their skills and capabilities and focus on the dimensions of NPD success in the best way that enables them to respond effectively to uncertainty caused by changes in the product life cycle which in turn might affect the performance of NPD. The findings urge managers to deal with NPD as a complex process that should be integrated within corporate, business and functional strategies of the firm.

The originality of this paper stems from its multidimensional construct of NPD performance success measures as well as in developing an inductive model that shows the complexity of NPD performance dimensions that can be used for assessing the success of new products. The study also has its originality since it is the first empirical work conducted on the manufacturing sector in an emerging market business environment, Jordan.