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Article
Publication date: 1 October 2001

Sema Sakarya Tapan

Both small and large businesses are of critical importance to the performance of the economy. It is useful however to draw a distinction between entrepreneurial ventures and…

1158

Abstract

Both small and large businesses are of critical importance to the performance of the economy. It is useful however to draw a distinction between entrepreneurial ventures and individual and corporate entrepreneurship since they serve different economic functions and their potentials for innovation and growth are different. In this paper, drawing upon entrepreneurial strategy formation perspective, entrepreneurial marketing, and value innovation logic for high growth, a model of a transitional entrepreneurial mode for the behaviour and the strategic approach of the entrepreneurial venture is introduced. It is proposed that a shift into the entrepreneurial mode is instrumental in planning and initiating new ventures, and, in achieving a forward leap in the growth trend at any point in the life of ongoing ventures. The study of the franchised business, the business format franchisor and their partnership as examples of individual, corporate and collective entrepreneurship contributes to the domain of entrepreneurship research. The growing appreciation of franchising as an entrepreneurial endeavour presents us with a multiple disciplinary perspective is attracting the attention of marketing, management, entrepreneurship and small business researchers. The roles of the franchisor and the franchisee in business format franchising are discussed in order to demonstrate the limitations of small business in adopting an entrepreneurial mode.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 3 no. 3
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 24 April 2007

Sema Sakarya, Molly Eckman and Karen H. Hyllegard

Traditional market selection analysis relies on purely macroeconomic and political factors and fails to account for an emerging market's dynamism and future potential. The…

35429

Abstract

Purpose

Traditional market selection analysis relies on purely macroeconomic and political factors and fails to account for an emerging market's dynamism and future potential. The objective of this paper is to present a tool composed of four criteria specific to the preliminary assessment of emerging markets (EM) as international expansion opportunities.

Design/methodology/approach

Based on the literature pointing out the limitations of international market selection (IMS) models and the need for a specialized approach, additional criteria are introduced to assess emerging market potential. Review of prior work on internationalization, EM and market selection provided the rationale for the selected criteria. Using secondary data and primary data from a sample of 500, the proposed criteria are applied to the assessment of an emerging market for US apparel specialty retailers.

Findings

Assessment of the emerging market with the criteria introduced revealed growth and sourcing opportunities that might otherwise have been overlooked. Case application exposed strong future market potential, manageable level of cultural distance, supportive and developing local industry and positive customer receptiveness for foreign products and business. The findings illustrate the need to improve and supplement assessment criteria of traditional analysis for EM.

Research limitations/implications

Follow‐up studies validating, integrating and determining the relative importance of the criteria introduced will contribute to the development of an assessment model for EM.

Practical implications

A useful complementary tool for international marketers.

Originality/value

The paper develops the body of knowledge on IMS by addressing the shortcomings of traditional analysis and expands the two prior studies on emerging market potential.

Details

International Marketing Review, vol. 24 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

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