Paper Year Topic Methodology Findings

Entrepreneurial 2012 The paper explores the relation between Ensuring a sales and marketing focus
marketing: a entrepreneurial marketing and the firm together with a focus on creating
comparative study growth. It does a comparative study of innovative new products which surpass
small software technology firms in the customer expectations creates
Rosalind Jones, Mari US and UK and considers the growth opportunities for market leadership,
Suoranta and Jennifer and orientation of those firms in EM Qualitative whereas the use of networks creates vital
Rowley perspective. It concentrates on In Depth additional resources for small, high
assessing how entrepreneurial interviews growth technology firms.
marketing can lead to the success of the
firms. It uses a qualitative framework (Detailed list of findings in exhibit 1)
with 15 dimensions to understand and
investigate the behaviour and attitude
of entrepreneurs.

The entrepreneurial 2009 This paper identifies and examine a
marketing mix
Diane M. Martin
University of Portland,
Portland, Oregon, USA
divergence of philosophies and practice
between corporate and traditional
marketing (CTM) and entrepreneurial
marketing (EM). The paper examines
the case of an entrepreneur who also
possesses a deep understanding of CTM
practices. The purpose of this paper is to
learn which set of marketing practices
entrepreneurs are likely to privilege.
Entrepreneurs with CTM expertise
privilege elements of EM. Rather than
relying on the traditional four Ps
Qualitative (product, price, place, and promotion),
Ethnography, their marketing strategy and practice is
in-depth reminiscent of the entrepreneurial four
interviews Ps (purpose, practices, process, and
people). Communication competency is
foundational to successful EM.
 Exploring 2014
entrepreneurial
marketing
Morgan Miles(a), Audrey
Gilmore(b), Paul
Harrigan(c*), Gemma
Lewis(a) and Zubin
Sethna(d)
(a)Tasmanian School of
Business and Economics,
University of Tasmania,
Launceston, Australia;
(b)Ulster Business School,
University of Ulster,
Coleraine, UK; (c)UWA
Business School, The
University of Western
Australia, Crawley,
Australia; (d)Baresman
Consulting, London, UK
Entrepreneurial 2000 This paper proposes a conceptualisation
marketing: a
conceptualisation
from qualitative
research
This paper attempts to define and This paper suggests three potential locus
review the issues of EM that delineate it of EM within the firm:
as a distinct area within the discipline of
marketing by extending the work of (1) vertical EM emanates from top
others on the evolution and management as intended strategy or
development of EM theory. from within the organization as
emergent strategy
(2) Horizontal - EM as a culture and
Secondary data process at a horizontal functional level
analysis within an organization
(3) EM as a temporal phenomenon like
opportunistic antibodies that lie
dormant in an individual organism until
needed, EM may be an organizational
autoimmune response to high levels of
environmental stress.
The results indicated that successful
of entrepreneurial marketing based on entrepreneurs undertake marketing in
the practices of successful Qualitative unconventional ways. They tend to focus
entrepreneurs. Depth first on innovations, and only second on
interviews, customer needs. They target customers
 Critical unique through a bottom-up process of
David Stokes, Kingston technique, elimination, rather than deliberate
Business School, Kingston Focus groups segmentation, targeting and positioning
University, Kingston upon strategies. They rely on interactive
Thames, Surrey, UK. marketing methods communicated
through word-of-mouth, rather than a
more conventional marketing mix. They
monitor the marketplace through
informal networks, rather than
formalised market research. (Figure in
exhibit 2)

Anatomy of 2016
competitive
advantage: towards a
contingency theory of
entrepreneurial
marketing
Peter Whalen, Can Uslay,
Vincent J. Pascal, Glenn
Omura, Andrew McAuley,
Chickery J. Kasouf,
Rosalind Jones, Claes M.
Hultman, Gerald E. Hills,
David J. Hansen, Audrey
Gilmore, Joe Giglierano,
Fabian Eggers
and Jonathan Deacon
 Advancing 2008 The purpose of this paper is to advance
entrepreneurial the domain of entrepreneurial
marketing marketing (EM) responding to the
Evidence from born global challenge to EM scholars to more fully
firms develop EM as a school of marketing
thought. The paper seeks to argue that
Gillian Sullivan Mort the context of the born global firm is an
School of Management, La appropriate and novel context in which
Trobe University, to undertake this research.
Melbourne, Australia, and
Jay Weerawardena and
Peter Liesch
UQ Business School,
University of Queensland,
Brisbane, Australia
A philosophy for 1993 The focus of this article is a new
marketing education approach to marketing education in
in small firms small firms (Figure 1), This approach
has two elements, firstly, a "matching"
David Carson, Faculty of of small firms and marketing and,
business and management, secondly, a radical approach to
University of Ulster, educating small firm owner/ managers
Northern Island involved in entrepreneurial activities.
The new approach is based on the
following: the relationship between
marketing and small firms;
differences in the characteristics of
entrepreneurship and marketing;
similarities in the characteristics of
The analysis identifies the four key
strategies of entrepreneurial marketing
as comprising opportunity creation,
customer intimacy-based innovative
Qualitative products, resource enhancement and
In-depth importantly, legitimacy. These core
interviews strategies of EM are identified by
mapping to enhanced performance.
The research has identified the key
elements for learning approach towards
entrepreneurial marketing development.
Following are the key elements.
Secondary data 1. Marketing network
analysis 2. Entrepreneur
3. Teacher/Catalyst
4. Young manager structured
marketing
5. Marketing management
competencies
 entrepreneurship and marketing; and
consideration of contemporary
marketing education for small firms.

Exhibit 1

Findings for article 1:

1. Different EM activities are more important at different stages of firm growth, such as Knowledge Infrastructure, while the
focus on some dimensions is also required to remain constant, for example, on R&D and Sales and Promotion.

2. US firms and their entrepreneurs embody much that is described in the EM literature; having an inherent focus on value
creation for customers through quick development of NPDs, exhibiting the Schumpeterian behaviour and provoking market
changes, taking calculated risks, creating new markets, innovating by leading customers and with an inherent sales focus.

3. The UK sample have a high focus on Customer Orientation, which appears to act as an inhibitor to innovation in the firm as
too much software developers time is dedicated to dealing with demanding customers, while a focus on Entrepreneurial
Orientation, Marketing Orientation and Innovation Orientation (as found in the US sample) appears to increase firm growth
much more quickly

Exhibit 2

Findings from article 4: