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SME marketing in practice
Audrey GilmoreReader in Marketing, Department of Marketing,
University of Ulster at Jordanstown, Newtownabbey, Northern Ireland
David Carson
Professor of Marketing, Department of Marketing,
University of Ulster at Jordanstown, Newtownabbey, Northern Ireland
Ken Grant
Senior Lecturer, Department of Marketing, Monash University, Melbourne,
Australia
Introduction
This paper advocates that networking is an
inherent tool of marketing which is wholly
compatible with SME decision-making
characteristics in relation to marketing
activities. After a brief overview of relevant
SME marketing and networking literature,
the research study aimed at understanding
how SME owner/managers use networking
in their marketing activities. The paper
concludes by advocating that networking is a
marketing ``competence and as such can be
developed as a way of doing marketing for
SMEs, that is, marketing by networking.
SMEs limitations and marketingcharacteristics
It is well documented that SMEs have unique
characteristics that differentiate them from
conventional marketing in large
organisations (e.g. Carson, 1990). These
characteristics may be determined by the
inherent characteristics and behaviours o fthe entrepreneur or owner/manager; and
they may be determined by the inherent size
and stage of development of the enterprise.
Such limitations can be summarised as:
limited resources (such as finance, time,
marketing knowledge); lack of specialist
expertise (owner-managers tend to be
generalists rather than specialists); and
limited impact in the marketplace. In
addition, SME marketing is haphazard and
informal because of the way an owner-
manager does business; they make most
decisions on their own, respond to current
opportunities and circumstances and so
decision making occurs in a haphazard and
apparently chaotic way, according to
personal and business priorities at any given
point in time (Scase and Goffee, 1980). Clearly
such limitations will influence, indeed
determine, the marketing characteristics of
an SME. SMEs do not conform to the
conventional marketing characteristics of
marketing textbook theories; instead their
marketing is characterised by the limitations
outlined above. Thus, SME marketing is
likely to be haphazard, informal, loose,
unstructured, spontaneous, reactive, built
upon and conforming to industry norms.
Networking in SMES
For SMEs networking can mean using a
variety of networks. The inherent existence
of the owner/manager ``networks is built
around their normal interactions and
activities such as personal contact networks
(Knoke and Kuklinski, 1982), social networks
(Starr and MacMillan, 1990), businessnetworks (Donckels and Lambrecht, 1997),
industry (Andersson and Soderlund, 1988)
and marketing networks (Piercy and
Cravens, 1995). Clearly it is important to
understand how owner-managers use these
networks. Curran and Blackburn (1994)
found that owner-managers tend to have
relatively small and non-expensive networks
with little resort to expected external
contacts such as accountants and bank
managers. While these networks were used
deliberately to solve problems, the formation
and development of the networks were
The research register for this journal is available at
h tt p :// w w w .m c b u p .c o m /r e s e a r ch _ re g is t e r s
The current issue and full text archive of this journal is available at
h tt p ://w w w . e m e ra ld - lib ra ry .c o m /ft
[ 6 ]
Marketing Intelligence &Planning19/1 [2001] 611
# MCB University Press[ISSN 0263-4503]
Keywords
Small-to-medium-sized
enterprises,
Marketing decision making,
Networking, Marketing strategy,
Qualitative techniques
AbstractAcknowledges that SMEs (small to
medium-sized enterprises) cannot
do conventional marketing
because of the limitations of
resources which are inherent to all
SMEs and also because SME
owner/managers behave and thinkdifferently from conventional
marketing decision-making
practices in large companies. In
this context the discussion
focuses on SME characteristics
and how these impact upon
marketing characteristics within
SMEs. In a search for ``alternative
marketing approaches, the
inherent existence of the owner/
managers ``network in its various
guises such as personal contact
networks, social networks,
business networks and industry
and marketing networks and how
these networks are used is
considered. Some evidence from
an empirical study carried out
simultaneously in Northern Ireland
and Australia is presented which
illustrates how and why networking
is used by SME owner/managers
as a tool or approach for carrying
out meaningful marketing.
http://www.emerald-library.com/fthttp://www.mcbup.com/research_registers7/30/2019 SIE Gilmore Et Al
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largely unstructured and coincidental in
nature.
Networking for business activities is about
``companies joining together with a common
objective, working together, and co-
operating through the exchange and sharingof ideas, knowledge and technology (Dean et
al., 1997). Such networking can occur
through trade events, p ersonal contacts, in
liaison with marketing intermediaries and as
part of the SME owner managers social
endeavours. The characteristics of SME
networking are therefore striking in their
similarity to SME marketing characteristics.
SME networking tends to be informal, loose,
unstructured, spontaneous, reactive,
structured around and conforming to
industry norms.
Marketing by networking
In bringing together the deliberations on
SME marketing and definitions of networks
and networking this debate focuses on the
notion of ``marketing by networking.
Networking is a naturally inherent aspect of
SME owner-manager decision making,
particularly those decisions relating to
marketing. This is because owner/managers
must go outside the businesses physical
confines in order to do business and thisbusiness is marketing-led activity. Thus,
SME owner/managers are doing marketing
through their natural and inherent
networking activity, through all their normal
communication activities, such as
interacting and participating in social,
business and trade activities. Some of the
characteristics of ``marketing by
networking are that it is based around
people-orientated activities, it is informal,
often discreet, interactive, interchangeable,
integrated, habitual, and can either be
passive or proactive.
Marketing by networking is done through
personal contact networks (PCNs), carried
out with people with whom the owner-
manager has had a relationship either in
the past or currently. The way in which
marketing by networking is carried out is
often pre-determined by industry behaviours
and norms through regular or irregular
meeting occasions and industry activities or
in just doing business. The frequency and
focus may vary depending on the nature of
the markets in which the company operates;
for example, international networks may be
more focused than domestic networks
because of the need to plan ahead, whereas
contact with domestic markets may be more
frequent than with international markets
because of convenience.
For SME owner-managers, the costs of
networking are implicitly hidden because
any explicit costs or expenses are low in the
immediate term. For example, the cost ofnetworking will include minor expenses such
as a club or trade membership, the cost of
dinner at trade functions, or the cost of
entrance fees to exhibitions. Therefore
owner-managers do not consciously need to
consider the cost of this `intangible, difficult
to access and measure aspect of their
marketing activity as opposed to the more
tangible, easier to measure aspects of
conventional marketing activity. This
inherently fits comfortably with SME owner-
managers way of doing business.
Networking occurs as a natural andinherent entrepreneurial activity. An SME
owner-managers personal contact network
will be represented by people who can help
the entrepreneur in arriving at decisions for
the wellbeing of the enterprise. The SME
owner-manager/entrepreneur will be the
focal point of this network although it may
not always seem so in practice. The network
will change according to current
circumstances, one of the most documented
examples being that of a ``start-up network
compared with a network belonging to an
established entrepreneur of some years. Also,networks will change according to need; for
example, new people may be enlisted into a
network when some new area of real or
potential interest becomes paramount. Some
individuals may serve the entrepreneurs
network as regular advisers, for example,
close friends, family, the company
accountant or bank manager, others may
simply form part of an ongoing and
inadvertent information-gathering process.
The entrepreneur may not necessarily
appear to be the focal person but rather
someone who is part of a broader socialgathering of peripheral activity.
In addition to being a natural activity,
networking can be an acquired skill or
competency for the SME owner/manager.
That is, owner/managers can develop
networking skills or competencies over time;
they can learn from experience who or where
to network and how to do it effectively.
Sometimes entrepreneurs will consciously
seek out information from certain
individuals believed to have a contribution to
make; on other occasions information will be
gleaned subconsciously.Some illustrations of marketing by
networking will be provided from a
collaborative study of Australian and Irish
SMEs which focuses on how SMEs use
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networking in doing business with
competitors and customers.
MethodologyThis research study sought an understanding
of how SME owner-managers do marketing.Large firm models applied to small firm
settings have been criticized, and small firm
researchers are thus urged to conduct studies
that are sensitive to the unique
characteristics of small firms. Given that the
study of small firms is a relatively new
branch of social science research (Churchill
et al., 1986; Brockhaus, 1987; Bygrave, 1989)
and the relative lack of understanding of
small firms, it is argued that emphasis
should be placed on empirical research of a
phenomenological nature. This points to a
qualitative approach where the aim is toexplain rather than predict phenomena
(Leavy, 1994) and to understand things rather
than measure them (Gordon and Langmaid,
1988). Furthermore qualitative methods are
considered to be particularly suitable for
gaining an understanding of decision making
in small and medium-sized firms (Carson et
al., 1998).
Qualitative research offers a variety of
methods. Based on the specific aims of this
research, in-depth interviewing was deemed
to be the most appropriate means for
collecting the relevant data. In-depthinterviews are thought to be one of the best
methods to investigate an individuals
behavior or attitudes (Tull and Hawkins,
1990); and semi-structured or unstructured
interviews have been found to be particularly
effective for collecting data from owner-
managers of small enterprises (Curran and
Blackburn, 1994).
Findings: how SME owners/managers use
networks for marketing
The study focused on SME owners and
managers who operate in business marketsin Northern Ireland and in the Melbourne
area, Australia. The participating companies
operated in a wide array of industries
including engineering, textiles and food.
These SMEs employed between ten and 250
employees (thus in keeping with the
European Commission definition of SMEs).
A second criterion for firm selection was
that the firm had been in operation for more
than five years. This criterion was included
so as to eliminate those firms which were
experiencing growth volatility that is
normally associated with the start-up phase,especially in the first four years of trading
(Storey and Johnston, 1986; Storey, 1989).
Within these criteria, a total of 45 SME
owner-managers were selected. The data
were collected by means of in-depth
interviews. These were tape-recorded with
the informants prior consent. The owner/
managers were told that the purpose of the
research was to gain an understanding of
how SME owner/managers ``do businessrather than focusing on their definitions and
descriptions of networking. This was a
crucial factor in the study as it avoided a
scenario whereby the informants would
provide answers that they felt the
interviewer expected. The interviews were
semi-structured insofar as the interviewers
had a checklist of areas to cover, rather than
a list of pre-determined questions. As such,
the interviewers gave the informant the
fullest opportunity to relay stories and events
which they deemed relevant.
The findings in relation to interfaces of
networking activities, networking with
competitors and networking with customers,
are d escribed and illustrated below.
Networking with competitorsThe empirical study highlighted that there is
considerably more communication between
the SME owner/manager and his/her
competitors than is widely reported in the
literature. Owner/managers may
communicate with competing firms and often
are quite supportive of each other. Indeed,
many owner/managers claimed to know
their competitors personally, and would have
no hesitation in contacting them for help or
advice. For example, some owner/managers
describe relationships with their main
competitors as follows:. . . theres a lot of openness between people
like ourselves and (the biggest competitor) . . .
One of them came to me and said, ``Look, Im
going to England to see (big retailer), should I
know anything about them. . . ? Can I buy you
lunch and come and talk to you . . . ?
We share jobs . . . we work together. To a
certain degree we are still competitive but if
he has too much work on, hell send me some
of the work to do for him; and if we have too
much on, or were given a job that we dont
specialise in and he does. Wed give it to him,
and things like that.
A high level of co-operation seemed to exist
between some competitors. The reason for
such collaboration in many cases was to
prevent the client taking the work to a
company outside the domestic market, ``It
would have to go outside of (local region),
thats the difficulty.
In other cases one company might engage
in a joint arrangement with a competitor if a
particular project is too large for either to
complete on their own, or if one company
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requires new resources or skills. For
example:. . . at times we would realise we are not going
to get this (business) on our own, so we would
ask one of our competitors, ``Would you fancy
having a go at this with us? Especially if itwas an area in which we felt we were under-
resourced. So its not difficult to work with
our competitors. . .
Many SME owner-managers recognise the
advantage of maintaining good relations with
competitors for the overall good:. . . we do try to improve professionally. I
suppose, when you think about it, its bound
to be for the good of everyone. I suppose thats
inherently what its about.
Trade associations or institutes often provide
the ideal forum for managers to meet:
. . .
that is the reason we started the clothinginstitute . . . so that it would be an
independent place for you as an employee of a
big company . . . as a manager who wanted . . .
something for the future you could go along
there and speak your mind . . . It worked
fantastically for many years.
In speaking of the benefits of such bodies,
most would claim that they inform of general
developments within the industry, which
includes what other firms are doing and how
buoyant their business is relative to their
own. For example:. . .
to find out what exactly is going on. . .
on adaily basis you know.
. . . when I talk to other (practitioners) locally
and Id say, ``how are things going. . . ? Or
perhaps youre very busy, then you find out
what the trends are from talking to these
people. . . .
. . . there is one annual general meeting held
in (city) . . . where all the members come
together and we would talk . . .. . . and after the
after-dinner speaker, we retire to the bar and
then people talk among themselves.
Trade associations act as a means for the
manager to become known to his peerswithin the industry. While occasions such as
exhibitions or committee meetings ensure a
certain degree of formality, they create the
opportunity f or more social encounters:Its not a confrontational group. We all meet
professionally and are reasonably supportive
of one another. Whilst we compete on service
and on price, we dont disagree with each
other, we dont bad-mouth one another. Thats
how I get to know the partners in the other
firms, I would know them socially and
professionally.
Similarly, with professional associations,one entrepreneur stated:
So I got myself back on branch council . . .
That put me back in the (profession) spotlight.
I was in the newsletters. I was Treasurer, that
was important to get my face back into the
limelight, to get to the Executive Director, to
know the national people. I can be seen to be a
``doer in these organisations. Likewise they
could see that I could get things done in the
organisation.
While SME owner-managers claim to
communicate quite openly, the managers
will guard against speaking too freely about
certain things, most notably any plans they
might have for substantial changes to the
firm. For example, one manager who was
very active in ``professional circles
described how the decision to introduce a
new discipline into his company was kept
from other industry players by employing an
agency to recruit the new staff members with
appropriate skills:
. . .
so we didnt place the advertisement,because we were aware it may be sensitive
and we didnt want people to know how we
were expanding our business just yet. So the
advertisement was placed, if you like,
anonymously. . .
Also SME owner-managers will be reluctant
to expend their personal resources in the
pursuit of something which will eventually
benefit the entire industry. For example, a
manager speaking of the possibility of
introducing new technology to his company:. . . its particularly difficult because the
research and development is in the wholeindustry . . . were trying to develop a system
within our own business that hasnt been
really fully developed outside the industry . . .
were actually providing the rest of the
industry with information.
So while competitor collaboration does take
place, it is balanced with caution when it is
felt that the benefits enjoyed by each party
are proportionate to their respective inputs.
Managers will guard against speaking too
freely about certain things, especially any
plans they might have for substantial
changes to the firm or its direction. However,in doing all of this, SME owner/managers
rely heavily on using their networks and
their networking skills for all aspects of
marketing in the context of competitor
activity.
Networking with customersSME owner-managers often make a
concerted effort to include customers and
potential customers in their networking. In
this study, the customers in most cases were
firms, as opposed to consumers. The concept
of building relations with another company
is more complex than building relations with
individuals. In discussing this with the
managers in the study, it became apparent
that, when they claim to have a relationship
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with a client company, they are actually
referring to their relationship with a f ew key
figures in that company. More importantly,
should that person or persons with whom the
manager has contact leave the company, very
often the relationship with the companydissolves, as the following comments
illustrate:We would lose a client for a while because the
``link personality left. A new one comes in
and he of course goes to the people hes used
to dealing with, then he moves on.
Needless to say we did suffer as the main
people in management lost their jobs and they
were the people who had all the contacts with
customers.
These companies had now realised the
importance of developing relationships with
a wider range of personnel throughout the
company and recognised the importance of
individuals who may have managerial roles
in the future.
Indeed the ability to form a relationship in
the first instance and maintain it over time
will depend on the characteristics of the
individuals:. . . it always has to be taken into
consideration that personalities a re very
important, you know, and provided that the
selling personality and the purchasing
personality are compatible . . . that means
quite a lot to a business.
Some further illustrations of building and
maintaining relationships with customers in
the industry are given below:. . . There was a two-way network. I never
missed a social event, I never missed any
dinners or anything, I went. None of the other
consultants went but I went. We had a drink, I
met the heavies in the industry whom I didnt
know at the time and then you get talking to
them and they get to know your philosophies
and when they move around the industry
they know how you think. I suppose thats
good.
. . . Initially it was from my having a range of
contacts and having the courage to approach
them and probably having the hunger and the
drive to help clarify in their minds how they
could use me.
SME owner-managers recognise that
building relationships are vital to the
companys success and they invest
considerable time and effort in maintaining
good relations with regular clients. For
example:. . . If you have it (a relationship) with the
individual, youll have it with the company. Imean youve got to start somewhere, and who
better than to start it with than the person
across the desk from you or on the other end
of the phone.
We would try to get to know them now . . . . We
wouldnt be very obvious, you know we are
not the type of people who say ``lets go out
and get drunk over lunch, but we would meet
them and go to the same trade functions, etc.,
and try to be friendly but on a professionallevel. I think thats what people want.
. . . as Managing Director with a strong
personality I am not loved or liked by
everyone. Not everyone would invite me into
their home, I can tell you. I am not the most
relaxed, ``have a beer with me type of person
but Im in business with these people, Im
friendly in a professional way not to go
dancing with them.
SME owner-managers recognise that they are
perceived to be the point of contact by their
clients/customers. They make themselves
available to speak to these people ifrequested, even when a member of staff could
quite adequately handle the enquiry. This is
especially true of long-term customers/
clients. For example:The private clients wont talk to anyone else.
Its the most important thing theyve done in
years and they have to talk to a ``partner in
the company.
In some cases, customers become accustomed
to speaking to the manager:Its not a preference to speak to me, its a
tradition, you know, because I have been here
all the time, they just out of habit ask for me,
whereas if I tried to ``retrain them gradually
. . . other people in the place could deal with
them, could deal quite well with them.
There is a realisation among SME owner-
managers that often customers prefer
communicating with their ``peers:Younger people would rather talk to younger
people, they many see us as a bit stuffy or
something . . . I mean the senior men and
these people would know me but the next
generation dont know me, they know our
younger associates and they communicate
with them.
Another widely held belief is that contact
with new clients is best done in person. For
example:. . . I think, once you get there and you know
what the person looks like, sometimes you
can form a better relationship on a one-to-one
basis . . .
These findings illustrate the variety of
elements that will impact on how the SME
does marketing by networking with
customers. It is important to recognise the
influence that personality, age and
experience of the two communicating partieswill have on the networking relationship.
The nature of manager-customer networking
and how it is done will either contribute to or
spoil the integrative way SMEs do
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marketing. That is, the creation and
existence of effective networking will be
concerned with maximising marketing
opportunities and ensuring the enterprises
survival and development through successful
interactions with customers and competitors.
Managerial implications andconclusion
Marketing by networking will be enhanced
and improved with the advent of experience.
This is often manifested by owner/managers
using their networking abilities. Owner/
managers will use their strengths to
overcome their inherent weaknesses, learn
from mistakes and assess what went wrong
in order to avoid such mistakes in the future,
learn from successes and assess all of the
circumstances that contribute to success. As
the composition of the SME owner/
managers network moves between personal
and business relationships, the nature of
decision making also changes. Where a
manager depends mainly on social networks,
decisions are likely to be based on incomplete
information and will rely more on intuition.
As the owner/manager gathers more
business contacts and networking becomes
more strategic, his decision making will
become more rigorous. Much of this
networking development can be attributed toincreased experiential knowledge in that,
having made certain decisions before in the
past, the manager will have learned from
previous mistakes and will approach the task
in a more structured way.
Such a realisation allows for a speculation
that networking can be harnessed into a
proactive marketing infrastructure. This
discussion does not advocate that this
infrastructure be formalised in any way,
instead, it is argued that networking is a
``competence which can be developed in
much the same way that any competence hasbeen learned, refined and developed through
time spent doing it. At whatever stage of
refinement or development, it is argued that
SMEs do marketing by networking and this
MBN can be developed proactively as an
approach for marketing which is wholly
compatible with the characteristics of SMEs.
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Audrey Gilmore, David Carsonand Ken GrantSME marketing in practice
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