Coefficient alpha estimates for Pilot Study 2 were for Internalization and explicit and implicit Internalization measures but no relationship between the Scores: In Pilot Study 2, mean scores (standard deviations) were () for. research papers and studies since Berry's article in Many authors defined relationship marketing in different ways: some consider it as a process ,  .. L. «The Meaning of a. Marketing Relationship: A Pilot Study». Industrial. Pilot study revealed that SMEs in postwar market contains huge marketing problems, Further this marketing strategic framework will suggest means to achieve . Ballantyne  emphasized that a relationship marketing strategy is effective.
Significant models were identified for marketing strategy from different context. They are green marketing strategy, effective marketing strategy [ 26 ], social network marketing strategy [ 30 ], relationship marketing strategy [ 31 ], product market strategy and innovation types, product life cycle based marketing strategy [ 32 ], sustainable marketing strategy, marketing strategy for SMEs [ 27 ], market expansion strategy [ 26 ], innovative marketing strategy, global marketing strategy, export marketing strategy [ 25 ], enviropreneurial marketing strategy, competitive marketing strategy [ 33 ] and product market strategy [ 16 ].
Empirically suggested and tested strategies for SMEs were green marketing strategy, strategy, competitive strategy, relationship marketing strategy, innovative marketing strategy, market oriented strategy, cost controlling oriented strategy. Porter [ 19 ] revealed three dimensions of competitive strategy as differentiation, cost leadership and focus strategy. Yan and Chew [ 34 ] presented competitive strategies from differentiation in terms of product features, inimitable products, product customization, and superior customer service.
At the same time, Julien and Ramangalahy [ 35 ] product quality and product innovations are suggested as differentiation features for competitive advantage. The product differentiation with cultural match is one of the major competitive factors for success of organizations. Clark [ 36 ] expressed about workable competition and strategies, and exposed the dynamic competitive strategies. Hunt and Morgan [ 37 ] put forward comparative advantage theory of competition, applications on products.
Yan and Chew [ 34 ] explained how the cost leadership can be achieved with the low prices to low cost of production, low operating cost and latest technology application. Further mentioned the feature of high quality products with high prices under cost leadership.
Julien and Ramangalahy [ 35 ] described advertisement approach to competitive advantage that focuses on media selection, dissemination of information, spread market knowledge and innovative design. SMEs have been facing severe competition by local and foreign brands. Competitive advantage can be achieved through cost leadership or differentiation [ 38 ].
Golob and Podnar [ 39 ] described how it is possible to gain a competitive advantage through differentiation in product in European Union EU firms.
With the above theories and researches, this study advocates that all micro, small and medium enterprises are essential to apply differentiation, cost leadership, focus, advertising and distribution marketing strategy for their success and survival. Relationship marketing strategies are interactive marketing strategies supported by Guanxi, alliance and customer response capability [ 3440 ].
Having relationship with customers, whole sellers, retailers, and all other related organizations and persons are the key factor for success and create positive image for organization nowadays [ 40 ].Transactional Marketing Vs. Relationship Marketing
Gronroos [ 41 ] suggested that organization has been designed the relationship marketing strategy based on customer relationship which includes identification of the needs and wants of customers and their changing expectations. Relationship marketing builds strong economictechnical and social ties among the parties [ 4 ]. Yan and Chew [ 34 ] suggested the customer response capability under relationship marketing, they are interaction orientation, customer response expertise and customer response speed.
Having literature and research models, we proposed the relationship marketing strategic application for SMEs in Northern Province. This can be accomplished by inducing the SMEs to be uniqueness and differentiated marketing activities at the same time high quality marketing mix features adaptations. Ballantyne [ 44 ] emphasized that a relationship marketing strategy is effective strategy for SMEs and large segment of the market.
Another strategic focus is social network marketing strategies. Swami and Porwal [ 46 ] explained the dimensions of social marketing as the deliver real time information, co-created publicity, power to influence and customer feedback which link with the entrepreneurship success.
Hsu explained that Taiwanese Organizations easily deal with global competitions when they adopt social marketing strategic model. Tsimonis and Dimitriadis [ 47 ] developed a conceptual analysis of social strategic marketing, and examined their contribution for the success of an organization, and provide value to the customer. The innovative social marketing strategy is recommended to micro, small and medium enterprises in Northern Provinc. Another marketing strategy is related diversification.
Small and medium enterprises are successful and they try to expand their market into national, international and global with some structural changes. Ansoff [ 16 ] suggested the diversification can be related or unrelated of business; the related diversification includes the backward integration and forward integration.
Powerful firms wants to strength operations, and flow of materials, uninterrupted circulation of products and quality and prompt work by adopting backward and forward integration [ 48 ].
Diversified business groups have become active players in Chinese economy in the recent years [ 48 ]. This diversification strategy is proposed to the small and medium enterprises in Northern Province.
The most consumers have expressed a great interest in the protection of the environment and they are strongly concerned about the environment and its degradation.
LeCren and Ozanne [ 51 ] presented green purchasing, green packaging and waste disposal and green supply chain marketing strategies in organizations. Further they provided guidance for marketing and management leaders in organizations to gain a greater understanding of the consequences associated with green strategies. Managers need awareness of the potential impacts of choosing a green orientation and strategy [ 52 ]. Dean and Pacheco [ 21 ] described that green marketing strategy represent promising opportunities for value creation and market growth.
In the case of developing countries, environmental considerations are very poor in SMEs.
- Journal of Accounting & Marketing
- BARRIERS TO INTRODUCTION OF PREVENTIVE MENTAL HEALTH INTERVENTIONS IN PRIMARY CARE
Newly establishing firms in NP are instructed and ruled to follow the environmental regulations. Already established organizations are not restricted to follow the environmental rules. But it very important to concern, protect and balance the environment.
This strategy is very strictly recommended to small and medium enterprises in Northern Province. Having flowed the problems of SMEs in post war, risk in frontier market, literature and strategic models, dissected marketing strategy has developed this marketing strategic framework is shown in Figure 1. Based on the problems identified in pilot study on SMEs: Poor relationship, lack of innovation, poor competitive activities, inadequate related diversification, poor environmental consideration, risk of frontier market, new marketing strategic framework were produced.
The five major marketing strategies are competitive strategy, relationship marketing strategy, social marketing strategy, related diversification and green marketing strategy. Post war marketing strategies of SMEs. Frame Work of Development of SMES in the Post War Market Development is the process in which someone or something grows or changes and becomes more advanced and gradual growth of something in organization.
Ellerby and Taylor [ 53 ] stated that organization development is aimed at improving organizational effectiveness.
A Conceptual Study of Marketing Strategy and Development of SME
Development can be related with organizations. Organizational development defined as a planned intervention of change for group, team or organization to improve organization. Further organization development is an approach to change in growth, enhancing human skills and resolving difficulties at both the personal and organizational levels and it is developing successful, productive organization what supplements are to the serious body builder.
According to Bennett and Brodie [ 54 ] indicator of development is the role a manager takes on performance and effectiveness and success of SMEs. Tulus Tahi Hamonangan Tambunan [ 55 ] discussed the development of SMEs with the special focus on the four issues; they are the role of SMEs, critical constraints, development of women entrepreneurs in SMEs and innovation capability.
Researcher focus on the identification of the most relevant tendencies in the SMEs sector from the perspective of six indicators considered to be relevant: Based on semantic earlier theories and models of development were considered for the development of conceptual model in this research.
Among many dimension of development, financial perspective, customer perspective, people employee perspective, growth perspective and social perspectives were considered as major elements for this research. Financial perspective encourages to high-level financial performance as cash flow, total revenue, return on equity, and return on assets, leverage ratio and liquidity ratio. Financial perspective is the major development factor of sustainable development of SME.
Customer perspective encourages the identification of measures important to our customers as number of new customers, product return rate, and customer retention rate, on time delivery, share of important customer purchases, customer satisfaction and ranking by important customers. Sustainable jobs and benefits is to concentrate on getting people into work, sustain them and allow to increase their hours and pay to a point where they no longer need the state to top up their earnings and moving people into sustainable work, improve lives and the benefit.
Worker development emphasis on teamwork and group activities, employee involvement, learning, quality of work life, human resource capacity utilization and productivity. Innovation and training of employees leads to developing multi-skilled and new method production worker, develop knowledge and skills by initial and continuous training and continuous improvement in training.
Leadership includes employee care, equal and fair treatment, building the confidence and information to employees. Growth of organization was indicated by the development of number of branches or sales centres, increased information transfer speed, number of employees, turnover and capital growth, new product introductions, advances in technical, financial, marketing and other field of competence; develop new generation of products and the mentality to face risk.
Development of SME in post war market. Based on semantic earlier theories and models of development were considered for this research. Among many dimension of development, financial development, customer development, people employee development, growth of enterprise, internal process development, learning and development and social development were considered as major elements for this research.
Under employee development, sustainable job and benefit, human resource development, worker development, innovation and training, knowledge and learning and leadership were considered. Previous theories, models and approaches on the subject of relationship marketing, competitive marketing, social network marketing strategy and green marketing are used, which [ 37 ] which is considered for limited resource of SMEs and stakeholder theory which is considered to satisfy not only shareholder and customer but also all essential related people for SMEs, are used as the main underpinning theories to construct this model as an integrated one to predict the marketing strategy in a strong way.
Among many dimension of development, financial development, customer development, people employee development, growth of enterprise and social development were considered as major elements for this research. Most valuable variables of marketing strategy as relationship marketing strategy [ 31 ], competitive strategy [ 33 ], social network marketing strategy [ 30 ], related diversification [ 16 ] and green marketing strategies are identified through the literature and empirical models.
A Conceptual Study of Marketing Strategy and Development of SME
The variable for development as financial perspectives, customer perspectives, people employee perspectives, growth perspectives and social perspectives were identified form empirical studies and models.
The link between the marketing strategy and development was diagnosed form the earlier empirical studies [ 26 - 28 ]. To this end, model constructed for this study is distinctive; it is based on established theories and models in the line of SMEs and postwar market. Further it provides a well-supported explanation for marketing strategy and development model for SMEs Figure 3.
Model of marketing strategy and development of SMEs in the postwar market. Relationship marketing strategy is essential for the survival of the organization [ 56 ] Social, competitive and diversified marketing applications are required to compete the organizations with the international trends [ 394648 ].
Green environmental consideration is prominent for the organizations for a long time success and wellbeing of society [ 50 ].
There is lack of researches on marketing strategies of SMEs in Sri Lanka, particularly no one researches produced marketing strategies for SMEs in postwar market.
Our core goal was to develop this strategy around the natural structures, attitudes, and benefits sought by the adolescent consumer within the framework of the theory of planned behavior and the transtheoretical model of change. The contents of this plan and an initial evaluation formative and feasibility are reported as are the experiences of practices fielding this strategy. We also report the marketing costs per enrollee not including participant incentives to complete the 1-year study as a measure of external effort required to implement the marketing strategy in a study setting.
A marketing design team was assembled to evaluate, revise, and improve the marketing strategy B. The group was complemented by a primary care advisory group C.
The primary care advisory group members reviewed the recommended marketing approaches in their offices and provided feedback. The key steps in this process were defining both the benefits sought and the attitudes and beliefs toward mental health interventions.
Key domains of interest and concern were consolidated into a perceptual map of the potential market for preventive interventions for depressive disorders in primary care. Perceptual mapping creates a 2-dimensional model of this space along these dimensions with valences for each dimension relevant to consumer choices.
Marketing Plan Summary Marketing plan details. Table 1 describes the marketing plan.
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The goal of the intervention and its marketing strategy was to enhance individual and public health by reducing the risk of depressive disorders. We identified the primary population of adolescents with subthreshold depressed mood at risk for progressing to a depressive disorder who, as the targeted group, likely have negative perceptions of traditional interventions. We reduced these multiple attitudes into 2 critical domains.
Perceptual mapping is an approach to define product attributes on 2 dimensions and then to plot products in 1 of 4 domains.