Relevant bibliographies by topics / New Venture Marketing

Academic literature on the topic 'New Venture Marketing'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'New Venture Marketing.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "New Venture Marketing"

1

Lages, Luis Filipe, Carmen Lages, and Cristiana Raquel Lages. "Bringing Export Performance Metrics into Annual Reports: The APEV Scale and the PERFEX Scorecard." Journal of International Marketing 13, no. 3 (September 2005): 79–104. http://dx.doi.org/10.1509/jimk.13.3.79.

Full text
Abstract:
Annual company reports rarely distinguish between domestic and export market performance and even more rarely provide information about annual indicators of a specific export venture's performance. In this study, the authors develop and test a new measure for assessing the annual performance of an export venture (the APEV scale). The new measure comprises five dimensions: (1) annual export venture financial performance, (2) annual export venture strategic performance, (3) annual export venture achievement, (4) contribution of the export venture to annual exporting operations, and (5) satisfaction with annual export venture overall performance. The authors use the APEV scale to generate a scorecard of performance in exporting (the PERFEX scorecard) to assess export performance at the corporate level while comparatively evaluating all export ventures of the firm. Both the scale and the scorecard could help disclose export venture performance and could be useful instruments for annual planning, management, monitoring, and improvement of exporting programs.
APA, Harvard, Vancouver, ISO, and other styles
2

Zhang, Haili, Yufan Wang, and Michael Song. "Does Competitive Intensity Moderate the Relationships between Sustainable Capabilities and Sustainable Organizational Performance in New Ventures?" Sustainability 12, no. 1 (December 27, 2019): 253. http://dx.doi.org/10.3390/su12010253.

Full text
Abstract:
Competitive intensity presents challenges to new ventures. Capabilities may lead to sustainable new venture performance. Yet, few studies have explored how competitive intensity moderates the effects of capabilities on sustainable new venture performance. Based on capability-based view, this study develops a research model to investigate how new ventures translate capabilities (marketing, technology, market-linking, and information technology capabilities) to achieve sustainability of new venture growth and performance under the different levels of competitive intensity. Using data collected from 146 U.S. new ventures, this study uses ordinary least squares regression analysis to test the research model and employs “pick-a-point” approach to examine how capabilities affect sustainable new venture performance at different levels of competitive intensity. The empirical results suggest that increasing competitive intensity decreases, not increases, the positive effects of marketing capabilities on performance. When competitive intensity is very high, the positive effects of marketing capabilities on performance become insignificant. In contrast, the positive effects of market-linking capabilities on performance increase, not decrease, as competitive intensity increases. For technology and information technology capabilities, there are no moderating effects of competitive intensity. The theoretical and managerial implications are suggested for sustainable entrepreneurship and sustainable development of new enterprises.
APA, Harvard, Vancouver, ISO, and other styles
3

RAY, DENNIS M. "STRATEGIC MARKETING IN TECHNOLOGY-BASED NEW VENTURES: EXPLORATION OF A PUZZLE." Journal of Enterprising Culture 06, no. 01 (March 1998): 59–94. http://dx.doi.org/10.1142/s0218495898000059.

Full text
Abstract:
The purpose of this article is to explore the foundations of the strategic marketing concept in technology-based new ventures and illustrate the various meanings of strategic marketing through an analysis of a series of vignettes and a New Zealand mini-case study. The intent is to clarify the concept of strategic marketing and create a model of the strategic marketing process in a new venture.
APA, Harvard, Vancouver, ISO, and other styles
4

Jayawarna, Dilani, Oswald Jones, Wing Lam, and Sabrina Phua. "The performance of entrepreneurial ventures." Journal of Small Business and Enterprise Development 21, no. 4 (November 11, 2014): 565–87. http://dx.doi.org/10.1108/jsbed-05-2014-0090.

Full text
Abstract:
Purpose – Despite the importance of marketing to the success of entrepreneurial ventures very few researchers have studied the links with new business performance. The purpose of this paper is to examine a number of marketing practices in relation to the performance of new firms. Furthermore, the study considers the moderating influence of market competitiveness on the marketing practice-performance relationship. Design/methodology/approach – Both postal and web surveys were utilized to collect responses from 128 entrepreneurs in the early stages of business creation. The data were subjected to exploratory and confirmatory factory analyses to establish the marketing practices in new ventures. These results were then subjected to hierarchical regression analysis to study the marketing-performance relationship. Further analysis was conducted to explore the moderation hypotheses. Findings – The results demonstrate that some practices generally associated with marketing – selective distribution, market segmentation and advertising – have limited impact on performance in new ventures. In contrast, other practices such as product/service innovation, market research and service quality and functionality – do help establish competitive advantage. The results suggest that marketing practices associated with “entrepreneurial behaviour” and not “hard” marketing techniques drive new venture success. The results also support the moderation hypotheses confirming that market conditions help explain the role of marketing in new venture success. Research limitations/implications – The paper offers a new theoretical framework to better understand the marketing-performance relationship in new ventures and offers suggestions as to the specific conditions for effective use of various marketing practices. Originality/value – This is one of the first attempts to explore the underlying mechanisms that support marketing practices in new ventures. It reveals the hidden dimensions of the marketing-performance relationship and thereby makes a contribution to both the marketing and entrepreneurship literatures.
APA, Harvard, Vancouver, ISO, and other styles
5

Chen, Chung-Jen. "Technology commercialization, incubator and venture capital, and new venture performance." Journal of Business Research 62, no. 1 (January 2009): 93–103. http://dx.doi.org/10.1016/j.jbusres.2008.01.003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Fahreza, Mohammad. "Marketing Communication Strategy to Reopen A Business Venture." Journal of Socioeconomics and Development 2, no. 2 (January 15, 2020): 116. http://dx.doi.org/10.31328/jsed.v2i2.1170.

Full text
Abstract:
The research aims to find the best marketing communication strategy for reopening the new business venture that engages in washing services in specialized products such as bags and shoes. This research used a descriptive approach. The research was conducted through FGD and market surveys. The observed variable was the perception of cleaning service in terms of the interests, activities, behavior, needs and desires of consumers. The result of the research shows that the approach of restarting the business is looking at a business venture as a startup. The business branding of the new venture is in a disadvantaged position compared to its competitors because it has just opened; therefore marketing strategy is to build and enhance business branding by communicating information about business services to potential customers through social media, key persons, and word of mouth. It is expected to be able to communicate the service features and a variety of information about service, price and discount, location, and other profiles of new ventures. The marketing communication strategy is based on the stages of a customer's journey to decide on a purchase, ranging from awareness, education, consideration, purchase, loyalty, to advocacy. JEL Classification: L21, L84, M30
APA, Harvard, Vancouver, ISO, and other styles
7

Di Maria, Eleonora, Marco Bettiol, Valentina De Marchi, and Roberto Grandinetti. "Developing relationships early: How new ventures fill their capability gap." MERCATI & COMPETITIVITÀ, no. 2 (June 2019): 43–61. http://dx.doi.org/10.3280/mc2-2019oa8130.

Full text
Abstract:
In light of the resource-base view of the firm, liability of newness appears as a capability gap. Several studies claim that collaborating with others is an effective strategy for bridging this gap. However, none of them demonstrates that, against a capability gap declared by the new venture at its birth and filled at the end of the start-up phase, this result was achieved by resorting to relations with external actors.The paper aims at answering this research question analyzing both the case of a marketing and technological capability gaps. The empirical section presents the results based on an original dataset on about 400 Italian new ventures. Results show that collaboration with external partners is the only determinant in reducing both capability gaps, whereas the profile of the new venture as well as its size, its location and the founders' education are not relevant. New ventures use external relationships to develop both technological and marketing capabilities.
APA, Harvard, Vancouver, ISO, and other styles
8

Wenz, Charles. "Ireland's new biotechnology venture puts marketing first." Nature 331, no. 6157 (February 1988): 553. http://dx.doi.org/10.1038/331553a0.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hu, Xiaowen, Lidong Zhu, and Hui Zhang. "Entrepreneurial Marketing and New Venture Performance: The Mediating Effects of Ambidextrous Innovation." Journal of Advanced Computational Intelligence and Intelligent Informatics 21, no. 6 (October 20, 2017): 1073–78. http://dx.doi.org/10.20965/jaciii.2017.p1073.

Full text
Abstract:
Entrepreneurial Marketing has a significant effect on new ventures’ performance. However, the findings have been mixed and conflicting. There is still little in-depth exploration of its specific working mechanism based on two distinct literatures streams from ambidextrous innovation and entrepreneurial marketing. We present an integrated framework for analyzing entrepreneurial marketing, ambidextrous innovation and new venture performance (NVP). By conducting an empirical studyon a sample of 883 new ventures (NVs) in Anhui province in China, the study found that: (a) EM is an important driver of NVP and only five dimensions of EM have positively effects on NVP ,including proactiveness, opportunity-focus, innovations, risk-taking and resource leveraging. (b) Both exploration innovation and exploitation innovation advance NVP. (c) The ambidextrous innovation did not affect NVP significantly. (d) Exploration innovation and exploitation innovation partly mediate the relationship between EM and NVP.
APA, Harvard, Vancouver, ISO, and other styles
10

Zif, Jehiel. "Entrepreneurial Marketing and Change Readiness." Journal of Management and Strategy 10, no. 1 (December 4, 2018): 38. http://dx.doi.org/10.5430/jms.v10n1p38.

Full text
Abstract:
The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is very difficult for innovative startups to assess correctly customers’ response prior to actual entry. The probability of success increases when the venture adapts quickly to the feedback derived from users.It is proposed that a proper and timely adaptation can be directed by applying systematic elements of change readiness. These elements are discussed with special attention to the unique characteristics of information gathering and interpretation in the case of new innovative products.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "New Venture Marketing"

1

Ali, Haider Abbas. "Risk and trust in new venture marketing." Thesis, Imperial College London, 1998. http://hdl.handle.net/10044/1/11375.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Rogard, Maxime, and François Dubreuil. "Entrepreneurial Marketing : The emergence of a new strategy in a small venture." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-53112.

Full text
Abstract:
Historically speaking, marketing and entrepreneurship have been separated into two different concepts. However, more and more studies are now doing a link between them. They have shown that both concepts have strengths but also weaknesses. Marketers are not entrepreneurial and innovative enough, and entrepreneurial businesses that do not include marketing are less competitive on the market than those who use marketing. These new pieces of research put forward the idea that an innovation does not imply value making for an enterprise. The marketing part that increases the customer value and really makes the difference on the market. The purpose of this thesis is to discover and evaluate the importance and the role of the relationship between entrepreneurship and marketing in the SME SFA Romani. It will then study how this relationship helps SFA Romani in their new strategy (creation of a new R&D department) with the increasing of the customer value as main objective. In order to fulfil the purpose, a deductive approach has been used. Four members of the new R&D department have been interviewed around their vision of the connection between entrepreneurship and marketing. Finally, and after analyzing the empirical data, a conclusion has been drawn. It showed that the new strategy of the company uses entrepreneurial marketing. Firstly, through a close cooperation between the different departments of the company. Secondly, through marketing tools used to understand the customers’ needs and to increase the final customer value. This study finally shows that entrepreneurial marketing is a sustainable way for SFA Romani to increase its competitive advantage and to ensure its long-term survival on the market
APA, Harvard, Vancouver, ISO, and other styles
3

Buccieri, Dominic. "International New Venture Performance: Role of International Entrepreneurial Culture, Marketing and Positional Advantage." Cleveland State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=csu1525445562087805.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Viegas, Cristiano Manuel de Oliveira. "Marketing in entrepreneurship : the importance of an entrepreneurial marketing in new ventures." Master's thesis, Instituto Superior de Economia e Gestão, 2014. http://hdl.handle.net/10400.5/7933.

Full text
Abstract:
Mestrado em Marketing
New Ventures, Start-ups, marketing, Entrepreneurship, Entrepreneurial Marketing, firm performance; marketing performance
This research evidences the contribution of Entrepreneurial Marketing to firm performance and identifies relevant capabilities and orientations that can contribute to this relationship. Regarding the academic level, this study contributes to better understand the antecedents and performance implications of an orientation to Entrepreneurial Marketing, while at corporate level it develops guidelines for Small and Medium Enterprises (SMEs) improve their marketing related decisions. Based in the available literature it was drawn a model that evaluates the relationship between four antecedents of Entrepreneurial Marketing (two capabilities and two strategic orientations) and three measures of performance, linked by the Entrepreneurial Marketing capability. This model was empirically tested by using data collected through an online survey sent to a sample of Portuguese SMEs between July and September of 2014. The empirical tests were conducted using Partial Least Squares (PLS) and the results show that the main drivers of Entrepreneurial Marketing are entrepreneurial Orientation and Marketing Capabilities and that Marketing Orientation and Management Capabilities have less influence. In terms of results, it was confirmed that Entrepreneurial Marketing positively influences the global performance of the company and particularly the marketing performance. This study shows that Entrepreneurial Marketing Orientation has a major importance for the survival and growth of SMES and that by adopting this orientation, firms can become more competitive and flexible and can have better performance (either financial and non-financial).
APA, Harvard, Vancouver, ISO, and other styles
5

CHEN, Yuqing. "Overcoming "liability of newness" of international new ventures : the role of flexibility." Digital Commons @ Lingnan University, 2015. https://commons.ln.edu.hk/mkt_etd/17.

Full text
Abstract:
Riding on the trend of globalization, a large number of new ventures have emerged deploying resources in multiple country markets so as to arrive at a competitive advantage. Studies that focus on such international new ventures grew to become a distinct research area: "international Entrepreneurship" that attracts much research attention but leaves a core issue namely "liability of newness" unaddressed. About 50 years ago, Stinchcombe (1965) coined this term to explain that most new ventures fail because their founders cannot switch their roles quickly enough to adapt to the changing environment. Although previous empirical studies have examined the entrepreneurial firms from the knowledge based view and organizational learning theory and tried to account for the varied ability of these entrepreneurial firms in switching roles in accordance of circumstances, little or no extant studies employs a Resource-based View (RBV) approach. This study will focus on INVs from emerging economics, trying to examine how INVs overcome liability of newness through “flexibility” to gain good performance during their internationalization. Based on the RBV of the firm, this study will address flexibility in form of a flexible configuration of firm resources consisting of cognitive, structural, and strategic flexibility as the predictors, arguing that these flexibilities would help INVs cope with liability of newness by fostering various dynamic capabilities that have been found to improve INVs’ performance. In addition, this study will focus on those INV firms located in industrial clusters, and examine how an INV's network ties within an industrial cluster moderate the relationships among flexibility and the involved dynamic capabilities. This study collected a sample of 192 Chinese international new ventures, and structural equation modeling was used to test the full model. The findings demonstrate that: (1) all the three dimension of flexibilities have positive impact on international performance; (2) exploratory learning capability and adaptive capability mediate flexibility-international performance relationship while information acquisition capability does not; and (3) an INV’s network ties positively moderates both cognitive flexibility-information acquisition capability relationship and information acquisition capability-exploratory learning capability relationship while negatively moderates information acquisition capability-adaptive capability relationship. On the basis of current findings, implications and future research directions are drawn.
APA, Harvard, Vancouver, ISO, and other styles
6

Gustas, Tadas, and Caroline Blixt. "Breaking the Barriers of Internationalization through Marketing : An exploratory study of INVs' marketing approach." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-298790.

Full text
Abstract:
This thesis explores how the resources of marketing capabilities, business networks, and financial resources, influence the marketing approach of international new ventures. Building on the resource based view, the market entry of firms and how they compete is analyzed by exploring the resources and capabilities of INVs. By using a qualitative research method, this thesis identifies the three resources of marketing capabilities, business networks, and financial resources to be highly influential for INVs’ marketing approach. Also there has been shown to be a synergetic effect between the resources, and that the cross-industrial and cross-business type sampling did not entail any divergences, but rather similar patterns. Four main findings can be identified as a result of our analysis. First, market knowledge prior to internationalization is shown to be key. Second, the creation of trust through transparency in business networks spark business network opportunities and long-term relationships. Third, utilizing technological tools for marketing endeavors becomes highly efficient. Fourth, tackling financial limitations through the implementation of a low-cost strategy is shown to be essential. The findings of this research has great potential of contributing to managerial practice when working with marketing aspirations, as well as being a starting point for future research in the field of INVs and the resource based view theory. The study has limitations in regards to the scope of the research.
APA, Harvard, Vancouver, ISO, and other styles
7

Phua, Sabrina Yin Hsia. "Critical evaluation of the entrepreneurship and marketing interface : evidence from new ventures in the UK." Thesis, Manchester Metropolitan University, 2013. http://e-space.mmu.ac.uk/314034/.

Full text
Abstract:
Entrepreneurship is growing in popularity and importance, as is evident from the increasing amount of interest shown for this domain in practice and academia. This thesis examines an under-researched area in the field of entrepreneurship that relates marketing to new ventures. New business start-ups are a key focus of government policy, and marketing is a key component of a new approach to business management. Marketing is critical to the success of new entrepreneurial ventures, but this is a topic that has received very little attention from scholars of either marketing or entrepreneurship. However, an effective strategy allows new businesses to gain sales by providing products and services that offer superior benefits to customers. Therefore, there is a need to understand how entrepreneurial marketing works in practice; this knowledge will improve the overall success rates of new entrepreneurial ventures. Findings from this study confirm that entrepreneurs do view marketing activities as important and utilise marketing tools in the day-to-day management of their businesses. However, entrepreneurs’ marketing strategies are not formalised with the level of sophistication associated with large organisations. Rather, our data suggest that new entrepreneurs have an intuitive grasp of the key elements associated with a structured marketing strategy, even though the usage of those marketing activities may differ from that used in large organisations and text-book practices.
APA, Harvard, Vancouver, ISO, and other styles
8

"Business plan for J & R Inc: a new venture." Chinese University of Hong Kong, 1995. http://library.cuhk.edu.hk/record=b5888311.

Full text
Abstract:
by Lam Bik-yan Ruby, Lau Chuk Man Jacqueline.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1995.
Includes bibliographical references (leaf 76).
ABSTRACT --- p.ii
TABLE OF CONTENTS --- p.iii
ACKNOWLEDGMENTS --- p.v
Chapter
Chapter I. --- INTRODUCTION --- p.1
Chapter II. --- LITERATURE REVIEW --- p.3
Market Segmentation and Product Positioning Strategies --- p.3
Customer's Purchasing Behavior --- p.5
The Needs and Wants of Clothing and Accessories --- p.6
Theories of Fashion Adoption --- p.6
Factors Affecting the Needs and Wants of Fashion Merchandises --- p.8
Effects of Fashion on the Shopping Habits --- p.10
The Hair Accessories Business --- p.10
Chapter III. --- MARKET SURVEY --- p.12
Objective --- p.12
Methodology --- p.12
Limitations --- p.13
The Questionnaire --- p.13
Sample Size --- p.14
Processing of Survey Data --- p.14
Survey Findings and Interpretation --- p.14
Chapter IV. --- FOCUS GROUP STUDIES --- p.17
Purpose and Objectives --- p.17
Compositions --- p.17
Issues Discussed --- p.20
Findings --- p.21
Implications --- p.24
Chapter V. --- "INTERVIEW WITH HAIR ACCESSORIES ENTREPRENEUR IN HONG KONG, CHERRY CHAU" --- p.26
History of the Cherry Chau Creations --- p.26
The Cherry Chau Concept --- p.27
Conclusion --- p.30
Further Advice --- p.30
Chapter VI. --- THE BUSINESS PLAN --- p.33
Executive Summary --- p.33
The Enterprise --- p.36
Market Analysis --- p.37
Products and Services --- p.41
Marketing Strategies --- p.45
Operations --- p.49
Management and Organization --- p.52
Risk Reduction Strategies --- p.55
Exit Strategies --- p.56
Financial Data --- p.56
Capitalization and Structure --- p.63
APPENDIX --- p.64
BIBLIOGRAPHY --- p.79
APA, Harvard, Vancouver, ISO, and other styles
9

"Business plan for a new product venture: the automatic facial tissue paper dispenser." Chinese University of Hong Kong, 1995. http://library.cuhk.edu.hk/record=b5888327.

Full text
Abstract:
by Kanta Singh.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1995.
Includes bibliographical references (leaf 53).
ABSTRACT --- p.iii
TABLE OF CONTENTS --- p.v
LIST OF TABLES --- p.vii
LIST OF ILLUSTRATIONS --- p.ix
Chapter
Chapter 1. --- INTRODUCTION --- p.1
Business Planning --- p.1
The Market Opportunity --- p.2
Chapter 2. --- METHODOLOGY --- p.6
Chapter 3. --- EXECUTIVE SUMMARY --- p.8
The Enterprise --- p.8
Key Personnel --- p.9
The Product --- p.9
The Market & Marketing Strategy --- p.10
Financials --- p.10
Chapter 4. --- THE ENTERPRISE --- p.12
Business Objectives --- p.12
History --- p.13
Organization/Personnel Factors --- p.13
Operations Factors --- p.14
The Future --- p.15
Chapter 5. --- KEY PERSONNEL --- p.16
Experience and Functional Responsibility --- p.16
Chapter 6. --- THE PRODUCT --- p.18
Description --- p.18
Current Status --- p.19
Value to the Purchaser --- p.19
Cost to Manufacture --- p.20
Maintenance/Support Considerations --- p.21
Chapter 7. --- THE MARKET --- p.22
Description of the Prospects --- p.22
Market Life Cycle --- p.23
Prospect Objectives --- p.24
Segmentation and Distribution --- p.24
"Size - Past, Present and Future" --- p.24
Environmental Influences --- p.25
The Prospect's Alternatives --- p.26
Marketing and Support Strategy --- p.26
Target Market(s) --- p.27
Enterprise Image --- p.28
Promotion Strategy --- p.28
Product Image --- p.28
Publicity --- p.28
Advertising --- p.29
Pricing Strategy --- p.29
Sales Organization --- p.31
Channels of Distribution --- p.31
Logistics --- p.32
Customer Support --- p.32
Chapter 8. --- THE COMPETITION --- p.33
Chapter 9. --- DEVELOPMENT PLAN --- p.35
Development Objectives --- p.35
Product Status --- p.35
Organization --- p.35
Technology Involved --- p.36
Personnel and Resource Schedules --- p.36
Chapter 10. --- OPERATIONS/PRODUCTION PLAN --- p.37
Organization --- p.37
Use of Sub-Contractors --- p.38
Suppliers --- p.38
Technology Involved --- p.38
Quality Control --- p.39
Inventory Control --- p.39
Chapter 11 --- ", FINANCIALS" --- p.41
Funding Requirements --- p.42
Projected Profit & Loss --- p.42
Projected Balance Sheet --- p.45
Projected Cash Flow --- p.47
APPENDIX --- p.50
BIBLIOGRAPHY --- p.53
APA, Harvard, Vancouver, ISO, and other styles
10

Tung, Hung-Chang, and 董鴻璋. "The Study of Fitness of the New Venture''s Positioning and Marketing Strategy- a Case of Springhill Hotel." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/5phs59.

Full text
Abstract:
碩士
國立中山大學
高階經營碩士班
96
Abstract During the process of marketing strategy planning and positioning in a new venture, the formation process of top management team plays an important role where it’s interesting for research. However, it’s the answer a new venture is eager to know that the marketing strategy and position can meet requirements of market ornot. But, it’s pity the research about fitness of marketing strategy and position is very few. The Spring Hill Resort will be scheduled to be open this November, it’s an issue how it creates a whole new blue ocean with past experiences of building industry. Besides, I would like to know the demands of targeted customers through queationnaires which hopefully provide more objective suggestions as references for future operation and marketing activities. The method of literatures analysis was explored to collect the meeting minutes, marketing plans, and business plans. In accordance with thrughoutly understand the whole pictures of marketing plans and positioning, the research hyposis are set up. Then The three segmentations which separately are engineers of Lu-Zu Science Park & Tainan Science Park, and consumers of Royal Resort in Jiao-Sea and Spring Resort in Jin Mountain. The 150 copies were collected by either email or direct delivery, but only 75 copies meets requirement in the thesis. The primary data were put into Minitab, and subsequently T test or ANOVA were applied to test fitness, which can be concluded as the followings. We concluded that the targeted customers significantly support the positioning and marketing strategy(p-value are all less thanα=0.05). To be analyzed with ANOVA, the groups of both 600-800 thousand dollars & above in personal annual income are indifferent in between, but below the group of below 600 thousand dollar relatively supports the above viewpoint. The entertainment expenses are minority to the low income, thus they would not like to pre-pay big deal money, but oppositely the high imcome would relatively like to do in it. Likewize, the low incomes do not support the positioning of health as strongly as the high income. But for strategy alliances with other companies, the same attractiveness does not differ from the three. Under the consideration of transportation, the accessible of destination is not so important to the targets (P=0.049<α=0.05), due to 96% people drives to travel domestically. And this result can be applied to service of shuttle bus; they think it’s not necessarily as well. In aspects of spring quality, the expectation of the targets is the same and means a lot (P=0.00<α=0.05), and this can be taken as a prerequisite. Finally, we can find opinions of customers diversified relatively (see table 4-18), but it’s a little weired that quality of room space is not so emphasized than other aspects and this can be futher discussed. Key words: marketing strategy and position, spring resort,
APA, Harvard, Vancouver, ISO, and other styles

Books on the topic "New Venture Marketing"

1

Zimmerer, Thomas W. Entrepreneurship and new venture formation. London: Prentice-Hall International, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

M, Scarborough Norman, ed. Entrepreneurship and new venture formation. Upper Saddle River, N.J: Prentice Hall, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Knott, Anne Marie. Venture design. 2nd ed. Los Angeles, Calif: Sage, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

1961-, Rohner Tim, ed. The venture imperative: A new model for corporate innovation. Boston, Mass: Harvard Business School Press, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Perry Chen, Yancey Strickler, Charles Adler and Kickstarter. New York: Rosen Publishing, 2014.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Entrepreneurial growth strategies: Strategic planning, restructuring alternatives, marketing tactics, financing options, acquisitions, and other ways to propel the new venture upward. Holbrook, Mass: B. Adams, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Marketing for entrepreneurs: Concepts and applications for new ventures. Thousand Oaks, Calif: Sage Publications, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Marketing for entrepreneurs: Concepts and applications for new ventures. Thousand Oaks, Calif: Sage, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ali, Haider. The role of trust in the marketing activities of entrepreneurs establishing new ventures. Cranfield: Cranfield University, 1998.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Petr, Chadraba, ed. The Central and Eastern European markets: Guideline for new business ventures. New York: International Business Press, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "New Venture Marketing"

1

Kuratko, Donald F., and Jeffrey S. Hornsby. "Marketing." In New Venture Management, 77–98. Third edition. | New York: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003034292-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Burns, Paul. "Developing your marketing mix." In New Venture Creation, 174–204. London: Macmillan Education UK, 2018. http://dx.doi.org/10.1057/978-1-352-00051-1_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Malaviya, Sanjeev. "Marketing Issues of New Venture." In Entrepreneurship in India, 185–204. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003342281-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Nagai, Akihiko, Hiroki Nakagawa, and Takayuki Ito. "The Effectiveness of a New Product Coordinator in Market Access for a Semiconductor Venture." In Electronic Business and Marketing, 15–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37932-1_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Kimball, David C., and Robert N. Lussier. "The Marketing Plan." In Entrepreneurship Skills for New Ventures, 190–225. Fourth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429342240-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Hallbäck, Johanna, and Peter Gabrielsson. "Entrepreneurial Marketing Strategies During the Growth of International New Ventures." In Firm-Level Internationalization, Regionalism and Globalization, 177–97. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230305106_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Theodosiou, Marios, Evangelia Katsikea, Pascale Hardy, and Shintaro Okazaki. "An Empirical Investigation of the Antecedents of Product Innovation Strategy and New Product Performance in Export Ventures: An Abstract." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 427–28. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-02568-7_116.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Faroque, Anisur R., and Sussie C. Morrish. "Networks, Dynamic International Opportunity Recognition and Performance Among International New Ventures." In Looking Forward, Looking Back: Drawing on the Past to Shape the Future of Marketing, 795–804. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-24184-5_193.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Tirado, Diego Monferrer, Andreu Blesa Pérez, and María Ripollés Meliá. "Higher Commitment Entry Modes in International New Ventures: The Influence of Strategical Orientations." In The Customer is NOT Always Right? Marketing Orientationsin a Dynamic Business World, 141–53. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50008-9_38.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Morgan, Todd, Sergey Anokhin, and Eric Johnson. "Create or Appropriate? Strategic Alignment Preference in Incumbent-New Venture Alliances and Innovation Outcomes." In Let’s Get Engaged! Crossing the Threshold of Marketing’s Engagement Era, 637–38. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-11815-4_196.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "New Venture Marketing"

1

LI, Guoxin. "MARKET ORIENTATION PURITY ON NEW VENTURE PERFORMANCE: THE MODERATING ROLE OF MARKET CONDITION AND TECHNOLOGICAL UNCERTAINTY." In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Global Alliance of Marketing & Management Associations, 2014. http://dx.doi.org/10.15444/gmc2014.11.07.03.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Lugo, José E., Adriana M. Muñoz-Soto, and Manuel O. Ríos-Torres. "Exploratory Assessment of Design Entrepreneurial Program New Venture Design Experience to Prune Program Activities." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22403.

Full text
Abstract:
Abstract The purpose of this paper is to explore the activities of the New Venture Design Experience (NVDE), an entrepreneurial program with an engineering design and marketing focus, and recommend which activities the students report more useful. Currently the entrepreneurial program synchronizes four courses between engineering and business school over the period of two semesters. All courses are to various degrees co-taught. The campus entrepreneurial ecosystem has extracurricular activities that can supplement and or substitute some of the NVDE activities. To explore the impact of entrepreneurial activities (NVDE or ecosystem) a semi-structure interview was designed to uncover which activities were more valuable for the students after the program. For this, fourteen former students from NVDE were interviewed, seven already graduated and seven are still undergraduate students. Initial recommendations are provided towards which activities to scale down.
APA, Harvard, Vancouver, ISO, and other styles
3

LaVoice, Kelly, Daniel Hickey, and Mark Williams. "Pain Points and Solutions: Bringing Data for Startups to Campus." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317163.

Full text
Abstract:
Entrepreneurship is growing as a cross- and inter-disciplinary area of focus for higher education. From patent and tech transfer offices to business, science, and engineering programs, the demand for entrepreneurship resources and support delivered via libraries is booming. Building library collections to help patrons design, launch, and run successful businesses is challenging: Market research and private equity/venture capital resources arrive at premium prices. Increasingly, these resources must interoperate with software used to clean, analyze, and visualize data. This data is often difficult to find and deploy. Restrictive, corporate-style licenses reflect that new vendors are not yet acclimated to the academic market’s access requirements and licensing constraints. This paper will share a framework for how to understand entrepreneurship in higher education and explain the types of information commonly requested by users. Such information often exists in disciplinary silos, emphasizing the importance of collaborative collection development across subject lines. The authors will explore the unique challenges to building collections that serve patrons developing new ventures. This includes collaborating with external stakeholders to fund resources that have not been traditionally purchased by libraries. Strategies for licensing data and other e-resources in this space will be discussed, including the central complications arising from universities as incubators for for-profit startups. The authors will suggest best practices for building relationships with stakeholders, developing relevant collections and services, and marketing these resources to support communities.
APA, Harvard, Vancouver, ISO, and other styles
4

Somayajula, Harish. "De-Carbonisation Through Energy Management." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211098-ms.

Full text
Abstract:
Borouge, established in 1998 in Abu Dhabi by the Abu Dhabi National Oil Company (ADNOC) and Austria based Borealis, is a leading petrochemical company that provides innovative and differentiated polyolefin solutions. Combining the strengths and experience of its majority shareholders ADNOC and Borealis, Borouge serves a wide range of industries including energy, infrastructure, mobility, advanced packaging, healthcare and agriculture. As a strategic and successful partnership at Borouge, we employ more than 3,100 people with over 50 nationalities, serving customers in over 50 countries across the Middle East, Asia and Africa. Abu Dhabi Polymers Company Limited (Borouge) ("ADP"), headquartered in Abu Dhabi and the sales and marketing joint venture, Borouge Pte Limited ("PTE"), headquartered in Singapore. ADP consists of the main manufacturing activity of Borouge, whereas PTE consists of the marketing arm of the Borouge business. Our petrochemicals and polyolefins manufacturing plant is located in Ruwais at a distance of about 250 km west of Abu Dhabi City. The facility is now one of the largest fully integrated single-site polyolefins complex in the world, with an annual capacity to produce 5 million tonnes of polyethylene (PE) and polypropylene (PP). The complex is also the largest Borstar® process technology-based plant in the world, providing enhanced innovative bimodal polymers for a broad range of polymer applications. We remained on track to increase our production through Borouge 4, the next mega-project expansion that will significantly increase our production capacity by 2025. Moreover, we have already started-up our fifth polypropylene plant (PP5) in Ruwais.
APA, Harvard, Vancouver, ISO, and other styles
5

Cohen, Alan S., Shawn Worster, and Michael Brown. "Back to the Future: Lesson Learned in Implementing Emerging Technologies." In 17th Annual North American Waste-to-Energy Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/nawtec17-2318.

Full text
Abstract:
“Energy cost increases are expected to continue.... The impact of these energy cost increases on attractiveness of energy recovery could be significant.” “A number of new technological developments have been underway over the past few years that are now becoming available as full-scale systems and that are greatly expanding the opportunities for energy recovery from mixed municipal waste.” These sound like statements from today’s headlines or the latest marketing brochures reflecting the promise of emerging waste management technologies. The reality is that these statements were made over thirty years ago. Communities planning on implementing any new technology as part of their solid waste management program should proceed with caution. After all, the second quote above was followed by the following statement. “These systems have generally been developed by firms in private industry as new business ventures. Monsanto, Union Carbide, Devco, Garrett Research and Development (a division of Occidental Petroleum), Hercules, Black-Clawson, Horner-Schiffrin and Combustion Equipment Associates have been some of the most active firms.” Although many communities relied upon performance and financial guarantees offered by these companies, none of projects developed by them were successful. Similarly, there was a wave of optimism and projects that were implemented in the 1990’s involving numerous mixed municipal waste biological (i.e., composting) projects that also failed for economic or technical reasons. From these prior experiences, lessons can be drawn to assist communities evaluate the risks and rewards in procuring and contracting for today’s emerging technologies. The waste being delivered to these failed projects, unlike some of the salespersons, did not go away. These failed projects had to be redeveloped and replacement projects implemented to deal with the daily tide at the curb. A number of consultants, including the authors, started in the solid waste business redeveloping some of these failed initial efforts. From these prior experiences, lessons can be drawn to assist communities evaluate the risks and rewards in procuring today’s emerging technologies. New thermal conversion, pyrolysis, gasification, and bioconversion technologies are being proposed for projects throughout the U.S. based on experience in North America, Europe, the Middle East and Asia. Many communities have issued RFP’s to include emerging technologies in their integrated solid waste management systems. To successfully procure and finance a project involving one of these emerging technologies, the project sponsor or developer will need to: • Locate a politically suitable site for the project; • Acquire waste supply commitments; • Develop energy and material sales approaches and agreements; • Arrange for residue disposal; • Obtain permits to operate; and • Arrange for the financing. In addition to the above components, the efficacy of the technology and the financial backing provided by the technology supplier are critical to a successful project. Not unlike the early 1970’s and 1990’s companies are promoting the advantages and successful applications of new approaches to solid waste management. In doing so, some companies are asking communities to provide a suitable site (usually adjacent to or near an exiting permitted landfill or other solid waste management facility), supply waste, dispose of any residue, and assist in the permitting of a new project. The company may take the responsibility to arrange for energy and material markets, obtain the permits, and finance the project. The company’s objective is to develop a demonstration of their technology using mixed municipal solid waste, or a portion of the waste stream, in a U.S. community from which it can build its business. Before entering into long term obligations associated with such arrangements, it is important that a community consider the following: • How much will it cost to deliver waste to the new facility? • What impact will it have on the balance of the solid waste management system? • If the new system does not work, is there an alternative location, both in the short- and long-run to process/dispose of the waste? • If there are odor or other environmental problems that cannot be mitigated, is there a way to terminate the operation of the facility? • If the project does not succeed, will the company be responsible for razing the facility and returning a clean site? What other obligations will the company have? • What are the obligations of the community if the project does succeed? • What is the definition of success? • How long must the project be successfully demonstrated before it is converted into a fully commercial operation? • If this involves an expansion of the project, is the community obligated to proceed? This presentation compares and contrasts the experiences of the past with the current approaches being taken by firms promoting these technologies and communities implementing them in the hope of learning from our past.. Case studies will be discussed to support the conclusions and recommendations presented.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'New Venture Marketing' for particular source types:
Journal articles Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography