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Journal articles on the topic 'New Venture Marketing'

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Published: 10 December 2022

Last updated: 28 January 2023

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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11

Ostgaard, Tone A., and Sue Birley. "New venture growth and personal networks." Journal of Business Research 36, no. 1 (May 1996): 37–50. http://dx.doi.org/10.1016/0148-2963(95)00161-1.

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12

Homburg, Christian, Alexander Hahn, Torsten Bornemann, and Philipp Sandner. "The Role of Chief Marketing Officers for Venture Capital Funding: Endowing New Ventures with Marketing Legitimacy." Journal of Marketing Research 50, no. 5 (October 2013): 625–44. http://dx.doi.org/10.1177/002224371305000505.

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13

Homburg, Christian, Alexander Hahn, Torsten Bornemann, and Philipp Sandner. "The Role of Chief Marketing Officers for Venture Capital Funding: Endowing New Ventures with Marketing Legitimacy." Journal of Marketing Research 51, no. 5 (October 2013): 625–44. http://dx.doi.org/10.1509/jmr.11.0350.

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14

Jungman, Hannu, and Marko Seppä. "V2C activity on a local level: qualitative cases – Tampere and Silicon Valley." Qualitative Market Research: An International Journal 7, no. 4 (December 1, 2004): 265–73. http://dx.doi.org/10.1108/13522750410557076.

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The increased capital intensity of venture capital supply and the increased knowledge intensity of new venture supply have created a knowledge gap and recreated a capital gap between new venture activity and venture capital industry. This development has given rise to an all‐new breed of players. In this descriptive, qualitative study, V2C activity is explored in a local context through comparison of cases Tampere (Finland) and Silicon Valley (USA). In Silicon Valley, the dominant group of V2C players is business angels, whereas in Tampere, publicly funded incubators play the most visible role in new venture development. Nevertheless, in both areas, five different categories of V2C players are represented, and, in both, bridge the gaps to a significant extent.

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15

Patel, Pankaj C., Cong Feng, and Maria João Guedes. "Marketing capability and new venture survival: The role of marketing myopia." Industrial Marketing Management 93 (February 2021): 307–26. http://dx.doi.org/10.1016/j.indmarman.2021.01.020.

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16

Razmdoost, Kamran, Leila Alinaghian, and Christian Linder. "New venture formation: A capability configurational approach." Journal of Business Research 113 (May 2020): 290–302. http://dx.doi.org/10.1016/j.jbusres.2019.09.047.

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17

Beamish, Paul W. "The Characteristics of Joint Ventures in the People's Republic of China." Journal of International Marketing 1, no. 2 (June 1993): 29–48. http://dx.doi.org/10.1177/1069031x9300100203.

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This paper compares the characteristics of international equity joint ventures in the People's Republic of China (PRC) with joint ventures in developing country market economies. The characteristics of Sino-foreign joint ventures were derived from twelve studies published since 1986, including the author's new sample. Twelve joint venture characteristics are reviewed along dimensions of design, management and performance. Joint ventures in PRC are frequently used, created due to government pressure and with government partners, and often formed with partners from ethnically related countries. Further, many intended joint ventures are never implemented, and those that are implemented have often been set up for a predetermined duration. The foreign partner most commonly has a minority equity position, and those who have used split control have seen stronger performance. Overall joint venture stability has been high, but is expected to decline, and foreign partner satisfaction with performance is low.

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18

Long, Wayne A., and Nobuoki Ohtani. "Entrepreneurship Education and Adding Value to New Ventures." Journal of Marketing Education 10, no. 1 (March 1988): 11–20. http://dx.doi.org/10.1177/027347538801000102.

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Eighteen entrepreneurs involved in the New Venture Development Outreach Program were the project focus for 18 teams of students in four different sections of the MBA new venture marketing course. In-depth market and design feasibility studies were completed by each student team. The client-entrepreneurs estimated that the work completed by the teams would have cost $13,042 on average if completed by professional consultants.

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19

Briggs, Maxwell. "Pegasus Town: innovative marketing of a new property venture." Marketing Intelligence & Planning 29, no. 6 (September 20, 2011): 602–10. http://dx.doi.org/10.1108/02634501111166111.

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20

Wu, Wenqing, Hongxin Wang, and Xinchun Wang. "Entrepreneur narcissism and new venture performance: A learning perspective." Journal of Business Research 149 (October 2022): 901–15. http://dx.doi.org/10.1016/j.jbusres.2022.06.001.

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21

Tsai, Ming-Tien, and Yong-Hui Li. "Knowledge creation process in new venture strategy and performance." Journal of Business Research 60, no. 4 (April 2007): 371–81. http://dx.doi.org/10.1016/j.jbusres.2006.10.003.

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22

Park, Sarah, and Joseph A. LiPuma. "New venture internationalization: The role of venture capital types and reputation." Journal of World Business 55, no. 1 (January 2020): 101025. http://dx.doi.org/10.1016/j.jwb.2019.101025.

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23

Frias, Kellilynn M., Deidre L. Popovich, Dale F. Duhan, and Robert F. Lusch. "Perceived Market Risk in New Ventures: A Study of Early-Phase Business Angel Investment Screening." Journal of Macromarketing 40, no. 3 (May 26, 2020): 339–54. http://dx.doi.org/10.1177/0276146720926637.

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Business angels are vital sources of funding for new ventures. Yet, acquiring business angel support is difficult. Typically organized in professional networks, business angels collectively evaluate and deliberate about new ventures to determine their worthiness of support. One factor deemed to be critical during this evaluation is market risk. Yet, limited research in Macromarketing examines market risk. To our knowledge, no previous study examines market risk in capital markets, nor do they study angel financing. Neglecting to study angel financing is particularly problematic for macromarketing because this type of finance is much more prominent than venture capital in supporting new ventures. To fill this gap, we begin by exploring the literature by Lusch (and coauthors) linking marketing and capital markets as well as studies of market risk. We then craft fictitious angel investment proposals to measure market risk assessments by business angels and entrepreneurs. We ask which factors impact market risk during the early-phases of the investment screening process (when market risk is weighted more heavily) and identify whether these factors are evaluated differently by entrepreneurs versus business angels. Our findings reveal that commercialization capability, technological compatibility, and intellectual property rights enforceability influence perceived market risk and that entrepreneurs and business angels view these factors significantly differently. We then offer directions for further research related to this study and other work of Lusch. Finally, we suggest practical implications for use by business angels and entrepreneurs.

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Singh, Abhinava S., Mayur Shah, and Priyanka Pathak. "Pitfalls of a fledgling venture, Fetakart: in search of a viable business model." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–16. http://dx.doi.org/10.1108/eemcs-02-2020-0039.

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Learning outcomes The learning outcomes include to identify and discuss important personality characteristics of an entrepreneur, to explore the business planning pitfalls that torment many new ventures and to understand key concepts of business model thinking. Case overview/synopsis The case is about Fetakart, a one-year old venture, which offered custom designed and printed t-shirts in Gujarat, India. The venture was launched by Himanshu Dhadnekar in 2018. Himanshu was a young first-generation entrepreneur who displayed entrepreneurial characteristics since his school days. Later, he was involved with a few failed startups, worked as an employee in different companies and curated new ventures. Fetakart was born out of another venture, MotivPrints, which sold a large variety of custom designed and high-quality printed products such as visiting cards, office essentials, apparels, packaging and marketing material. At MotivPrints, Himanshu discovered the market for customized t-shirts in India but with very little knowledge of the business model or capabilities of leading players such as Bewakoof.com. The venture started struggling and faced several problems including high cost demands by manufacturers and lack of funding. Where did Fetakart go wrong? Was Fetakart born out of impulse? Did Himanshu have a viable business model for Fetakart? Complexity academic level The case can be discussed in the class of entrepreneurship at master’s level. It can also be used in entrepreneurship specialization course and strategic management elective(s) in the second year of post-graduation. The case can be particularly useful for young entrepreneurs associated as incubatees with a business incubator and for an executive development program related to new ventures. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Bingham, Frank G., and Charles J. Quigley. "Venture team application to new product development." Journal of Business & Industrial Marketing 4, no. 1 (January 1989): 49–59. http://dx.doi.org/10.1108/eum0000000002724.

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Shanmugam, Dr Bhuvana, Ranjit C, Vishwanantham V, and Murali B. "Venture: A New Cryptocurrency for Online Marketing Application on Ethereum Framework." Journal of Advanced Research in Dynamical and Control Systems 12, no. 05-SPECIAL ISSUE (May 30, 2020): 498–505. http://dx.doi.org/10.5373/jardcs/v12sp5/20201785.

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27

Lehman, Kim, Ian Ronald Fillis, and Morgan Miles. "The art of entrepreneurial market creation." Journal of Research in Marketing and Entrepreneurship 16, no. 2 (October 14, 2014): 163–82. http://dx.doi.org/10.1108/jrme-09-2013-0024.

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Purpose – The purpose of this paper is to use the case of the Museum of Old and New Art (MONA) in Hobart, Tasmania, to investigate the role of entrepreneurial marketing (EM) in shaping an arts enterprise. It draws on the notion of effectuation and the process of EM in explaining new venture creation and assesses the part played by David Walsh, the entrepreneurial owner/manager. Design/methodology/approach – This case study analysis enables an in-depth appraisal of the impact of EM and effectuation within the growing domain of arts marketing. Findings – The paper offers a glimpse into how creativity and business interact in the creation of new markets. It demonstrates how formal methods of marketing are bypassed in the search for owner/manager constructed versions of situational marketing. In addition, it provides insight into dominance of entrepreneur-centrism vs customer-centrism in entrepreneurship marketing. An additional contribution to knowledge is the use of effectuation to assist in better understanding of the role of EM in the market creation process. Originality/value – The research carried out here builds on a growing body of work adopting the EM lens to better understand arts marketing and new venture creation.

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Hills, Gerald E., and Raymond W. Laforge. "Research at the Marketing Interface to Advance Entrepreneurship Theory." Entrepreneurship Theory and Practice 16, no. 3 (April 1992): 33–60. http://dx.doi.org/10.1177/104225879201600303.

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The knowledge base for the emerging field of entrepreneurship should be interfunctional and interdisciplinary. Yet the functional discipline of marketing has contributed to the entrepreneurship field in only recent years. And entrepreneurship researchers and writers often address marketing superficially, without an awareness of sophisticated marketing concepts and methods. The objectives of this article are to identify key tangencies at the marketing/entrepreneurship interface, to provide relevant research sources, and to selectively convey illustrative marketing knowledge. Because length constraints prevent In-depth attention to any subject, breadth over depth is our objective. There are three major sections in this paper. First, the marketing/entrepreneurship interface is defined, with attention to various schools of marketing thought and their potential value to the entrepreneurship field. Secondly, unique tangencies with the buyer behavior literature are discussed and venture ideas and their evaluation (product research) are highlighted. Finally, the marketing strategy literature is reviewed as it potentially contributes to new venture development. In addition, other Important interfaces are briefly discussed.

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Lin, Ya-Hui, Chung-Jen Chen, and Bou-Wen Lin. "The dual-edged role of returnee board members in new venture performance." Journal of Business Research 90 (September 2018): 347–58. http://dx.doi.org/10.1016/j.jbusres.2018.05.021.

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Ensign, Prescott C., and Nicholas P. Robinson. "It’s uphill all the way to the top, regardless of mountain size." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 2–13. http://dx.doi.org/10.1108/jrme-07-2015-0035.

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Purpose This case aims to illustrate the hurdles that a young venture might experience in the early stages of its life cycle and showcase how managers must use ingenuity to climb over obstacles. Design/methodology/approach The case is based on interviews with the founders and additional secondary data. Findings RepositBox, a Canadian-based provider of credentials verification solutions, is a new venture coping with the challenges posed by the introduction of its innovative new product to the marketplace. Originality/value The case is suitable for use in undergraduate or graduate courses in new venture creation, entrepreneurial marketing and launching a technology-based enterprise.

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Bruno, Albert V., and Joel K. Leidecker. "Causes of new venture failure: 1960s vs. 1980s." Business Horizons 31, no. 6 (November 1988): 51–56. http://dx.doi.org/10.1016/0007-6813(88)90024-9.

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32

Sirkeci, Ibrahim. "Editorial: Transnational Marketing." TRANSNATIONAL MARKETING JOURNAL 1, no. 1 (October 2, 2013): 1–4. http://dx.doi.org/10.33182/tmj.v1i1.417.

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Transnational Marketing Journal is a new scholarly, peer-reviewed journal is dedicated to disseminating high quality contemporary research into transnational marketing practices and scholarship while encouraging critical approaches in the development of marketing theory and practice. It is an exciting new venture for us and we would like to invite innovative thinking, scholarship, and current research into marketing practices and challenges crossing national borders.In Transnational Marketing and Transnational Consumers, Transnational Marketing is defined “as understanding and addressing customer needs, wants and desires in their own country of residence and beyond and in borderless cultural contexts with the help of synergies emerging across national boundaries and transfer of expertise and advantages between markets where the organization operates transnationally with a transnational mentality supported by transnational organization structures and without compromising the sustainability of any target markets and resource environment offering satisfactory exchanges between the parties involved” (Sirkeci, 2013: vii).

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Wasowska, Aleksandra. "Social-cognitive antecedents of new venture internationalization." Baltic Journal of Management 14, no. 3 (July 1, 2019): 462–79. http://dx.doi.org/10.1108/bjm-09-2018-0325.

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Purpose The purpose of this paper is to investigate the social-cognitive antecedents of an entrepreneur’s internationalization intent and a firm’s behavior. Building on the insights of social-cognitive psychology, the author develops a conceptual model linking an entrepreneur’s positive orientation, self-efficacy beliefs, internationalization intent and actual behavior of the firm. Design/methodology/approach The author tests this model with a sample of 310 Polish firms (including 241 domestic and 69 international new ventures), drawing on data collected first in 2006 and then in 2007. Findings The author finds that self-efficacy mediates between positive orientation and internationalization intent, and that an entrepreneur’s internationalization intent predicts a firm’s behavior (i.e. foreign market entry). Moreover, firm age moderates the relationship between an entrepreneur’s positive orientation and internationalization propensity among new ventures. Research limitations/implications Overall, the findings demonstrate that social-cognitive theory is useful in predicting new venture internationalization. Practical implications Based on the findings, the author recommends that managerial education in international management combines the development of “formal” skills and cross-cultural competencies with experiential and vicarious learning. Originality/value The study combines insights from psychology and international business, thus responding to numerous calls for a more interdisciplinary and cognition-oriented focus on the international behavior of firms.

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Deane, Richard H., Patricia P. McDougall, and Vidyaranya B. Gargeya. "Manufacturing and marketing interdependence in the new venture firm: An empirical study." Journal of Operations Management 10, no. 3 (August 1991): 329–43. http://dx.doi.org/10.1016/0272-6963(91)90072-6.

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Spence, Martine, and Dave Crick. "An exploratory study of Canadian international new venture firms' development in overseas markets." Qualitative Market Research: An International Journal 12, no. 2 (April 3, 2009): 208–33. http://dx.doi.org/10.1108/13522750910948798.

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36

Huang, Shuangfa, Martina Battisti, and David Pickernell. "The roles of innovation strategy and founding team diversity in new venture growth." Journal of Business Research 158 (March 2023): 113653. http://dx.doi.org/10.1016/j.jbusres.2023.113653.

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Lefebvre, Jean M., and Michael Gendron. "Teaching Case: New Product Development And Pre-Launch Plans For Tickets Sales, Inc." Journal of Business Case Studies (JBCS) 8, no. 1 (December 22, 2011): 37–50. http://dx.doi.org/10.19030/jbcs.v8i1.6737.

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Ticket Sales, Inc (TSI) [1] is a startup business that has received seed funding. TSI is using the seed funding to perform a number of feasibility studies that will enable it to seek first-round venture capital. TSI has already performed a technology feasibility study and a marketing feasibility study, including a 5-year total cost of ownership pro forma budget. Outside consultants were retained to perform the studies. The case presents the Marketing Analysis and Feasibility Study performed by Big Apple Marketing. The TSI management team desires a second opinion concerning the work of Big Apple Marketing[1] and this case asks that NYC Associates[1] prepare an assessment of the Marketing Analysis and Feasibility Study in light of documented best practices in new product development.

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Urban, Glen L., Bruce D. Weinberg, and John R. Hauser. "Premarket Forecasting of Really-New Products." Journal of Marketing 60, no. 1 (January 1996): 47–60. http://dx.doi.org/10.1177/002224299606000105.

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The authors illustrate how a firm can face the challenge of forecasting consumer reaction for a really-new product. For the case of an electric vehicle, the authors describe how one firm combines managerial judgment and state-of-the-art market measurement to determine whether (1) the really-new product would be a viable business venture at its target launch date, (2) the firm should plan for improvements in technology that would reduce price and/or increase benefits enough so that the business venture would be profitable, or (3) the firm should stop development. The new market measurement system combines existing methods with a multimedia virtual-buying environment that conditions respondents for future situations, simulates user experience, and encourages consumers to actively search for information on the product. The authors comment on the advantages and disadvantages of the methodology and summarize the lessons they have learned from this application.

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Hongal, Prof Pushpa, Dr N. Ramanjaneyalu, and Dr Gururaj Phatak. "The Entreprenuerial Marketing: Concept, Nature And Orientations." International Journal of Scientific Research and Management 10, no. 02 (February 12, 2022): 3032–39. http://dx.doi.org/10.18535/ijsrm/v10i2.em03.

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Entrepreneurial Marketing is the old and untouched, unfocussed Entrepreneurship and Marketing topic. Its research is has started around 30 years old. The purpose of this paper is to discuss the Evolution and the Nature of Entrepreneurial Marketing, Historical perspective of the Evolution of EM and Six core dimensions of entrepreneurial marketing are identified. The Research aims to focus on the Marketing Orientation as well as Entrepreneurial Orientations in Venture Creation and Management. A comprehensive assessment of the most representative publications from worldwide marketing and entrepreneurial journals was employed in this conceptual study. This study provides a brief overview of the evolution of EM as well as an examination of the most frequent definitions. Insights are drawn from a variety of sources, including corporate entrepreneurship, innovation and new product creation, creative leadership, and change management research. Entrepreneurial marketing's intellectual substance and validity are assessed. Priorities for future study are offered, as well as consequences for theory development, training, and management practice

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Harmon Amir and Astri Ayu Purwati. "PENGGUNAAN WAKAF TUNAI SEBAGAI ALTERNATIF PEMBERDAYAAN USAHA PELAJAR DAN MAHASIWA." Jurnal Khazanah Ulum Ekonomi Syariah (JKUES) 2, no. 1 (February 7, 2018): 59–84. http://dx.doi.org/10.56184/jkues.v2i1.12.

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Cash Waqf is a new thing in raising public funds. Endowments cash can be used as a means for empowering small businesses, by way of lending and small business financing, venture capital and business development. In practice, needed assistance in terms of managerial and marketing to maintain product quality and marketing of small businesses

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Paul, Justin, and Alexander Rosado-Serrano. "Gradual Internationalization vs Born-Global/International new venture models." International Marketing Review 36, no. 6 (November 11, 2019): 830–58. http://dx.doi.org/10.1108/imr-10-2018-0280.

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Purpose During the last two decades, studies on the theoretical models in the area of international business (IB), such as gradual internationalization and the born-global firms, have gained the attention of researchers. The purpose of this paper is to critically review the studies on the process of internationalization (Gradual Internationalization vs Born-Global/International new venture models) to identify the research gaps in this area and to prepare a future research agenda. Design/methodology/approach Systematic literature review method was employed for this review. The authors highlight the findings from prior studies, compare and contrast salient characteristics and features, based on the articles published in journals with an impact factor score of at least 1.0, and provide directions for research. Findings The authors find that there are several areas that were under-explored in prior research. There is a great potential for theoretical extension and theory development in this field as it covers the tenets of four subjects: IB, marketing, strategic management and entrepreneurship. Originality/value There is no comprehensive/integrated review exploring the methods/variables and constructs used in prior studies integrating gradual internationalization/born-global models based on all the articles published in well-regarded academic journals. This review seeks to provide deeper insights, which help us to contribute toward the development of this research field.

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Melnyk, Leonid Hr, Oleksandr M. Derykolenko, Oleksandr M. Matsenko, Oleksiy O. Pasyevin, and Yurii V. Khymchenko. "Organizational and Economic Potential of Joint Engagement of Venture Capital and Business Process Re-engineering in the Marketing Activities of Industrial Enterprises." Mechanism of an Economic Regulation, no. 2 (2019): 17–29. http://dx.doi.org/10.21272/mer.2019.84.02.

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The Ukrainian industry is a strategically important industry that retains the potential to contribute to the rapid development of the national economy. At the same time, this potential can be realized only choosing an innovation vector of the nearest future of the industry. Together with the activation of innovation activity, industrial entrepreneurs face the problem of the fund scarcity, high risks and outdated approaches to the conduct and organization of activities. In these terms, the authors of the article propose to investigate the organizational and economic potential of joint engagement of venture business and reengineering of business processes in the marketing sphere of industrial enterprises. It is marketing activity of industrial enterprises, which is recommended by the authors as the most effective for operative adaptation of the company to radical transformations in outer business-environment. Being in the tight connection with a customer (existing and potential) and its requirements, marketing activity is able to define strategic directions of company development and to implement new regulars of business in everyday company’s activity. Thus, the study analyses organizational principles of venture activity and reengineering business-processes in marketing activity, the relationship between these areas in the organization of innovation activities and common approaches to the development of strategic programs for the development of industrial enterprises under the conditions of sharp transformations in the external business environment. Reengineering business-processes in marketing activity is presented as an innovation, which could be engaged through venture capital, and in the same time, this innovation is able to carry out radical transformations in its organization and business-activity principle. The transformations should be carried out to ensure further effective use of engaged investments and to develop effective innovation activity. Key words: industrial enterprise, venture activities, marketing activities, re-engineering, business process, organization, resource, strategy, business environment.

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Perry, Lee Tom. "The Capital Connection: How Relationships Between Founders and Venture Capitalists Affect Innovation in New Ventures." Academy of Management Perspectives 2, no. 3 (August 1988): 205–12. http://dx.doi.org/10.5465/ame.1988.4277257.

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Fillis, Ian, Kim Lehman, and Morgan P. Miles. "The museum of old and new art." Journal of Vacation Marketing 23, no. 1 (August 1, 2016): 85–96. http://dx.doi.org/10.1177/1356766716634153.

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Entrepreneurial marketing is used to understand new venture creation in the vacation tourism sector through a case study of private art museum in Tasmania that has become a tourist destination of major international significance. The Museum of Old and New Art (MONA) has emerged as a major driver of tourism in the region. Interrogation of the arts and cultural tourism literature sets up a key research proposition – in arts and cultural tourism, the unique artistic tastes of the entrepreneur often trump customer needs and preferences by shaping the visitor’s experience through creative artistic innovation. The findings support our proposition, with additional grounding through the impact of the owner/manager and associated entrepreneurial marketing and effectuation impacts.

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Donbesuur, Francis, Nathaniel Boso, and Magnus Hultman. "The effect of entrepreneurial orientation on new venture performance: Contingency roles of entrepreneurial actions." Journal of Business Research 118 (September 2020): 150–61. http://dx.doi.org/10.1016/j.jbusres.2020.06.042.

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Michelle Yang, K., Jintong Tang, Francis Donbesuur, and Samuel Adomako. "Institutional support for entrepreneurship and new venture internationalization: Evidence from small firms in Ghana." Journal of Business Research 154 (January 2023): 113360. http://dx.doi.org/10.1016/j.jbusres.2022.113360.

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Steier, Lloyd. "New venture firms, international expansion, and the liabilities of joint venture relationships." Journal of High Technology Management Research 12, no. 2 (September 2001): 295–321. http://dx.doi.org/10.1016/s1047-8310(01)00041-4.

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Davidsson, Per, Jan Recker, and Frederik von Briel. "External Enablement of New Venture Creation: A Framework." Academy of Management Perspectives 34, no. 3 (August 2020): 311–32. http://dx.doi.org/10.5465/amp.2017.0163.

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Garg, Sam. "Venture Governance: A New Horizon for Corporate Governance." Academy of Management Perspectives 34, no. 2 (May 2020): 252–65. http://dx.doi.org/10.5465/amp.2017.0178.

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Palmer, Mark, and Martin Owens. "New directions for international retail joint venture research." International Review of Retail, Distribution and Consumer Research 16, no. 2 (May 2006): 159–79. http://dx.doi.org/10.1080/09593960600572183.

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