TY - JOUR
T1 - Marketing and company performance of Chinese small firms in Mainland China
T2 - a preliminary study
AU - Siu, W. S.
N1 - Copyright:
Copyright 2016 Elsevier B.V., All rights reserved.
PY - 2000/6/1
Y1 - 2000/6/1
N2 - This paper reports the survey results of marketing practices of 87 Chinese small firms in Mainland China. The findings suggest that the broad small firm marketing principles, though specifically generated from the Western countries, contribute to the success of Chinese small firms in China. Interestingly, however, the specific marketing practices of these small firms are different from those of their British counterparts. Research results indicate that higher-performing Chinese small firms adopt the customer orientation, use a proactive approach in strategic planning, are aware and make use of marketing planning tools, adopt long-term profit objectives, participate actively in new product development, and introduce new ways of doing business. Also, the higher-performing Chinese small firms have well-organised marketing organisation and encourage free communication flow and interaction among employees. To have better control over marketing activities, higher-performing Chinese small firms frequently use marketing control devices. Thus, care should be taken before making generalisations about marketing in Western situations and in assuming that marketing tools and techniques are equally applicable across all locations.
AB - This paper reports the survey results of marketing practices of 87 Chinese small firms in Mainland China. The findings suggest that the broad small firm marketing principles, though specifically generated from the Western countries, contribute to the success of Chinese small firms in China. Interestingly, however, the specific marketing practices of these small firms are different from those of their British counterparts. Research results indicate that higher-performing Chinese small firms adopt the customer orientation, use a proactive approach in strategic planning, are aware and make use of marketing planning tools, adopt long-term profit objectives, participate actively in new product development, and introduce new ways of doing business. Also, the higher-performing Chinese small firms have well-organised marketing organisation and encourage free communication flow and interaction among employees. To have better control over marketing activities, higher-performing Chinese small firms frequently use marketing control devices. Thus, care should be taken before making generalisations about marketing in Western situations and in assuming that marketing tools and techniques are equally applicable across all locations.
KW - China
KW - Marketing activities
KW - Small firms
UR - http://www.scopus.com/inward/record.url?scp=84993058000&partnerID=8YFLogxK
U2 - 10.1108/EUM0000000006833
DO - 10.1108/EUM0000000006833
M3 - Journal article
AN - SCOPUS:84993058000
SN - 1462-6004
VL - 7
SP - 105
EP - 122
JO - Journal of Small Business and Enterprise Development
JF - Journal of Small Business and Enterprise Development
IS - 2
ER -