Strategic marketing practices and the performance of Chinese small and medium-sized enterprises (SMEs) in Taiwan

Wai Sum SIU*, Wenchang Fang, Tingling Lin

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

35 Citations (Scopus)

Abstract

This paper reports on a survey of the strategic marketing practices of 218 small and medium-sized enterprises (SMEs) in Taiwan. The survey's results indicate that while the higher performing Taiwanese SMEs give a higher priority to marketing than to other business functions in corporate planning, they are still sales- or production-oriented. The higher performing Taiwanese SMEs are more aware of strategic planning tools, but they make less use of them. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small firm marketing principles, specifically generated from countries in the West, to some extent contribute to the success of Taiwanese SMEs. Interestingly, however, the specific marketing practices of these small firms are different from those of their Western counterparts. The research results provide additional evidence to support the theory that both Chinese cultural value orientations and mediating environmental factors play significant roles in shaping the attitudes and behaviour of Taiwanese owner-managers and, in turn, the marketing practices of Taiwanese SMEs.

Original languageEnglish
Pages (from-to)161-178
Number of pages18
JournalEntrepreneurship and Regional Development
Volume16
Issue number2
DOIs
Publication statusPublished - Mar 2004

Scopus Subject Areas

  • Business and International Management
  • Economics and Econometrics

User-Defined Keywords

  • Chinese
  • Marketing practices
  • Small firms
  • Taiwan

Fingerprint

Dive into the research topics of 'Strategic marketing practices and the performance of Chinese small and medium-sized enterprises (SMEs) in Taiwan'. Together they form a unique fingerprint.

Cite this