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Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies

Yıl 2024, , 224 - 237, 30.06.2024
https://doi.org/10.25204/iktisad.1394219

Öz

Rapid change of global market dynamics makes the survival of startups difficult. This study investigates the integration of startups' marketing approach with proactive market orientation in order to adapt these changing dynamics of the market. Customer orientation, new-product development, innovation orientation and competitiveness are explained as encouraging components of proactive market orientation to be robust and long-run in the in competitive environment. Case studies of the paper are involving the most innovative and valuable brands of the world as well as customer-centric oriented. Findings showed that the startups in the research sample that integrate innovation and proactive market orientation are tend to grow-up rapidly and achieve success in long run. The most fundamental purpose of the paper is to emphasize the importance of marketing approach through those companies’ proactive behaviors. With the continues startup culture, the companies can give inspirations for the early-stage ventures while designing their marketing strategies. The article presents a strategic point of view based on theoretical background of the phenomenon and recommends a holistic roadmap for practitioners in the journey of entrepreneurship also pioneering for the further studies.

Kaynakça

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  • Aaker, D. (2007). Innovation: Brand it or lose it. California Management Review, 50(1), 8-24. http://dx.doi.org/10.2307/41166414
  • Atuahene-Gima, K. (1995), An exploratory analysis of the impact of market orientation on new product performance. Journal of Product Innovation Management, 12(4), 275 93. http://dx.doi.org/10.1111/1540-5885.1240275
  • Atuahene-Gima, K., Slater, S. F., and Olson, E. M. (2005). The contingent value of responsive and proactive market orientations for new product program performance. Journal of Product Innovation Management, 22(6), 464–482. http://dx.doi.org/10.1111/j.1540-5885.2005.00144.x
  • Asiaei, K., Barani, O., Bontis, N., and Arabahmadi, M. (2020). Unpacking the black box: How intrapreneurship intervenes in the intellectual capital-performance relationship? Journal of Intellectual Capital, 21(6), 809-834. http://dx.doi.org/10.1108/JIC-06-2019-0147
  • Auh, S., and Menguc, B. (2005). Balancing exploration and exploitation: The moderating role of competitive intensity. Journal of Business Research, 58(12), 1652-1661. http://dx.doi.org/10.1016/j.jbusres.2004.11.007
  • Bagshaw, A. (2015). What is marketing automation?. Journal of Direct, Data and Digital Marketing Practice, 17, 84-85. http://dx.doi.org/10.1057/dddmp.2015.46
  • Baker, W. E., and Sinkula, J. M. (2005). Market orientation and the new product paradox. Journal of Product Innovation Management, 22(6), 483-502. http://dx.doi.org/10.1111/j.1540-5885.2005.00145.x
  • Berthon, P., Hulbert, J. M., and Pitt, L. F. (1999). To serve or create? Strategic orientations toward customers and innovation. California Management Review, 42(1), 37-58. http://dx.doi.org/10.2307/41166018
  • Blank, S. (2006). The four steps to the epiphany: Successful strategies for startups that win. K&S Ranch.
  • Blank, S., and Dorf, B. (2012). The startup owner's manual: The step-by-step guide for building a great company. BookBaby.
  • Brand Finance, (2023, November 8), Brand Finance Global 500 2023. https://brandirectory.com/rankings/global/
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  • Deng, S., and Dart, J. (1994). Measuring market orientation: a multi‐factor, multi‐item approach. Journal of Marketing Management, 10(8), 725-742. http://dx.doi.org/10.1080/0267257X.1994.9964318
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  • Han, J. K., Kim, N., and Srivastava, R. K. (1998). Market orientation and organizational performance: Is innovation a missing link?. Journal of Marketing, 62(4), 30-45. http://dx.doi.org/10.1177/002224299806200403
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Proaktif Pazar Odaklılık ile Startupların Pazarlama Anlayışı Arasında Köprü Kurmak: Teorik Temel ve Örnek Vakalar

Yıl 2024, , 224 - 237, 30.06.2024
https://doi.org/10.25204/iktisad.1394219

Öz

Küresel pazar dinamiklerinin hızlı değişimi, startupların hayat mücadelesini zorlaştırmaktadır. Çalışma, bu mücadeledeki startupların pazarlama anlayışlarının proaktif pazar odaklılık ile entegrasyonuna odaklanmaktadır. Araştırmada müşteri odaklılık; yeni ürün geliştirme, yenilik odaklılık ve rekabetçilik, proaktif pazar odaklılığı teşvik eden bileşenler olarak açıklanmaktadır. Proaktif pazar yönelimine sahip startupların rekabet çevresinde uzun soluklu ve sağlam bir yapıya kavuştuğu varsayılmaktadır. Çalışmanın örnek olay incelemeleri müşteri odaklı yaklaşımı önceliklendiren, dünyanın en yenilikçi ve değerli markalarını içermektedir. Çalışma bulguları örneklem içerisinde yer alan starupların, yenilikçilik ve proaktif pazar odaklılık ile entegre olmalarından ötürü hızla büyüme gösterdiklerini ve uzun dönemli başarı yakaladıklarını göstermiştir. Çalışmanın en temel amacı, bu firmaların uygulamış oldukları proaktif pazarlama davranışlarını iyi bir uygulama örneği olarak sunarak pazarlama yaklaşımının önemini vurgulamaktır. Bu firmaların halen sürdürmekte oldukları startup kültürü, pazarlama stratejilerini tasarlayan ve yolun başındaki girişimcilere ilham vereceği düşünülmektedir. Araştırmada, pazar yönelimi ile ilgili temel teorik çalışmalara yer verilirken girişimcilik yolculuğunda ilerleyen uygulayıcılara pazarlama kararları için stratejik bir bakış açısı ve bütünsel bir yol haritası sunulmaktadır. Elde edilen sonuçlar ile literatüre katkı sağlanması ve gelecek çalışmalara öncülük edilmesi amaçlanmaktadır.

Kaynakça

  • Aaker, D.A. (1991). Managing brand equity: Capitalizing on the value of brand name. The Free Press.
  • Aaker, D. (2007). Innovation: Brand it or lose it. California Management Review, 50(1), 8-24. http://dx.doi.org/10.2307/41166414
  • Atuahene-Gima, K. (1995), An exploratory analysis of the impact of market orientation on new product performance. Journal of Product Innovation Management, 12(4), 275 93. http://dx.doi.org/10.1111/1540-5885.1240275
  • Atuahene-Gima, K., Slater, S. F., and Olson, E. M. (2005). The contingent value of responsive and proactive market orientations for new product program performance. Journal of Product Innovation Management, 22(6), 464–482. http://dx.doi.org/10.1111/j.1540-5885.2005.00144.x
  • Asiaei, K., Barani, O., Bontis, N., and Arabahmadi, M. (2020). Unpacking the black box: How intrapreneurship intervenes in the intellectual capital-performance relationship? Journal of Intellectual Capital, 21(6), 809-834. http://dx.doi.org/10.1108/JIC-06-2019-0147
  • Auh, S., and Menguc, B. (2005). Balancing exploration and exploitation: The moderating role of competitive intensity. Journal of Business Research, 58(12), 1652-1661. http://dx.doi.org/10.1016/j.jbusres.2004.11.007
  • Bagshaw, A. (2015). What is marketing automation?. Journal of Direct, Data and Digital Marketing Practice, 17, 84-85. http://dx.doi.org/10.1057/dddmp.2015.46
  • Baker, W. E., and Sinkula, J. M. (2005). Market orientation and the new product paradox. Journal of Product Innovation Management, 22(6), 483-502. http://dx.doi.org/10.1111/j.1540-5885.2005.00145.x
  • Berthon, P., Hulbert, J. M., and Pitt, L. F. (1999). To serve or create? Strategic orientations toward customers and innovation. California Management Review, 42(1), 37-58. http://dx.doi.org/10.2307/41166018
  • Blank, S. (2006). The four steps to the epiphany: Successful strategies for startups that win. K&S Ranch.
  • Blank, S., and Dorf, B. (2012). The startup owner's manual: The step-by-step guide for building a great company. BookBaby.
  • Brand Finance, (2023, November 8), Brand Finance Global 500 2023. https://brandirectory.com/rankings/global/
  • Brexendorf, T. O., Bayus, B., and Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions. Journal of the Academy of Marketing Science, 43, 548-557. http://dx.doi.org/10.1007/s11747-015-0445-6
  • Brown, S. L., and Eisenhardt, K. M. (1995). Product development: Past research, present findings, and future directions. Academy of Management Review, 20(2), 343-378. http://dx.doi.org/10.2307/258850
  • Boston Consulting Group, (2023, November 11). Reaching New Heights in Uncertain Times, May 2023. https://www.bcg.com/publications/2023/advantages-through-innovation-in-uncertain-times
  • Bulut, Ç., Pırnar, İ., Halaç, S. D., and Öztürk, A. D. (2013). Girişimsel pazarlamanın firma performansına etkisi. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 15(2), 209-232. https://dergipark.org.tr/tr/pub/deusosbil/issue/4633/63153
  • Cadogan, J. W., and Diamantopoulos, A. (1995). Narver and Slater, Kohli and Jaworski and the market orientation construct: integration and internationalization. Journal of Strategic Marketing, 3(1), 41-60. http://dx.doi.org/10.1080/09652549500000003
  • CB Insights. (2023, November 3). The Top 20 Reasons Startups Fail, August 2021. https://www.cbinsights.com/blog/startup-failure-reasons-top/
  • Choi, D., Chung, C. Y., and Young, J. (2019). Sustainable online shopping logistics for customer satisfaction and repeat purchasing behavior: Evidence from China. Sustainability, 11(20), 5626. http://dx.doi.org/10.3390/su11205626
  • Day, G. S. (1994). The capabilities of market-driven organizations. The Journal of Marketing, 58(4). 37-52. http://dx.doi.org/10.1177/002224299405800404
  • Deng, S., and Dart, J. (1994). Measuring market orientation: a multi‐factor, multi‐item approach. Journal of Marketing Management, 10(8), 725-742. http://dx.doi.org/10.1080/0267257X.1994.9964318
  • Deshpandé, R., Farley, J. U., and Webster, F. E. (1993). Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrad analysis. Journal of Marketing, 57(1), 23-37. http://dx.doi.org/10.1177/002224299305700102
  • Deshpandé, R., and Farley, J. U. (1998). Measuring market orientation: Generalization and synthesis. Journal of Market-Focused Management, 2, 213–232. https://doi.org/10.1023/A:1009719615327
  • Farzaneh, M., Wilden, R., Afshari, L., and Mehralian, G. (2022). Dynamic capabilities and innovation ambidexterity: The roles of intellectual capital and innovation orientation. Journal of Business Research, 148, 47-59. http://dx.doi.org/10.1016/j.jbusres.2022.04.030
  • Frosch, R. A. (1996). The customer for R&D is always wrong!. Research Technology Management, 39(6), 22-27. https://www.jstor.org/stable/24131316
  • Han, J. K., Kim, N., and Srivastava, R. K. (1998). Market orientation and organizational performance: Is innovation a missing link?. Journal of Marketing, 62(4), 30-45. http://dx.doi.org/10.1177/002224299806200403
  • Hills, G. E., Hultman, C. M., and Miles, M. P. (2008). The evolution and development of entrepreneurial marketing. Journal of Small Business Management, 46(1), 99-112. http://dx.doi.org/10.1111/j.1540-627X.2007.00234.x
  • Hult, G. T. M., Hurley, R. F., and Knight, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429-438. http://dx.doi.org/10.1016/j.indmarman.2003.08.015
  • Hunt, S. D., and Morgan, R. M. (1995). The comparative advantage theory of competition. The Journal of Marketing, 1-15. http://dx.doi.org/10.1177/002224299505900201
  • Jaworski, B. J., and Kohli, A. K. (1993). Market orientation: antecedents and consequences. The Journal of Marketing, 53-70. http://dx.doi.org/10.4135/9781452231426.n5
  • Jia, H., Guo, C., and Liu, X. (2020). Smartphone and tablet application (app) life cycle characterization via Apple app store rank. Data and Information Management, 4(1), 44-67. http://dx.doi.org/10.2478/dim-2020-0002
  • Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 57(1), 1-22. http://dx.doi.org/10.1177/002224299305700101
  • Kim, H. B., Gon Kim, W., and An, J. A. (2003). The effect of consumer‐based brand equity on firms’ financial performance. Journal of Consumer Marketing, 20(4), 335-351. http://dx.doi.org/10.1108/07363760310483694
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  • Kotler, P., Kartajaya, H., and Setiawan, I. (2016). Marketing 4.0: Moving from traditional to digital. John Wiley and Sons.
  • Levitt, T. (1983). The globalization of markets. Harvard Business Review, 61, 92-102. https://hbr.org/1983/05/the-globalization-of-markets
  • Li, J., Li, Y., Yu, Y., and Yuan, L. (2019). Search broadly or search narrowly? Role of knowledge search strategy in innovation performance. Journal of Knowledge Management, 23(5), 809–835. http://dx.doi.org/10.1108/JKM-06-2018-0386.
  • Li, T. and Calantone, R.J. (1998), The impact of market knowledge competence on new product advantage: conceptualization and empirical examination, Journal of Marketing, 62(4), 13-29. http://dx.doi.org/10.1177/002224299806200402
  • Lichtenthal, J. D., and Wilson, D. T. (1992). Becoming market oriented. Journal of Business Research, 24(3), 191-207. http://dx.doi.org/10.1016/0148-2963(92)90018-7
  • Marangoz, M. (2016). Girişimcilikte güncel konular ve uygulamalar. Beta Yayınları.
  • Meliá, M. R., Perez, A., B., and Dobon, S. R. (2010). The influence of innovation orientation on the internationalisation of SMEs in the service sector. The Service Industries Journal, 30(5), 777-791. https://doi.org/10.1080/02642060802342679
  • Mendoza-Silva, A. (2021). Innovation capability: A sociometric approach. Social Networks, 64, 72-82. http://dx.doi.org/10.1016/j.socnet.2020.08.004.
  • Milian, M. (2011, August 25). Why Apple Is More Than Just Steve Jobs. Digitalbiz. http://edition.cnn.com/2011/TECH/innovation/08/24/steve.jobs.team/index.html
  • Narver, J. C., and Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 20-35. http://dx.doi.org/10.4135/9781452231426.n3
  • Narver, J. C., Slater, S. F., and MacLachlan, D. L. (2004). Responsive and proactive market orientation and new-product success. Journal of Product Innovation Management, 21(5), 334-347. http://dx.doi.org/10.1111/j.0737-6782.2004.00086.x
  • Neessen, P. C., Caniëls, M. C., Vos, B., and De Jong, J. P. (2019). The intrapreneurial employee: toward an integrated model of intrapreneurship and research agenda. International Entrepreneurship and Management Journal, 15, 545-571. http://dx.doi.org/10.1007/s11365-018-0552-1.
  • Osterwalder, A., and Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley and Sons.
  • Parsons, A.J. (1991), Building innovativeness in large US corporations. Journal of Services Marketing, 5(4), 5-20. https://doi.org/10.1108/EUM0000000002530
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  • Pelham, A. M., and Wilson, D. T. (1995). A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. Journal of the Academy of Marketing Science, 24(1), 27-43. http://dx.doi.org/10.1007/BF02893935
  • Picken, J. C. (2017). From startup to scalable enterprise: Laying the foundation. Business Horizons, 60(5), 587-595. http://dx.doi.org/10.1016/j.bushor.2017.05.002
  • Polowczyk, J. (2012). Strategic management at the beginning of the XXI century: The impact of crisis turbulences. Economics and Business Review, 12(3), 81-98. http://dx.doi.org/10.18559/ebr.2012.3.851
  • Porter, M. E. (1980). Industry structure and competitive strategy: Keys to profitability. Financial Analysts Journal, 36(4), 30-41. http://dx.doi.org/10.2469/faj.v36.n4.30
  • Qureshi, M. S., Aziz, N., and Mian, S. A. (2017). How marketing capabilities shape entrepreneurial firm’s performance? Evidence from new technology based firms in Turkey. Journal of Global Entrepreneurship Research, 7: 15. http://dx.doi.org/10.1186/s40497-017-0071-5
  • Randhawa, K., Wilden, R., and Gudergan, S. (2021). How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation. Journal of Business Research, 130, 618-634. http://dx.doi.org/10.1016/j.jbusres.2020.05.046
  • Ranjan, J., and Foropon, C. (2021). Big data analytics in building the competitive intelligence of organizations. International Journal of Information Management, 56: 102231. https://doi.org/10.1016/j.ijinfomgt.2020.102231
  • Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. Crown Books.
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  • Sanasi, S., Ghezzi, A., and Cavallo, A. (2023). What happens after market validation? Experimentation for scaling in technology-based startups. Technological Forecasting and Social Change, 196: 122839. http://dx.doi.org/10.1016/j.techfore.2023.122839
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  • Seyman, B. (2022, April 3). 6- Amazon Satıcılarının Fulfillment Seçenekleri: FBA, FBM, Seller Fulfilled Prime. Medium. https://medium.com/optimazon/amazon-sat%C4%B1c%C4%B1lar%C4%B1n%C4%B1n-fulfillment-se%C3%A7enekleri-fba-fbm-seller-fulfilled-prime-ef4b0e0fdd13
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  • Slater, S. F., and Narver, J. C. (1994). Does competitive environment moderate the market orientation-performance relationship?. The Journal of Marketing, 58(1), 46-55. http://dx.doi.org/10.1177/002224299405800104.
  • Thoumrungroje, A., and Racela, O. C. (2022). Innovation and performance implications of customer-orientation across different business strategy types. Journal of Open Innovation: Technology, Market and Complexity, 8:178. http://dx.doi.org/10.3390/joitmc8040178
  • Tsai, K. H., Chou, C., and Kuo, J. H. (2008). The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link. Industrial Marketing Management, 37(8), 884-894. http://dx.doi.org/10.1016/j.indmarman.2007.03.005
  • Voola, R., and O'Cass, A. (2010). Implementing competitive strategies: the role of responsive and proactive market orientations. European Journal of Marketing, 44(1/2), 245-266. http://dx.doi.org/10.1108/03090561011008691
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Toplam 76 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular İşletme
Bölüm Araştırma Makaleleri
Yazarlar

Begüm Şahin 0000-0003-2013-5060

Erken Görünüm Tarihi 27 Haziran 2024
Yayımlanma Tarihi 30 Haziran 2024
Gönderilme Tarihi 21 Kasım 2023
Kabul Tarihi 6 Mart 2024
Yayımlandığı Sayı Yıl 2024

Kaynak Göster

APA Şahin, B. (2024). Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. İktisadi İdari Ve Siyasal Araştırmalar Dergisi, 9(24), 224-237. https://doi.org/10.25204/iktisad.1394219
AMA Şahin B. Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. İKTİSAD. Haziran 2024;9(24):224-237. doi:10.25204/iktisad.1394219
Chicago Şahin, Begüm. “Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies”. İktisadi İdari Ve Siyasal Araştırmalar Dergisi 9, sy. 24 (Haziran 2024): 224-37. https://doi.org/10.25204/iktisad.1394219.
EndNote Şahin B (01 Haziran 2024) Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. İktisadi İdari ve Siyasal Araştırmalar Dergisi 9 24 224–237.
IEEE B. Şahin, “Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies”, İKTİSAD, c. 9, sy. 24, ss. 224–237, 2024, doi: 10.25204/iktisad.1394219.
ISNAD Şahin, Begüm. “Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies”. İktisadi İdari ve Siyasal Araştırmalar Dergisi 9/24 (Haziran 2024), 224-237. https://doi.org/10.25204/iktisad.1394219.
JAMA Şahin B. Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. İKTİSAD. 2024;9:224–237.
MLA Şahin, Begüm. “Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies”. İktisadi İdari Ve Siyasal Araştırmalar Dergisi, c. 9, sy. 24, 2024, ss. 224-37, doi:10.25204/iktisad.1394219.
Vancouver Şahin B. Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. İKTİSAD. 2024;9(24):224-37.


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