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

Year 2024, Volume: 9 Issue: 24, 224 - 237, 30.06.2024
https://doi.org/10.25204/iktisad.1394219

Abstract

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.

References

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Proaktif Pazar Odaklılık ile Startupların Pazarlama Anlayışı Arasında Köprü Kurmak: Teorik Temel ve Örnek Vakalar

Year 2024, Volume: 9 Issue: 24, 224 - 237, 30.06.2024
https://doi.org/10.25204/iktisad.1394219

Abstract

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.

References

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  • 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.
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  • 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
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  • 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
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  • 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
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Details

Primary Language English
Subjects Business Administration
Journal Section Research Papers
Authors

Begüm Şahin 0000-0003-2013-5060

Early Pub Date June 27, 2024
Publication Date June 30, 2024
Submission Date November 21, 2023
Acceptance Date March 6, 2024
Published in Issue Year 2024 Volume: 9 Issue: 24

Cite

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. JEBUPOR. June 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, no. 24 (June 2024): 224-37. https://doi.org/10.25204/iktisad.1394219.
EndNote Şahin B (June 1, 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”, JEBUPOR, vol. 9, no. 24, pp. 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 (June 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. JEBUPOR. 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, vol. 9, no. 24, 2024, pp. 224-37, doi:10.25204/iktisad.1394219.
Vancouver Şahin B. Bridging Proactive Market Orientation to Startups’ Marketing Approach: Theoretical Background and Case Studies. JEBUPOR. 2024;9(24):224-37.