石家庄铁道大学四方学院毕业论文
参考文献
[1] 李子彬.充分认识中小企业的地位和作用[J].求是,2010,08 [2] 侯荣涛.中小企业发展研究报告[J].企业研究,2012,06
[3] 宋治萍.当前中小企业市场营销问题研究[J].山西社会科学学报,2010,07 [4] 葛永安.我国中小企业营销现状及对策分析[J].现代营销,2011,10 [5] 肖斌,夏迎峰.我国中小企业营销现状及对策分析[J].当代经济,2009,12 [6] 王烨.我国中小企业融资难问题研究[J].商洛学院学报,2010,12
[7] 吴艳丽,邢秀凤.中小企业执行力缺失原因及对策研究[J].南京财经大学学报,2009,01 [8] 李海琼.企业稳定营销人才队伍的对策探讨[J].经济师,2009,09 [9] 安晖.安徽省中小企业发展现状及对策研究[D].合肥工业大学,2009 [10] 刘新武,祝伟明.网络营销现状及改进策略[J].企业经济,2005,11
[11] 耿呖.浅析我国中小企业营销管理的困境与对策[J].湖北科技学院学报,2012,11 [12] 孟胜利.中小企业目标市场营销管理战略研究[D].华中科技大学,2009 [13] 姜锦彪.我国中小企业市场营销战略[J].合作经济与科技,2013,02
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石家庄铁道大学四方学院毕业论文
致 谢
本文是在张叶栩副教授的多次尽心指导下完成的，在这篇论文的写作过程中，张老师不辞辛劳，多次与我就论文中许多核心问题作深入细致地探讨，给我提出切实可行的指导性建议，并细心全面地修改我的论文。张老师从资料收集到最后定稿的各个环节都给予我细心的指引和教导,使我对市场营销有了更加深刻的认识,并最终得以完成毕业论文。对此,我表示最衷心的感谢！此外，张老师严谨的治学态度、丰富渊博的知识、敏锐的学术思维、精益求精的工作态度以及诲人不倦的师者风范是我毕生的学习楷模，张老师严谨的治学精神和高度的工作责任感，使我深受教育。在此，我再次向尊敬的张老师表示真挚的谢意！
在论文的写作过程中，也得到了许多同学的宝贵建议，同时还得到其他老师的支持和帮助，在此一并致以诚挚的谢意。由于本人的学识、经验和水平有限，论文尚有许多不足之处，敬请各位尊敬的师长提出宝贵的意见。
最后，衷心感谢石家庄铁道大学四方学院工商管理教研室的老师们四年来对我的栽培和鼓励。感谢我的父母，他们任劳任怨、无怨无悔，为支持我的学业奉献了全部力量。感谢我的家人和朋友，他们为我提供了前进的动力。感谢所有关心和帮助过的人。
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石家庄铁道大学四方学院毕业论文
附 录
1.INTRODUCTION
SMEs have been recognized to be critical players in national economies and world trade. More and more people rather work in SMEs than in large organizations, where most marketing concepts have been developed for. Existing marketing concepts being originally developed for large enterprises cannot directly be transferred into small business world without adaptation. Marketing is important for new and existing small businesses, but it is practiced in a way different from textbook guidelines. Trying to understand why entrepreneurs regularly fail at applying marketing ideas in the context of their business may contribute to deeper understanding and a more positive view of entrepreneurial marketing. If two at first sight significantly different concepts such as marketing, which is said to be a rather structured and formal approach, and entrepreneurship, which seems to be rather informal, unstructured, and intuitive, can even have something in common. Although, in many respects, the disciplines have their own separate histories, we argue that they are both interrelated responses to the environment in which the enterprise operates and can profit from each other due to various interrelations. 2.REVIEW OF LITERATURE
There is no integrated analysis or comprehensive theory of the interrelation between marketing and entrepreneurship yet. Research findings are still extremely fragmented. Nonetheless, empirical evidence suggests that there exists a relationship between an enterprise's marketing and entrepreneurial orientations. Mainly two different streams of research that deal with the intersection of marketing and entrepreneurship can be identified: 1) studies that examined failure and success rates of new products or new ventures, and 2) studies that stress the fact that entrepreneurial orientation and performanceare positively linked.
In an investigation of twenty British enterprises, Lancaster found out that most SMEs much more rely on financial statements to indicate marketing success than on formal marketing planning. Only three surveyed SMEs had a formal marketing plan. Formal marketing plans are regarded as being beneficial in that way that they help identifying competitive advantages and securing resources, gain commitment through communication
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石家庄铁道大学四方学院毕业论文
with participants, and setting objectives and strategies. The authors have shown that the over-reliance on financial criteria is because many SMEs have a short-term focus on survival.
In a study of Greek SMEs, the following key competencies have been considered as being most strongly associated with enterprise performance and success: development of marketing plans, emphasis on communication, climate of trust with stakeholders, a clear understanding of the competitive environment, and the availability of working capital. According to author, success could require the simultaneous mastery of entrepreneurship and marketing approaches. SME managers should therefore seek to attain a holistic view of the management process.
3. SUITABILITY OF INSTRUMENTS 3.1. Competitive Strategies
The enterprise's relative position within an industry strongly influences its profit or loss. Within the spectrum of the generic strategies, there are at least three options: cost leadership, differentiation, and focus on a market niche. The base whether there is a cost advantage or a differentiation potential for the enterprise is the result of the enterprise's ability to cope with the five forces (industry competitors, potential entrants, buyers, substitutes, and suppliers) better than its competitors.
Critics of the competitive strategies argue that its inventor Michael Porter disregards the possibility of differentiation within the cost leadership and the focus on technical aspects within the differentiation strategy instead of market-orientated preferences. However, it is doubtful that SMEs can develop cost advantages since these are often based on economies of scale. Porter's framework would thus have to be modified since SME's can hardly target a market as a whole, but more likely target certain market segments. In an empirical investigation of small enterprises, Ibrahim discovered that the niche strategy was by far the most successful for them. 3.2. Product/Market Strategy
The market entry is of major importance for a new venture because it determines the strategic basis from which the enterprise tries to achieve competitive advantage in the market place. The market-field-strategy is manifested by the combination of products and markets, which are called the product/market strategy. The decision within this strategy is to implement present or new product in present or new markets. The concept of the product/market strategy is relevant for all enterprises, for young SMEs as well as for old
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石家庄铁道大学四方学院毕业论文
high industry corporations. The original concept by Ansoff consists of four different strategies, whereas within the last decades, several authors tried to develop the concept and identify more realistic and differentiated scenarios.
The four strategies differ in the needed resources and in their chances and risks of success. The first combination pesent product in present market. The second strategy product in new marke. Third strategy product in old markets. The fourth strategy--new product in new market.These strategies can be useful for SMEs, despite they are restricted in their actions, because of their resources. The set of strategy opportunities can be a frame of action and a guideline for the enterprises. Whenever they reach one goal, they can assess the next potential target, and so on. The product/market matrix can be an efficient instrument to be aware of new options and to plan the resources well. However, it must be posited that an enterprise has to be at least some years within a business to estimate the chances of new products or new markets and that the limitation in resources restricts the course of action, although there would be enough potential on the demand side. 4. THE ROLE OF MARKETING IN SMEs
Entrepreneurial ventures are always about identifying market opportunities and successfully delivering goods or services to customers willing to pay for this. Marketing is considered one of the major keys to success, development and survival of SMEs and young enterprises. The enterprise's ability to solve customer problems forms the centre of the marketing concept. Marketing thus always means a systematic market and customer orientation. The discipline of Marketing as a whole has undergone a paradigm shift, away from the pure sales view with short-term competition towards a relational view of exchange partners with long-term profitable relationships.
In his investigation of 160 small US firms, Pelham found marketing orientation to have a strong relationship with performance in SMEs. Nevertheless, he assumes that marketing orientation is only one of several important ingredients of small firm success, and suggests that it should be complemented by entrepreneurial values in order to receive best results. Besides, the author presumes that especially growth/differentiation strategies positively affect performance in small firms. The entrepreneurial influence above all shapes all the activities of the SME, especially in its first years of existence. It could thus be deducted that marketing and entrepreneurship do not only interact, but marketing does even more is the underlying concept for entrepreneurial behaviour within organizations. It seems therefore to be extraordinarily important for marketing managers to understand the
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