Market Orientation and Performance of Micro-Enterprises

  • Ananya RajagopalEmail author


Successful start-up enterprises tend to co-design products and services by involving consumers and manufacture and market desired products and services at an affordable price. The analysis of data reveals that start-ups gain competitive advantage in providing easy accessibility and availability to its products within a niche market. This chapter analyzes information based on empirical evidences on market orientation and performance of micro-enterprises. Categorical discussions have been held in this chapter on introduction to non-parametric analysis, organizational design, consumer-centric approach, consumer segmentation, transaction-based approach, pricing, distribution, and serviceability. The quantitative information analysis in this chapter validates research hypotheses and reveals that consumer-employee relationship in start-ups is acceptable in general to support their manufacturing and marketing activities within the minimum viable segments.


Empirical evidence Product co-design Consumer-employee relationship Minimum viable segment Competitive advantage 


  1. Atherton, A. (2007). Preparing for business start-up: “Pre-start” activities in the new venture creation dynamic. Journal of Small Business and Enterprise Development, 14(3), 404–417.CrossRefGoogle Scholar
  2. Baghi, I., Gabrielli, V., & Grappi, S. (2016). Consumers’ awareness of luxury brand counterfeits and their subsequent responses: When a threat becomes an opportunity for the genuine brand. Journal of Product and Brand Management, 25(5), 452–464.CrossRefGoogle Scholar
  3. Crawford, J. A., & Kelder, J. A. (2019). Do we measure leadership effectively? Articulating and evaluating scale development psychometrics for best practice. The Leadership Quarterly, 30(1), 133–144.CrossRefGoogle Scholar
  4. Darcy, C., Hill, J., McCabe, T. J., & McGoven, P. (2014). Consideration of organizational sustainability in SME context: A resource-based view and composite model. European Journal of Training and Development, 38(5), 398–414.CrossRefGoogle Scholar
  5. DeVellis, R. (2016). Scale development: Theory and applications (Vol. 26, 3rd ed.). Thousand Oaks: SAGE Publications.Google Scholar
  6. Dinh, J., Lord, R., Gardner, W., Meuser, J., Liden, R., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62.CrossRefGoogle Scholar
  7. Eggers, F., Kraus, S., Hughes, M., Laraway, S., & Snycerski, S. (2013). Implications of customer and entrepreneurial orientations for SME growth. Management Decision, 51(3), 524–546.CrossRefGoogle Scholar
  8. Eggers, F., Neimand, T., Kraus, S., & Breier, M. (2018). Developing a scale for entrepreneurial marketing: Revealing its inner frame and prediction of performance. Journal of Business Research (in press).
  9. Hellwig, K., Morhart, F., Giradin, F., & Hauser, M. (2015). Exploring different types of sharing: A proposed segmentation of the market for sharing businesses. Psychology and Marketing, 32(9), 891–906.CrossRefGoogle Scholar
  10. Jones, O., & Holt, R. (2008). The creation and evolution of business ventures: An activity theory perspective. Journal of Small Business and Enterprise Development, 15(1), 51–73.CrossRefGoogle Scholar
  11. Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A conceptual exploration. International Small Business Journal, 29(1), 25–36.CrossRefGoogle Scholar
  12. Jones, R., Suoranta, M., & Rowley, J. (2013). Entrepreneurial marketing: A comparative study. The Service Industries Journal, 33(7–8), 705–719.CrossRefGoogle Scholar
  13. Kachaner, N., Lindgardt, Z., & Michael, D. (2011). Innovating low-cost business models. Strategy & Leadership, 39(2), 43–48.CrossRefGoogle Scholar
  14. Kotler, P., & Achrol, R. (2012). The Frontiers of Marketing in the Third Millennium. Journal of the Academy of Marketing Science, 40(1), 35–52.CrossRefGoogle Scholar
  15. Kraus, S., Harms, R., & Fink, M. (2010). Entrepreneurial marketing: Moving beyond marketing in new ventures. International Journal of Entrepreneurship and Innovation Management, 11(1), 19–34.CrossRefGoogle Scholar
  16. La Rocca, A., & Snehota, I. (2016). Corporate associations in B2B: Coping with multiple relationship-specific identities. IMP Journal, 10(1), 172–182.CrossRefGoogle Scholar
  17. Luzzini, D., Caniato, F., Ronchi, S., & Spina, G. (2012). A transaction cost approach to purchasing portfolio management. International Journal of Operations & Productions Management, 32(9), 1015–1042.CrossRefGoogle Scholar
  18. Marques, D. P., Guijarro, M., & Carrilero, A. (2016). The use of customer-centric philosophy in hotels to improve customer loyalty. Journal of Business and Industrial Marketing, 31(3), 339–348.CrossRefGoogle Scholar
  19. Morrish, S. C., Miles, M. P., & Deacon, J. H. (2010). Entrepreneurial marketing: Acknowledging the entrepreneur and customer-centric interrelationship. Journal of Strategic Marketing, 18(4), 303–316.CrossRefGoogle Scholar
  20. Nasir, A. V., & Karakaya, F. (2014). Consumer segments in organic foods market. Journal of Consumer Marketing, 31(4), 263–277.CrossRefGoogle Scholar
  21. Olbrich, R., & Jansen, H. C. (2014). Price-quality relationship in pricing strategies for private labels. Journal of Product and Brand Management, 23(6), 429–438.CrossRefGoogle Scholar
  22. Papadas, K. K., Avlonitis, G. J., & Carrigan, M. (2017). Green marketing orientation: Conceptualization, scale development and validation. Journal of Business Research, 80, 236–246.CrossRefGoogle Scholar
  23. Rajapathirana, R. P. J., & Hui, Y. (2018). Relationship between innovation capability, innovation type and firm performance. Journal of Innovation and Knowledge, 3(1), 44–55.CrossRefGoogle Scholar
  24. Rowley, J. (2014). Designing and using research questionnaires. Management Research Review, 37(3), 308–330.CrossRefGoogle Scholar
  25. Sakai, T., Kawamura, K., & Hyodo, T. (2019). Evaluation of the spatial pattern of logistics facilities using urban logistics land-use and traffic simulator. Journal of Transport Geography, 74, 145–160.CrossRefGoogle Scholar
  26. Shi, X., & Liao, Z. (2017). Online consumer review and group-buying participation: The mediating effects of consumer beliefs. Telematics and Informatics, 34(5), 605–617.CrossRefGoogle Scholar
  27. Todorov, V., & Filzmozer, P. (2010). Robust statistics for one-way MANOVA. Computational Statistics and Data Analysis, 54(1), 37–48.CrossRefGoogle Scholar
  28. Visscher, K., Irene, J., & Voerman, A. V. (2010). Organizational design approaches in management consulting. Management Decision, 48(5), 713–731.CrossRefGoogle Scholar
  29. Vollerthun, A. (2002). Design-to-market integrating conceptual design and marketing. Systems Engineering, 5(4), 315–326.CrossRefGoogle Scholar
  30. West, S. G., Taylor, A. B., & Wu, W. (2012). Model fit and model selection in structural equation modeling. In R. H. Hoyle (Ed.), Handbook of structural equation modelling. New York: Guilford.Google Scholar
  31. Zeimpekis, V., & Giaglis, G. M. (2006). Urban dynamic real-time distribution services: Insights from SMEs. Journal of Enterprise Information Management, 19(4), 367–388.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  1. 1.Department of Administrative SciencesEGADE Business School, Tecnológico de Monterrey (ITESM)MexicoMexico

Personalised recommendations