Importance of appropriate marketing strategies for sustainability in a developing country: Case of bakery chains in India

The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1355-5855.htm

APJML
18,4
Importance of appropriate
marketing strategies for
sustainability of small businesses
328 in a developing country
Case of bakery chains of Kolkata, India
Kalyan Sengupta
Department of IT and Systems, ICFAI Business School,
Salt Lake City, Kolkata, India, and
Atish Chattopadhyay
Department of Marketing, ICFAI Business School, Salt Lake City,
Kolkata, India
Abstract
Purpose – The study is designed to explore the importance of appropriate marketing strategies for
sustainability of small firms in India, a developing economy.
Design/methodology/approach – A framework based on accepted definition of marketing
strategy was developed which could notionally evaluate the appropriateness of marketing strategies
and its impact on the market position of the firms. The framework was tested on a set of small scale
bakery firms operating in the city of Kolkata. The marketing mix of the firms was studied through
case study method. A customer survey was conducted to measure the firms’ market offerings with
respect to their target segment. For this, data were collected from 546 consumers and analyzed using
multivariate techniques.
Findings – It was observed that the firms, which could align their market offerings with respect to
the target segment, achieved higher performance.
Research limitations/implications – The framework used was easy and simple to comprehend.
The only two input components required were the marketing mix elements and a corresponding
survey to understand customer perceptions. The interpretation of appropriateness, which is reactive
in nature, is important, particularly for small firms where marketing is mostly informal, unplanned,
relies on intuition and differs from that of large companies. The marketing mix elements were
composed through qualitative observations and interviews only. Further research may be undertaken
to refine the same in future.
Originality/value – The current research addresses the issue of interpreting the appropriateness of
marketing strategy adopted by a set of small firms.
Keywords Marketing strategy, Small enterprises, Sustainable development, Developing countries,
India
Paper type Research paper
1. Introduction
In recent years there have been signs of substantial research interest in marketing
practices of SMEs (Gillmore et al., 2001; Blankson and Stokes, 2002; Hill, 2001; Siu,
2000; Siu et al., 2004; Morrison, 2003; Lee et al., 2001). Most of these studies have
indicated the role of marketing to be critical in the sustainability of the small firms. In a
Asia Pacific Journal of Marketing study of Australian small firms, (Huang and Brown, 1999) the problems of sales and
and Logistics marketing were reported as important by 40 per cent of the firms surveyed while other
Vol. 18 No. 4, 2006
pp. 328-341 important factors reported were human resources (15 per cent), general management
# Emerald Group Publishing Limited
1355-5855
(14 per cent) and production/operations (9 per cent). In India, a survey by the All India
DOI 10.1108/13555850610703272 Management Association among 872 SSI (Small Scale Industry) units pointed out that

in manufacturing, growth fell by 8.1 per cent in 1998-2002. One of the main reasons Importance of
cited by the units for not being able to do well was problems related to marketing
(70 per cent) (Jain, 2003).
marketing
However, many recent studies focus on marketing practices of the SMEs with the strategies
following findings. According to researchers, SMEs cannot do conventional marketing
because of the limitations of resources which are inherent to all SMEs. Also, SME
owner/managers behave and think differently from conventional marketing decision-
making practices in large companies (Gillmore et al., 2001). Marketing practices
329
within the UK small business sector identified three key issues (management/staff
relationship, profitability and changing markets) emphasized by owner managers
(Blankson and Stokes, 2002). An assessment of marketing practices among African and
Caribbean small businesses in London revealed the patchy application of an adapted
market orientation framework. Interestingly enough, it also indicated ‘‘informal’’
marketing deliberations taking place and that marketing in the small business sector
seemed to be an informal and unplanned activity that relies on the intuition and energy
of the owner-manager (Blankson and Omar, 2002). A study of 57 SMEs in Ireland and
UK between 1995 and 1999 sought to identify the key determinants of SMEs marketing
activities. It revealed that sales orientation of SMEs is what determines their marketing
character. In the study, marketing practice and decisions were also characterized by
significant usage of personal contact networks. The marketing decisions were
ostensibly operational in character, became strategic and eventually effected strategic
change in the marketing practices of the SMEs (Hill, 2001).
Marketing practices of small firms in the developing economy of China have been
experienced to be somewhat different from those in developed countries like UK (Siu,
2000). According to Siu, British small firms are more customer-driven compared to
Chinese small firms. Also, Chinese small firms perceive marketing as sales function
and an order getting activity. Some of the high performing small firms, as experienced
by Siu, place marketing in a leading position of corporate planning, set aggressive
marketing objectives and undertake some in-house research to collect information. In
the recent researches of Siu et al., it was observed that higher performing Taiwanese
SMEs were still sales oriented and made less use of strategic planning tools although
they were quite aware of those tools (Siu et al., 2004).
Ratnatunga and Romano (1995) explored the role of marketing in the development
of small enterprise research through examination of 42 marketing related studies of
small firm settings. They identified and discussed three major research thrusts from
the literature as – marketing as a culture, marketing as a strategy and marketing as a
tactics. Kirby and Siu (1998) provided a critical review of researches into the role and
processes of marketing in small firms and attempted to classify the earlier studies.
They identified four approaches, namely the stages/growth model; the management
styles model; the marketing as a management function model and contingency model.
It was observed that majority of the studies focus on organizational factors leading
to the market responsiveness and marketing strategies. There has been, however,
limited scope in these researches to explore the relative merits or appropriateness of
marketing strategies adopted by the firms. This may be of particular significance for
small firms since their marketing activities are mostly unplanned, informal and relies
on intuition. Thus the importance of appropriateness of marketing strategies needs to
be investigated especially in case of small firms. The current research addresses
the issue of interpreting the appropriateness of marketing strategy adopted by a
small firm.

APJML Objective of this paper is to study the appropriateness of marketing strategies of
small firms in India, developing economy. For this purpose, a framework was
18,4 developed and it was tested on a group of small firms in the city of Kolkata, India.

2. Background and framework
A number of studies have indicated that higher market orientation leads to better
business performance (Kohli and Jaworski, 1993; Narver and Slater, 1990; Greenley,
330 1995; Pitt et al., 1996; Ruekert, 1992). Market orientation refers to organization wide
generation of market intelligence, dissemination of the intelligence across departments
and organization wide responsiveness to it (Kohli and Jaworski, 1990). In contrast,
Narver and Slater (1990) viewed market orientation as a set of organizational behaviors
that were aimed at three groups (customers, competitors and the organization itself),
with emphasis on target groups. Both the conceptualizations were an outcome of the
marketing concept (Borch, 1957; McKitterick, 1957), the objective of which was to
create a satisfied customer base and improved profitability. However, majority of these
studies have been conducted in large organizations even though it is now recognized
that SMEs are unique and that scaled down large business models may not be suitable
for them (Kwaku, 1997).
While the underlying marketing concept has been accepted for several decades
(Drucker, 1954), its operationalisation has been difficult, with a result that marketing
concept has remained an organizational philosophy of business, rather than a strategic
tool (Venkatesan, 2000). Researchers like Gronroos (1990) and Gummesson (1987) take
a broader perspective of marketing and advocate that customer relationship ought to
be the focus and dominant paradigm of marketing.
On the other hand, many marketing researchers have broadly argued ‘‘marketing
strategy’’ to be a concept built on robust platform of segmentation, targeting and
positioning (STP) (Kotler, 2005; Ferrell et al., 2002; Walker et al., 2001; Perreault and
McCarthy, 2002).
Marketing strategy requires decisions about the specific customers that the firm
aims to target and marketing mix the firm may develop to appeal to that target market
by positioning it suitably in a superior way (Kotler, 2005). In this context, the study of
the effectiveness of the marketing tools is essential for an appropriate marketing
strategy. The appropriateness of the marketing strategy may be judged by assessing
the difference between the customer’s perception of the market and the firm’s market
offering (Perreault and McCarthy, 2002; Cravens, 1997).
Marketing literature has talked much about evaluation and control of business
strategies as a whole and marketing strategy in particular, but many researchers like
Heracleous (2003) and others admitted that it is an extremely difficult task to realize
strategic plans even with most sophisticated analysis and planning. Drummond and
Ensor (2001) clearly spelt out success and failure of marketing strategies in the light of
execution skills and appropriateness of the strategies. The successful strategies are only
those, which are subject to good execution skills and appropriateness of the strategy.
It is interesting that researchers have recently attempted to measure marketing
productivity. Roland et al. (2004) proposed a framework for assessing marketing
productivity. The central problem addressed in their research was how non-financial
measures of marketing effectiveness drive the financial performance measures such as
sales, profits and shareholder value in both short and long run. The paper was
organized around the chain of marketing productivity. The framework included
elements of strategies, such as product, promotion, channel, etc. and tactical actions

such as service improvements, advertising, etc. According to the framework, such Importance of
strategies and tactics would impact brand equity, customer satisfaction, and so on,
achieving desired objectives like, market share and sales. It may be observed that the
marketing
central construct of the above framework revolved round the outcome of the designed strategies
marketing mix.
Appropriateness of marketing strategies, as argued earlier, may be viewed as the
congruence of market offerings of a set of products and services and its corresponding
consumer perception amongst its target segment. More the target segment is able to 331
understand and believe the cues (Richardson et al., 1994) communicated by the firms
through marketing mix, more is the effectiveness of the marketing strategies.
Marketing strategy has been viewed as any feasible combination of decisions
relating to the components of the marketing mix (Cook, 1983). One may argue that, in
spite of many advances in marketing thoughts and conceptualization, including
broadening of marketing concept (1970s), emphasis on the exchange transaction
(1980s), and most recently, the development of Relationship Marketing and Total
Quality Management (1990s), McCarthy’s core concept has remained quite robust
(Yudelson, 1999). van Waterschoot and Van den Bulte (1992) evaluated the 4P
classification based on the criteria proposed by Hunt (1983) and proposed an improved
classification broadening the concept of promotion into communication mix and
promotion mix.
Based on the above literature, we propose a framework to test the appropriateness
of marketing strategies (Figure 1).
The framework is based on widely accepted definition of marketing strategy which
is built on STP. The specific customer segment a firm aims to target and developing a
marketing mix to appeal to that target market by way of suitable positioning in a
superior way. We have taken marketing mix as the basic input, since it is the mixture of
elements useful in pursuing a certain market response. However, we have assumed
communication mix and promotion mix as constituents of promotion. An appropriate
marketing strategy would mean alignment of the target customer’s perception with the

Marketing Mix

•Product
•Price
•Place
Market
•Promotion Position

Appropriateness • Market
of Marketing Share
Strategy • Sales Growth
Positioning

Perceptions
of Target
Segment Figure 1.
Customers with Framework for assessing
respect to the appropriateness of
competition marketing strategy

APJML cues delivered by the marketing mix. The framework attempts to estimate the gap
18,4 between the two for each of the firms and notionally evaluate the appropriateness
of marketing strategies. It may be further suggested that the appropriateness of
marketing strategy would be reflected positively in the market position of the firm in
terms of market share, sales growth etc. (Roland et al., 2004).

332 3. Methodology
The framework discussed above was described and explained empirically by using a
number of small business firms of similar nature. Our approach was comparative in
nature. The steps adopted in our study were as follows:
(1) identification of the firms under study;
(2) study of background of the firms;
(3) study of marketing mix of the firms and their target segments;
(4) customer survey to measure perception of the firms’ market offerings;
(5) interpretation of appropriateness of marketing strategies of individual firm;
(6) impact of appropriateness on market performance for individual firm.
In step 1, we looked for a homogenous market in the city of Kolkata, which was
dominated by small firms and important in terms of growth and opportunity. The
steps 2 and 3 were mostly case studies and were qualitative in nature, covered by
observations, personal interviews and examination of internal reports. In the step 4, we
were concerned about the customer perception with respect to the market offerings. For
this purpose, a customer survey was conducted. A questionnaire was designed for the
purpose of extracting information on the following:
(1) customer characteristics of respondents;
(2) general characteristics of the market;
(3) ratings of a number of selected parameters to evaluate customer’s perception on
a five-point scale.
Also, level of importance for such individual parameter was collected on a five point
scale. In step 5, we carried out exercises to identify the market segments, if any, by
using some simple parameters. Then, for each of the segments, customer perception
profile was constructed for all the firms, by way of a two dimensional positioning map,
one indicating the perceived overall quality and the other the perceived value for
money, indicated by the respondents in the questionnaire. The overall quality factors in
our case were derived through factor analysis technique. The positioning maps were
then examined in a qualitative way to judge the appropriateness of the marketing
strategies of firms. The appropriateness of the marketing strategy was thus
interpreted. In step 6, we studied the market share and sales growth of the firms,
through internal reports, outlet surveys and interviewing the management of the firms.
Finally, the market position in terms of market share and sales growth was interpreted
in the light of appropriateness of marketing strategies of individual firm.
The bakery sector in India was reserved by the government for small businesses.
One of the measures of the policy support for promoting small businesses in India was
the policy of reservation[1]. The policy environment for Indian industry in the 1990s
underwent an array of changes from broad-based domestic economic reforms launched

in 1991, leading to a series of reforms in industrial and trade policies. The Indian Importance of
Government decided to introduce de-reservation in a phased manner in the recent past.
As a result of de-reservation, significant inflow of large organizations may be
marketing
expected, which might lead to increased competition. Thus, it was important to study strategies
small firms under any of such de-reserved sectors and the bakery sector was chosen for
the purpose of our study.
A set of small scale bakery firms, operating in the city of Kolkata were chosen,
namely MN, SS, KT, BS, KJ, UC and JJ (names camouflaged).
333
They sell a wide range of bakery products like breads, cakes, gateaux, pastries,
salted savories, etc. There are around 250 bake shops catered by these firms, which are
located usually near market places and important junctions. The firms used their own
names to brand their range of products (Table I).
Typical marketing mix of the firms was studied through case study method. The
case studies were developed based on business reports and direct interviews with top
level managers/owners of the firms based on their perception of the target segment
and competition. Also, the market offerings of the firms were studied by way of shop
visits, collection of product catalogs, price lists and promotional materials like
advertisements.
The consumer survey was based on simple random sampling. Target population
was those who bought products from branded bake shops in the city of Kolkata.
Sampling frame chosen for the purpose was the phone directory of Kolkata
Telephones. 2,812 phone numbers were selected at random (computer generated
random numbers were used) from the list. 701 calls did not respond. Out of 2,111, only
1,335 qualified for the survey and we made a note of members’ names (those who
normally made purchase of bakery products) and the monthly household income. It
was observed that such bakery products were consumed mostly by relatively middle
and high income groups of the city. In the second stage, those 1,335 respondents were
considered valid as buyers of bakery products from branded bake shops. These
respondents were approached and from which 578 agreed to be interviewed. Finally,
546 respondents filled in the questionnaire, which was the sample size. Through the
questionnaire, an attempt was made to gather facts about the most recent purchase and
perception of products and services of various brands the respondents were aware of.
As far as the scale for measuring the perception of the brands was concerned, a pilot
survey was conducted to identify the parameters. In the pilot survey, a set of 12
parameters was given to respondents and only Nine parameters were found to be
´
suitable for the purpose. These were convenient location, shop decor and ambience,
service, food quality, availability of a wide variety, reputation of brand, portion size and

Brand name No. of shops in the chain

MN 79
SS 58
KT 59
BS 06
UC 11
KJ 03
JJ 34 Table I.
Number of shops of
Source: Internal reports catered by the brands

APJML freshness. Value for money, a price - perceived quality trade off (Livesey and Lennon,
1978) was identified as another distinct parameter.
18,4
4. Results and discussions
4.1. Marketing mix of the firms
The marketing mix of the firms, as described in the framework was investigated with
the following observations. The products of the firms under study were observed with
334 respect to their meaning and direction (Kapferer, 2003). KJ products were found
synonymous with exquisite craftsmanship, taste and innovation. MN, on the other
hand, was associated with affordable snacks for regular consumption.
It was observed that KT’s success in the early 1990s was owing to its product
innovations and its effort to popularize celebration cakes. However, with the passage of
time, it failed to come up with new innovations and moved into popular snacks by
arbitrarily expanding the retail network. The other brands like BS and UC could not
come up with any signature product which could differentiate them; most of their
products were an imitation of KJ. All of JJ products were commonly available.
All the brands in this study were small businesses having limited funds. Their
shops, be it owned or franchised, were the best option for advertisements. Since
majority of the shops in the chain were franchised (as observed in the study),
management of franchisees was crucial in the implementation of marketing strategies.
´
It was observed that MN shops were uniform in terms of decor and effectively used
the frontage of the store by installing prominent signage. It used in-shop promos, like
posters which were hung inside the shops. Also, festive promotions were undertaken
occasionally. MN aimed to use its shops to create brand image. SS attempted to
´
replicate the MN model. JJ’s shops lacked uniformity in terms of signage, decor, etc.
´
KJ utilized the shop decor to create an ambience and used special promotions during
festive occasions. KJ built an aura around its brand by making its shop a destination
store through occasional print advertisements. Other brands namely, BS, UC and KT
´
lacked uniformity in terms of signage and decor.
Based on the prices of the commonly sold items, an approximate index was
composed for each of the brands (Table II).
It may be observed that KJ was the highest priced brand, may be targeting the up
market customers. KT, UC and BS targeted the upper middle income customers while
MN, SS and JJ targeted the popular segment of middle income buyers (Table III).

4.2. Investigation for the basis of segmentation
The basis of segmentation of the bakery market of Kolkata was investigated for four
factors: age, gender, education and income by measuring the dependency of each of the
independent factors on brand patronage through chi-square tests. The dependency of
income on brand purchase, with a P-value of chi-square test was found to be 0.04 for
six income groups. Since, target segment of the firms, as observed from the marketing

Brand name
Items KJ SS KT UC MN JJ BS
Table II.
Price index of the Indexed price 200 100 171.4 171.4 100 100 171.4
brands (taking MN
as the base) Source: Shop observations, price lists

mix, was three distinct income groups, further investigations were carried out. Very Importance of
low P-value of chi-square at 0.006 in case of income (divided into three different
categories) clearly indicated that even at less than 1 per cent level of significance, the
marketing
market was segmented based on income of the customers. The customers were strategies
segmented into three income groups as middle (segment I), upper-middle (segment II)
and high (segment III) (Table IV).

4.3. Customer perception
335
The consumer survey data provided a fair amount of information on consumer
perceptions of the brands.
The quality perception variables were clubbed together using factor analysis for
each of the brands. It was found that segment III clubbed all the quality attributes in
one factor (explaining 87.2 per cent of variance). Segments I and II produced two
factors, one on quality attributes and other on convenience (explaining 92.7 and 94.3
per cent of variance respectively). However, only the quality factors for segments I and
II could explain 73.2 and 70.2 per cent, respectively. The overall quality perceived was
plotted against the value for money for all brands on a scatter plot, which created a
positioning map. Three such positioning maps were obtained for the three different
segments, based on income groups as mentioned earlier (Figure 2a-c).
It was observed that the perception of MN was similar across all income categories
demonstrating high value for money and reasonably high quality. Opposite was the
case of JJ, whose position was poor, both in terms of value for money and quality. In all
the three figures, UC, BS and KT appeared to cluster together. KJ scored highest in
quality across all segments.
In the first segment (Figure 2a), SS was near to MN, though in a relatively inferior
position. The cluster comprising of UC, BS and KT was found to be of similar quality as
that of MN. But they scored very poorly, with respect to value for money. In the second
segment (Figure 2b), the gap between MN and SS got widened as performance of SS
was much poor with respect to value for money. In the third segment (Figure 2c), it was
interesting to note that KJ was occupying the best possible position. UC and BS scored
over MN, in terms of quality and narrowed the gap with respect to value for money.

Segment Firm Target segment (Income group)

I MN, JJ, SS Middle
II KT, UC, BS Upper middle Table III.
III KJ High Target segment of the
firms as observed from
Source: Management interview marketing mix

Factor P-value

Age 0.808
Gender 0.224 Table IV.
Education 0.494 Dependency of
Income 0.006 independent factors on
brand patronage through
Source: Customer survey chi-square tests

APJML 2.00000
(a)
18,4
KJ

1.00000

336
MN
Overall Quality

UC
BS
0.00000
KT
SS

-1.00000

JJ
-2.00000

17.00 18.00 19.00 20.00
Value for money

(b)
KJ
1.00000

BS MN
KT
UC
0.00000
Overall Quality

SS

-1.00000

-2.00000 JJ

Figure 2.
Customer perception of
(a) segment I; 18.00 19.00 20.00 21.00
(b) segment II;
Value for money
(c) segment III
(Continued)

(c) Importance of
KJ marketing
strategies
1.00000

BS
UC
MN
337
Overall Quality

0.00000
KT

SS

-1.00000

JJ

-2.00000

15.00 16.00 17.00 18.00 19.00 20.00
Figure 2.
Value for money

However, KT scored poorly, both in terms of quality and value for money, compared to
MN. The gap between SS and MN further widened owing to its poor performance on
both quality and value for money.

4.4. Positioning of the firms with respect to target segments
The alignment of the marketing mix with respect to the perception of customers in the
target segment was compared amongst all the seven firms as per the framework
mentioned (Figure 1). It was observed that MN, SS and JJ were targeting the first
segment. MN was well placed in the same segment, closely followed by SS. JJ could not
make any mark in this segment, even though it targeted the same. In the second segment,
both KJ and MN were in the superior frontier even though this segment was targeted by
UC, BS and KT. In the third segment, KJ was the clear leader, which was its target.
It may be interpreted that the marketing mix of MN was in alignment with the
perception of its target segment customers. SS was somewhat successful in this
direction. Interestingly, KJ, the highest priced brand, was perceived as a feasible brand
by the customers of all the three segments. May be, KJ could create an image of an
aspirational brand for special occasion (birthday, anniversary, etc.) purchases in
the segments I and II. It may be concluded that the three firms – KJ, MN and SS were
successful in aligning their customers onto their marketing mix. The appropriateness
of the marketing strategies was established for these firms.
The market positions of the firms were studied in terms of sales growth and market
share. A longitudinal study of such market positions was conducted (Table V).
It may be observed that firms with appropriate marketing strategies, namely, MN,
SS and KJ together enjoy more than 80 per cent of the market share. All the three firms

APJML Firm name
18,4 Parameter JJ MN SS KT UC KJ BS

Growth in number of shops
in the city (1995-2004) (À6 ) 69 54 29 9 2 7
Sales growth (%) from shops
in the city (1995-2004) (À60 ) 2400 1900 0 (À10 ) 100 10
338 Growth (%) in average sales
per outlet (1995-2004) (À58 ) 220 30 (À52 ) (À84 ) (À34 ) (À86 )
Market share (%) in 2005 3.6 44.6 17.9 7.4 5.4 17.9 3.3
Table V.
Performance of firms Source: Developed from internal reports, shop interviews, management interviews

achieved significant growth in sales during the last ten years. On the contrary, brands
like JJ, KT and UC could not achieve any sales growth during the period. For BS, the
same was insignificant.

5. Conclusion
5.1. Managerial implications
The framework, which was used for the testing the appropriateness of the marketing
strategies of small firms, was simple and easy to implement. The only two input
components required to interpret the appropriateness of marketing strategies are the
marketing mix elements and a corresponding survey to understand customer perceptions.
The test for appropriateness, which is reactive in nature, is important, particularly for
small firms where marketing is mostly informal, unplanned, relies on intuition and differs
from that of large companies. This is particularly relevant for small firms in the
developing countries as they are not customer driven, like those in the developed
countries. Small firms in the developing countries like India, which have traditionally
enjoyed protection by the government, need to assess the appropriateness of their
marketing strategies for long term sustainability in the present liberalized environment.

5.2. Research direction
From a methodological standpoint, it may be worth mentioning that the test of
the framework has been carried out in both qualitative and quantitative manner. The
marketing mix elements were composed through qualitative observations and
interviews only. This certainly needs more refinement in future. The paper primarily
concentrated on assessing appropriateness of marketing strategies of small firms and
its impact on the market position. The study did not explore further in undertaking any
causal analysis for failure or success of the marketing strategies. Further research may
be undertaken in this direction. Further research may also be undertaken to assess the
importance of appropriate marketing strategies of other small firms in other sectors
and also in other countries.

Note
1. The policy of ‘‘reservation’’ initiated by the Government of India in 1967 primarily as
`
promotional and protective measure vis-a-vis the large scale sector, grants protection to
small scale sector, the only exception being the case of large units which undertaken
minimum level of exports as 75 per cent of their total production (Source: DC (SSI)
Second All India Census (1987-1988)).

References Importance of
Blankson, C. and Omar, O.E. (2002), ‘‘Marketing practices of African and Caribbean small marketing
businesses in London, UK’’, Qualitative Market Research: An International Journal, Vol. 5
No. 2, pp. 123-34. strategies
Blankson, C. and Stokes, D. (2002), ‘‘Marketing practices in UK small business sector’’, Marketing
Intelligence and Planning, Vol. 20 No. 1, pp. 49-61.
Borch, F.J. (1957), ‘‘The marketing philosophy as a way of business life’’, in Elizabeth, M. and 339
Albert, N. (Eds), The Marketing Concept: Its Meaning to Management, American
Marketing Association, New York, NY, pp. 3-16.
Cook, V.J., Jr. (1983), ‘‘Marketing strategy and differential advantage’’, Journal of Marketing,
Vol. 47, pp. 68-75.
Cravens, D.W. (1997), Strategic Marketing, 5th ed., Irwin Book, pp. 14-16.
Drucker, P.F. (1954), The Practice of Management, Harper & Row, New York, NY.
Drummond, G. and Ensor, J. (2001), Strategic Marketing Planning and Control, 2nd ed.,
Buuterworth-Heinemann, Oxford, pp. 11, 250-1.
Ferrell, O.C., Hartline, M.D. and Lucas, G.H., Jr. (2002), Marketing Strategy, 2nd ed., Thomson
South Western, Bangalore, pp. 74.
Gillmore, A., Carson, D. and Grant, K. (2001), ‘‘SME marketing in practice’’, Marketing Intelligence
and Planning, Vol. 19 No. 1, pp. 6-11.
Greenley, G.E. (1995), ‘‘Market orientation and company performance: empirical evidence from
UK companies’’, British Journal of Management, Vol. 6 No. 1, pp. 1-13.
Gronroos, C. (1990), ‘‘Relationship marketing: the strategy continuum’’, Journal of Academy of
Marketing Science, Vol. 23, pp. 252-4.
Gummesson, E. (1987), ‘‘The new marketing: developing long-term interactive relationships’’,
Long Range Planning, Vol. 20 No. 4, pp. 10-20.
Heracleous, L. (2003), Strategy and Organization, Cambridge University Press, UK, pp. 78-84.
Hill, J. (2001), ‘‘A multidimensional study of the key determinants of effective SME marketing
activity: part 1’’, International Journal of Entrepreneurial Behavior and Research, Vol. 7
No. 5, pp. 171-204.
Huang, X. and Brown, A. (1999), ‘‘An analysis and classification of problems in small business’’,
International Small Business Journal, Vol. 18 No. 1, pp. 73-85.
Hunt, S.D. (1983), ‘‘General theories and the fundamental explananda of marketing’’, Journal of
Marketing, 47, Fall, pp. 9-17.
Jain, S. (2003), SSIs shrinking, says AIMA, Business standard, Kolkata, 2 September 2003.
Kapferer, J.-N. (2003), Strategic Brand Management, First South Asian ed., Kogan Page, New
Delhi.
Kirby, A.D. and Siu, W.S. (1998), ‘‘Approach to small firm marketing – a critique’’, European
Journal of Marketing, Vol. 32 No. 1/2, pp. 40-60.
Kohli, A.K. and Jaworski, B.J. (1990), ‘‘Market orientation: the construct, research propositions
and managerial implications’’, Journal of Marketing, Vol. 54 No. 2, pp. 1-18.
Kohli, A.K. and Jaworski, B.J. (1993), ‘‘Market orientation: antecedents and consequences’’,
Journal of Marketing, Vol. 57, pp. 53-70.
Kotler, P. (2005), Marketing Management, 11th ed., Pearson Education, New Delhi, pp. 308.
Kwaku, A.A. (1997), ‘‘Market orientation and performance: do the findings established in
large firms hold in the small business sector?’’, Journal of Euro – Marketing, Vol. 6 No. 3,
pp. 1-26.

APJML Lee, K.S., Guan, H.L., Soo, J.T. and Chow, H.W. (2001), ‘‘Generic marketing strategies for small and
medium-sized enterprises – conceptual framework and examples from Asia’’, Journal of
18,4 Strategic Marketing, Vol. 9 No. 2, pp. 145-62.
Livesey, F. and Lennon, P. (1978), ‘‘Factors affecting consumers’ choice between manufacturer
brands and retailer own brands’’, European Journal of Marketing, Vol. 12 No. 2, pp. 158-70.
McKitterick, J.B. (1957), ‘‘What is the marketing management concept?’’, in Frank, M.B. (Ed.), The
Frontiers of Marketing Thought and Science, American Marketing Association, Chicago,
340 pp. 71-92.
Morrison, A. (2003), ‘‘SME management and leadership development: market reorientation’’, The
Journal of Management Development, Vol. 22 No. 9, pp. 796-808.
Narver, J.C. and Slater, S.F. (1990), ‘‘The effect of a market orientation on business profitability’’,
Journal of Marketing, Vol. 54 No. 4, pp. 20-35.
Perreault, W.D., Jr. and McCarthy, E.J. (2002), Basic Marketing, Tata McGraw Hill, New Delhi,
pp. 63-4, 88.
Pitt, L., Caruana, A. and Berthton, P. (1996), ‘‘Market orientation and business performance: some
European evidence’’, International Marketing Review, Vol. 13, pp. 5-18.
Ratnatunga, J. and Romano, C. (1995), ‘‘The role of marketing – its impact on small enterprise
research’’, European Journal of Marketing, Vol. 29 No. 7, pp. 9-30.
Richardson, S.P., Dick, S.A. and Jain, A.K. (1994), ‘‘Extrinsic and intrinsic cue effects on
perceptions of store brand quality’’, Journal of Marketing, Vol. 58, pp. 28-36.
Roland, T.R., Ambler, T., Carpenter, G.S., Kumar, V. and Srivastava, R.K. (2004), ‘‘Measuring
marketing productivity: current knowledge and future directions’’, Journal of Marketing,
Vol. 68, pp. 76-89.
Ruekert, R.W. (1992), ‘‘Developing a market orientation: an organizational strategy perspective’’,
International Journal of Research and Marketing, Vol. 9 No. 3, pp. 225-45.
Siu, W.-S. (2000), ‘‘Marketing and company performance of Chinese small firms in Mainland
China: a preliminary study’’, Journal of Small Business and Enterprise Development, Vol. 7
No. 2, pp. 108-12.
Siu, W.S., Fang, W. and Lin, T. (2004), ‘‘Strategic marketing practices and the performance of
Chinese small and medium-sized enterprises (SMEs) in Taiwan’’, Entrepreneurship and
Regional Development, Vol. 16 No. 2, pp. 161-78.
Venkatesan, V.S. (2000), ‘‘The applicability of some market orientation models to Australian
SMEs: an empirical study’’, ANZMAC 2000 Visionary Marketing for the 21st Century:
Facing the Challenge.
Walker, O.C., Jr., Boyd, H.W., Jr. and Larreche, J.C. (2001), Marketing Strategy, Tata McGraw Hill,
New Delhi, pp. 12-13.
Van Waterschoot, W. and van den Bulte, C. (1992), ‘‘The 4P classification of the marketing mix
revisited’’, Journal of Marketing, Vol. 56, pp. 83-93.
Yudelson, J. (1999), ‘‘Adapting McCarthy’s four P’s for the twenty-first century’’, Journal of
Marketing Education, Vol. 21 No. 1, pp. 60-7.

About the authors
Dr (Prof.) Kalyan Sengupta is an engineer from Warwick University, UK and a Ph.D. in Decision
Support System. Throughout his career of more than 20 years, Dr. Sengupta has been engaged in
a number of research and consultancy projects, which includes Production Planning, Scheduling,
Transportation and Marketing Research. Some of the organizations where he has contributed his
expertise includes the Ministry of Defence, NTPC, ICI, World Bank, Haldia Petrochemicals, Govt.
of West Bengal to name a few. Dr. Sengupta was associated with RCC (Jadavpur University) and
then with the IISW&BM (Calcutta University) as Head of Systems Management. Presently, he is

with ICFAI Business School, Kolkata. He has presented papers in international conferences and Importance of
published in various journals of repute. Kalyan Sengupta is the corresponding author and can be
contacted at: kalyansen2002@yahoo.co.uk marketing
Mr Atish Kumar Chattopadhyay is a post graduate in Management from the Indian Institute strategies
of Social Welfare and Business Management Kolkata. He has recently completed his Doctoral
thesis in the area of Marketing Strategy. He has considerable experience in management of retail
chains and food service operations in the hospitality industry. He is associated with ICFAI
Business School, Kolkata as a Faculty Member. He has contributed his expertise as a researcher, 341
consultant and trainer in organizations like Tata Tea, GEC Alsthom, SAIL, Cognizant
Technology Solutions, TCG, Bhutan Board, Switz Foods, Central Bank, Allahabad Bank, Canara
Bank and Pantaloons to name a few. He has presented papers in international conferences and
published in various journals of repute.

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints

Importance of appropriate marketing strategies for sustainability in a developing country: Case of bakery chains in India

More Related Content

What's hot (20)

Viewers also liked (13)

Similar to Importance of appropriate marketing strategies for sustainability in a developing country: Case of bakery chains in India (20)

More from Atish Chattopadhyay (14)

Recently uploaded (20)

Importance of appropriate marketing strategies for sustainability in a developing country: Case of bakery chains in India