The impact of customer and entrepreneur oriented marketing on business performance: an empirical evidence of SMEs in Russia

Contenido principal del artículo

Ekaterina Panarina


This paper aims to investigate the impact of marketing activities on the successful development of small and medium-sized enterprises (SMEs). It identifies and analyzes a set of customeroriented business processes and entrepreneurial marketing competencies designed to profit SMEs. Based on the literature review, the concept of a “marketing model” has been defined as a customer-oriented value system, a set of marketing competences, and marketing business processes. It is hypothesized that not only the customer and entrepreneurial orientations influence SME marketing models, but also basic and dynamic marketing competences and marketing business processes. External and internal factors that influence the development of marketing models are identified, as well as specific characteristics of SME marketing models and the logic of their development. Interview analysis and data content analysis were used to process qualitative data. This study comprises quantitative methods (via survey), combined with further data processing by regression, cluster analysis (IBN SPSS), SEM (IBN SPSS Amos) and the logistic regression methods (logit model). The focus of this research is to analyze the development patterns and specifics of SME marketing modeling to ensure effectiveness and growth of small business. The results of this research demonstrate improvement in the diagnosis and performance evaluation of SMEs and can be utilized by practicing entrepreneurs, SME business owners, and the academic community.


Los datos de descargas todavía no están disponibles.

PLUMX Metrics

Detalles del artículo

Cómo citar
Panarina, E. (2023). The impact of customer and entrepreneur oriented marketing on business performance: an empirical evidence of SMEs in Russia. The Anáhuac Journal, 23(1), Págs. 40–61.
Biografía del autor/a

Ekaterina Panarina, Universidad Anáhuac México

Dr. Ekaterina Panarina has over 15 years of experience in various academic environments.
She possesses diverse skills, qualifications, and personal values (including integrity, leadership, academic discovery, and excellence), which make her a valuable asset to any business education environment and scholarly pursuit. Her research focuses primarily on Marketing and Entrepreneurship. Dr. Panarina has more than 45 published articles in various research journals and is a Professor of Marketing at the Business and Economics School, Universidad Anáhuac México, Mexico.


Andersén, J. & Ljungkvist, T. (2015). Entrepreneurially oriented in what? A business

model approach to entrepreneurship. Journal of Small Business and Enterprise Development,

(3), 433-449.

Baker W.E. & Sinkula J.M. (2009). The Complementary Effects of Market Orientation

and Entrepreneurial Orientation on Profitability in Small Businesses. Journal of

Small Business Management, 47 (4), 443-464.

Boso N., Story V.M., & Cadogan J.W. (2013). Entrepreneurial orientation, market DOI:

orientation, network ties and performance: study of entrepreneurial firms in a

developing economy. Journal of Business Venturing, 28, 708-727.

Bruni, D.S. & Verona, G. (2009). Dynamic Marketing Capabilities in Science-based

Firms: An Exploratory Investigation of the Pharmaceutical Industry. British Journal

of Management, 20, 101-117.

Carson, D., Cromie, S., McGowan, P., & Hill, J. (1995). Marketing and Entrepreneurship

in SMEs: An Innovative Approach. Prentice-Hall International.

Coviello, N. E., & Brodie R.J. (2010). An Investigation of marketing practice by firm

size. Journal of Business Venturing, 5/6, 523-547.

Covin, J.G. & Slevin, D.P. (1989). Strategic management of small firms in hostile and DOI:

benign environments. Strategic Management Journal, 10 (1), 75-87.

Curtis, B. & Alden, J. (2007). The Business Process Maturity Model (BPMM): What, Why

and How. BPTrends Column.

Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, DOI:

, 37-52.

Deshpande, R. & Farley, J. (1998). Measuring Market Orientation: Generalization and

Synthesis. Journal of Market Focused Management, 2, 213-232.

De Bruin, T., Rosemann, M., Freeze, R., & Kulkarni, U. (2005). Understanding the main

phases of developing a maturity assessment model. Australasian Conference on

Information Systems (ACIS). Sydney.

Fritz, W. (1996). Market orientation and corporate success: findings from Germany. DOI:

European Journal of Marketing, 30(8), 59-74.

Gilmore, A. & Carson, D. (1999). Entrepreneurial marketing by networking. New DOI:

England Journal of Entrepreneurship, 12 (2), 31-38.

Gilmore, A., Carson, D. & Grant, K. (2001). SME marketing in practice. Marketing DOI:

Intelligence and Planning, 19 (1), 6-11.

Government of Russia, The Federal Tax Service. (2022). The unified register of small

and medium-sized enterprises.

Gulakova, O., Rebyazina, V., & Smirnova M. (2015). Customer focus specificity

of companies in the Russian market: results of empirical research. Bulletin of

St. Petersburg University. Series: Management, 4, 39-73.

Heinonen, K. & Strandvik, T. (2015). Customer-dominant logic: foundations and implications. DOI:

Journal of Services Marketing, 29 (6/7), 472-485.

Heinonen, K., Strandvik, T., & Voima, P. (2013). Customer dominant value formation DOI:

in service. European Business Review, 25 (2), 104-123.

Heinonen, K., Strandvik, T., Mickelsson, K.-J., Edvardsson, B., Sundström, E., &

Andersson, P. (2010). A customer dominant logic of service. Journal of Service

Management, 21 (4), 531-548.

Hernandez-Linares, R., Kellermanns, F.W., & Lopez-Fernandez, M.C. (2018). Dynamic

Capabilities and SME Performance: The Moderating Effect of Market Orientation.

Journal of Small Business Management, 6, 112-144.

Hills, G. E. (1984). Market Analysis and Marketing in New Ventures: Venture Capitalists’

Perceptions. Verper, K. (ed.), Frontiers of Entrepreneurship Research. Babson College.

Hills, G. E., Hansen D.J., & Hultman C. (2005). A Value Creation View of Opportunity

Recognition Processes. International Journal of Entrepreneurship and Small Business,

, 404– 417.

Ismail, A.R. & Mohamad, B. (2022). Determinants of SMEs’ performance: amalgamation

of entrepreneurial, market and brand orientations. International Journal of

Entrepreneurial Behavior & Research, DOI:

Khouroh, U., Sudiro, A., Rahayu, M., & Indrawati, N. (2020). The mediating effect of

entrepreneurial marketing in the relationship between environmental turbulence

and dynamic capability with sustainable competitive advantage: An empirical

study in Indonesian MSMEs. Management Science Letters, 10 (3), 709-720.

Kohli, A.K. & Jaworski, B.J. (1990). Market orientation: the construct, research propositions, DOI:

and managerial implications. Journal of Marketing, 54, 1-18.

Lumpkin, G.T. & Dess, G.G. (1996). Clarifying the entrepreneurial orientation construct DOI:

and linking it to performance. Academy of Management Review, 21(1), 135-172.

Matsuno, K., Mentzer, J.T., & Ozsomer, A. (2002). The effects of entrepreneurial proclivity

and market orientation on business performance. Journal of Marketing, 66

(3), 18-32.

Miles, M.P., Paul, C., & Wilhite, A. (2003). A Short Note on Modeling Corporate Entrepreneurship

as Rent Seeking Competition. Technovation, 23, 393-400.

Monferrer, D., Blesa, A., & Ripollés, M. (2015). Born global through knowledge-based

dynamic capabilities and network market orientation. Business Research Quarterly,

, 18-36.

Morgan, N.A., Vorhies D.W., & Mason C.H. (2009). Market orientation, Marketing capabilities, DOI:

Firm performance. Strategic Management Journal, 30(8), 909-920.

Morris, M. H., & Paul G. (1987). The Relationship Between Entrepreneurship and DOI:

Marketing in Established Firms. Journal of Business Venturing, 2(3), 247-259.

Morris, M. H., Schindehutte, M., & Laforge, R.W. (2002). Entrepreneurial marketing:

A construct for integrating emerging entrepreneurship and marketing perspectives.

Journal of Marketing Theory and Practice, 10 (4), 1-19.

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.

Narver, J. & Slater, S. (1990). The effect of a market orientation on business profitability. DOI:

Journal of Marketing, 5, 20-35.

Nuryakin, N., Didiek, V. & Mulyo Budi, A. (2018). Mediating effect of value creation

in the relationship between relational capabilities on business performance.

Accounting and Management / Contaduría y Administración, 63 (1), 1-21.

Organisation for Economic Cooperation and Development (OECD). (2021). Enterprises

by business size. OECD Data.

Rezvani, M., & Fathollahzadeh, Z. (2020). The impact of entrepreneurial marketing

on innovative marketing performance in small- and medium-sized companies.

Journal of Strategic Marketing, 28 (2), 136-148.

Sheth, J., Sisodia, R., & Sharma, A. (2000). The antecedents and consequences of Customer- DOI:

Centric Marketing. Journal of the Academy of Marketing Science, 28 (1), 55-66.

Simpson M., Padmore J., Taylor N., & Frecknall-Hughes J. (2006) Marketing in small

and medium sized enterprises. International Journal of Entrepreneurial Behavior &

Research, 12 (6), 361-387.

Shirshova, O. & Yuldasheva, O. (2016). Marketing orientation of the company: development

of theory and practice. St. Petersburg University.

Tartaglione, A.M. & Formisano, V. (2018). A Dynamic View of Marketing Capabilities

for SMEs’ Export Performance. International Journal of Marketing Studies, 10 (1).


Teece, D.J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. DOI:<509::AID-SMJ882>3.0.CO;2-Z

Strategic Management Journal, 18, 509-533.

Tretyak, O., Rebyazina, O., & Vetrova, T. (2015). Modern marketing practices in Russia:

results of empirical research. Russian Management Journal, 13 (1), 3-26.

Zehir, C., Can, E., & Karaboga, T. (2015). Linking entrepreneurial orientation to firm

performance: The role of differentiation strategy and innovation performance.

Social and Behavioral Sciences, 210, 358-367.