For further exploration

• D Carson, S Cromie, P McGowan & J Hill, Marketing and Entrepreneurship in SMEs: An Innovative Approach ,Prentice Hall, Europe, 1995.

  This book gives a growth-oriented perspective on the use of marketing management techniques in entrepreneurial small-to- medium businesses.

• E Collinson & E Shaw, ˜Entrepreneurial Marketinga historical perspective on development and practice, Management Decision , Vol. 39/9, 2001, pp. 7616.

  For those interested in some of the issues that can arise in the adoption of marketing tools and techniques in entrepreneurial firms, this article outlines the development of entrepreneurial marketing and the challenges that it has presented over time.

• C Romano & J Ratnatunga, ˜The Role of MarketingIts impact on Small Enterprise Research, European Journal of Marketing ,Vol. 29, No. 7, 1995, pp. 930.

  In this article the argument is made that not only is marketing not the exclusive tool of large business but that research in the marketing area is more critical for the survival and growth of small and emerging firms, and that more focus needs to be put into these areas of research activity.

• WS Siu & D Kirby, ˜Approaches to Small Firm Marketing, European Journal of Marketing , Vol. 32, No. 1/2, 1998, pp. 4060. This paper recognises that although the basic principles of marketing are equally applicable to all organisations regardless of size , its main focus is on marketing in the context of small entrepreneurial firms. Using the marketing-entrepreneurship interface as the basis, it asserts that marketing orientation and entrepreneurial orientation are related .

• H Stevenson & JC Jarillo-Mossi,˜Preserving Entrepreneurship as Companies Grow, Journal of Business Strategy ,Vol 7, 1986, pp 1023. SLM and other entrepreneurial approaches to business are often neglected once the firm reaches reasonable levels of success (and size). This article outlines ways in which the entrepreneurial approach can be maintained in a growing business and how the business can avoid the trap of becoming too focused on internal processes.

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