Entrepreneurial marketing is a philosophy and mindset that combines opportunity recognition with iterative experiments to test visions and seize opportunities. It focuses on building relationships and engaging customers through dialogue rather than transactions. Some key aspects include developing a guiding vision for customer wants, staging investments to reveal options, and using low-cost marketing tools like testimonials, partnerships, and customer education. While traditionally seen as only for small businesses and entrepreneurs, entrepreneurial marketing can provide benefits to any organization through creative approaches to engage customers and drive lasting results.

1. Entrepreneurial Marketing
“Why Should I bother?...”
- “…I’m neither a Marketer nor an Entrepreneur!”
- “…It’s for SMEs only!”
- “…I’m not too creative…”
- “…it’s only used to acquiring new costumers, I’m not in sales!”
A Definition:
Entrepreneurial Marketing is about gathering the evidence that convinces
individuals* surrounding venture to act & react by
exploiting breakthroughs & overcoming setbacks
*=People, Partners, Customers & End Users

2. What we are aiming for…
Learning Outcomes:
# Apply some of the current theories and frameworks
underpinning entrepreneurial marketing.
# Identify, evaluate and apply a number of tools and techniques
for identifying, assessing and effectively implement new
opportunities for engagement.
# Demonstrate knowledge and understanding of both the
opportunities and challenges faced by marketers in
entrepreneurial marketing settings externally and internally to the
whole organisation.
# Understand the issues facing entrepreneurial marketing actions
in a range of different organisational types and situations.

3. What is it???

4. Enterprise + Marketing =
Value Creation
• A philosophy or mind set;
• A behaviour or attitude;
• Challenge past outdated and
even current conventions
and thinking;
• Develop new communication
solution;

5. The Practice of
Entrepreneurial Marketing
– Mindset and Process
Mindset:
• the relentless pursuit of both
opportunity & resources
required to seize it.
Process:
• Combines a guiding vision of
what customer will want in
future with measured, iterative
experiments designed to test
vision – Stages investments
that reveal option value

6. Marketing or Entrepreneurial
Marketing?
EM - quantum thinking, TM - mechanistic thinking.
TM higher investment and risk, EM requires more
investment of time, imagination, energy and knowledge.
EM potentially higher ROI and lasting significant results.
TM big business with deep pockets and plenty of wiggle
room.
EM ideally more geared to SMEs because it requires less
investment and poses less risk.
TM is more frequently measured by growth sales, response
rates and leads, EM measure their success with people
currency, networks, advocacy and engagement and
profits.

7. Marketing or Entrepreneurial
Marketing? (cont.)
TM is largely based on years of experience and tested
systems, EM is based on an understanding of human
behaviour.
TM focuses on linear growth through acquiring one
customer at a time.
EM find ways to grow geometrically using alliances and
networks.
EM is about dialogue with customers. TM is a monologue
directed at customers.
EM are givers. TM more often about taking, transaction,
customers shouldering the risks.

8. EM toolset
More than 50 tools, most costing nothing to
implement.
Some of which include: testimonials, joint
ventures, strategic nurturing of prospects,
referrals, back end selling, cross-selling,
up-selling, down-selling, customer
educations, public speaking, writing
articles, pre-programming purchases,
endorsements, personal communication
and developing irresistible offers.
Tools are combined and changed as
needed.

9. Task
A Short Checklist for Effective Entrepreneurial Marketing
… Relationships Matter!
1. Who are they and how will you get close to your customers?
2.How will you leverage alliances and partnerships?
3.How will you influence the infrastructure of your workplace,
company, marketplace or industry’s key “players”?
4.What is your overall strategy?

10. Opportunity Recognition
“Searching and capturing new ideas that lead to
business opportunities. The process often involves
creative thinking that leads to discovery of new
and useful ideas”
(Katz & Green, 2009; p. 87)
Market Information;
Heterogeneous teams for better feedback;
Identification and analysis;
Be alert, never relax and seize every opportunity or
other will.

11. Guidelines for
Opportunities
Innovation
Management
Organisational
Conditions
Technological
Resources
Human
Resources
Operational
Guidance
KNOW-HOW &
FLEXIBILITY
COMMITMENT
SPEED
ORGANISATION
•Team Composition
•Effective Leadership
•Career-Management
•Productive Culture
•Vision
•Strategy
•Structure
•Insight
•Insight into available
and potential
technologies and
experience.
•Budget Planning,
•Communications,
•Performance
Indicators
(Source: Vrakking, 1990)

12. The Character of Innovation
CLASSICAL APPROACH
Innovation is:
An Individual Process,
Ungovernable and
Uncontrollable,
More or Less Accidental,
Something WE ALWAYS DO.
MODERN APPROACH
Innovation is:
A Multi-disciplinary Group Process,
Guided, Controllable,
More Than Just Adaptation,
A Process by Jumps and Starts.

13. Barriers to Innovation
Companies can create their own barriers
through:
Internal company politics,
Continuous cost cutting,
Poor project control,
Bureauocracy,
A culture stifling innovation,
Poor reward structures,
Lack of resources.
However, the biggest barrier can be the
company management themselves.

14. The Learning Organisation
An organisation should
aim to be a “Learning
Organisation”,
Encompasses both TQM
and innovation,
Has several distinct
characteristics:
1. The learning
approach to strategy,
2. Participative policy-making,
3. Informating,
4. Formative accounting
and control,
5. Internal Exchange,
6. Reward flexibility,
7. Enabling structures,
8. Boundary workers as
environmental
scanners,
9. Inter-company
learning,
10. A learning climate,
11. Self-development
opportunities for all.

15. Task
Barriers we face?
We are/aren’t a learning organisation
because…
What needs to change/improve/?
How can EM be implemented in my
workplace, company, department?

16. What makes a good
opportunity?
1. It creates significant value for
customers
2. It offers significant profit potential
3. It represents a good ‘fit’
4. It offers sustainability over time
5. It can obtain financing

17. SCAMPER Model
Substitute
Combine
Adapt
Magnify or modify
Put to other uses
Eliminate
Rearrange
Cows, after you’ve seen them for a while, are boring.
They may be perfect cows, attractive cows, cows with
great personalities, cows lit by beautiful light, but
they’re still boring.
A Purple Cow, though. Now that would be interesting.
(For a while.)
– Seth Godin, 2002

18. Clever/Creative Customers?
“The creative
customer is an
individual, or
group, who
adapts, modifies
or transforms a
proprietory
offering”
(Shrindehutte et
al, 2008; p. 52)

19. Emerging Trends in
Marketing
Relationship Marketing
Expeditionary marketing
Guerrilla marketing
One-to-one marketing
Real-time marketing
Subversive marketing
Disruptive marketing
Viral marketing
Digital marketing
Permission marketing
Experiential marketing
Radical marketing
Buzz marketing
Customer-centric marketing
Convergence marketing
Neuro-marketing
Search marketing
Pay-to-say marketing
Duct tape marketing

20. Four categories
Grassroots; guerrilla, subversive, street
and duct tape marketing
Conversation starter; word of mouth,
buzz and viral marketing
Technology facilitated; relationship,
permission, digital and neuro-marketing
Visionary; radical, experiential and
expeditionary

21. Grassroots Marketing
Low-cost, unconventional
activities.
Approaches include:
Subversive;
Street marketing – e.g.
Sony
Guerrilla marketing
Duct tape marketing

22. Conversation-Starter Marketing
Methods
Word-of-mouth marketing – or Buzz uses messages
distributed through social networks;
http://www.buzzback.com/
Used in aspects such as the Happiness Machine
Six ways of getting ‘buzz buttons’ to work:
1. The Taboo – sex, lies, bathroom humour
2. The unusual
3. The outrageous
4. The hilarious
5. The remarkable
6. The secret – revealed and unrevealed
http://creativity-online.com/credits/superfad/301/3
http://superfad.com/work/filter/category/viral_web

23. Technology-Facilitated
Methods
Uses of digital forms of marketing
Pay-to-say marketing uses third-party
bloggers to diffuse information; i.e. A
Little Bird Told Me blogs for Matalan
Neuro-marketing uses technology to
detect sub-conscious information
information

24. Brands – a love story
The use of brands as part of
entrepreneurial marketing = a
holy grail
A shift from brands as an
‘identity’ through to a
Lovemark and a Story
Using the brand as an
experience rather than simply
a name

25. Task
What are the opportunities for
Consumer Engagement with EM
within your work environment?
Choose one approach and describe
you can use to engage with your
costumers?
Cite a brand and a campaign
designed to engage consumers to
the love-brand s story?

26. Is Entrepreneurial
Marketing only for
marketers or
entrepreneurs?

27. References
Crane, F. (2009) Marketing for Entrepreneurs. Sage.
Schindehutte, M. et al (2008) Rethinking Marketing, Pearson.
Nwankwo, S. & Gbadamosi, A. (2011) Entrepreneurship Marketing,
Routledge.
Shane, S., Venkataraman, S. (2000), "The promise of entrepreneurship as a
field of research", Academy of Management Review, Vol. 25 No.1, pp.217-
26.
Katz & Green, 2009, Entrepreneurial Small Business; p. 87
Berton, P. et al, When customers get clever: Managerial approaches to
dealing with creative consumers, Business Horizons
Volume 50, Issue 1, January-February 2007, pp. 39-47