ABSTRACT
The supporting marketing literature has been developed over many years and has generally focused on established large organisations. Marketing in practice in small firms seems to rely on personal contact networks and is often driven by the particular way in which an owner-manager does business. The measurement of the performance of Small and medium-sized enterprises (SMEs) appears to be problematic. There is very little objective data relating marketing activity to business performance in SMEs, yet there are claims by academics and managers that marketing activities do improve business performance. The creation and existence of effective networking was concerned with maximising marketing opportunities and ensuring the enterprise’s survival and development. The relationship between marketing and strategic thinking is explored and in particular the extent to which some SMEs feel that marketing is not relevant to their business needs.
