Digital marketing management in Ukrainian SMEs: Tools, barriers and strategic readiness for transformation

Small and medium-sized enterprises (SMEs) are regarded as the backbone of most economies worldwide. They are key role players in job creation, economic growth and poverty alleviation. SMEs face many challenges such as resource constraints; a lack of skills, innovation, digital skills and finances; and continuous changes in the business environment. One such change is the Fourth Industrial Revolution, also referred to as Industry 4.0. SMEs lag in the adoption of digital technologies and are still using conventional methods as part of their business models, which poses a threat to their survival and competitiveness. Industry 4.0 comprises many constructs, including digitalisation and digital transformation. While digitalisation and digital transformation require a business to make changes to its business model, and business model innovation (BMI) offers such an opportunity, no study has combined the BMI process with digital transformation to determine if SMEs are digitally transforming their business models. The overall aim of the study was to determine the degree to which South African and Dutch SMEs are digitally transforming their business models. To achieve the overall objective, the study aimed to (1) review existing literature in the field of digitalisation, digital transformation, and business model innovation, (2) review the current state of the use of digitalisation and business model innovation in South African and Dutch SMEs, (3) develop a conceptual model to assess if South African and Dutch SMEs are achieving business model innovation through digital transformation and determine how this affects their overall business performance and (4) assess whether South African and Dutch SMEs are achieving business model innovation through digital transformation and determine the impact this has on their overall business performance. This study followed a five-stage approach. The first stage consisted of a preliminary literature review to explore current research and debates on digitalisation, digital transformation and BMI, with a particular focus on SMEs. In the second stage, a narrative review was conducted to examine the literature with the aim of identifying and analysing the constructs underlying the three concepts of digitalisation, digital transformation and BMI. The third stage was a Delphi study conducted with South African and Dutch SMEs and scholarly experts in the closely related fields of entrepreneurship, technology, business management and innovation to identify the main and sub-factors that enable digital transformation for BMI in SMEs. The fourth stage was a systematic review to identify the dimensions that are included in digital maturity models and to determine ways in which BMI is achieved. The last stage consisted of developing and empirically testing a research model based on the results of stages 3 and 4. The findings of the aforementioned studies led to the development of a research model. This research model was developed and empirically tested on South African and Dutch SMEs. The results indicate that BMI through digital transformation has a positive impact on the overall business performance of SMEs. In addition, the flexibility of the organisational structure and strategic renewal acts as moderator between the relationship of BMI through digital transformation and business performance. The proposed framework that resulted from this study guides SME owners and managers in ways to achieve BMI through identifying potential areas to integrate digital technologies, which is unique in its nature. This study is also one of the first to conduct an empirical research study to assess the degree to which South African and Dutch SMEs are digitally transforming their business models. SME owners and managers can therefore use the measuring instrument to assess the degree to which their business model has been digitally transformed. The instrument could also highlight areas of concern and for improvement.

This study investigates the influence of digital marketing on small and medium enterprises (SMEs) in Bangladesh. It examines how these businesses utilize digital tools to improve their operations, interact with customers, and stimulate growth. Data was gathered from small and medium-sized enterprise (SME) owners and marketers using a qualitative study method. This methodology allowed for a deeper understanding of the adoption, advantages, difficulties, and overall consequences of digital marketing in the specific context of Bangladesh. The results indicate that small and medium-sized enterprises (SMEs) have widely embraced digital marketing tools, with social media platforms being the most commonly used method for engaging with customers and promoting their brand. Although SMEs encounter obstacles such as limited knowledge of digital technology, budgetary limitations, and technological hurdles, they acknowledge the significance of digital marketing in maintaining competitiveness and extending their market presence. The primary advantages of digital marketing for small and medium-sized enterprises (SMEs) in Bangladesh are expanded market coverage, enhanced customer interaction, cost efficiency, heightened brand exposure, and the ability to assess performance in real-time. Nevertheless, the need of providing customized assistance and resources to small and medium-sized enterprises (SMEs) in order to fully exploit the possibilities of digital marketing is emphasized by obstacles such as the requirement for ongoing learning and adjustment, financial limitations, and worries around cybersecurity. The report also emphasizes the crucial function of digital marketing in promoting business expansion and cultivating innovation among small and medium-sized enterprises (SMEs). Digital marketing offers SMEs unparalleled potential to succeed in a digital market by expanding into new areas, gaining vital consumer insights, increasing sales conversion rates, and improving brand awareness. Ultimately, governments, industry stakeholders, and support organizations have a crucial responsibility in creating a favorable atmosphere for small and medium-sized enterprises (SMEs) to successfully embrace and utilize digital marketing. Efforts focused on boosting digital literacy, increasing access to technology and resources, and promoting a culture of innovation and adaptability can allow small and medium-sized enterprises (SMEs) to effectively traverse the hurdles and take advantage of the opportunities offered by digital marketing.

Micro, Small and Medium Enterprises (MSMEs) have an important role in increasing innovation and creativity so that they can improve economy. MSMEs can increase the community's economy by providing employment, and producing products or services needed by the community. More than 300 MSME bird cage craftsmen in the Ajibarang, who are recorded or who have not been recorded, are able to absorb labor so that they can reduce the unemployment rate. In its journey, MSMEs bird cage craftsmen in Ajibarang facing many problems, one of which was not maximizing technology in marketing. They are still using a personal selling strategy. This study aims to examine the effect of digital marketing on marketing performance. This study also eximing digital transformation is able to mediate digital marketing and marketing performance. The sample used in this study was 97 respondents with a purposive sampling technique. Based on the results of research conducted using Smart PLS, it shows that digital transformation has a positive effect on digital marketing and marketing performance. Digital marketing is able to mediate digital transformation variable and marketing performance variable. The digital transformation in Ajibarang bird cage craftsmen MSMEs, will increase their digital business marketing capabilities and will increasing marketing performance. Increasing digital transformation of the Ajibarang bird cage craftsmen MSMEs will lead to increased productivity, innovation, and creativity of MSME in facing business competition. The implication of this research is that the results of the research are able to become the resources for MSME Ajibarang bird cages in determining the right strategy to improve their marketing performance.

Micro, Small and Medium Enterprises (MSMEs) have an important role in increasing innovation and creativity so that they can improve economy. MSMEs can increase the community's economy by providing employment, and producing products or services needed by the community. More than 300 MSME bird cage craftsmen in the Ajibarang, who are recorded or who have not been recorded, are able to absorb labor so that they can reduce the unemployment rate. In its journey, MSMEs bird cage craftsmen in Ajibarang facing many problems, one of which was not maximizing technology in marketing. They are still using a personal selling strategy. This study aims to examine the effect of digital marketing on marketing performance. This study also eximing digital transformation is able to mediate digital marketing and marketing performance. The sample used in this study was 97 respondents with a purposive sampling technique. Based on the results of research conducted using Smart PLS, it shows that digital transformation has a positive effect on digital marketing and marketing performance. Digital marketing is able to mediate digital transformation variable and marketing performance variable. The digital transformation in Ajibarang bird cage craftsmen MSMEs, will increase their digital business marketing capabilities and will increasing marketing performance. Increasing digital transformation of the Ajibarang bird cage craftsmen MSMEs will lead to increased productivity, innovation, and creativity of MSME in facing business competition. The implication of this research is that the results of the research are able to become the resources for MSME Ajibarang bird cages in determining the right strategy to improve their marketing performance.

There are several problems in marketing the products of Micro, Small and Medium Enterprises (MSMEs) in this digital era. Problems such as limited access to technology and lack of knowledge and expertise in managing digital platforms or tools. To overcome these problems, Community Service (PKM) activities are carried out. This PKM is focused on improving marketing skills for MSME players in Legok Village, Tangerang, Banten by Universitas Multimedia Nusantara (UMN). Specifically, this solution is in the form of training with the theme of digital marketing management, market trend analysis, customer preferences, and strategies to increase customer interaction on e-commerce platforms and social media. The materials in this PKM activity are market trend analysis and the use of digital marketing tools where there are 19 participants from different MSME players. The results of this training showed that 100% of participants stated that the training delivered provided new insights or ideas to improve their business, especially in terms of marketing management. Thus, MSMEs in Legok Village are expected to be able to compete better in the digital market, which in turn can encourage local and national economic growth.

In the landscape of Small and Medium-sized Enterprises (SMEs) within the manufacturing sector, achieving sustainable growth amidst increasing competition and evolving market demands presents a significant challenge. This abstract delves into the pivotal role of digital transformation, project management, and capture management in fostering sustainable growth for SME manufacturers. Digital transformation has emerged as a transformative force, offering SME manufacturers unprecedented opportunities to optimize processes, enhance efficiency, and expand their market reach. Through the adoption of advanced technologies such as Internet of Things (IoT), Artificial Intelligence (AI), and cloud computing, SMEs can streamline operations, improve product quality, and swiftly adapt to changing consumer preferences. Moreover, effective project management plays a crucial role in driving sustainable growth by ensuring timely delivery of products, cost optimization, and resource utilization. By implementing robust project management methodologies such as Agile or Lean, SME manufacturers can mitigate risks, enhance collaboration, and accelerate innovation, thereby gaining a competitive edge in the market. Furthermore, capture management, encompassing the identification, qualification, and pursuit of business opportunities, is instrumental in securing long-term growth for SME manufacturers. By strategically identifying target markets, understanding customer needs, and developing tailored solutions, SMEs can effectively capitalize on emerging opportunities and strengthen their market position. However, harnessing the synergies between digital transformation, project management, and capture management requires a comprehensive strategic approach. SME manufacturers must invest in cultivating a culture of innovation, fostering cross-functional collaboration, and nurturing talent equipped with the requisite digital and managerial skills. Driving sustainable growth in SME manufacturing necessitates a holistic approach that integrates digital transformation, project management, and capture management strategies. By embracing technological advancements, optimizing operational processes, and seizing market opportunities, SME manufacturers can embark on a trajectory of sustained success in the ever-evolving landscape of manufacturing.

Background and objectives: This paper seeks to analyze the current state of digital marketing adoption by Small and Medium-sized Enterprises (SMEs) in Colombia and its consequent impact on these entities. To achieve this, the digital marketing strategies employed by Small and Medium-sized Enterprises across various sectors in the country are examined, aiming to understand their level of adoption. Methods: Qualitative study using document analysis methodology with content analysis to analyze the adoption and implementation of digital marketing in small and medium-sized enterprises (SMEs) in Colombia Findings: It was found that digital marketing strategies have a positive impact on the growth and development of businesses in Colombia. Despite this, many companies lack knowledge to implement these strategies. Conclusion: It is essential for Colombian Small and Medium-sized Enterprises to undergo constant training and updates in information and communication technologies. Small and Medium-sized Enterprises should invest in and educate their labor force on digital tools to enhance their positioning and financial performance.

:Due to their significant role in creation of new jobs, rise in GDP, entrepreneurship and innovation, small and medium-sized enterprises (SMEs) are recognized as the the drivers of socio-economic growth, both in developed and developing economies. In Turkey, 99.9 % of all enterprises fall into SME category. Therefore, the significance of SMEs for Turkish economy and society is much higher in Turkey, compared to other emerging and developed countries. Small and medium-sized companies are faced with a number of challenges whereas the problems arising from “poor financial management” are reported as the major causes of business failures in SMEs. Strategic financial management (SFM) which is a research area that has attracted the interest of researchers after 2010, is one of the key managerial areas of SMEs, due to its vital role on the survival, growth and performance of SMEs. The purpose of this paper is to analyze the central role of financial management and identify the financial management challenges and practices that influence the organizational performance in Turkish SMEs, from a strategic management perspective. Within the course of this paper, the importance and challenges of SMEs in Turkey are presented in the first section, while the literature on strategic and financial management in SMEs are reviewed in the second part. In the third section, the recent strategic financial management concept, the implications of strategic financial management practices for SMEs in Turkey and the relationships between strategic financial management practices and SME performance, are discussed. Small and medium sized enterprise finance in Turkey is a developing research area, therefore this paper aims to make a significant contribution to the existing literature by analyzing the major challenges at the conduct of financial management in Turkish SMEs and the influence of strategic financial management practices on the performances of small and medium sized companies in Turkey.Additionally, the conceptual framework developed is expected to be useful to academics in developing an agenda for future empirical research.

Background: As small- and medium-sized enterprises (SMEs) are the primary source of job creation in Nigeria and contribute 48% of the country’s gross domestic product (GDP), their performance must be enhanced and sustainability ensured. The article suggests that through competitor orientation and proactiveness, SME managers and owners can achieve competitive advantage which ultimately promotes firm performance.Aim: The article aims to examine how competitor orientation and proactiveness in competitive advantage enhance the performance of SMEs in Nigeria.Setting: The study focused on registered SME owners and managers who are operating in Nigeria, using Lagos State as a case study.Methods: This study was conducted through administering questionnaires to owners and/or managers of SMEs as the unit of analysis. A quantitative research design was used with stratified and simple random sampling as the sampling method, with the sample comprising 100 SME owners and/or managers.Results: The results of the study indicated that competitive advantage mediates the relationship between competitor orientation, proactiveness and SMEs’ performance indirectly. It further revealed that competitor orientation and proactiveness have significant effects on SMEs’ performance.Conclusion and contribution: The article reveals how competitive advantage, which is influenced by competitor orientation and proactiveness, contributes to increased SMEs’ performance in SME sectors. Thus, to gain a competitive edge over their rivals, the study recommends that SME owners and managers consider competitor orientation and proactiveness more seriously, as these factors ultimately boost their performance.

This chapter explores the nexus between competition and productivity in the context of small and medium-sized enterprises (SMEs) in Singapore's manufacturing sector. Drawing on a study involving 215 in-depth surveys with SME leaders and managers, we explore questions of competition, regulation, and trade, and their implications for productivity and innovation. We find that there is considerable concern among SMEs that the market power of some large competitors is stifling efforts to enhance productivity and innovation. This suggests an important role for competition law and the competition regulator, the Competition Commission of Singapore (CCS), in boosting productivity and innovation. We also find that while SMEs support efforts to broker free trade agreements, they see a strong role for government in helping to identify the opportunities so generated and in building the capabilities needed to take advantage of these. Introduction This chapter considers the impact that competition law, regulation, and trade have on productivity and innovation among small and mediumsized enterprises (SMEs) in the manufacturing sector of Singapore. SMEs account for more than two-thirds of all employment, and 99 per cent of all businesses registered in Singapore (Department of Statistics Singapore 2014). Singapore's industrial and manufacturing focus has evolved since the founding of the Republic in 1965. Its industrial emphasis shifted from labour-intensive products that had limited value-added in the 1960s to export-oriented and semi-automated products in the 1970s. The 1980s saw the rapid expansion of the services sector, as well as a transition to high value-added manufacturing. However, over the past two decades, the share of the manufacturing sector in gross domestic product (GDP) has diminished, crowded out by a rapidly growing services sector. The manufacturing sector, and SMEs especially, have recorded weak total factor productivity (TFP) growth while maintaining a high dependence on foreign labour. Singapore has sought to explicitly address these challenges by raising productivity and wages of the resident labour force. As over two-thirds of the labour force is employed in SMEs, initiatives to increase the productivity of SMEs have received significant policy attention. The chapter commences by explaining the rationale for the current productivity drive in Singapore and the importance placed on lifting the performance of SMEs. Following this, it examines the nexus between competition law, productivity, and innovation, paying particular attention to the key features of the competition law regime in Singapore.

This study aims to conduct an in-depth analysis of digital leadership in small and medium-sized enterprises (SMEs). Organizations must undergo digital transformation to keep pace with globalization and gain competitiveness. With this in mind, every organization, including SMEs, requires leaders with high levels of digital literacy and competence. Moreover, SMEs are usually family-owned and localized business entities that require this leadership style to ensure growth and stay relevant in the current market. Applying a systematic review, 25 journal publications were retrieved from the Scopus and Web of Science databases. Based on the preferred reporting items for systematic reviews and meta analyses method, the inclusion and exclusion criteria were applied to finalize the documents for further analysis. This review discovered four crucial research streams on digital leadership in SMEs: (a) dynamic capability theory as the underpinning theory, (b) digital transformation as the foundation for digital leadership in SMEs, (c) digital leadership and SMEs’ sustainable performance, and (d) digital leadership impact on employees’ innovativeness. This study provides implications for SME owners, managers, and policy makers by highlighting the strategic importance of digital leadership. SMEs should cultivate digital leadership that embraces digital transformation, emphasizes dynamic capabilities, nurtures innovation, and aligns with sustainability objectives. This integration allows holistic development for SMEs to survive and thrive in the digital economy. This study significantly contributes by addressing the critical gap of digital leadership in the niche context of SMEs. Prior studies have predominantly focused on digital leadership in large corporations; this review shifts the focus toward SMEs, which are significant contributors to national economic growth despite facing resource constraints and unique challenges in today’s digital environment.

The study examines the synergistic impact of lifelong learning (LLL) programs and digitalization on organizational adaptability, focusing specifically on small and medium-sized enterprises (SMEs) within Georgia’s business landscape. In today’s increasingly digital and competitive global market, SMEs face immense pressure to remain agile and innovative. This research emphasizes that the integration of employee development initiatives with digital transformation strategies not only enhances organizational resilience but also improves operational efficiency, enabling businesses to better navigate challenges and seize emerging opportunities. Digitalization, as a transformative force, has redefined workflows, optimized processes, and expanded market reach for SMEs. However, the benefits of digital transformation can only be fully realized when employees possess the necessary skills to utilize these technologies effectively. Lifelong learning plays a critical role in equipping the workforce with up-to-date knowledge, fostering adaptability, and ensuring employees can leverage digital tools to drive innovation and productivity. By empowering employees through continuous education, organizations can create a culture of proactive learning and technological competence. Despite their significance to Georgia’s economy, SMEs often encounter barriers to fully embracing digital advancements. These challenges include limited financial resources, inadequate infrastructure, and a lack of structured training programs. As a result, many SMEs struggle to adopt modern technologies and equip their teams with the skills required to sustain competitiveness in a rapidly evolving market. This study highlights these critical gaps and seeks to address how strategic investments in both digital transformation and skill development can enable SMEs to overcome such limitations. Employing a mixed-methods approach, this research explores how the combination of digital tools and lifelong learning programs contributes to key organizational outcomes, such as enhanced efficiency, streamlined decision-making, and improved employee engagement. It also underscores the role of supportive policies in strengthening the digital and educational ecosystems for Georgian SMEs, offering actionable insights into fostering long-term growth and competitiveness. Ultimately, the findings affirm that aligning continuous education with technological adoption is not just beneficial ‒ it is essential for SMEs to thrive in an ever-changing business environment.

PurposeThis paper explores the role of effective resource and knowledge management capabilities on product innovation capabilities of the small and medium-sized enterprises (SMEs). Specifically, the authors research the role of the human resource investments in the form of employee training in developing firm's innovation capabilities and how SMEs manage these investments when we account for the boundary conditions such as the level of employee education, SME size and the frequency of investments in research and development (R&D).Design/methodology/approachThe authors use survey data conducted by The Centre for European Economic Research (Zentrum für Europäische Wirtschaftsforschung – ZEW). The final sample for analysis includes 983 SMEs from Germany that belong to 13 different industries. The authors use hierarchical OLS regression to test the hypotheses presented in this paper.FindingsThe authors find a positive association between increased investments in employee training and product innovation capabilities in the context of SMEs. More specifically, the authors’ findings support that (1) the relationship between employee training and innovation capabilities is weaker in industries with greater proportion of employees with university degrees, (2) the effectiveness of investments in employee training is lower among larger SMEs than smaller SMEs, and (3) continuous R&D weakens the relationship between training expenditure and innovation capabilities. While on the one hand the authors’ findings contribute to the debate of whether employee training is necessary for SMEs by affirming this notion, on the other hand the authors show that investments in employee training have differing implications for small and large SMEs within boundary conditions. Moreover, these findings have practical implications for the managers of all SMEs in terms of management of their knowledge resources.Research limitations/implicationsThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by showing that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they invest in research and development in a targeted manner. The authors also demonstrate that investments in employee training is not a waste, rather such investments can increase the likelihood of survival for many of these firms through its positive impact on product innovation.Practical implicationsFor managers of SMEs, the authors’ findings suggest that while investments in employee training are important, the managers of particular SMEs with above-mentioned qualities should be persistent in such investments and must make deliberate efforts to reap the benefits in terms of innovative capabilities. Unlike large firms, who have the financial means to carry out investments in an abundant manner, SMEs appear to be more enterprising with their scarce resources when we also consider the role of investments in human resources.Originality/valueThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by finding that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they do not invest in R&D continuously. The authors also demonstrate that investments in employee training is not a waste, but such investments can increase the likelihood of survival for many of these firms.

This qualitative research investigates the impact of digitalization on small and medium-sized enterprises (SMEs) in Bangladesh, a country with a burgeoning SME sector pivotal to its economic growth. Digitalization, characterized by the integration of digital technologies into business operations, has become increasingly relevant in the global context, reshaping traditional business paradigms and fostering innovation. Against this backdrop, this study aims to explore how SMEs in Bangladesh navigate the digital landscape, examining the challenges, opportunities, strategies, and implications of digitalization for their operations. Through indepth interviews with 20 SME owners and managers representing diverse industries and regions within Bangladesh, this research delves into the complexities and nuances of digital transformation in the Bangladeshi SME context. Thematic analysis of the interview data reveals a range of insights into the adoption, challenges, and outcomes of digitalization for SMEs. Key themes include digital transformation strategies, encompassing initiatives such as e-commerce adoption, digital marketing, and data-driven decision-making; challenges and barriers, including limited digital literacy, infrastructure constraints, and cybersecurity risks; opportunities and innovations, such as market expansion, innovation, and collaboration; and implications for policy and support, emphasizing the need for supportive government policies, industry initiatives, and capacity-building programs. The findings of this study contribute to a deeper understanding of the dynamics of digitalization and SMEs in Bangladesh, offering valuable insights for policymakers, industry stakeholders, and support organizations. By addressing the challenges and leveraging the opportunities presented by digitalization, SMEs in Bangladesh can enhance their competitiveness, innovation, and resilience, driving economic growth and sustainable development in the country. This research underscores the importance of fostering an enabling environment that empowers SMEs to thrive in the digital age, ensuring inclusive growth and prosperity for all segments of society.

Adopting digital marketing approaches has emerged as a key factor in Small and medium-sized enterprises (SMEs) competitive advantage and business success. The Technology-Organization-Environment (TOE) framework is used in this study to evaluate the variables affecting SMEs' digital transformation. The degree and efficacy of digital marketing adoption are influenced by organizational competencies, technological preparedness, and external market dynamics. Results show that SMEs that use new digital technologies, like automation and AI-driven analytics, see an increase in customer engagement and market share. By showing that SMEs may achieve sustainable business growth and competitive advantage by aligning their plans with organizational adaptability, technical advancements, and favorable environmental conditions, the study emphasizes the significance of a balanced approach across all TOE aspects. The findings give SMEs a road map for utilizing digital marketing to improve long-term success and business performance. The findings contribute to a deeper understanding of AI's capabilities, presenting a strategic roadmap for integrating these technologies into digital marketing ecosystem to achieve sustainable growth in the digital age. Using a random sampling technique, 450 respondents were selected from the 500 SMEs in the study area. Of the completed questionnaires, almost 90% were recovered and deemed valuable for the data analysis. The results of the study indicated that significant portion of SMEs (52%) generated between 2 and 4 million Naira in revenue after implementing AI-driven digital marketing, which is more than they did in the year before digital marketing automation was put into place.