Abstract
Women-owned SMEs have an enormous contribution to the economic development of Sri Lanka, which experienced 30 years of conflict, created numerous micro and small enterprises as the livelihoods of women-headed families. Since the entrepreneurial marketing (EM) approaches are new practices followed by numerous SMEs worldwide, this study intended to explore how these women-owned SMEs in Sri Lanka practice entrepreneurial dimensions for their marketing benefits. This study meant to discrete entrepreneurial marketing thoughts in women-owned SMEs and distinguished how current approaches seem steady through the entrepreneurial marketing benefits. The considerable inspiration in this study derived from how new evaluation of entrepreneurial marketing from the perspective of women-owned SMEs has gotten insufficient consideration in the critical literature. This study has been feasible with qualitative research with 49 women-owned SMEs in five districts of Sri Lanka. This study has collected primary data through an in-depth interview method. Thematic analysis was employed to analyze and interpret the seven fundamental dimensions of entrepreneurial marketing. Results show that even though the women-owned SMEs in Sri Lanka do not have professional marketing knowledge, they apply entrepreneurial marketing practices as similar approaches mentioned in the literature to succeed in their businesses. The findings of this study conveyed that entrepreneurial marketing practices have incredible significance for women-owned SMEs in Sri Lanka. Future research can empirically prove the seven dimensions of entrepreneurial marketing through a considerable sample size from other districts with cultural differences.
Highlights
The unique business environment forces organizations to utilize proficient systems for business improvement
The discussions show that female-owned small to medium-sized entreprises (SMEs) of Sri Lanka act proactively
Have you characterized yourself as a "creator" regarding new item development, invention implementation, and offering unique products to the market? Assuming this is the case, could you kindly clarify your spearheading job and exercises in the market with a solid model? Could you, if it's not too much trouble, share with us a particular case that discloses how you figure out how to assess the changes in the business centre earlier than your rivals with a proactive approach? This study found that women-owned SMEs referenced that they attempt to keep a unique way to be a pioneer in offering products and enterprises
Summary
The unique business environment forces organizations to utilize proficient systems for business improvement. The rapid-changing business environment of Sri Lanka, with exceptionally developing entrepreneurs of SMEs, was restrictive on growth and stability. They don't have the opportunity and assets for marketing. They invest significant energy conversing with customers, and afterward, they change them as loyal customers to their organizations (ADB, 2019). Even though they are essentially unaware of the marketing knowledge, women-owned SMEs in Sri Lanka, in general, need extensive energy and effort in marketing (Kawsalya, Dilani, Sunimalee, Athula, Anushka, & Chopadithya 2014).
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
