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Research Article
Revised

Causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand

[version 2; peer review: 2 approved with reservations]
PUBLISHED 02 Nov 2023
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Abstract

Background: This study investigates the causal model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand. This study aimed to investigate market orientation, digital marketing strategies, competitiveness, innovative marketing behavior, and digital marketing efficiency of SMEs.

Methods: We validated the causal model of digital marketing efficiency using empirical evidence to investigate the direct and indirect effects of market orientation, digital marketing strategies, and innovative marketing behavior on digital marketing efficiency. The study was conducted using a questionnaire.

Results: A total of 361 samples were collected using purposive sampling. A Structural Equation Model was developed and tested using LISREL software. The study found that the causal relationship model was consistent with the empirical evidence.

Conclusions: Digital marketing strategy and competitiveness directly positively affected innovative marketing behavior and explained 89% of the variance in innovative marketing behavior. Innovative marketing behavior directly positively affects digital marketing efficiency, and competitiveness indirectly positively affects digital marketing efficiency through innovative marketing behavior and explains the variance in digital marketing efficiency by 18%.

Keywords

Market orientation, Digital Marketing Strategies, Competitiveness, Marketing Innovative Behavior, SMEs

Revised Amendments from Version 1

An Acknowledgment section has been added to this new version.

To read any peer review reports and author responses for this article, follow the "read" links in the Open Peer Review table.

Introduction

It is crucial for entrepreneurs to continually develop potential knowledge to tackle the challenges and opportunities that come their way effectively. This means developing new products and services, improving processes and operations, and expanding the market reach. Investing in knowledge and skill development will assist in promoting small and medium enterprises (SMEs) in Thailand, especially in the agri-food industry, which is growing rapidly in many countries. As entrepreneurs, it is also important to focus on developing abilities and competitiveness. This means creating a supply system that can serve the global market with a focus on quality over price. Unfortunately, many SMEs in the agri-food industry struggle with insufficient competitiveness. However, SMEs are the backbone of the economy in many developing countries that rely on agri-food production (World Bank, 2018; Organisation for Economic Co-operation and Development (OECD), 2019; European Commission, 2020).

According to Bonanno, Golgeci, and Ioppolo (2020), Radicic and Escribano (2015), and Faraaz and Mishra (2019), SMEs in the agricultural food processed products industry are one of the most substantial and fastest-growing enterprises in an agri-food supply chain with the ability to enhance a wealthy industry and sustainable profits in the long term. They are often called the core foundation of the economy because they create jobs, generate income, and contribute to economic growth. The industry is a crucial sector of the economy for many food producers. In terms of products, agri-food-processed SMEs are involved in producing a wide range of food products, including canned fruits and vegetables, dried fruits, fruit juices, and frozen foods. These products are often made using traditional recipes and methods and are known for their high quality and unique flavors.

With the emergence of digital technology, SMEs must embrace market-oriented strategies, innovate their marketing approaches, and develop effective digital marketing strategies to maintain competitiveness in the market. According to the European Commission’s “Small Business Act” (2020), most SMEs often lack digitalization and innovation, which can hinder their ability to compete in a global marketplace. This is particularly important in the context of the COVID-19 pandemic, as many SMEs have had to adapt to new digital ways of working to stay competitive. However, many SMEs need more abilities or competitiveness, which can hinder their success and growth. Common challenges SMEs face include limited access to financing, insufficient technological capabilities, inadequate marketing strategies, and difficulties in finding and retaining skilled employees. These enterprises have a high potential for competition and seek opportunities from food industry growth trends through innovation and digital technologies (Tóth et al., 2019). To increase competitiveness, productivity must be increased to sustainably build wealth for the country (Porter 1990, 2010).

Porter (1990) found that if SMEs could increase their productivity to a higher level, it would result in an advantage over competitors. If enterprises in many industrial sectors increased productivity, it would also result in a higher level of competitiveness. If numerous industries in the country increased productivity, it would lead to a higher level of competitiveness in the country eventually. To achieve this, SMEs seek opportunities from agri-food industry growth trends through marketing innovation and digital technologies (Hossain & Rahman, 2017). Marketing innovation behavior is a crucial and innovative action for SMEs to enhance their competitiveness with digital technology. Digital marketing allows SMEs to improve their marketing strategies, reach more consumers, and increase their market share. Consequently, marketing innovation behavior in agri-food processing SMEs involves various management strategies, such as creating unique product features, packaging, labeling, and developing new product lines with creative communication channels and content that appeal to consumers’ changing tastes and preferences. It also involves utilizing new marketing channels such as social media, mobile marketing, and online marketplaces to reach consumers and engage with them effectively through the mutual share of innovative learning.

Learning by sharing knowledge and innovation in the organization and between organizations in the industry is essential today. SME manufacturers and entrepreneurs have tried to adapt to increase their competitiveness by joining groups for knowledge exchange and mutual sharing to create innovations through marketing innovative behavior or MIB to serve the needs of consumers and society as a key (Flavián et al., 2014). However, increasing market orientation focuses on the needs of consumers and seeks competitive advantages from the three business factors. It includes customers to meet their demands and build relationships with them, competition management to establish differentiation, and resource capability or organizational management (Jaworski & Kohli, 1996; Narver et al., 2000), which may lead to competitiveness in SMEs is still questionable.

Building competitive advantages for SMEs in the agri-food processing industry enables them to develop their market orientation continually. Promoting knowledge is essential to develop and promote entrepreneurs, particularly SMEs, in the agri-food processing industry in Thailand. These are considered the foundation and have a high proportion of supply chain system mechanisms for 70% of the country’s economic system. SMEs have been an essential source of employment in Thailand. The sector employs approximately 20 million people, 30% of whom are engaged in manufacturing SMEs (Office of SMEs Promotion 2020). In addition, Thai SMEs could develop a local market system to an international level with product quality and marketing innovation, regardless of price (Tanapoompichet & Swasdpeera, 2018).

However, one of the challenges in the competitive enhancement of entrepreneurs is still a lack of cooperation in the supply chain system to strengthen and develop the value chain, leading to the development of marketing innovations and enhancing the ability to compete at the macro and micro levels through digital technology. It requires systematic and professional work and intermediaries with international capabilities to develop a wide range of tasks and great support from the government and regulations (Somboonsuke, 2013, pp. 87-90). The easing of rules, regulations, and promotions to build a creative economic system through innovation, according to the World Economic Forum in 2022 (World Economic Forum, 2022), encompasses strategies to promote policy and regulatory reforms to create an enabling environment for SME development and support the creation and strengthening of formal institutions that provide business development and financial services to SMEs on a sustainable basis through innovation with digital technology-based development, resulting in integrative innovations and digital technology for the economy and society in the industry. Although the government had plans and policies to develop and promote such systems, this generally led to the main problem, which was the readiness of SMEs to respond to innovation development, especially in the digital era (Schenker, 2022).

Moreover, the enhancement of market innovation and competitiveness of SMEs in Thailand with digital technology is necessary to study the potential of SMEs for particular products in terms of market innovation behavior and competitiveness. Innovation in marketing has become essential for SMEs to gain competitiveness in the agricultural processed food product industry. SMEs in this sector face many challenges owing to their limited resources, such as finance and technology, and the increasingly competitive market. To compete with larger firms, they must embrace marketing innovation and use digital marketing tools to promote their products effectively. This study developed the following Research Question: Research Question 1 highlights the potential of SME entrepreneurs in the agri-food products industry in terms of market orientation, digital marketing strategy, and marketing innovation behavior. Research Question 2 dealt with current competitiveness. This will enable SMEs to develop effectively owing to marketing innovation behavior and competitiveness driven by digital technology. Research Question 3 discusses digital technology that is acceptable to SMEs. Research Question 4 deals with the type of digital technology that should be applied and how to enhance market orientation, marketing innovation behavior, and competitiveness to achieve digital marketing efficiency.

To overcome the challenges faced by small- and medium-sized enterprises (SMEs), they require more support and investment from the government and other stakeholders. Some measures that could be taken include improving access to technical expertise and knowledge transfer, investing in infrastructure, and streamlining the supply chain with digital marketing strategies. Promoting processed Thai agri-food products and increasing their visibility in overseas markets is also important, which will help boost the competitiveness of SMEs in this sector. With the help of digital technologies, this can be sustainably achieved.

Literature review

Concepts of market orientation, marketing innovative behavior, and marketing strategy

The study of documents, studies, and literature review is related to five variables: market orientation, digital marketing strategy, competitiveness, marketing innovative behavior, and digital marketing efficiency.

Market orientation is a classic philosophical marketing concept that focuses on the needs of consumers and society. However, market orientation centers on consumers’ demands and competitive advantages based on three determinants in business factors (Jaworski & Kohli, 1996): customer-focused orientation, competitors and competition capability, and resource-based management or internal management. According to Chinlumprasert and Tawabutr (2019), there is a relationship between market orientation and digital marketing among SMEs in Thailand. The digital marketing strategy in this study applied a digital marketing mix consisting of seven factors: product, price, place, promotion, personnel, process, and physical evidence of digital technology (Kotler & Armstrong, 2020). Additionally, marketing innovative behavior (MIB), according to Scott and Bruce (1994), refers to the following three systematic thinking processes: The first step is idea generation to identify new concepts or ideas to solve problems or find solutions. The first step is idea generation to identify new concepts or ideas to solve problems or find the solution. The second step is idea promotion, which builds a network of cooperation and supports new ideas. The last step is idea realization, which applies new ideas to practice and action.

Kaplan proposed a model of enterprise performance, the so-called Balance Score Card (BSC), which consists of modifying a BSC concept as well as a digital marketing concept for the digital marketing efficiency of SMEs as digital enterprise performance. Three factors are involved: learning development, sales, and technology engagement (Kotler & Armstrong, 2020). Porter (1990) finds that competitive strategy and competitiveness are related to the marketing efficiency of business entrepreneurs in a particular country. The key theoretical concept is based on competitive advantage theory, which is a modified diamond model to consider and assess the current situation of significant business environment factors (Porter, 2010) of SMEs in the agri-food processed product sector, consisting of demand conditions, production factor conditions, firm strategy, structure, and rivalry, and related and supporting industries. Another external factor also plays a role in the industry’s competitive advantage, namely, government and agency support.

Market orientation and digital marketing efficiency

Studies on market orientation were likely conducted by considering behavior and processes rather than thinking about the relationship between them (Jaworski & Kohli, 1996). Jones (1996) found that the market orientation of small businesses is positively related to customer loyalty, returns on sales, and sales growth in the long term. A relationship was found between market orientation and digital marketing efficiency (Ruekert, 1992; Jaworski & Kohli, 1993; Pelham, 2000; El Mandour & Lahlou, 2021) by measuring digital marketing efficacy in terms of sales growth and profits, market share, organizational engagement, new product development success, and product quality. However, SMEs may have a strong market orientation, and many do not invest sufficient resources in digital marketing, which can limit their growth potential (Chinlumprasert & Tawabutr, 2019).

In addition, Day and Wenslay (1998) clearly indicated that formulating a marketing strategy based on market orientation requires a balance between customer market orientation, emphasis on competition, and internal activity coordination as the core of meeting customer needs. This study measured digital marketing efficacy in terms of employee learning development, sales, and technology engagement. The results of the above study for research hypothesis 1 are as follows.

H1:

Market orientation positively and directly influenced digital marketing efficiency.

Competitiveness and digital marketing efficiency

Day (1994) conducted a study on the capabilities of market-driven organizations and found that marketing in the organization was driven by market surveys and the ability to connect with customers. It is supported by Weerawardena, J. and A. O’Cass (2004), who conducted a study on exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage and found that entrepreneurship played an essential role in leading to market capacity as a mechanism to drive or encourage the organization to seek new markets or marketing capabilities as well as introduce new products based on entrepreneurial conditions. Senior executives would play a role in generating creative ideas and taking a risk in new business operations. The five aspects of comprehensive and reinforced digital marketing competitiveness and capabilities are as follows. First, we investigated an organization’s current market capacity. The second is future capacity demand. Third, bottom-up design of the process; fourth, involved top-down direction and commitment—lastly, creative use of information technology and continuous progress inspection.

This study also compiled theoretical ideas to explain marketing direction, and Drucker (1985) found that successful entrepreneurs had everything in common: a commitment to systematically managing innovation. For innovation sources, success is the result of attention-seeking innovative opportunities that can be found in a few scenarios. Four sources of opportunity in a firm or industry may come from unexpected events: incompatibility, process requirements, changes in the industry and market, and opportunity sources outside the firm, such as society, government and agency, related and supporting industries, and the environment. These opportunities were business and management challenges such as demographic changes. Changes in perception and the new knowledge and sources mentioned above, both inside and outside the organization, can create opportunities for innovation when the enterprise is at risk. There may be conflicts, and the innovation potential may be in more than one place at the same time, creating innovative opportunities and enhancing the benefits through competitive digital marketing technologies (Wu & Chen, 2021; Wang & Ku, 2020; Zmudzinski & Zaborek, 2018). The research hypotheses can be formulated as follows:

H2:

Competitiveness positively and directly influenced digital marketing efficacy.

Marketing innovative behavior and digital marketing efficiency

Studies on innovative marketing behavior and digital marketing efficiency are as follows: A study by Zahra, Ahmad, and Waheed (2017) found that with marketing innovative behavior in enterprise, employee learning happens through the ethical behavior of organizational leaders, making subordinates or followers perceive and feel the freedom to think creatively in work and to play a role that encourages proactive work and controls the outcome of the work. For SMEs, Haddad, Williams, Hammoud, and Dwyer (2019) found that innovation initiative behavior started from an important element, which is an idea, from both knowledge sharing among employees and communication with customers by relying on the support of senior executives about brainstorming from many parties to test and put in practice and action. Hsu and Wang (2017) examined the impact of digital marketing on innovation in SMEs. The study found that digital marketing strategies such as social media marketing and search engine optimization have a positive impact on marketing innovation in SMEs. They also found that SMEs that implemented digital marketing strategies were more innovative in their marketing approaches and achieved higher levels of business growth. Another study by Ratchford (2019) investigated the impact of digital marketing on innovation in SMEs. The study found that SMEs that implemented digital marketing strategies, such as social media and mobile marketing, were more likely to develop new and innovative marketing approaches. They also found that SMEs that adopted digital marketing strategies had higher levels of business growth.

Marketing innovative behavior is always supported by an innovative culture in the organization as a critical component of the survival and growth of SMEs in terms of competitiveness, offering different value to customers than competitors, resulting in reduced costs and improved workflow efficiency, leading to organizational success (Noefer, Stegmaier, Molter, & Sonntag, 2009; Kong & Li, 2018). On the other hand, some studies confirmed that when they perceived an increased task demand with time pressure, they became stressed leading to work-life imbalances (Attiq, Wahid, Javaid, & Kanwal, 2017; Ren & Zhang, 2015) with employees (Aryee, Walumbwa, Zhou, & Hartnell, 2012; Kong & Li, 2018; Janssen, 2000). The findings of these studies support the idea that there is a strong relationship between digital marketing strategy and marketing innovation of SMEs in agricultural food processed products in Thailand and other countries. By adopting digital marketing strategies, such as social media and mobile marketing, SMEs can be more innovative in their marketing approaches and achieve higher levels of business growth. In turn, this can lead to increased long-term market success. From the above, research hypothesis 3 is established as follows:

H3:

Marketing innovative behavior positively and directly influenced digital marketing efficiency.

The relationship between market orientation, competitiveness, marketing strategy and innovative behavior and digital marketing efficiency

Market orientation includes modifying the current customer, current competitor, future customer, future competitor, and marketing technology directions of the business (Apirungruengsakul & Pasunon, 2020). It is indirectly related to marketing achievements through innovative marketing behavior. Henard and Szymanski (2001) find that innovation focuses on the efficiency of creating new products and competitiveness. The organization should be managed to set objectives and strategies and work as a team before introducing new products. Opinions should be in the same direction throughout the organization, as well as participation from various departments to produce ideas and create new products together for a variety of specialties and efficiency. The results of the study are consistent with those of many scholars who found that innovation affects market efficiency and competitiveness (Tsai, 2001; Hult, Snow, & Kandemir, 2003; Hult, Hurley, & Knight, 2004; Taiminen & Karjaluoto, 2015). Indrawati, Caska, and Suarman (2020) found that there are five digital marketing supportive factors of SMEs with priority from highest to lowest: funding, support from the government, business partners, the potential of human resources, and the economic conditions conducive to the efficiency of digital marketing from the integration of SMEs. Carpinetti and Lima (2009) further conclude that there should be a regulatory agency for the integration of SMEs to facilitate collaboration between enterprises in the development of innovation to increase competitiveness, leading to mutual marketing efficiency.

Konjane and Soonthonsmai (2016) found that most SMEs in the agricultural and organic food industry were competitive overall at a high level. Most learned through production innovation exchanges from the public sector. Moreover, there has been a transfer of learning by exchanging production innovation with other entrepreneurs in terms of production technology to SMEs owners, while exchanging marketing innovations was found to have never been learned and never had knowledge exchange on marketing innovations with other entrepreneurs. SME entrepreneurs with different learning through exchanges on marketing innovation had different competitiveness in terms of demand, competitive context, company strategy, government, and opportunities. Also, SMEs entrepreneurship was found to be positively related at a moderate level to the competitiveness of entrepreneurs engaged in the production and distribution of agri-food processed and organic products throughout Thailand. This positive relationship was observed in the exchange of knowledge on production innovation and the transfer of learning through the exchange of marketing innovations.

For the relationships of innovation and competitiveness with marketing efficiency, the researcher applied Scott and Bruce’s (1994) concept of marketing innovative behavior and Henard and Szymanski’s (2001) study on new product development. The findings revealed that innovation focused on the efficient creation of new products, while competitiveness referred to the organization’s ability to set objectives, develop strategies, and collaborate as a team before introducing new products—what is known as marketing innovative behavior. Opinion-related innovation should be in the same direction throughout the organization, as well as participation from various departments to produce ideas and create new products together for a variety of specialties and efficiency, resulting in the competitiveness of the organization. This is consistent with many scholars who found that innovation is interrelated to competitiveness (Tsai, 2001; Hult, Snow & Kandemir, 2003; Hult et al., 2004).

The results of the study were also consistent with those of Lee and Hsieh (2010), who found that innovation capability, sustainable competitive advantage, and entrepreneurship indirectly affect sustainable advantages through marketing capability and innovation capability. Market capability did not directly affect sustainable competitive advantage but was indirectly affected by innovation capability. Innovation capability also directly affects competitive advantage (Wongsansukcharoen and Thaweepaiboonwong, 2023).

Therefore, marketing innovation behavior can be a key driver of digital marketing performance for SMEs in agri-food processed products in Thailand (Kaewmong & Soytong, 2020). By developing creative and effective digital marketing campaigns that leverage new digital marketing channels, adapt to changing market conditions, improve product offerings, and enhance customer experience, SMEs can achieve greater engagement, conversions, and long-term success through digital marketing strategies. Digital marketing efficiency or performance through innovative marketing behavior and digital marketing strategies results from a reflection of the efficiency of long-term successful digital marketing to develop potential and competitive advantages and the exchange of knowledge and innovation among the group (Kotler & Armstrong, 2020). Based on the above results, research hypotheses 4, 5, and 6 were established as follows:

H4:

Market orientation positively and indirectly influenced digital marketing efficacy through marketing innovative behavior.

H5:

Digital marketing strategy positively and indirectly influenced digital marketing efficacy through marketing innovative behavior.

H6:

Competitiveness positively and indirectly influenced digital marketing efficiency of SMEs through marketing innovative behavior.

Methods

Conceptual framework

After conducting a comprehensive literature review on the topic of digital marketing for SMEs in different contexts, the researcher summarized the conceptual framework of the causal relationship model of marketing innovation and the competitiveness of SMEs with digital technologies in Thailand (as illustrated in Figure 1). The framework highlights the interdependence between marketing innovation and digital technologies, and how they contribute to the overall competitiveness of SMEs in the Thai market. This study provides valuable insights for SMEs seeking to enhance their digital marketing strategies and gain a competitive edge in the industry.

498e8f62-d57c-46ca-8023-c3abdf2a6b2c_figure1.gif

Figure 1. Causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand.

Population and samples

The study focused on entrepreneurs and decision-makers in SMEs as well as leaders and members of community enterprises in agricultural food processed products in Thailand. To ensure statistical accuracy, the sample size for the structural equation modeling (SEM) was 10-15 times the observed variable (Hair, Black, Babin, Anderson & Tatham, 2014), resulting in a sample size of 345. Additionally, 55 samples, or 20% of the samples, were spared in case of data loss, resulting in 361 samples collected. Using 23 variables in the model, this study aimed to provide valuable insights into the factors that influence success in these types of enterprises.

Sampling method

The samples were selected by purposive sampling using an online questionnaire. The researcher sent a letter to SME entrepreneurs in agri-food processed products to ask for assistance in collecting research data, along with a link to the questionnaire in a Google form format to inform the sample to know the details according to the requirements by using screening questions.

Instruments

This is quantitative research as survey research. The data collection instrument was a Likert-scale questionnaire divided into five sections, verified by experts for advice and improvements. The revised questionnaire was then taken to five experts to examine the suitability in terms of content, the language used, and content validity by calculating the index of item objective congruence (IOC), and the IOC obtained passed the criteria, not less than .80 on all items (Hair, Black, Babin, Anderson, & Tatham, 2014). The questionnaire was then used to try out 20 sets of non-sample agricultural product entrepreneurs to check the reliability of the questionnaire by calculating Cronbach’s alpha coefficient for the following five factors. These were market orientation, competitiveness, marketing strategy, marketing innovative behavior, and digital marketing efficiency, resulting in .912, .879, .833, .854, and .861, respectively, which were considered to have standardized reliability coefficients not less than .7 (Cronbach, 1951) and can be used as a tool for data collection. The validity of the factor analysis was corroborated through the KMO, with a value of 0.828 and a highly significant Baltrett sphericity test. The alpha coefficients obtained, which are approximately equal to or higher than .70 are considered acceptable for measuring the variables in this study (Nunnally, 1978).

Data collection

The data was collected online to cover consumers and to reduce the limitation of space. Google form was used, through social media platforms in certain groups of SMEs in agri-food processed industry in Thailand.

Data analysis

Descriptive statistics were used to analyze data, such as frequency, percentage, mean, standard deviation, and skew and kurtosis. Inferential statistics included confirmatory factor analysis and structural equation model to examine the consistency of the research model with the empirical data by chi-square (χ2), relative chi-square (χ2/df), goodness-of-fit index (GFI), adjusted goodness-of-fit (AGFI), comparative fit index (CFI), and root mean square residuals (RMSEA). For structural equation analysis, the direct and indirect influences were analyzed according to the conceptual framework by path analysis.

Ethical approval

Before conducting this study, a written request was made to the BUU Ethics Committee for Human Research, Burapha University Institutional Review Board. After reviewing our request, the project was approved (IRB2 – 037/2565) by the ethics committee on April 18, 2022. Participants were given the purpose of the research and were asked to participate in the study; they welcomed it. Written consent was obtained from all participants, and they were informed that their anonymized data would be published.

Results

The analysis results of digital marketing efficacy level with market orientation, digital marketing strategy, competitiveness, and marketing innovative behavior of SMEs were shown based on research objectives as follows (Vuttichat and Patchara, 2023):

The results of the study on market orientation, digital marketing strategy, competitiveness, marketing innovative behavior, and digital marketing efficiency of SMEs were presented as shown in Table 1.

Table 1. Mean and standard deviation (S.D.) of market orientation, digital marketing strategy, competitiveness, marketing innovative behavior, and digital marketing efficiency of small and medium enterprises (SMEs) (n = 361).

Factors, causes, and effects of digital marketing of SMEsNo of items1X¯S.D.Level2Order
Market orientation233.69.69High4
Digital marketing strategy363.42.75High5
Competitiveness193.97.61High2
Marketing innovative behavior203.86.70High3
Digital marketing efficiency64.00.69High1

1 The number of items has been checked for construct validity by measuring relationship model.

2 The mean assessment are as follows: 4.21 – 5.00 = Highest, 3.41 – 4.20 = High, 2.61 – 3.40 = Moderate, 1.81 – 2.60 = Low, 1.00 – 1.80 = Lowest.

The data presented in Table 1 show that SMEs have a high level of market orientation, digital marketing strategy, competitiveness, innovative marketing behavior, and digital marketing efficiency. The highest mean was found for digital marketing efficiency (X¯ = 4.00), indicating that SMEs effectively utilize digital marketing tools to reach their target audience. Competitiveness also scored high on the mean scale (X¯ = 3.97), suggesting that SMEs can compete well in their respective markets.

However, digital marketing strategy has the lowest mean (X¯ = 3.42), which may indicate that SMEs need to improve their overall approach to digital marketing. The standard deviation for the data was between .61-.75, with digital marketing strategy having the highest deviation (S.D. = .75). This suggests a significant amount of variability in the data for digital marketing strategies, which may indicate that SMEs have varying levels of success with their digital marketing strategies.

Marketing innovation behavior also has a high standard deviation (X¯ = .70), indicating that SMEs may have different approaches to innovative marketing techniques. Finally, digital marketing efficacy has the lowest standard deviation (X¯ = .69), suggesting that SMEs are consistently efficient in their digital marketing efforts. Overall, the data suggest that SMEs are generally successful in their digital marketing endeavors but may benefit from a more focused and strategic approach.

The results of the consistency of the causal relationship model of marketing innovation and competitiveness of SMEs with digital technologies in Thailand based on hypothesis and empirical data according to objective 2 can be shown in Table 2.

Table 2. The results of the consistency of the causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand based on hypotheses.

Statistics used to measure the consistencyCriteriaObtained valueLevel of consistency
Chi-square (χ2)p>.05.05Good
Relative Chi-square (χ2/df)<3.001.31Good
Goodness-of-fit Index (GFI)>.95.98Good
Adjusted Goodness-of-fit (AGFI)>.90.93Good
Comparative Fit Index (CFI)>.951.00Good
Root Mean Square Residuals (RMSEA)<05.03Good
Standardized Root Mean Square Residual (SRMR)<0.05.04Good

Table 2 shows the results of the consistency of the causal relationship model of marketing innovation and competitiveness of SMEs with digital technologies in Thailand based on hypotheses and empirical data. The study found that factor measurement models in the causal relationship model were consistent with empirical data as shown in Figure 2 with χ2/df less than 3, CFI and GFI greater than.95, and RMSEA and SRMR less than 0.05 (Wanichabuncha, 2013).

498e8f62-d57c-46ca-8023-c3abdf2a6b2c_figure2.gif

Figure 2. A factor measurement model for the causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand.

Figure 2 shows a factor measurement model for the causal relationship model of marketing innovation and competitiveness of SMEs with digital technologies with the empirical data having good consistency. The statistics for measurement were all acceptable (χ2 = 81.14, df = 62, p=.05, χ2/df = 1.31, CFI = 1.00, GFI = .98, AGFI = .93, RMSEA = .03, SRMR = .04) (Wanichabuncha, 2013).

The analysis results of direct and indirect effects of factors related to digital marketing efficiency of SMEs in agri-food processed products based on objective 3 were shown in Table 3.

Table 3. Direct, indirect, and total effects of digital marketing efficiency of small and medium enterprises (SMEs) in agri-food processed products industry.

Independent variablesDependent variables
Marketing innovative behavior (INNOV)Digital marketing efficiency (DIGIMARK)
DEIETEDEIETE
Market orientation (MARPO)-.08 (.09)--.08 (.09).07 (.07)-.04 (.05).03 (.06)
Digital marketing strategy (STRATEGI).28* (.12)-.28* (.12)- (.08).15 (.08)0.15
Competitiveness (COMPETE).76** (.10)-.76** (.10)-.16 (.09).39* (.22).23** (.26)
Marketing innovative behavior (INNOV)---.52*--
R2.89.18

** Statistical significance of .01.

* Statistical significance of .05.

The results of the statistical initial investigation of the data showed that all variables had skewness less than ±3, kurtosis less than ±10, and Kolmogorov-Smirnov is greater than the significance level of .05, indicating that data distribution was normal according to the preliminary agreement of the structural equation model.

Table 3 shows the effect of market orientation (MARPO), digital marketing strategy (STRATEGI), competitiveness (COMPETE), and innovative marketing behaviors (INNOV) on the digital marketing efficiency of SMEs in agri-food processed products as standard values. The hypothesis testing results are as follows:

Hypothesis 1

(H1): Market orientation does not positively or directly influence digital marketing, with an effective coefficient of.07.

Hypothesis 2

(H2): Competitiveness does not positively or directly influence digital marketing efficacy, with an effective coefficient of -.16.

Hypothesis 3

(H3): Innovative marketing behavior positively and directly influences digital marketing, with an effective coefficient of .52.

Hypothesis 4

(H4): Market orientation does not positively or indirectly influence digital marketing efficacy through marketing innovative behavior, with an effective coefficient of -.04. Moreover, market orientation does not positively or directly influence innovative marketing behavior, with an effective coefficient of -.08.

Hypothesis 5

(H5): A digital marketing strategy does not indirectly influence digital marketing efficacy through marketing innovative behavior, with an effective coefficient of .15. However, marketing strategy positively and directly influences innovative marketing behavior, with an effective coefficient of .28.

Hypothesis 6

(H6): Competitiveness indirectly influences digital marketing efficacy through innovative marketing behavior, with an effective coefficient of .39. Competitiveness positively and directly influences innovative marketing behavior, with an effective coefficient of .76.

The causal relationship model of marketing innovation and the competitiveness of SMEs with digital technologies in Thailand is consistent with the empirical data. For the prediction coefficient (R2), market orientation, digital marketing strategy, and competitiveness all explained the variance in innovative marketing behavior by 89% and the variance in digital marketing efficiency both directly and indirectly through innovative marketing behavior by 18%.

Discussion

The results of the causal relationship model of marketing innovation and competitiveness of SMEs with digital technologies in Thailand can be discussed based on the following research objectives.

The results showed that digital marketing efficiency of small and medium enterprises (SMEs) was at a high level. This was consistent with Konjane and Soonthonsmai (2016), who found that most Thai SMEs entrepreneurs had competitiveness overall at a high level with exchange and transfer production innovation and exchange of marketing innovation, which was in line with innovative marketing behavior and digital marketing strategy. This is consistent with Jones (Jones, 1996) who found that when a small enterprise’s market orientation increases, it affects the return on sales and business sales growth. In addition, a study by Amofah, Gyamfi, and Tutu (2016) examined the relationship between marketing mix and marketing efficiency and found that product, price, promotion, personnel, and physical evidence influenced marketing efficiency in terms of customer repurchase decisions. This was supported by Zahra et al. (2017), who found that increased innovative marketing behavior also resulted in increased business performance and market efficiency. Moreover, Haddad et al. (2019) explored strategies for implementing innovation and found that it could reduce costs and optimize processes and management in various areas, including marketing, and affect the survival and growth small and medium enterprises (SMEs) business.

The causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) in agri-food products industry with digital technologies in Thailand based on hypothesis and empirical data had a good consistency, consisting of market orientation, digital marketing strategy, marketing innovative behavior, and digital marketing efficacy, indicating market orientation in customer and customer management, competitor and competition management, and resources or organizational management (Jaworski & Kohli, 1996) was related to digital marketing efficiency. This is consistent with studies by several scholars with consistent results (Narver & Slater, 1990; Ruekert, 1992; Jaworski & Kohli, 1993; Pelham, 2000; Narver, Slater, & MacLachlan, 2000).

This model has been confirmed by studies on marketing strategies in the digital era, where consumption methods have been changing. Causal relationship model of marketing innovation and competitiveness of small and medium-sized enterprises (SMEs) with digital technologies in Thailand. This supports the results of Apirungruengsakul and Pasunon (2020), who found that effective digital marketing should be responsive to consumers’ personal needs by offering promotions on various channels, especially contact and increased convenience for purchasing through an automated program. Marketing innovation behavior is positively related to digital marketing efficiency. This was consistent with a study by Zahra et al. (2017), who found that employees’ learning in the organization often occurs through the ethical behavior of leaders who play a role in motivating proactive work. In addition, Haddad et al. (2019) found that for small and medium enterprises (SMEs), innovations that were key process components included initiatives that required management support to brainstorm ideas from multiple parties and then put them to the test and into practice. This creates an innovative culture in an enterprise that is different from its competitors. This can reduce costs and increase efficiency in work processes, leading to organizational success. However, Attiq et al. (2017), Ren and Zhang (2015), and Kong and Li (2018) found that the relationship may occur in the opposite direction in some organizations and in some highly competitive situations. In other words, market innovative behavior with increasing demands for efficiency may result in time pressures, stress, and work-life imbalances for employees, as the hypothesis testing result of H1, which found that market orientation did not positively and directly influence digital marketing efficiency.

There are several potential reasons for the lack of a relationship between market orientation and the digital marketing efficacy of SMEs in agri-food processed products in Thailand, such as limited digital marketing expertise, insufficient investment in digital marketing, and lack of differentiation in their products. SMEs in Thailand may need more expertise and knowledge to leverage digital marketing strategies effectively. Even if an enterprise has a strong market orientation, it may need more technical knowledge or resources to implement effective digital marketing campaigns. Most small and medium enterprises (SMEs) in Thailand may need to invest more resources in digital marketing despite having a strong market orientation (Chinlumprasert & Tawabutr, 2019). This may be due to a need for more understanding of the potential benefits of digital marketing or limited financial resources allocated to this area. Additionally, there needed to be more differentiation in the products. Agri-food processed products may be seen as commodities with little differentiation, making it difficult for small and medium enterprises (SMEs) to stand out in the digital space. In such a scenario, digital marketing campaigns may not effectively drive sales or build brand awareness, even if a company has a strong market orientation. Furthermore, market dynamics are a major obstacle (Chinakidzwa & Phiri, 2020). Broader market dynamics may influence the relationship between market orientation and digital marketing performance in Thailand’s agri-food processed products industry. For example, the level of competition or the size of the market may impact the effectiveness of digital marketing campaigns regardless of a company’s market orientation. Similarly, the business performance of small and medium enterprises (SMEs) can be adapted by focusing on the promotion of integrative new idea generation and market leadership orientation (Sriboonlue & Puangpronpitag, 2019).

Further research is needed to understand why there may be no relationship between market orientation and the digital marketing performance of small and medium-sized enterprises (SMEs) in agricultural food processed products in Thailand. However, a range of factors, including technical expertise, investment, and market dynamics, can influence the effectiveness of digital marketing campaigns in this sector.

However, the result of H2 found that competitiveness negatively and directly influenced digital marketing efficiency with an effective coefficient of -.16. This contradicts a study by Weerawardena and O’Cass (2004), who conducted a survey on the characteristics of market-driven businesses in sustainable competitive advantage and found that running conditions played a vital role in leading to marketing capability as a mechanism to drive or promote marketing capability. According to a study by Taiminen and Karjaluoto (2015), SMEs need to gain knowledge and understanding of digital marketing. They can utilize the optimized advantage of the potential of new digital tools and effectively fulfill the benefits of digital developments. This was consistent with Indrawati, Caska, and Suarman (2020), who found five digital marketing supportive factors in order of priority: funding, followed by government support, business partner, human resource potential, and economic conditions. The primary constraint of this negative relationship resulted from the need for more official and continuous essential support from the government in terms of policies to support technological innovation in practical outcomes and network expansion promotion through partnerships in the supply chain. More funding was explicitly needed for technological innovation and its promotion in small and medium enterprises (SMEs). Thus, findings on the causal relationship between competitiveness and digital marketing efficiency need to be clarified and controversial. Therefore, further studies are warranted.

Marketing innovative behavior positively and directly influences digital marketing, according to H3. This was consistent with Prajogo and Ahmed (2006), who examined the relationship between business efficiency and innovation efficiency in manufacturing plants and services in Australia. The study found that innovative efficiency can be achieved through behavioral and cultural development and the organizational environment. Research and development of technology have resulted in innovative efficiency. Process innovation is more closely related to business efficiency than product innovation in manufacturing facilities. Moreover, Konjane and Soonthonsmai (2016) reported that marketing innovation was positively related to competitiveness in the production and distribution of products, leading to good firm performance.

In addition, Henard and Szymanski (2001) studied new product developments. They found that innovative behavior in management, setting objectives, strategy, and teamwork before introducing a new product was able to build mutual understanding and identify a clear direction, impacting the competitiveness and performance of innovations. This was consistent with many scholars who found that innovative management affects the competitiveness and efficiency of management and marketing performance (Tsai, 2001; Hult et al., 2003; Hult et al., 2004; Tanapoompichet & Swasdpeera, 2018). This result was also consistent with Indrawati et al. (2020), who found that funding, government support, business partners, human resource potential, and economic conditions resulted in the efficiency of digital marketing from the clusters of community enterprise entrepreneurs. Carpinetti and Lima (2009) found that regulatory agencies for clusters of small and medium enterprise (SMEs) entrepreneurs would facilitate collaboration between businesses to increase competitiveness and market efficiency. This is consistent with many scholars who find that innovation is interrelated to market efficiency and competitiveness (Tsai, 2001; Hult et al., 2003; Hult et al., 2004; Taiminen & Karjaluoto, 2015).

The study’s results found that market orientation did not indirectly influence digital marketing efficiency through innovative marketing behavior based on hypothesis H4, which is inconsistent with Jaworski and Kohli’s study (1996). This may be because small and medium enterprises (SMEs) in agricultural food processed products in Thailand are overreliant on traditional marketing methods. Even if an enterprise has a strong market orientation, proactive and reactive market orientations positively impact digital innovation (Zhao et al., 2023). They may need to be more reliant on traditional marketing methods in highly dynamic markets, such as print advertising or in-store promotions. This may limit their ability to leverage digital marketing channels effectively, even if they have a strong understanding of their target markets. It is possible that broader market dynamics influence the relationship between market orientation and digital marketing performance in the agricultural food processed products industry in Thailand or that the power of social capital positively moderates proactive market orientation and digital innovation. In addition, consumer responsibility has a partial mediating effect (Zhao et al., 2023). For example, the level of competition or the size of the market may impact the effectiveness of digital marketing campaigns, regardless of a company’s market orientation.

The findings indicate that digital marketing strategies do not indirectly influence digital marketing efficacy through innovative marketing behavior. However, marketing strategy positively and directly influences innovative marketing behavior, according to H5. In general, digital marketing strategy and marketing innovation of SMEs in agri-food processed products in Thailand are interdependent and critical for the business’s success (Kaewmong & Soytong, 2020). There are several reasons for the strong positive relationship between digital marketing strategies and marketing innovation (Gokalp & Cetindamar, 2021; Kaewmong & Soytong, 2020). A clear digital marketing strategy provides direction and guidance for SMEs to develop marketing innovation. By setting specific goals and objectives, a digital marketing strategy helps small and medium enterprises (SMEs) to identify areas of improvement and opportunities for innovation. However, some researchers have found that digital and environmental orientations positively affect product and process innovation performance; digital orientation enhances SMEs’ resources by drawing attention to existing digital resources (Ardito et al., 2021). With a digital marketing strategy, marketing innovation leads to new and creative ways of reaching the target audience, which can improve the digital marketing strategy. By incorporating new marketing tactics and channels, SMEs can enhance their digital marketing strategies and stay ahead of the competition (Wang & Ku, 2020). A digital marketing strategy helps SMEs prioritize marketing innovation initiatives based on their goals and objectives to ensure that the innovation efforts are aligned with the overall digital marketing strategy and differentiate themselves from competitors. This differentiation can help increase brand awareness, customer loyalty, and overall digital marketing performance, which develops long-term and business performance effectiveness that increases competitive advantage (Wongsansukcharoen & Thaweepaiboonwong, 2023) and the likelihood of success.

However, competitiveness indirectly influenced digital marketing efficiency through innovative marketing behavior, based on hypothesis H6. Competitiveness in SMEs also creates uniqueness in the product of the business that is different from its competitors (Wongsansukcharoen & Thaweepaiboonwong, 2023). The ability and skills of entrepreneurs to manage resources in the organization benefit through the innovative marketing behaviors of individuals in the enterprise, resulting in business profitability and stability, especially for those who use technology in marketing. This was consistent with the findings of Apirungruengsakul and Pasunon (2020), who found that business marketing technology utilization through competitiveness was indirectly related to marketing success through firms’ innovative marketing behavior.

For the digital marketing efficiency of SMEs, the results were consistent with Indrawati, Caska, and Suarman (2020), who found that funding, government support, business partners, human resource potential, and economic conditions resulted in the efficiency of digital marketing from the clusters of community enterprise entrepreneurs. Carpinetti and Lima (2009) supported the results that regulatory agencies for clusters of SME entrepreneurs would facilitate collaboration between businesses to increase competitiveness and market efficiency. This was consistent with many scholars who found that competitiveness affected market efficiency with innovation through digital marketing technologies (Hult et al., 2004; Taiminen & Karjaluoto, 2015; Wang & Ku, 2020; Zmudzinski & Zaborek, 2018; Ardito et al., 2021; Wongsansukcharoen & Thaweepaiboonwong, 2023; Zhao et al., 2023).

Recommendations and future research

According to the results, the following academic suggestions can be made.

Thailand’s agri-food processed product industry is a significant contributor to the country’s economy. SMEs should be aware of the importance of components that contribute to digital marketing efficacy, such as market orientation and digital marketing strategies. These are internal factors, as well as competitiveness, resulting in a combination of internal and external factors to integrating with the innovative marketing behavior of existing enterprises to create digital marketing efficiency. Entrepreneurs should adjust approaches in conducting marketing activities to deal with the digital era by focusing on meeting consumers’ needs by offering promotions on various channels, especially contact, and increasing convenience for purchasing through an automated program, including shopping, payment, and delivery.

SME owners should focus on internal factors, including product marketing strategies, distribution channels, personnel, and marketing communications, to drive digital marketing efficiency. Continually developing skills and applying digital marketing with the use of digital or semi-digital marketing strategies, together with innovative marketing behavior, to invent, improve, and introduce marketing innovations to the market with digital marketing materials. This will result in digital marketing efficacy, including sales, customer satisfaction, loyalty, market share, and the development of a back-office marketing support system for SMEs based on changing situations.

Future research should be conducted as follows.

  • 1. The relationship between marketing strategy and competitiveness affecting the digital marketing efficiency of small and medium enterprises (SMEs) in manufacturing and other services in the industry’s supply chain should be studied to understand the relational model in the supply chain according to different business contexts.

  • 2. Digital marketing is an essential aspect of modern business activities. To understand the impact of digital marketing on business success, we need to conduct action research among companies that have continuously implemented various forms of digital marketing. This research will help identify the variables that influence the efficacy of digital marketing and how they impact the performance and success of businesses. It will also encourage entrepreneurs to explore their potential and adopt digital marketing models and applications, especially SMEs, which may still need to gain knowledge and understanding of digital marketing strategies.

  • 3. Conducting a policy research study on how to increase the competitiveness and efficiency of SMEs in the sustainable agri-food processed product industry would greatly benefit business owners and stakeholders. By formulating overall strategies, policies, and guidelines for SMEs, we can foster market orientation and develop digital marketing strategies that encourage innovative marketing behavior. This undoubtedly leads to increased marketing efficacy, ultimately resulting in the growth and success of the industry.

Limitations

Some limitations of this study should be addressed in future research. First, the measurement of variables was based on self-reports and was conducted at one point in time, which might have influenced the research results owing to common method bias. Additionally, it should be noted that this was a cross-sectional study of SMEs in Thailand, so the results may need to be more generalizable to SMEs in other regions. Furthermore, the characteristics of specific industries (such as the agri-food processed products industry) may contain contextual factors that differ from those of other industries. Therefore, to use the results of this research as a reference for further studies, it is important to acknowledge these differences and the limitations they may pose for generalization in different contexts.

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Vuttichat S and Patchara P. Causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand [version 2; peer review: 2 approved with reservations]. F1000Research 2023, 12:1040 (https://doi.org/10.12688/f1000research.138941.2)
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Reviewer Report 07 Nov 2024
Johannes Baptista Halik, Universitas Kristen Indonesia Paulus, Makassar, South Sulawesi, Indonesia 
Approved with Reservations
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Clarity:
 This section would be helpful to explain why you chose SMEs in the agri-food sector in Thailand. What is the urgency and why this research is important to conduct. Does the impact of SMEs in the agri-food sector ... Continue reading
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Halik JB. Reviewer Report For: Causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand [version 2; peer review: 2 approved with reservations]. F1000Research 2023, 12:1040 (https://doi.org/10.5256/f1000research.158244.r330203)
NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article.
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Reviewer Report 31 Oct 2024
Vincent Didiek Wiet Aryanto, Universitas Dian Nuswantoro, Semarang, Central Java, Indonesia 
Approved with Reservations
VIEWS 7
Introduction
Clarity: The introductory section delineates the imperative for small and medium-sized enterprises (SMEs) in Thailand, notably within the agri-food sector, to embrace digital marketing methodologies and enhance their competitive edge. It effectively establishes the pertinence of this investigation ... Continue reading
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Aryanto VDW. Reviewer Report For: Causal relationship model of marketing innovation and competitiveness of small and medium enterprises (SMEs) with digital technologies in Thailand [version 2; peer review: 2 approved with reservations]. F1000Research 2023, 12:1040 (https://doi.org/10.5256/f1000research.158244.r330204)
NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article.

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Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.
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