Managerial Implications

4.3.1. What is in it for Marketers to SMEs?

In terms of need assessment (Wilson, 2000), IT has the highest vote, followed by CT. With the paragraph above, we stated the status with green zone. However, there are other prototypes come with the yellow and red zones. Marketers should take different attributes into account. For instance, referring previous lines, the yellow zone group is definitely more educated (university level) and tends to carry ‗sole owner‘ title, rather than ‗big partner‘. Latter might be difficult information to reach, but IT marketers can partner with universities and use their alumni database to promote appropriate campaigns. Contrary, once marketers need to win red zone IT purchasers, they need to be more careful with value offers that may not only include bundles with the same box products like television, but also try to cover their both business and home needs. In this case, IT marketers should investigate partnering with household appliance resellers.

4.3.2. What is in it for SMEs?

There is a confrontation opportunity for SMEs and their procurement. 360 degree assessments have widely been known in the human resources and organizational development field. A procurement version can be created to probe their need assessment and the following hypothetical questions can be answered to benefit the owner of the company: • Should a computer really be an item for aversion?

• Are we spending for communication technologies more than we need? • Should television be considered as a cost-saving item?

• Is this the right time to consider consulting and/or advertisement as a solid need? • Do we care about consolidating our business and home needs? or Should we?

Acknowledgements

I would like to thank my supervisor Prof. Farzad Khosrowshahi and my advisor Associate Prof. M. Atilla Oner for guiding me. Without their presence I would not be able to proceed thorough. I would also like to thank to Prof. Vian Ahmed, as well as Dr. Sonja Tomascovic for their valuable encouragement.

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Appendices:

Product Dist. - Total

Response

Distribution Cube Kotler1 Kotler2 Kotler3 Kotler4 Kotler5 Mean

… … … … 2,12 - 14 28 8 3 4 3 3 1 2.8 1,5,9 - 26 38 11 2 4 4 3 2 3 3,4,5,6 - 55 65 26 2 3 3 3 1 2.4 6,8 - 3 4 28 4 4 4 5 2 3.8 1,6,8 - 18 23 29 3 4 4 4 2 3.4 … … … … 7,8,9,10,11,12 - 92 101 Blank 359 Grand T.

Figure A1: Response distribution by numbers (under economic crisis)

Product Dist. - Total

Response

Distribution Cube Kotler1 Kotler2 Kotler3 Kotler4 Kotler5 Mean

… … … … 2,4,6 - 15 25 8 2 4 3 3 2 2.8 1,5,9 - 27 42 11 3 4 4 3 2 3.2 3,4,5,6 - 55 67 26 2 4 3 3 1 2.6 6,8 - 3 4 28 4 4 4 5 3 4 1,6,8 - 14 22 29 3 4 4 4 2 3.4 … … … … 7,8,9,10,11,12 - 92 105 Blank 359 Grand T.

How Private Firms Manage Their Financial Policies During the Crisis