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Journal of Indian Business Research

ISSN : 1755-4195

Article publication date: 20 February 2023

Issue publication date: 3 March 2023

This study aims to analyze the available literature on the use of digital marketing and its impact on small- and medium-sized enterprises (SMEs). This study identifies the use of digital marketing practices and its impact on SMEs.

Design/methodology/approach

A systematic literature review has been conducted on digital marketing, and its implementation in SMEs. The impact of digital marketing on SMEs performance is observed over the past 12 years through the resources which are undertaken for the study, namely, Science Direct, Scopus, Springer, IEEE Explorer, ACM Digital Library, Engineering Village, ISI Web of Knowledge database is used to search the research publications on the selected topic.

Although some SME firms use digital marketing, their impact is not similar where we can recommend a fixed strategy for applying digital marketing. This review provides an insight into how digital marketing has evolved over the period of time and how SMEs are adopting it for their sustenance.

Practical implications

This study will give theoretical analysis of various benefits received by SMEs because of digital marketing in the different capacities helping organizations to uplift their productivity. Mind mapping will give the idea of impact of SMEs on their various performances in rural as well as in the urban areas. This study will give further scope for digital marketers to approach those industries specifically at rural parts of the nation for bringing change into their marketing operations and also for increasing turnover by the use of digital marketing.

Originality/value

Research on the use of digital marketing by SMEs firms is still at the embryonic stage in India. This study is a pioneering effort to review the use of digital marketing in SMEs and identify research priorities for scholars and practitioners.

• Literature review
• Digital marketing
• Small and medium enterprises
• Impact on SMEs

Jadhav, G.G. , Gaikwad, S.V. and Bapat, D. (2023), "A systematic literature review: digital marketing and its impact on SMEs", Journal of Indian Business Research , Vol. 15 No. 1, pp. 76-91. https://doi.org/10.1108/JIBR-05-2022-0129

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A Literature Review on Digital Marketing: The Evolution of a Revolution

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The methodologies of the marketing literature: mechanics, uses and craft

• Theory/Conceptual
• Published: 08 November 2021
• Volume 11 , pages 416–431, ( 2021 )

Cite this article

• Terry Clark 1 &
• Thomas Martin Key   ORCID: orcid.org/0000-0002-7338-627X 2  

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Of the three scholastic modes with which to develop ideas and create knowledge in research: logic, empirics, and the literature , the latter is perhaps one of the least understood and studied. This paper is a first-of-its-kind delve into what the literature is, how it is used, and its impact as a foundation for theory and conceptual work in the discipline of marketing. We create a novel approach that provides a framework to understand the way literature functions in the research process and expose the hidden mechanics of how it creates and ties together various forms of meaning through what we call, citation-based reasoning. It is through this lens that we conclude with insights for how a deeper understanding of the literature can stoke continued impact in the marketing discipline, especially for theory building and conceptual development.

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Terry Clark

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Clark, T., Key, T.M. The methodologies of the marketing literature: mechanics, uses and craft. AMS Rev 11 , 416–431 (2021). https://doi.org/10.1007/s13162-021-00210-2

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Received : 20 May 2021

Accepted : 10 October 2021

Published : 08 November 2021

Issue Date : December 2021

DOI : https://doi.org/10.1007/s13162-021-00210-2

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A Comprehensive Literature Review on Marketing Strategies Adopted by Various Industries in Local and Global Context during COVID-19 Era

11 Pages Posted: 29 Dec 2022

Sanuja Ananthan

Uva Wellassa University

Date Written: December 19, 2022

Marketing tactics play an important role in accomplishing an organization's goals and objectives. In order to reach and engage target markets in an ever-changing landscape, marketing strategies must be developed in the twenty-first century. As a result, the goal of this research paper is to identify marketing strategies used by various industries in both the local and global contexts during the COVID-19 era. Furthermore, this study gives more information for marketers to flourish in their fields.

Keywords: Marketing Strategies, COVID-19, various industries

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Business resilience for small and medium enterprises and startups by digital transformation and the role of marketing capabilities—a systematic review.

1. Introduction

• Identify and synthesize the key research trends and themes in the existing literature, highlighting the multifaceted impact of digital transformation on business operations, strategy, and performance.
• Identify the key research gaps and future directions in the literature, providing insights that can inform both academic research and practical solutions for small businesses and startups in the digital transformation era.
• Explore the critical role of organizational capabilities, such as ambidexterity, resilience, and agility, in enabling small businesses and startups to navigate the challenges and leverage the opportunities presented by digital transformation.
• Examine the strategic deployment of digital technologies, including digital marketing, e-commerce, and emerging technologies, as enablers of enhanced business resilience for small businesses and startups.
• Extract a roadmap of digitalization of SMEs and startups for being more resilient

2.1. Search Strategy and Inclusion/Exclusion Criteria

• Published in peer-reviewed journals, conference proceedings, or book chapters to ensure the quality and credibility of the included research.
• Focused on the topics of digital transformation, business resilience, and/or digital marketing in the context of small businesses and startups. This criterion ensured the relevance of the studies to the review’s objectives.
• Published in the English language to facilitate the review and synthesis process.
• Available in full-text format to enable a comprehensive analysis of the study content.
• The exclusion criteria were as follows:
• Studies from subject areas not directly relevant to the scope of the review, such as energy, environmental sciences, medicine, and arts. This step helped to maintain the focus on the core research domains.
• Studies that did not provide empirical findings or in-depth discussions on the research topic, as they would not contribute significantly to the review’s objectives.
• Duplicate or redundant publications to avoid biasing the synthesis of the literature.

2.2. Data Extraction and Synthesis

• Bibliographic details (author, year of publication, journal/conference, etc.) to contextualize the research.
• Research objectives and methodologies employed to understand the study design and approach.
• Key findings and insights related to digital transformation, business resilience, and digital marketing to identify the core themes and trends.
• Limitations and future research directions to inform the research gaps and potential avenues for further investigation.

3. Results of Bibliometric Analysis

4. academic research on digital transformation and business resilience, 4.1. research trends, 4.1.1. digital transformation and its impact on business operations, resilience, and performance, 4.1.2. leveraging digital technologies for supply chain management and circular economy, 4.1.3. adoption and implications of digital marketing and e-commerce for smes, 4.1.4. role of organizational capabilities (e.g., ambidexterity, resilience) in navigating disruptions, 4.1.5. digitalization and its influence on employee attitudes, psychology, and job-related factors, 4.1.6. importance of digital skills and knowledge management in supporting business operations, 4.1.7. emergence of new business models and revenue streams driven by digital transformation, 4.1.8. cyber risk management and the development of the cyber insurance market, 4.1.9. agility and adaptability as key strategic responses to market uncertainties, 4.1.10. interplay between digital technologies, innovation, and sustainability in business practices, 4.2. research gaps, 4.2.1. long-term implications of digital transformation on organizational structures and business models, 4.2.2. dynamic interactions between digital capabilities, organizational resilience, and financial performance, 4.2.3. role of digital leadership in driving successful digital transformation, 4.2.4. societal and environmental impact of digital technologies, 4.2.5. linkages between digital maturity, knowledge management, and innovation in smes, 4.2.6. comparative studies analyzing digital transformation experiences across industries and geographical contexts, 4.2.7. challenges and barriers in adopting emerging digital technologies, 4.2.8. role of digital ecosystems and stakeholder collaboration in enhancing supply chain resilience, 5. standards and regulations, 5.1. overview of digital transformation standards and guidelines.

• ISO 9001:2015—Quality Management System: This standard specifies the requirements for a quality management system, helping SMEs to consistently provide products and services that meet customer and regulatory requirements [ 87 , 88 , 89 ].
• ISO 50001—Energy Management: This standard provides a framework for SMEs to establish energy management systems, improve energy efficiency, and reduce energy-related costs [ 90 ].
• ISO 14046—Water Footprint: This standard specifies the principles, requirements, and guidelines for quantifying the water footprint of products, processes, and organizations, supporting sustainability efforts [ 91 ].
• ISO 20121—Event Sustainability Management: This standard offers guidance on implementing sustainable practices in event management, which can be applied by SMEs for various events and activities [ 92 ].

5.2. ISO 55000 Series and SME Digitalization for Building Resilience

5.3. maturity levels for sme digitalization and resilience.

• Reactive Maturity (Firefighter Approach):

5.4. Regulatory Frameworks Governing Digital Technologies and Cybersecurity

• Data Protection and Privacy Regulations: a. The General Data Protection Regulation (GDPR) in the European Union establishes a comprehensive framework for the protection of personal data and the rights of individuals [ 98 ]. b. Similar data protection regulations, such as the California Consumer Privacy Act (CCPA) in the United States, have also been implemented to ensure the privacy and security of consumer data [ 99 ].
• Cybersecurity Regulations: a. The EU Directive on Security of Network and Information Systems (NIS Directive) requires Member States to establish national cybersecurity strategies and designate operators of essential services to implement appropriate security measures [ 100 ]. b. The Network and Information Security (NIS) Regulations in the UK, based on the NIS Directive, mandate the implementation of cybersecurity measures for operators of essential services and digital service providers [ 101 ].
• Emerging Regulations for Specific Technologies: a. The EU’s proposed Artificial Intelligence Act aims to establish a comprehensive regulatory framework for the development, deployment, and use of AI systems, including requirements for risk assessment and human oversight [ 102 ]. b. The EU’s Digital Services Act and Digital Markets Act seek to address the challenges posed by large digital platforms, such as content moderation, transparency, and fair competition [ 103 ]. c. These regulatory frameworks have significant implications for small businesses and startups as they undergo digital transformation. Compliance with these regulations can help organizations mitigate cybersecurity risks, protect customer data, and build trust with stakeholders.

5.5. Compliance Requirements for Small Businesses and Startups

• Data Protection and Privacy: a. Ensuring compliance with data protection regulations, such as GDPR or CCPA, by implementing appropriate data management practices, securing customer data, and obtaining necessary consent. b. Developing and implementing data protection policies and procedures, as well as designating a data protection officer or responsible individual.
• Cybersecurity Measures: a. Implementing robust cybersecurity controls, such as access controls, encryption, and incident response plans, to protect against cyber threats. b. Complying with sector-specific cybersecurity regulations, such as the NIS Directive or NIS Regulations, if the business is deemed an operator of essential services or a digital service provider.
• Emerging Technology Regulations: a. Adhering to regulations governing the development and use of emerging technologies, such as the proposed EU AI Act, which may require risk assessments, human oversight, and transparency measures. b. Staying informed about the evolving regulatory landscape and adapting business practices accordingly.
• Conformity with Standards and Certifications: a. Aligning business operations with relevant international standards, such as ISO 9001, ISO 50001, or ISO 20121, to demonstrate compliance and gain market access [ 87 , 90 , 92 ]. b. Obtaining industry-specific certifications or seals of approval to build trust and credibility with customers and partners.
• Providing guidance, training, and resources on regulatory compliance and standards adoption.
• Facilitating access to affordable compliance solutions and cybersecurity services.
• Establishing regulatory sandboxes or testing environments to help small businesses experiment with new technologies while ensuring compliance.
• Advocating for regulatory frameworks that are proportionate and tailored to the needs of small businesses and startups.

5.6. EU Digitalization and Standards

• Focusing standardization efforts on priority digital technology areas such as 5G communications, cloud computing, IoT, big data, and cybersecurity. This is intended to align standards development with the EU’s strategic interests in realizing the digital single market and accelerating progress in key digitalization domains.
• Enhancing the efficiency and responsiveness of the EU standardization system itself. This involves better planning of standards, improved collaboration between standards bodies in Europe and internationally, and stronger linkages between research and standards development [ 93 ].

6. Practical Solutions for Business Resilience in the Digital Transformation Era

6.1. enhancing business resilience through marketing capabilities, 6.2. leveraging digital transformation for small businesses and startups, 6.3. strategies for developing organizational capabilities and dynamic skills, 6.4. collaborative approaches and digital ecosystems.

• Access to complementary capabilities and resources: by collaborating with larger organizations, technology providers, research institutions, and other ecosystem partners, small businesses and startups can gain access to specialized expertise, infrastructure, and resources that can help them accelerate their digital transformation efforts.
• Shared risk and reward: digital ecosystems often facilitate the co-creation and sharing of innovative solutions, allowing small businesses and startups to distribute the risks and investments associated with digital initiatives across multiple stakeholders.
• Enhanced resilience and adaptability: the collaborative and interconnected nature of digital ecosystems can enhance the overall resilience of the network, as members can leverage each other’s strengths and work together to address disruptions or market changes.
• Improved access to markets and customers: participation in digital ecosystems can provide small businesses and startups with increased visibility, credibility, and access to new customer segments, both domestically and globally.

6.5. Evaluating In-House Digitalization versus Outsourcing

7. roadmap for digitalization of smes and startups, 7.1. phase 1: assess and strategize, 7.2. phase 2: prioritize and pilot, 7.3. phase 3: build digital capabilities, 7.4. phase 4: implement and optimize, 7.5. phase 5: collaborate and ecosystems, 7.6. final thoughts, 8. research proposal initiative, 9. conclusions, 9.1. summary of key research trends and gaps.

• The critical role of digital transformation in enhancing business operations, resilience, and overall performance.
• The leveraging of emerging digital technologies, such as blockchain, IoT, and AI, to improve supply chain management and enable circular economy practices.
• The significant potential of digital marketing and e-commerce strategies for SMEs to overcome traditional constraints and compete more effectively in the digital marketplace.
• The importance of organizational capabilities, such as ambidexterity and resilience, in navigating disruptions and maintaining competitiveness.
• The influence of digitalization on employee attitudes, skills, and job-related factors, underscoring the need for effective change management and talent development.
• The strategic importance of digital skills and knowledge management in supporting business operations and enhancing organizational resilience.
• The emergence of new business models and revenue streams driven by digital transformation.
• The growing focus on cyber risk management and the development of the cyber insurance market.
• The recognition of agility and adaptability as key strategic responses to market uncertainties.
• The interplay between digital technologies, innovation, and sustainability in driving business resilience and long-term success.
• Lack of understanding of the long-term implications of digital transformation on organizational structures and business models.
• Limited research on the dynamic interactions between digital capabilities, organizational resilience, and financial performance.
• Scarcity of studies exploring the role of digital leadership in driving successful digital transformation.
• Insufficient research on the societal and environmental impact of digital technologies.
• Underexplored linkages between digital maturity, knowledge management, and innovation in SMEs.
• Dearth of comparative studies analyzing digital transformation experiences across different industries and geographical contexts.
• Limited insights into the challenges and barriers faced by firms in adopting emerging digital technologies.
• Lack of research on the role of digital ecosystems and stakeholder collaboration in enhancing supply chain resilience.

9.2. Contributions of the Literature Review

9.3. limitations and future research directions, 9.4. final remarks on the importance of enhancing business resilience in the digital age, author contributions, acknowledgments, conflicts of interest.

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Hokmabadi, H.; Rezvani, S.M.H.S.; de Matos, C.A. Business Resilience for Small and Medium Enterprises and Startups by Digital Transformation and the Role of Marketing Capabilities—A Systematic Review. Systems 2024 , 12 , 220. https://doi.org/10.3390/systems12060220

Hokmabadi H, Rezvani SMHS, de Matos CA. Business Resilience for Small and Medium Enterprises and Startups by Digital Transformation and the Role of Marketing Capabilities—A Systematic Review. Systems . 2024; 12(6):220. https://doi.org/10.3390/systems12060220

Hokmabadi, Hamed, Seyed M. H. S. Rezvani, and Celso Augusto de Matos. 2024. "Business Resilience for Small and Medium Enterprises and Startups by Digital Transformation and the Role of Marketing Capabilities—A Systematic Review" Systems 12, no. 6: 220. https://doi.org/10.3390/systems12060220

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