Large firms, entrepreneurial marketing processes, and the cycle of competitive advantage

Abstract

Purpose: The paper aims to explore how large firms might leverage entrepreneurial marketing processes to gain and renew competitive advantage. Design/methodology/approach: The paper applies past research on entrepreneurial marketing and entrepreneurship with examples from a long‐term case study of firms in New Zealand, Sweden, the UK, and the USA to illustrate how entrepreneurial marketing processes can be strategically employed by large firms to create or discover, assess, and exploit entrepreneurial opportunities more effectively and efficiently. Findings: The paper offers insight into how large firms leverage entrepreneurial marketing processes to gain advantage. The findings suggest that, in free and open markets, entrepreneurial marketing processes can be strategically employed to create superior value for the firm's customers and owners. Originality/value: The paper contributes to the work of both academics working at the marketing/entrepreneurship interface and executives seeking to leverage marketing to create competitive advantage.