Exploring Marketing Mix Practices of the Tanzanian Manufacturing SMEs and Their Growth Dynamics

The objective of the study was to examine how the manufacturing SMEs implement marketing mix strategies and therefore, its importance as a driver of growth potential. The study utilized qualitative, explanatory design adopted through cross-sectional approach. Both primary and secondary data was collected using semi-structured interviews and document analysis techniques respectively to a purposive sample of 12 manufacturing SMEs. Then, the interview transcripts and secondary data were analyzed using a thematic framework through Nvivo software:10. The results confirm that manufacturing SMEs in Dar es Salaam do implement marketing mix strategies but, not so well organized and that, they still perceive product and promotion decisions as most important predictor of their growth. Further, SMEs are aware of the importance of marketing mix decisions but, they make less use of them due to limited financial resources, marketing knowledge, and unfriendly external environment.

Published by SCHOLINK INC. marketing mix strategies commonly used by firms to satisfy target markets, and then improve their performance in terms of profitability and sales include: distribution, pricing decisions, product decision (branding, packaging, customer services, product design); and promotion activities (Kotler & Armstrong, 2010;Anderson, 2012).
Though many SMEs must manage all of their marketing mix activities; which SMEs managers are emphasizing which of the marketing mix elements is unclear and the performance of any of these important functions can affect business growth (Nyamanza, 2019). Of course, for the company to satisfy customer's needs, effective marketing strategies which fit the environment, and behavior of consumers should be developed (Ebitu, 2016). This way, SMEs that emphasize on marketing mix decisions with proper understanding of its external environment are likely to performs more effectively and grow than those without such marketing strategies (Ayanda & Adefemi, 2012;Anderson, 2017).

SMEs Defined
SMEs are defined differently in different countries depending on the level of development; and most of definitions focus on the purpose and goals of the research in hand. This is because SMEs in USA may be large enterprise in India, and possibly a very large enterprise in Tanzania (Isaga, 2012;Anderson, 2017). However, the commonly used measures in all definitions are number of employees, capital invested, total assets, sales, and production capability. In Tanzania, most studies that have been undertaken use the number of employees as the basis of a definition. For example; the definitions used by Nyiti (2001) defines an SME based on the number of employees, with micro (1 to 4), small (5 to 49), medium (50 to 99), and large firms with more than 100. This study however, opts for the definition given by the United Republic of Tanzania (URT, 2003) through the Ministry of Industry and Trade; under which its SMEs Development policy was announced. In this policy, the definition of SMEs consists of micro, small and medium enterprises. It was established that the definition of SMEs must include the number of employees, capital invested and turn-over as shown in Table 1.

Characteristics of SMEs in Tanzania
SMEs have characteristics that differentiate them from large organization (Carson et al., 2004;Shirazi, 2017). These differences include but not restricted to advantages such as greater flexibility, innovation, and lower overhead costs. In terms of disadvantages, SMEs are limited by their market power, capital, and managerial resources (Mahemba, 2003;Al Mamun et al., 2018). They seem also to have small share in the market as they rely on simple technology (Mbamba, 2004;Buli, 2017). Intuitively, SMEs in Tanzania are confronted with limited manpower in relation to their larger counterparts (Isaga, 2012;Mdasha et al., 2018). Olomi (2006) calls this lack of management expertise.
Furthermore, SMEs in Tanzania have simple structures and are small (Olomi, 2006). Due to their smallness, they are said to have limited access to financial resources. Poor internal capabilities to make effective entrepreneurial transition is also a feature for Tanzanian SMEs (Anderson, 2017). These differences raise the concern whether the marketing functions in SMEs enjoy the same influence found in larger firms (Dragnić, 2009;Brooksbank et al., 2008). SMEs lack adequate resources to compete with their larger counterparts and hence cannot practice traditional marketing effectively (Ebitu, 2016) and because of this, some scholars have been questioning if SMEs do perform marketing activities or not (Gilmore et al., 2001;Dragnić, 2009).

Growth of SMEs and External Environment
Various studies (Brooksbank et al., 2008;Isaga, 2012;Nyamanza, 2019) indicate that sales turn over, capital employed, and employment growth are common measures of SMEs growth. Nevertheless, there are difficulties in applying some of these measurements in SMEs and it is suggested that their growth depends on a set of multiple factors, that is, the measurement must combine multiple criteria (Mahemba, 2003). In the Tanzanian

Theoretical Model
Based on the literature review, this study proposes a model for the effects of marketing mix practices on the performance of manufacturing SMEs in Tanzania (Figure 1). The model has 3 major components
The model considers the influence of the external environment on the relationship between marketing mix practices and SMEs performance. Obviously, the external factors shape the marketing practices too.
Since marketing mix activities have to do with looking outward and inward, to meet the customers' needs (Fu, 2011); organisations should consider what is happening within the firm and in the real world.
Practically, effective practices of marketing strategies require alignment with operational context (Anderson, 2017).

Methodology and Designs
The study used a qualitative method in which an explanatory design was used with the view to examining participants' interpretations given the research context (Saunders, Lewis, & Thorn-Hill, 2003). This is because qualitative research enables the researcher to gain a detailed understanding of the complex phenomena in order to build theory and is often regarded as more effective when researching marketing phenomena within SMEs as it gives a room to listen to the interviewees and allow engagement in a dialogue (Hill & Wright, 2001).

Data Collection, Sample Profile and Analysis Techniques
A combination of semi-structured interviews and document analysis techniques were adopted as methods of data collection. Both the interviews and document analysis were face-to-face administered on approach or an inductive perspective by first gathering and exploring data without any predetermined theoretical framework.
To this end, Dar es Salaam was chosen as the study area due to its long history with respect to manufacturing activities in the country (Isaga, 2012); and is Tanzania's commercial capital where most SMEs activities are concentrated (Nyamanza, 2019; URT, 2012). Besides, Dar es Salaam city enjoys high purchasing power as compared to other regions and is strategically located for trade and commerce in the region (Mbura, 2008).
In this regard, interviewees were selected using the criteria of being the owners/managers of SME (O'Dwyer, Gilmore, & Carson, 2009). Table 2  Prior to full-scale interviews, a convenience sampling method was used to select 3 SMEs for the pilot study based on geographic proximity. Therefore, a semi-structured personal interviews with the SMEs owner/managers based in Kinondoni municipality was done with the view to validate the interview guide. It was then out of the observations noticed that enhanced the amendments of some questions in the interview guide so as to cover the research objective(s).
For the sake of maintaining external validity (Blumberg et al., 2011) the interview guide was initially crafted in English and then translated into Swahili dialect so that some few SMEs which preferred to be interviewed in Swahili could clearly understand all the questions without misconceptions. The translation exercise was done and approved by the National Council for Kiswahili (BAKITA).
Consequently, the selection of SMEs for interview was on the basis that they satisfied an operational definition of SMEs; and the interviews took place at SMEs' office premises while preserving owner/managers anonymity. Each interview lasted between 45 to 60 minutes, and no incentives were offered for participation in the interview.   Below 10 employees from the data, and finally forming the foundations of theory with the final set of conceptual and theoretical codes (Carson et al., 2004). This way, coding was crucial in identifying emerging concepts from the data that were employed in the analysis of the phenomenon, and deemed to be core in theory building or explanation of the roles of marketing within manufacturing SMEs context (Blumberg et al., 2011). In short, codes were evaluated and re-evaluated for their interrelationships, by engaging in a continual and systematic search for similarities and differences in data categories and issues and concepts identified from the literature review (Nyamanza, 2019). Further, the analysis involved the repeated re-examining of interview data in the light of emerging themes and ideas; and the findings were interpreted in the light of the literature and interview data so as to answer the research problem.

Ethical Issues
Although descriptive categorical data about the participants (

Results and Discussions
The results are presented under several emerging and priori themes following the analysis of interview transcripts and documents altogether with illustrative comments.

Organization and General Understanding of Marketing
Findings reveal that SMEs owner/managers understood marketing as a general concept that has no single and common definition but perceived it as involving focusing on customers through product awareness, quality, market survey, promotion, distribution, pricing decisions and reaching customers electronically so as to maximise profits. Gilmore et al. (2013) support this notion.
"… It is about ensuring that customers understand our products, looking for new markets, and increasing knowledge relating to effective demand" [Deco stone Contractors Ltd.].
Other definitions of marketing centred around the importance of networking. In particular, marketing was defined as "… a broad concept, which is core to business operations and without which the survival of the business becomes endangered." [TEMIC Co. Limited]. This confirms the notion that there is no universal set of strategic choices that is optimal for all businesses regardless of their resources or business environment in which they operate (Fu, 2011).
billboards, brochures) were altogether considered useful.
"… Brochures, magazines, and simple billboards are very useful to us because it is easier for someone to understand and recall our products and to know more about the business" [DECOSTONE CONTRACTORS LTD]. In this regard, the personal impact of the SMEs owner/managers, which could be termed as self-marketing and the use of attractive brand name were considered to be key to business performance of some manufacturing SMEs.
In addition, the majority of the interviewee had misconceptions about advertising and personal selling and revealed that, fear of cost escalation and lack of adequate budget were the reasons for not putting emphasis on such operating expenses. Generally, the question of promotion has been emphasised differently at SMEs depending on the budget set for it. This is supported by Sindhu (2011) who emphasizes that promotion is needed to influence the attitude and behaviour of buyers and is at the heart of underpinning both the relationship marketing theory and contingency approach (Anderson, 2017).

Distribution Decisions
Although some literature has confirmed on the importance of distribution efforts in business operations (Dragnić, 2009;O'Dwyer et al., 2009) this study found that it was not articulated as a key marketing activity for manufacturing SMEs in Tanzania because they do not own large stores, or even operate outside of their main branches. Distribution decisions are perceived as a role that customers must play on their own. "… You know, according to the nature of our business, we don't need too much distribution efforts" [EKOL AFRICA LTD]. Table 5 provides a summary of owner/managers' ideas about the distribution activities as extracted through framework matrix analysis.