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Marketing can be considered as the connection between consumers and the management in attempt to create profit for the company. The main purpose of the research is to analyze the marketing strategies of industrial producers and processors in Kosovo and to find out which are the best marketing strategies that will lead these companies toward the growth of their market share and profit. During the research the paper finds that most of the producers we have analyzed have of proper marketing strategies used toward the company growth, including entering new markets and/or developing new products. Companies, part of this research, think more about productivity than sales and marketing and they still didn’t make the distinction between marketing and sales. We find that the behavior of most companies is geared towards productivity and not so much towards marketing and marketing strategies. Of course productivity is important, but marketing strategies can help in increasing the market share and growth, which could directly result to additional productivity needs. We also find out that there seems to be little courage in entering and exploring new markets; investing in offering new products to the market; or improving the design and quality of the products; and/or adding value to the existing products. Their growth strategies in terms of the above are still undeveloped. Therefore, there should be continuous insistence of manufacturing companies to advance marketing department, creating a special unit of market research that will help them to develop new markets and new products and make their company profitable by taking a larger market share and benefiting from diversification and proliferation. The data for research was collected through a questionnaire in 30 food producer and processor companies in Kosovo. Firstly, data has been gathered and processed through Microsoft Excel and the same data then were processed through SPSS 2.0 cross tabulation with the aim of comparing company strategies used and for testing of hypothesis.

This paper evaluates the relative effects of operations management and marketing on the performance of businesses. It aims to demonstrate how the integration of these two functions enhances customer satisfaction, brand loyalty, and sustainable growth. Employing a qualitative, exploratory research design, the study collected primary data through semi-structured interviews with managerial and operational staff, complemented by secondary data for validation. Thematic analysis was used to interpret the findings. Results reveal that efficient operations management—through process optimisation, resource utilisation, and quality control—significantly improves service consistency and customer satisfaction; strategic marketing initiatives, including personalised and data-driven campaigns, enhance brand visibility and loyalty; and the integration of these functions yields superior performance outcomes. The study concludes that aligning operational efficiency with innovative marketing strategies is critical for sustaining competitive advantage and long-term success in the dynamic QSR industry.

Marketing effectiveness, a technique aimed at improving marketers' outreach to customers to optimise marketing expenditures, has consistently demonstrated efficacy in a highly competitive landscape. Nonetheless, its empirical mediating function continues to be a subject of inquiry among many experts. This study aimed to examine the mediating function of marketing effectiveness in the relationship between interactive marketing and the marketing performance of Micro and Small Enterprises (MSEs) in the Nyanza Region, Kenya. A cross-sectional survey study approach was employed, targeting a population of 3,211 registered MSE owners in Nyanza, from which a sample size of 356 was determined using Yamane's (1967) formula. Data were gathered by questionnaires and analysed utilising descriptive and inferential statistics with SPSS version 26.0. The analysis reveals that interactive marketing significantly influences marketing performance (t = 19.933, p < 0.5); interactive marketing also significantly affects marketing effectiveness (t = 19.331, p < 0.5); furthermore, marketing effectiveness significantly impacts marketing performance (t = 15.238, p < 0.5). The indirect test indicates that marketing effectiveness, as an intervening variable, can mitigate the impact of interactive marketing on marketing performance.

This study aimed to determine the impact of interactive marketing on the marketing performance of MSEs in Kenya's Nyanza region. The research was founded on the positivist paradigm. The study employed a cross-sectional survey methodology. Targeting 2,503 MSEs and sampling 356 respondents using the Yamane formula and simple random stratified sampling The self-administered, semi-structured questionnaire used to collect the primary data was analyzed using regression analysis. Cronbach's alpha and the Shapiro-Wilk test were used to examine the reliability and normality of the data, respectively. Interactive marketing was found to have a significant impact on marketing performance (t = 19.933, p = 0.0000.05). Therefore, the study recommends extensive implementation of interactive marketing to improve the marketing performance of micro, small, and medium-sized enterprises (MSEs), which would ultimately contribute to increased profits and stability.

Because of the increasing internet use, print media is under significant threat. As part of its transformation, a media company deployed an Integrated Marketing Solution (IMS) to address current business challenges. This method, however, requires further investigation. As a result, this study aims to assess the utility of IMS, analyze the implementation of the McKinsey 7S Framework on IMS, and identify McKinsey 7S Framework aspects in IMS for future development. In-depth interviews with 12 people were conducted for this qualitative study. The findings indicate that IMS is the core of the company's business transformation, with all components of the McKinsey 7S Framework in place. However, the shared value component is still required.

This study examines the causes of marketing performance stagnation in a mature and highly competitive industry context and investigates how segmentation, targeting, and positioning (STP) decisions can be reconfigured to support performance recovery. Using empirical analysis of customer transaction and behavioral patterns, the findings reveal that market value is highly concentrated within core segments characterized by stable and repeated purchasing behavior. However, these behavioral insights have not been systematically translated into coordinated STP decisions, resulting in unfocused targeting and generic positioning.  To address this gap, the study proposes a behavior-driven STP approach that reconceptualizes STP as an adaptive decision system rather than a static market planning framework. Under this approach, segmentation serves to identify value structures based on observed customer behavior, targeting functions as a strategic resource allocation decision derived from behavioral intensity and stability, and positioning reflects the consumption context and behavioral motives of core segments.  The study contributes to the industrial marketing management literature by demonstrating how behavior-driven STP operates as an adaptive marketing capability that enables firms to restore strategic coherence and improve marketing effectiveness following organizational and environmental disruptions. Managerially, the findings suggest that firms should institutionalize the use of behavioral customer data, narrow strategic focus toward high-value core segments, and align value propositions with actual usage contexts to enhance performance sustainability in dynamic market environments.

This paper evaluates the relative effects of operations management and marketing on the performance of businesses. It aims to demonstrate how the integration of these two functions enhances customer satisfaction, brand loyalty, and sustainable growth. Employing a qualitative, exploratory research design, the study collected primary data through semi-structured interviews with managerial and operational staff, complemented by secondary data for validation. Thematic analysis was used to interpret the findings. Results reveal that efficient operations management—through process optimisation, resource utilisation, and quality control—significantly improves service consistency and customer satisfaction; strategic marketing initiatives, including personalised and data-driven campaigns, enhance brand visibility and loyalty; and the integration of these functions yields superior performance outcomes. The study concludes that aligning operational efficiency with innovative marketing strategies is critical for sustaining competitive advantage and long-term success in the dynamic QSR industry.

Micro, Small and Medium Enterprises (MSMEs) play an important role in poverty alleviation and job creation in developing economies. An MSME needs to develop its own brand to differentiate itself from its competitors. After having developed its brand, an MSME needs to communicate its brand to its target audience. This study aimed to explore the development of brands and brand communication practices in MSMEs. Integrated communication theory was adopted to address the research objective, and exploratory qualitative research was employed to achieve the research objective. In-depth interviews were conducted with managers of MSMEs in townships in South Africa. and primary data analysed through content analysis. The findings of this paper uncovered that MSMEs’ brands were developed with an element of uniqueness and communicated through traditional platforms and social media. The paper offers recommendations to managers of MSMEs on brand communication and suggests future research directions on the topic.

Marketing effectiveness, a technique aimed at improving marketers' outreach to customers to optimise marketing expenditures, has consistently demonstrated efficacy in a highly competitive landscape. Nonetheless, its empirical mediating function continues to be a subject of inquiry among many experts. This study aimed to examine the mediating function of marketing effectiveness in the relationship between interactive marketing and the marketing performance of Micro and Small Enterprises (MSEs) in the Nyanza Region, Kenya. A cross-sectional survey study approach was employed, targeting a population of 3,211 registered MSE owners in Nyanza, from which a sample size of 356 was determined using Yamane's (1967) formula. Data were gathered by questionnaires and analysed utilising descriptive and inferential statistics with SPSS version 26.0. The analysis reveals that interactive marketing significantly influences marketing performance (t = 19.933, p < 0.5); interactive marketing also significantly affects marketing effectiveness (t = 19.331, p < 0.5); furthermore, marketing effectiveness significantly impacts marketing performance (t = 15.238, p < 0.5). The indirect test indicates that marketing effectiveness, as an intervening variable, can mitigate the impact of interactive marketing on marketing performance.

This study aimed to determine the impact of interactive marketing on the marketing performance of MSEs in Kenya's Nyanza region. The research was founded on the positivist paradigm. The study employed a cross-sectional survey methodology. Targeting 2,503 MSEs and sampling 356 respondents using the Yamane formula and simple random stratified sampling The self-administered, semi-structured questionnaire used to collect the primary data was analyzed using regression analysis. Cronbach's alpha and the Shapiro-Wilk test were used to examine the reliability and normality of the data, respectively. Interactive marketing was found to have a significant impact on marketing performance (t = 19.933, p = 0.0000.05). Therefore, the study recommends extensive implementation of interactive marketing to improve the marketing performance of micro, small, and medium-sized enterprises (MSEs), which would ultimately contribute to increased profits and stability.