Academy of Marketing Studies Journal Volume 24, Issue 1, 2020 1 1528-2678-24-1-257 AN EMPIRICAL STUDY OF THE DIMENSIONS OF ENTREPRENEURIAL MARKETING Ranbir Singh Sodhi, Goa Institute of Management and IIM, Raipur Dhananjay Bapat, Indian Institute of Management, Raipur ABSTRACT Entrepreneurial Marketing (EM) would help organisations remain relevant and competitive in the world full of uncertainties brought about by advances in science and technology on the one hand and shrinking product and business life cycles on the other. EM has been evolving over the last three decades, But there has not been a consensus on the definition of EM. A few of these definitions have suggested the dimensions of EM. The empirical investigations have not confirmed the dimensions of these EM definitions. The purpose of this study is to empirically verify the six dimensions of EM as proposed by Kilenthong, Hills and Hultman in the Indian context. Structural Equations Modelling was used to analyse. Results showed that five factors fit well in the model. Keywords: Entrepreneurial marketing, India, Entrepreneurial marketing dimensions INTRODUCTION The advances in knowledge, science, and technology have helped organisations come out with better solutions for customers at faster rates. It has also helped the customers by proliferating information to become more knowledgeable about the options and alternatives available to them and hence more demanding. While product life cycles and business life cycles are reducing, organizations have to operate in conditions where changes are dynamic, entry barriers are reducing, competition is increasing (including solutions from other industries), ability to forecast medium to large term becoming more difficult, shareholder pressures are increasing (and with many having short term objectives). As a result, the organisations would have to become even more proactive, innovative, and agile than ever before in highly uncertain market conditions, and entrepreneurial marketing (EM) could help organisations remain relevant and competitive (Alqahtani & Uslay, 2018). While there is an agreement that there is a difference between traditional marketing and EM (Hills et al., 2008), a consensus on the definition of EM is yet to see the light of the day. The EM concept “has been used in various ways, and often somewhat loosely” (Morris et al., 2002). In the initial stages, EM was linked to the marketing efforts of small organisations/ small and medium enterprises (SMEs) (Hill & Wright, 2000) and by some to resource-constrained organisations (Morris et al., 2002); the scope has increased subsequently (Hills & Hultman, 2013). While some looked at EM from the lens of marketing for new and/ or small ventures, others looked at EM from a qualitative perspective of marketing with an entrepreneurial perspective (Miles & Darroch, 2006). Though entrepreneurial Marketing has evolved as a field in the last 30 years (Collinson & Shaw, 2001), it is still under development (Hills & Hultman, 2011). EM is as applicable to organisations of considerable size (Lam & Harker, 2015) or for that matter to any size (Kraus et al., 2010) and in either B2C or B2B contexts (Whalen et al., 2016; Yang & Gabrielsson, 2017).