The frequency and ferocity of recent natural disasters have necessitated the urgency and relevance of disaster-related research to mitigate risk and hasten recovery. While there is a proliferation of studies on the impact of disasters on property, life, communities and the environment, much remains unknown about entrepreneurial challenges and behaviours post-disaster. This paper investigates how Entrepreneurial Marketing (EM) is enacted in post-disaster settings to facilitate speedy business recovery. We examined the post-quake experiences of small business entrepreneurs by using inductive research and adopting a ‘theories-in-use’ approach. Research propositions are developed that capture the dynamics of the business environment which influence entrepreneurial decisions, actions and EM behaviour. A new definition is offered in the light of this study and an EM Post-Disaster Business Recovery (EMPDBR) Framework is provided. This framework highlights opportunity-seeking, resource-organising, creating customer value and accepting risk (ORCAr) as concepts that are markedly different in the post-disaster context.

1. POST-DISASTER BUSINESS RECOVERY:
AN ENTREPRENEURIAL MARKETING PERSPECTIVE

3. CONTENTS
Abstract
Keywords
1. Introduction.
2. Method.
3. Post-disaster-business recovery
processes.
4. Discussion and conclusion.

4. ABSTRACT
This paper investigates
how Entrepreneurial
Marketing (EM) is
enacted in post-disaster
settings to facilitate
speedy business
recovery.

5. ABSTRACT the researchers
used inductive
research and
adopting a
‘theories-in-use’
approach.

6. ABSTRACT Research propositions are
developed that capture
the dynamics of the
business environment which
influence entrepreneurial
decisions, actions and EM
behaviour.

7. ABSTRACT A new definition is offered
in this study " EM Post-
Disaster Business Recovery"
(EMPDBR) Framework.
This framework highlights
opportunity seeking,
resource - organizing,
creating customer value
and accepting risk (ORCAr).

8. INTRODUCTION

11. The Research Presents:
­Method and draws from post-disaster business recovery.
­ Explanation of the research strategy and data collection
process.
­The findings are based on the field work which involved
gathering information on the experiences of
­12 entrepreneurs whose businesses have successfully
recovered after a devastating earthquake.

12. Basic firm
survival depend
on an
entrepreneur's
adoption of a
particular range
of activities and
processes.

13. The Research Presents:
­offers a new EM “Entrepreneurial Marketing“
definition, a set of research propositions and an EM
post-disaster business recovery framework to aid
future research.
­concludes with recommendations for further post-
disaster business recovery research.

14. METHOD

15. METHOD
2.1. Literature review of post-
disaster business recovery.
2.2. Research strategy
2.3. Research sample

16. LITERATURE
REVIEW OF
POST-DISASTER
BUSINESS
RECOVERY
Business recovery can be
predicted
- IN the short term by identifying
effects of direct physical impact,
on business operations, ecological
aspects and neighborhood
location of the business.
- in the long-term by age and
financial condition of the
business.

17. RESEARCH STRATEGY
Aim of this study :
Investigate how
entrepreneurs
responded to
severe business
disruption and new
post-disaster
environments.

18. RESEARCH STRATEGY
Inductive enquiry to allow
investigation into the thoughts,
feelings, actions and behaviors
of the selected entrepreneurs.

19. RESEARCH
STRATEGY
adopting a qualitative
research using a ‘theories-
in-use’ approach.

20. RESEARCH STRATEGY
This approach combines data
collection, analysis and research
evaluation of in-depth interviews
and other field data together
with existing theories to identify
conceptual themes

21. RESEARCH STRATEGY
Interviews took place at
the entrepreneur's business
premises using open-
ended questions from a
semi-structured interview
protocol.
The questions were
intended as prompts and
to elicit personal
reflections and post-quake
experiences related to
their business.

22. RESEARCH
SAMPLE
Comprised of
Hospitality Businesses
with the focus of the
study being the
entrepreneur

23. CHOSEN CONTEXT
Earthquake-hit 2010 and 2011 Canterbury
in New Zealand has a prevalence of small
privately-owned hospitality businesses.
The earthquakes led to loss many
buildings and infrastructure and affected
hospitality businesses.

24. local economy
responded well
and businesses
recovered
quickly

25. CONT. RESEARCH SAMPLE
A purposive
sample of
entrepreneurs
(N = 12) allowed
for the sample
size to be
determined by
the data
‘saturation point.

26. PARTICIPANT SELECTION
CRITERIA
1- founders or co-founders that
independently owned and
managed their business.
2. their business was well-
established prior to the
earthquake.
3. operated in the hospitality
sector and affected by the
earthquake and then, restarted.

28. POST-DISASTER-
BUSINESS RECOVERY
PROCESSES

29. POST-DISASTER-
BUSINESS
RECOVERY
PROCESSES
Four key:
1- post-disaster environment
2- entrepreneur's decision-
making process.
3- entrepreneurial actions.
4- post-disaster behaviors.

30. DISASTER ENVIRONMENT
- Quake 7.1 on the Richter scale
- Severe damage to 50% of CBD offices, housing and
heritage sites
- Significant damage to key infrastructure
- 3000 businesses and 50,000 employees were
displaced.
- over 6 months for businesses to re-start operations.
- 100,000 residential houses required repairs
- resulting in a large-scale urban relocation

31. CRITICAL IMPACTS ON
BUSINESSES
ZONE CLOSED
DOWN ‘RED-
ZONE
NEGATIVE
IMPACT ON
TRADE ON THE
BUSINESSES
REDUCED
REVENUES.
ADDITIONAL
BARRIERS
RETENTION OF
STAFF

32. PROPOSITION
Post-disaster recovery
requires a
comprehensive
understanding of the
micro and macro
business environment.

33. THE ENTREPRENEURIAL
DECISION-MAKING
PROCESS

34. THE ENTREPRENEURIAL DECISION-MAKING
PROCESS
Entrepreneurs decided to continue
operating business from another
location.
Sense of self-efficacy play a major
role in how they approach goals, tasks,
and challenges brought about by
events like natural disasters

35. THE ENTREPRENEURIAL DECISION-MAKING
PROCESS
Entrepreneurs displayed
opportunity-seeking behaviors
using effectual reasoning.
Highly motivated to continue the
business while adapting to the
new business environment.

36. PROPOSITION 2
An entrepreneur's decision
to resume business
operations is strongly
influenced by their level
of self-efficacy and
ability to engage in
effectual reasoning

37. ENTREPRENEUR ACTION

38. ENTREPRENEUR ACTION
Relocation
Financial injection
Business model creation and adaption

39. ENTREPRENEUR
ACTION
Resume business trading and
operations requires decisive
action that involves relocation,
financial injection and new
business model creation and
adaptation.

40. RELOCATION

41. RELOCATION
Ability to secure or
acquire the right
premises was among
the most significant
indicator that business
could recover.

42. Relocation can be a double-edged sword
and it can be a hit or miss strategy.
Relocation meant some businesses lost
much-needed staff and customers

43. In the long-term, relocation decisions need
to be well thought-out and be informed
by evidence.

44. FINANCIAL INJECTION

45. FFINANCIAL INJECTION
Cash flow is the lifeline of any business and even more so in
post-disaster settings
trading commences and revenue streams are quickly restored.
business continuation insurance could access credit lines to
resume trading
Access to resources, especially capital, helps businesses
recover following a disaster.

46. BUSINESS MODEL CREATION AND ADAPTION

47. BUSINESS
MODEL
CREATION AND
ADAPTION
Develop the businesses
through expanding.
Ability to repair the premises
in sit lead to capture new
markets by expanding their
capability to cater to a
larger customer segment.

48. PROPOSITION
Entrepreneur action post-
disaster requires immediate
attention to relocating and
securing premises, financial
injection to trading operations
and being flexible with new
business configurations and,
with competition.

49. POST-DISASTER
BUSINESS RECOVERY
AND ENTREPRENEURIAL
MARKETING

50. POST-DISASTER BUSINESS RECOVERY AND ENTREPRENEURIAL
MARKETING
Opportunity-seeking
Resource organizing
Creating customer value (market adaption/expansion
strategies)
Accepting risk

51. DEFINE EM
ENTREPRENEURS
MARKETING
The proactive identification and
exploitation of opportunities for
acquiring and retaining profitable
customers through innovative
approaches to risk management,
resource leveraging and value creation.
They propose seven underlying EM
dimensions that comprise of; proactive
orientation, opportunity-driven,
customer-intensity, innovation-focused,
risk management, resource leveraging
and value creation.

52. DEFINE EM
ENTREPRENEURS
MARKETING
A complex process as well as an
orientation for how entrepreneurs
behave at the marketplace
describing it as “a spirit, an
orientation as well as a process of
passionately pursuing opportunities
and launching and growing ventures
that create perceived customer
value through relationships by
employing innovativeness, creativity,
selling, market immersion,
networking and flexibility

53. PROPOSITION 4
Post-disaster Entrepreneurial
Marketing behaviour
requires the entrepreneur to
engage in speedy
opportunity-seeking, resource
organizing, creating new
customer value and
accepting higher levels of
risk.

54. DISCUSSION AND CONCLUSION

55. DISCUSSION AND CONCLUSION
Crises can compel businesses to adopt
entrepreneurial approaches to marketing
EM strategies can enable firms to
overcome market turbulence and
uncertainty

56. DISCUSSION AND CONCLUSION
Entrepreneurs engaged in EM activities
shaped by their advantage-seeking approach.
They proactively leveraged limited resources to
capitalize on the value-creation opportunities
despite heightened levels of risk

57. A NEW
DEFINITION OF
MARKETING
ENTREPRENEURIAL

58. A NEW DEFINITION OF ENTREPRENEURIAL
MARKETING
Business environments that
can rapidly decline in
turbulent conditions.

59. A NEW DEFINITION OF ENTREPRENEURIAL
MARKETING
A configuration of activities that emerge from
entrepreneur decisions and actions for pursuing
business objectives in stable and turbulent
environments that incorporate opportunity-
seeking, resource - organizing and risk-accepting
behaviors to create multiple stakeholder value

60. A POST-DISASTER BUSINESS
RECOVERY MODEL
Based on the reported findings,
Entrepreneurial Marketing Post-
Disaster Business Recovery (EMPDBR).
the framework is intended to
elucidate and inform future research
in the EM domain for business
recovery following disasters where the
external environment rapidly
disintegrates.

62. highlights the effect of entrepreneurial self-efficacy and effectual
reasoning on the entrepreneur's decision-making process.
The study's particular focus is on investigating how EM enables post-quake
business recovery, based on a purposive sample of successful entrepreneurs.

63. understanding of entrepreneurial decision-making is essential as a starting point in
understanding the business recovery process
ntrepreneurs may choose to resume, delay or cease the enterprise, as highlighted
on the EMPDBR framework

64. Entrepreneurs in this study resumed their business and made decisions about business
location, financial injection and new business model creation and adoption.
Emerging EM activities influenced by the entrepreneur's post-disaster decision-
making comprise of opportunity-seeking, resource-organising, creating new
value, and accepting risk, which we have labelled ORCAR behaviours.

65. THESE FINDINGS SUGGEST

66. THESE FINDINGS SUGGEST
Business risks associated with disasters are higher
than those associated with other unstable markets.
the potential role of entrepreneurial self-efficacy in
the entrepreneur's ability to accept higher than usual
levels of risk as they simultaneously engage in
opportunity-seeking behaviors.

67. THESE FINDINGS SUGGEST
A process of rapid exploitation is required in
addition to acknowledging the realities of the post-
desaster and quickly adjusting strategies to a ‘new
normal.’
creation of customer value, in the post-quake setting,
entrepreneurs were required to create new
stakeholder value within the context of the new
business landscape.

68. THESE FINDINGS SUGGEST
Entrepreneurs provided vital community space for new
and current customers.
Spaces were creative, innovative and novel and
allowed for the healing of customers and the general
community by use of existing social and organisational
networks and relationships with related stakeholders.