The Impact of Marketing Strategy on the Sales Performance: A study of Micro and Small enterprises’ owners

IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 65 The Impact of Marketing Strategy on the Sales Performance: A study of Micro and Small enterprises’ owners Impacto de la estrategia de marketing en el rendimiento de las ventas: Un estudio de una muestra de propietarios de microempresas y pequeñas empresas Kawar Abdullah Ali Assistant Lecturer College of Administration and Economics, Zakho University, Iraq. [email protected] 0000-0002-8281-052X Ayoub A. Mustafa Ameen Assistant Lecturer (Correspondent Author) College of Administration and Economics, University of Duhok (UoD), Iraq. ayoub.mustaf[email protected] 0000-0001-6382-7978 Kawar Farhad Ali Tirwanshi Assistant Lecturer College of Administration and Economics, Zakho University, Iraq. [email protected] 0000-0002-5694-3142 Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 65 05/11/2022 08/3/2023 12/04/2023 Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 66 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 Abstract The marketing strategies (7Ps) are the cornerstone of any enterprise. Therefore, the current research was designed to investigate the impact of marketing strategies on the sales performance of small and micro-scale enterprises in Duhok Province. In this regard, the research aims to test the impact of relationship marketing strategies (product, price, place, promotion, process, people, and physical evidence) on sales performance, as well as how they can be implemented and managed. Undoubtedly, the current research relied on descriptive and analytical method to conduct this research. For this purpose, the data collection technique included a central and secondary source in order to provide a theoretical framework. As for data analysis tools consist of validity and reliability tests, descriptive statistics of participants and variables, correlation analysis, and impact factor analysis via using the most recent version of Statistical Package for Social Sciences (SPSS V. 28). Nevertheless, the present research employed a random sampling that consists of business owners of micro and small scale businesses in Iraq-Kurdistan region, which this research just selected Duhok governorate out of 4 cities. In contrast, the questionnaire survey is the key tool of this research, which was distributed to (150) business leaders (130) questionnaires were gathered, (123) surveys were validated and ready for data analysis and research tests with a response rate valued (82%) of the targeted sample, and reliability factor was (0.928). As a result, several conclusions and suggestions were deduced from this research with an enormous majority of respondents of agreement scales valued (74%). Furthermore, the research concluded that there is a positive significant relationship and impact between marketing strategies (MS) and sales performance (SP) it infers this link is critical to expand profitability, productivity, and growth rates of micro and small areas. Keywords Marketing; strategy; sales; micro and small Enterprises, Duhok Governorate. Resumen Las estrategias de marketing (7P) son la piedra angular de cualquier empresa. La presente investigación se diseñó para investigar el impacto de estas estrategias de marketing en el rendimiento de las ventas de las pequeñas empresas y microempresas, en concreto en la provincia de Duhok (Iraq). En este sentido, la investigación pretende comprobar el impacto del marketing relacional (producto, precio, plaza, promoción, proceso, personas y pruebas físicas) en el rendimiento de las ventas, así como la forma de aplicarlas y gestionarlas. La metodología empleada partió del método descriptivo y analítico. La técnica de recogida de datos incluyó una fuente central y otra secundaria con el fin de proporcionar un marco teórico. En cuanto a las herramientas de análisis de datos, consisten en pruebas de validez y fiabilidad, estadísticas descriptivas de los participantes y las variables, análisis de correlación y análisis factorial de impacto mediante el uso de la versión más reciente de Statistical Package for Social Sciences (SPSS V. 28). No obstante, se empleó un muestreo aleatorio que consiste en propietarios de microempresas y pequeñas empresas de la región de Iraq-Kurdistán, de las que esta investigación sólo seleccionó la gobernación de Duhok de entre 4 ciudades. Por el contrario, el cuestionario es la herramienta clave de esta investigación, que se distribuyó a (150) líderes empresariales (130) cuestionarios fueron recogidos, (123) encuestas fueron validadas y listas para el análisis de datos y pruebas de investigación con una tasa de respuesta valorada en (82%) de la muestra objetivo, y el factor de fiabilidad fue de (0,928). Como resultado, se dedujeron varias conclusiones y sugerencias de esta investigación con una enorme mayoría de encuestados de escalas de acuerdo valoradas en (74%). Además, la investigación concluyó que existe una relación significativa positiva y el impacto entre las estrategias de marketing (MS) y el rendimiento de las ventas (SP) se infiere este vínculo es fundamental para ampliar la rentabilidad, la productividad y las tasas de crecimiento de las micro y pequeñas áreas. Palabras clave Estrategia; marketing; ventas; microempresas y pequeñas empresas; Gobierno de Duhok. Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 67 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 1. Introduction 1.1. Introduction Iraq must broaden its economic base and expand its international trade to develop and thrive. However, creating a more diverse economic base is essential for a sustainable and successful future (White, 2012). Necessarily the case, in today’s globalized market, businesses see internationalizing their activities as a way to maintain their competitive advantages. In light of this, marketing strategy is an essential component for any business that wants to thrive in today’s global economy (Faleye, 2022: 100). Currently, as is known in the business environment and client’s behavior are constantly changing their consumption patterns, trends, fashions or customs sometimes rational, sometimes without any prevailing logic (Elías-Zambrano et al., 2018; Jiménez Marín y Elías Zambrano, 2018). The modern business world is marked by high levels of competition with a general emphasis on speed and change. Customers in the modern era have come to anticipate regular upgrades and additions of new features to existing products. In addition, the growth of new technology has significantly impacted how business is conducted and has opened up fresh opportunities in the market. Businesses must adapt to shifting market conditions and stay current with technological advances to remain competitive. Because of this, it is necessary to have a strong focus on the market while carrying out a product launch because knowledge of the market differentiates the winners from the losers (Al-Dmouretal., 2019). A market-driven approach is essential to achieving the market strategy needed to get the product to market. Market strategy is vital, especially for micro and small firms, since it helps discover other market actors who threaten their existence. Additionally, the marketing strategy assists micro and small businesses in developing a competitive advantage through greater consumer understanding and demand, which subsequently helps these businesses take a strong position in the market. In order to fight unemployment and other problems in developing countries, small and microenterprises need to be started. Micro and small enterprises dominate the business landscape in the Iraqi Kurdistan region, especially in the state of Duhok, because they can be established with less money and result in a high number of job opportunities being created. However, in Duhok province, the reduction of poverty, the availability of alternative employment opportunities for individuals living in both urban and rural areas, and the creation of jobs are all factors that contribute to economic growth. Because of their considerable role as engines of employment, economic growth, and innovation, small and micro-enterprises are extremely important. As a result, the originality of the current paper outlines that the geographical scope which included Duhok City within 4 cities in Kurdistan region as well as business owners at only micro and small enterprises due to that the Duhok City interested in micro and small business. 1.2. Problem Statement Marketing strategy has been an important aspect of objectives achievement in most organizations. Organizations’ decision-making process on selection and implementation of appropriate marketing strategies make it possible for them to adhere to the objectives easily; however, most of them do not Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 68 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 meet their objectives, while others venture into different strategies due to the competition in the market (El‐Ansary, 2006). Nevertheless, business leaders use various techniques to implement marketing strategies. The modern market is growing at an incredible rate. New products flood the market day to day. A few decades earlier, there wasn’t such a wide variety of strategies on the market. The businesses didn’t have to worry about losing any of their present clients because the market was expanding, and there were plenty of potential new clients to attract. However, businesses now face some marketing realities due to rising levels of competition and market sophistication (Olubusola Temiloluwaetal., 2022). On the other hand, the main purpose of this study is to identify the market strategies that have been applied to the micro and small enterprises in the Iraqi-Kurdistan region to support businesses and to improve sales, especially after the pandemic crises. Therefore, factors such as restricted access to open new businesses, poor management, lack of skills, governorate restriction, and insufficient capital contribute to running out a business, such as micro or small it leads to a decrease in sales performance and in the end, it affects the region’s economy. Furthermore, following marketing strategies by micro and small enterprises is one of the best ways to increase sales volume and gain profit. Our region has not had a good marketing strategy experience, leading to decreased sales performance. According to the literature, many studies have focused on how micro and small-sized businesses are affected by their performance. The marketing mix has been empirically examined by several academics in businesses. However, in the context of Iraqi Kurdistan, there appears to be a lack of literature on the impact of marketing strategy on the performance of enterprises. Because of this, the 7Ps need to be studied in micro and small-sized businesses in Iraqi Kurdistan. In order to bridge this gap, the current research will be conducted to scientifically investigate how marketing strategy (7Ps) impacts organizational performance in Duhok Governorate. As a result, the research problem can be formulated by the following key questions: 1. Do micro and small enterprises at Duhok Governorate implement the marketing strategy to attain its goals? 2. Is there a significant correlation between marketing strategies dimensions and sales performance at the targeted sample? 3. Is there a significant Impact of Marketing Strategy on Sales Performance at the targeted sample? 1.3. Research Objectives The main purpose of current research is to diagnose the impact of marketing strategy on sales performance in micro and small enterprises in Duhok province. Therefore, the research aims to achieve the following objectives: 1. To evaluate the association between Marketing Strategy and Sales Performance at the enterprises of the targeted sample. 2. To determine the impact of Marketing Strategy on Sales Performance at the enterprises of the targeted sample. Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 69 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 1.4. Research Model This research adopted a model with two variables. The first one is a marketing strategy with seven dimensions (product strategy, pricing strategy, place strategy, promotion strategy, people, process, and physical evidence) as an independent variable. The second one is sales performance as a dependent variable. Figure (1) shows the model of this research. Figure 1. Research Model Source: Authors based on Literature Review. 1.5. Research Hypotheses In the light of problem statement and its objectives, the current research formulated a set of hypotheses for both relationship and impact hypotheses as proposed by a set of authors (Alonso-Garciaetal., 2021; Cuesta-Valiñoetal., 2023; Alonso-Garciaetal., 2023): H1 There is significant relationship between Marketing Strategy and Sales Performance at level (0.05). H2 There is significant impact of Marketing Strategy on Sales Performance at level (0.05). Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 70 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 H3 There is significant correlation and Impact between Product strategy and sales performance. H4 There is significant correlation and Impact between Price strategy and sales performance. H5 There is significant correlation and Impact between Place strategy and sales performance. H6 There is significant correlation and Impact between Promotion strategy and sales performance. H7 There is significant correlation and Impact between People strategy and sales performance. H8 There is significant correlation and Impact between Process strategy and sales performance. H9 There is significant correlation and Impact between Physical Evidance strategy and sales performance. 1.6. Research Significance This research will be important to owners of micro and small businesses because most of them aim to increase their profit it will assist businesses in determining the most important strategies to enhance their sales performance. This research will come to a conclusion on how important marketing agencies are for an organization. In contrast, the government could also benefit from this research by adding new instructions to existing ones. In this way, the current research will support to add new knowledge to the marketing strategy dimensions to make them better especially in the Kurdistan-Region and raising those concepts to make them more interesting to business leaders. 2. Literature Review 2.1. Marketing Strategies (MS) Before the service idea was developed, the marketing mix included the 4Ps (product, pricing, promotion, and placement), but the marketing mix increased to 7Ps with the introduction of the service or the service concept, according to Shah (2012) it involves (Product, Price, Promotion, Placement, People, Processes, and Physical Evidence). Marketing objectives are defined by Kotler (1990) as a set of basic concepts by which the business unit hopes to attain them. Slater and Olson (2001) also define marketing strategy as decisions relating to market segmentation and targeting and the formulation of positioning strategies based on product, pricing, distribution, and promotion decisions. This study focuses on (7) marketing strategies peculiar to micro and small enterprises in Iraqi Kurdistan. These are product, promotion, place, price; process; people; and physical evidence. 2.1.1. Sub-variables of Marketing Strategies The current study will illustrate the various dimensions as follows: Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 71 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 2.1.1.1. Product A product is a term used to define what a company is selling and it contains all of the benefits, qualities, and advantages that clients can have from making use of the product (Jones & Morgan, 2014). Leonidouetal. (2002) conducted research on the marketing strategy, and as a result of this, the authors determined that product design, brand mix (including name, sign, symbol, and design), guarantee, customer service as pre-and after-sales services, and product benefits (including luxury, prestige, and quality) are all variables of the product marketing strategy. When a product achieves a balance between what customers want and what the product can provide, it can contribute to high levels of customer satisfaction. Most of the time, customers’ wants change too often (Wilson & Gilligan, 2012) As a result, it is essential for businesses to remain current with the most recent trends regarding the requirements of their customers and the dynamics of the industry. It is attainable through gathering information about the market. 2.1.1.2. Price This component refers to the amount of money that consumers must spend in order to obtain the service or product of their choosing. Pricing is an essential tactic in marketing, as it is the primary factor that affects a company’s capacity to grow its client base and increase revenue (Tokman & Beitelspacher, 2011). Price is a big part of a buyer’s decision, especially for price-conscious customers. Depending on the product or service being sold, the rate can be the same for everyone or chang based on the company’s choices and pricing strategy. The fee decision-maker changes depending on the size of the company. In small businesses, the boss is usually in charge of setting prices; in large corporations, product-line managers can help, with senior management setting price objectives and policies (Kotler & Keller, 2009). Setting prices that are too high or too low might have a negative impact on sales and profitability. The market forces of demand and supply, and also competitors’ activities, are taken into account when businesses determine their prices (Shohametal., 2008). Seasonal pricing and reductions must be taken into account in order to attract more customers and keep a competitive advantage over competitors. 2.1.1.3. Place Place refers to the physical location where a product can be seen, sold, or delivered to potential buyers. It can be a store with goods or an online store (Huetal., 2009). Place strategy is the method by which businesses decide where to put their stores and also how many shops to open so that customers can get what they need (Kanoga, 2016). 2.1.1.4. Promotion Armstrong (2006) defines promotion as all activities used to promote items or services to the target market. Promoting products has become an important part of the product marketing mix, according to Kotler (2007) The corporation employs a unique combination to achieve its advertising and marketing Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 72 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 goals that includes advertising, sales promotion, public relations, and direct marketing. The term “promotion” refers to a broad range of tactics used by companies to raise awareness about their products among consumers. Because of the intangible nature of these services, it is difficult to sell them. The service industry employs two methods of sales: advertising and marketing through word-of- mouth (Suherlyetal., 2016). 2.1.1.5. People When it comes to providing services, human interaction is becoming more and more vital. As in any service-based company, the first impression a customer has of an organization is based on the quality of its employees. It is likely that the person in question is a member of the service-industry workforce (Suherlyetal., 2016). According to Rahietal. (2017), When it comes to recruiting and training the proper employees, successful companies get a competitive advantage by not just promoting and selling their products but also by creating and sustaining beneficial connections with their consumers. 2.1.1.6. Process This component refers to the many steps and processes that must be completed before a product or service can be made available to clients (Hochbaum, Moreno-Centeno, Yelland, & Catena, 2011). If you have efficient processes, you can guarantee that your products will be delivered to your clients quickly and on schedule. As a result, it improves the efficiency of the firm, which results in time and resource savings. Additionally, processes make it possible for companies to provide clients with the same consistent level of service on a consistent basis (Kyrgidou & Hughes, 2010). According to Sabu and Shaijumon (2014), “process” refers to all of the actual steps that must be taken to get the carrier to its destination, as well as the underlying mechanisms that enable those steps to take place. The term “process” refers to how a service is provided by following specific steps, processes, and general guidelines. 2.1.1.7. Physical Evidence Physical evidence is closely linked to the tangible dimension of the marketing mix, according to Lovelock and Wirtz (2004), because clients generally perceive tangibles such as office structures, server designs, and staff physical appearances. 2.2. Sales Performance (SP) Both the outcome and the behavioral components of sales performance have been conceptualized. There is a direct relationship between one’s participation in one’s work and one’s sales performance, as performance-oriented salespeople have traditionally interpreted sales results as evidence of their behavioral performance on the job. In other words, employees who are dedicated to their jobs are more Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 73 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 likely to go above and beyond, which in turn boosts productivity (Silva & Jiménez, 2011). The effectiveness of an organization’s sales performance is one of the most important factors in determining that organization’s level of prosperity and ability to continue existing (Grozaetal., 2016). The management needs to conduct periodic measurements in order to establish and maintain high sales performance. This will allow them to formulate better strategies, adjust their expectations, and provide feedback on how well the company has done in terms of its sales. Additionally, the leadership needs to create incentive measures that will push the sales personnel to achieve their sales targets (Hodge, 2018). Sales performance is the sum of sales effectiveness and sales efficiency. Sales effectiveness is the ability of a company’s sales professionals to “win” at each stage of the customer’s buying process, resulting in the business earning money on favorable terms and in a timely manner (Farrisetal., 2010; Dean, 2015). according to Hutt & Speh (2013). The term “sales” is used to describe any business transaction in which one party exchanges money for another party’s products or services. Dean (2015) argues that in order to reduce sales costs and secure long-term success, businesses in all sectors, regardless of size, must focus on developing and improving their sales performance. 2.3. Previous Studies This section will address to provide a related study that correlates to the current research it will be ranked from the recent one to the older one. In this hence, according to (Hailemariam, 2020), The study indicated that the MSE’s sales performance is significantly affected by the independent variables (the selected marketing strategy variables), but not by the product, location, or promotion. In addition, each one makes a distinct contribution to the SMEs of sales performance. This also demonstrates the significance of a marketing strategy, regardless of the size of the enterprise. Its success is directly related to the marketing strategy that was employed. As for Elefachew (2021) evaluated the impact of a marketing strategy on SMEs. The study analysis research came to a number of conclusions, the most important one is related to that the study found that independent variables such as product, price, place, promotion, customer orientation, and relationship marketing strategy have a significant impact on SME performance, but each has its own distinct contribution and effect on SME performance. According to Mustapha (2017), a marketing strategy is an essential instrument for any small and mediumsized enterprise (SMEs) that wishes to thrive in an increasingly competitive market environment. An organization will not be able to thrive in today’s highly competitive environment or achieve outstanding performance if it doesn’t have an effective marketing strategy. According to (Ebitu, 2016), marketing strategy is about producing a quality product that meets clients’ wants, offering an affordable price, participating in wider distribution, and promoting it effectively. Marketing strategy is essential for industry to increase market share and reduce competition. In (2015), Ardjouman and Asma conducted a study on “Marketing Management Strategy Affects the Performance of Small and Medium Enterprises (SMEs) in Cote d’Ivoire.” Researchers found that SMEs’ marketing tactics and structures were affected greatly by external factors such as incentives, laws, and Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 80 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 As a consequence, the research has been supported by proving impact hypothesis (H2). Foundationally, those outcomes are aligning with the findings of (Jiménez-Marínetal., 2021; Elefachew, 2021; Mustapha, 2017), who both explicitly stated the significance of marketing strategies (7Ps) in the field of Small and Medium enterprises performance in Ethiopia also have a positive association between marketing strategies and businesses in term of small scales in Nigeria. Table 5. The Impact Factor for Research Variables (DV) (IV) Marketing Strategy Sales Performance R2FBETA T Degree of Freedom Calculated Tabulated B0 Constant B1 Calculated Tabulated Product 0.364 69.38 3.92 0.60 0.56 8.33 1.66 Regression 7 Price 0.147 20.93 3.92 0.38 0.29 4.57 1.66 Place 0.388 76.81 3.92 0.62 0.60 8.76 1.66 Promotion 0.475 109.46 3.92 0.68 0.64 10.46 1.66 Residual 115 Process 0.499 120.28 3.92 0.70 0.66 10.96 1.66 People 0.365 69.488 3.92 0.60 0.54 8.33 1.66 Physical Evidence 0.343 63.20 3.92 0.58 0.50 7.95 1.66 Total Indicator 0.577 164.95 3.92 0.76 0.87 12.84 1.66 Source: Authors from SPSS Results. N = 123 P ≤ 0.05 5. Discussion of main Outcomes, Conclusions, Suggestions 5.1. Conclusions In the light of research results, the current research implies various conclusions as shown below: As for the background information for participants’ profile and response rate: First of all, the respondent response rate was (82%), this meant the current research revealed a targeted number of answering the survey. In this regard, the research attained its goals. Most of participants were male (75.6%) and the other ones are female (24.4%) that are working in micro small enterprises. Hence, according to the Age profile, the main range was between (31 -40) years with (33%), this meant this age is the suitable one for holding micro or small business. Afterward, in the light of Educational level, the research found most of the respondents were at university level with (33%) Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 81 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 which implies the participants paid attention to raise their skills regarding project management skills, small business, and micro business. In the term of Enterprise’s Job, most respondents headed micro businesses (55.3%), which contains from (1 to 5) individuals, besides this meant any business starts with micro then it will build up and grow. Moreover, as for Enterprise’s Sector respondents, the (21%) of participants were from different micro and small businesses such as (the olive oil industry, construction, Dairy products, and made industry). Lastly, according to the Enterprise’s Duration profile, most of those enterprises are upper than (10 years) with (52%) at the stable stage. In terms of reliability analysis, the current research has used the Cronbach’s Alpha method, the overall reliability value is (0.928), this outlines that the research items were reliable and suitable for a research sample. In terms of statistical findings, as for descriptive statistics of research variables, the most significant variable was (people strategy) was scored at the first level with an approval ratio recorded (80.9%), average Mean (4.00), (STD) valued (0.88), and variance (22%), this infers the clients are the most valuable asset for micro or small or any business, apart from product or service. Therefore, no clients mean constant sales level. As a result, clients are significant components which were ranked at the top of the hierarchy. Arguably, the overall index at the holistic level according to agreement scale was asserted at upper than (74%), whereas the disapproval range was recorded (11.7%), regarding the average Mean, STD, and Variance were scored as (3.85), (0.96), and (25.2%) respectively. In the light of association outcomes, the current research pointed out that there is a positive significant association with (95%) confidence interval between marketing strategy with its sub-variables and sales performance, that reported (Product, Price, Place, Promotion, Process, People, and Physical Evidence) successively, besides the total correlation factor was (0.760**), this infers a remarkable connect between (MS) and (SP), while this correlation is central for the expanding and profitability of micro and small enterprises. Moreover, to improve productivity and growth rates, cultivating this relationship and facilitating among sectors will help to enable the micro and small enterprises due to most projects beginning from simple ideas and businesses. As a result, the current research has supported the alternative correlation hypothesis (H1) which reported that [There is significant relationship between Marketing Strategy and Sales Performance at level (0.05)]. In the context of impact factor findings, it illustrates statistical significance at a significant level (0.05) for all (IVs). Besides, relied on the (R2) outlines were recorded approximately (58%), this infers the marketing strategy contributes practically and significantly to increase the sales rates, also the growth and profitability of enterprises. About (42%) of the variation in sales performance can be attributed to other factors that were not taken into account in this research. Eventually, the present research supported alternative regression hypothesis (H2) refers that [There is significant impact of Marketing Strategy on Sales Performance at level (0.05)]. This research demonstrates that effective association with a decision for a micro and small enterprises can be related to (7Ps) due to the rational relation between MS and OP. It’s support for the micro and small projects to have this processing done from various different areas, as it allows them to better oversee the emergence of relevant data sets. The factors that affect a sales performance need to be better managed in order to make a bigger impact in future areas. Arguably, the (7Ps) is the backbone of Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 82 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 any enterprises, it must be used on micro and small businesses to pay attention to provide sound marketing strategies. As a result, the time involved in distributing the surveys and the sample’ concern for filling them out and returning them are two of the study’s major drawbacks. Participants were encouraged to clarify any survey statements they were unable to understand by being told they could ask follow-up questions. Many more respondents were able to complete and submit their questionnaire survey as a result of this. 5.2. Theoretical Implications The micro and small enterprises leaders could employ the information gained in this research to improve their chances of increasing sales and building a loyal client base. Also clients will be able to support through informing abovementioned business leaders on clients’ observations with the enterprises and offering suggestions for how to improve products and services. Hence, because of business competition at the micro and small enterprises the business owner should improve and produce marketing plans that meet the needs of clients. Even though marketing strategies from other service providers are similar, it is suggested that all marketing strategies be used to stand out and get clients’ attention. Therefore, marketing strategies should get standard and up-to-date training on each of the elements of (7Ps) information so that they have the most up-to-date knowledge and skills to handle the (7Ps) and make sure that (7Ps) information is highlighted so that clients can learn further. In this manner, Getting the sales team and marketing management on the same page is a major limitation for any enterprise. While this may appear to be an easy mission that can be done it by adjusting the reporting and enterprise structures, it is anything but. When you boil down the fundamental roles of marketing and sales departments, the business finds that marketing is responsible for creating strategy, and sales are in charge of putting it into action. The value proposition is created by marketing, while salespeople are responsible for protecting and promoting it. Besides, in order to maintain a steady stream of customers, Business leaders only need to regularly upgrade the quality of their goods and services. Besides, in order to increase clients’ buying of businesses’ products, the project needs to do things like giving away free samples, lowering prices, offering bundles with additional items, etc. Also, business owners should always research to determine where their products fall short of customer expectations and prefer to provide consumer relationship management. 5.3. Practical Implications and Future Direction Marketing strategy is the backbone of business success. Therefore, there is a paucity of studies regarding marketing strategy in the Kurdistan region. In this regard, this research investigated the impact of marketing strategy on sales performance from a business owner’s perspective in the Kurdistan region at Duhok City. Afterwards, the current study found that micro and small enterprises need to give equal significance stages of confirmation to the key factors of the marketing strategy as strategic instruments to survive and succeed in performance in either financial or non-financial areas. Additionally, business owners should provide a clear price strategy and mission that resonates with their target audience and differentiates them from competitors. Besides, enterprises should continuously evaluate and adapt their marketing strategies based on performance data and customer Kawar Abdullah Ali / Ayoub A. Mustafa Ameen / Kawar Farhad Ali Tirwanshi 83 IROCAMM VOL. 7, N. 1 - Year 2024 Received: 05/11/2022 | Reviewed: 08/3/2023 | Accepted: 12/04/2023 | Published: 31/01/2024 DOI: https://dx.doi.org/10.12795/IROCAMM.2024.v07.i01.04 Pp.: 65-86 e-ISSN: 2605-0447 feedback as well as businesses can develop and execute marketing strategies that effectively reach and engage with their target audience and drive business growth. As for future scope of research, due to the study’s focus on micro and small enterprise in only the Duhok governorate, upcoming related research prefers to be conducted in other cities in the Kurdistan-region to expand the sample frame. Besides, involving an expansion scope to the micro, small, medium enterprises participation in order to provide applicable findings, this is for if there conduct a primary data. on the other hand, if they perform secondary data, in order to verify the effect of marketing strategies on sales performance over a minimum 10-year time frame. 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