<?xml version="1.0" encoding="UTF-8"?>
<!DOCTYPE article PUBLIC "-//NLM//DTD JATS (Z39.96) Journal Publishing DTD v1.3 20210610//EN"
  "https://jats.nlm.nih.gov/publishing/1.3/JATS-journalpublishing1-3.dtd">
<article xmlns:xlink="http://www.w3.org/1999/xlink" dtd-version="1.3" article-type="research-article">
  <front>
    <journal-meta>
      <journal-id journal-id-type="publisher-id">IJAR</journal-id>
      <journal-title-group>
        <journal-title>Indonesian Journal of Advanced Research</journal-title>
      </journal-title-group>
      <issn pub-type="epub">2986-0768</issn>
      <publisher>
        <publisher-name>Formosa Publisher</publisher-name>
      </publisher>
    </journal-meta>
    <article-meta>
      <article-id pub-id-type="doi">10.55927/ijar.v4i9.15437</article-id>
      <title-group>
        <article-title>The Influence of Product Innovation on Marketing Performance through Iconic Product Advantages of Bead Craft Business Actors in East Kalimantan</article-title>
      </title-group>
      <contrib-group>
        <contrib contrib-type="author" corresp="yes">
          <name>
            <surname>Nuraeni</surname>
            <given-names>Hera</given-names>
          </name>
          <aff>University of Mulawarman</aff>
          <email>---</email>
        </contrib>
        <contrib contrib-type="author">
          <name>
            <surname>Indriastuti</surname>
            <given-names>Herning</given-names>
          </name>
          <aff>University of Mulawarman</aff>
          <email>herning.indriastuti@feb.unmul.ac.id</email>
        </contrib>
        <contrib contrib-type="author">
          <name>
            <surname>Martiyanti</surname>
            <given-names>Dwi</given-names>
          </name>
          <aff>University of Mulawarman</aff>
          <email>---</email>
        </contrib>
      </contrib-group>
      <pub-date pub-type="epub">
        <day>22</day>
        <month>09</month>
        <year>2025</year>
      </pub-date>
      <history>
        <date date-type="received">
          <day>05</day>
          <month>08</month>
          <year>2025</year>
        </date>
        <date date-type="rev-recd">
          <day>20</day>
          <month>08</month>
          <year>2025</year>
        </date>
        <date date-type="accepted">
          <day>22</day>
          <month>09</month>
          <year>2025</year>
        </date>
      </history>
      <volume>4</volume>
      <issue>9</issue>
      <fpage>1969</fpage>
      <lpage>1980</lpage>
      <abstract>
        <p>This research is motivated by the challenges faced by bead craft business actors in East Kalimantan, such as competition for similar products, limited promotions, and lack of design innovation that hinders marketing performance. This study aims to analyze the influence of product innovation on marketing performance with the advantages of iconic products as a mediating variable. The method used is a quantitative approach through an online questionnaire survey with purposive sampling technique. Of the 248 populations, 159 respondents were obtained whose data were analyzed using Partial Least Square (PLS). The results show that product innovation has a significant effect on the excellence of iconic products and marketing performance, and the relationship between the two is significantly mediated by the excellence of iconic products. These findings affirm the importance of local culture-based innovation in strengthening the competitiveness and sustainability of the bead craft business.</p>
      </abstract>
      <kwd-group>
        <kwd>Product Innovation</kwd>
        <kwd>Iconic Product Excellence</kwd>
        <kwd>Marketing Performance</kwd>
        <kwd>Beaded Crafts</kwd>
        <kwd>MSMEs</kwd>
      </kwd-group>
      <permissions>
        <license>
          <ali:license_ref xmlns:ali="http://www.niso.org/schemas/ali/1.0/">http://creativecommons.org/licenses/by/4.0/</ali:license_ref>
          <license-p>This is an open-access article distributed under the terms of the Creative Commons Attribution 4.0 International License.</license-p>
        </license>
      </permissions>
    </article-meta>
  </front>
<body>
<sec id="introduction">
  <title>INTRODUCTION</title>
  <p>East Kalimantan's Dayak bead products have a deep value, not only
  as a spiritual and cultural symbol, but also as a form of artistic
  expression and community creativity. The skill of beading is passed
  down from generation to generation and reflects high hand skills. In
  its development, bead crafts are not only cultural heritage, but also
  have economic value, especially when marketed as typical souvenirs,
  ethnic accessories, and decorative elements that raise the local image
  of East Kalimantan. This shows that beaded crafts have great potential
  as a culturally based creative product that is able to attract the
  attention of tourists and national and international consumers.</p>
  <p>However, in the modern era, the bead craft industry faces various
  significant challenges. Competition is getting tighter, both from
  similar handicraft products from other regions and from imported
  products at cheaper prices. The lack of effective promotion and
  branding has caused East Kalimantan bead products to be less known in
  the wider market. Most business actors still rely on direct sales
  through small stores with limited market reach. In addition, the
  limited use of digital platforms and social media also narrows the
  opportunity to expand the market. Fluctuations in demand influenced by
  trends and people's purchasing power further complicate marketing
  performance.</p>
  <p>Another problem faced is the lack of product innovation. Many
  businesses still maintain traditional designs without significant
  updates, making them less desirable to young market segments who tend
  to seek contemporary designs without abandoning cultural identity. The
  lack of new material development, more efficient production
  techniques, and diversification of product functions, makes the
  competitiveness of bead products stagnant. This condition has
  implications for low sales volume and profitability. The results of
  initial observations at the Mattan Galery UKM in Samarinda also show
  that most of the artisans are over 45 years old and consider this
  business as only a side job with limited income. The low interest of
  the younger generation to continue this business adds to the
  challenges for the sustainability of beaded crafts.</p>
  <p>This phenomenon has led to a decrease in the number of bead craft
  business actors in East Kalimantan from 2020 to 2024. This decline not
  only has an impact on the economic aspect of business actors, but also
  threatens the preservation of local cultural heritage. In fact, MSMEs
  have proven to have an important role in economic development, job
  creation, and poverty alleviation (Liu et al., 2022; Woźniak et al.,
  2019; Yolanda, 2024). However, MSMEs in Indonesia still face obstacles
  such as access to financing and marketing limitations (Diana et al.,
  2022), which directly impact business performance, including East
  Kalimantan bead crafts (Agus Suyono &amp; Zuhri, 2022).</p>
  <p>One of the important strategies to meet this challenge is through
  product innovation. Innovation is believed to be able to drive
  increased sales, revenue, and business sustainability (Cuevas-Vargas
  et al., 2021; Wang &amp; Juo, 2021). However, innovations that are
  excessive or not in accordance with market needs can actually have a
  negative impact on marketing performance (Kusuma, 2022). Therefore,
  product innovation needs to be directed to be able to balance cultural
  identity and contemporary market needs. In this context, the
  excellence of iconic</p>
  <p>products is thought to be a mediating variable that strengthens the
  influence of innovation on marketing performance. These advantages
  create clear differentiation, increase competitiveness, and help
  maintain business sustainability (Wibowo et al., 2024).</p>
  <p>Based on empirical phenomena and previous studies, it can be
  concluded that East Kalimantan bead craft business actors need
  relevant innovations and strengthening the advantages of iconic
  products to improve competitiveness and marketing performance.
  Therefore, this study took the title <bold>&quot;</bold>The Influence
  of Product Innovation on Marketing Performance through Iconic Product
  Excellence in Bead Handicraft Business Actors in East
  Kalimantan<bold>&quot;</bold></p>
</sec>
<sec id="literature-review">
  <title>LITERATURE REVIEW</title>
  <sec id="marketing-performance">
    <title>Marketing Performance</title>
    <p>Marketing performance is a crucial indicator in evaluating the
    effectiveness of an organization's marketing strategy and
    activities. In general, marketing performance is understood as the
    results that a company achieves from its marketing efforts, which
    can be measured in both financial and non- financial forms (Kotler
    et al., 2022). This performance measurement allows companies to
    assess how well they are achieving marketing goals, identify areas
    that need improvement, and make strategic decisions in the future.
    The concept of marketing performance is used as an overall
    performance structure to evaluate aspects of financial performance
    and market performance in business performance (Khan &amp; Khan,
    2021).</p>
  </sec>
  <sec id="product-innovation">
    <title>Product Innovation</title>
    <p>Product innovation is one of the crucial aspects in modern
    business dynamics, where competition and changing consumer
    preferences continue to grow. is a fundamental process that is
    important for the growth of a business. This process involves
    improving and refining an existing product, process, or service, or
    even creating something completely unprecedented (Tomov., 2020
    n.d.), (OECD/Eurostat, 2018). At the heart of innovation is about
    delivering new value, both through significant improvements to what
    already exists and the creation of truly original solutions. Thus,
    innovation is a key pillar for companies to remain relevant and
    competitive in an ever-evolving market.</p>
    <disp-quote>
      <graphic mimetype="image" mime-subtype="jpeg" xlink:href="vertopal_a840060563dd48c59c608760652d713e/media/image3.jpeg" />
    </disp-quote>
  </sec>
</sec>
<sec id="figure-1.-research-concept-framework">
  <title>Figure 1. Research Concept Framework</title>
  <disp-quote>
    <p><bold>METHODOLOGY</bold></p>
  </disp-quote>
  <sec id="research-design">
    <title>Research Design</title>
    <p>This research is a quantitative research, namely research that
    uses data in the form of numbers that will be analyzed statistically
    to test the hypotheses that have been formulated in this study. This
    research will use survey methods and explanatory approaches. The
    survey will be carried out by distributing a questionnaire,
    respondents will be asked to fill out a questionnaire based on the
    Likert scale. The data obtained will be processed using statistical
    methods with the Smart-PLS software tool, <italic>partial least
    square</italic>. Basically, this research is a research that uses
    formal, standard and standard instruments to measure the variables
    used. The purpose of this study is to determine the influence of
    product innovation on the marketing performance of bead craft
    business actors in East Kalimantan with the iconic advantages of
    products as a mediating variable.</p>
  </sec>
  <sec id="population-and-sample">
    <title>Population and Sample</title>
    <p>The population of this study is all bead craft business actors in
    East Kalimantan who are registered with the Department of Industry,
    Trade, Cooperatives, and SMEs of East Kalimantan Province with a
    total of 248 business units. This population was chosen because it
    has a direct involvement in improving the marketing performance of
    beaded crafts.</p>
    <p>The sample was determined by purposive sampling technique to fit
    the research focus, namely product innovation, iconic product
    excellence, and marketing performance. The sample criteria include:
    (1) business actors engaged in beadcraft, (2) businesses that have
    been operating for at least three years, and</p>
    <p>(3) have a maximum number of employees of 20 people.</p>
    <p>The determination of the number of samples refers to Hair et al.
    (2021), which is 5–10 times the number of indicators. With 13
    indicators, the minimum sample number is 130 respondents (13 × 10).
    To increase the validity of the results, this study uses a sample of
    more than 130 respondents so that the data obtained is more
    representative in describing the influence of product innovation</p>
    <p>on marketing performance through the advantages of iconic
    products in bead craft business actors in East Kalimantan.</p>
  </sec>
  <sec id="data-collection-techniques">
    <title>Data Collection Techniques</title>
    <disp-quote>
      <p>This study uses two types of data, namely primary data and
      secondary</p>
    </disp-quote>
    <p>data.</p>
    <list list-type="order">
      <list-item>
        <p>Primary data was obtained through the distribution of online
        questionnaires using Google Form. The questionnaire was
        distributed through the person in charge at the agency related
        to the industrial sector in each district/city in East
        Kalimantan, then forwarded to bead craft business actors.
        Respondents' answers are automatically saved in Google Sheets
        for further processing. If the number of respondents is
        insufficient, the researcher will coordinate again with the
        person in charge to remind the respondents to fill out the
        questionnaire.</p>
      </list-item>
      <list-item>
        <p>Secondary data was obtained through direct coordination with
        the Industrial Sector at the East Kalimantan Provincial
        Industry, Trade, Cooperatives, and SMEs Office.</p>
      </list-item>
    </list>
  </sec>
</sec>
<sec id="research-results">
  <title>RESEARCH RESULTS</title>
  <sec id="coefficient-of-determination-r2">
    <title>Coefficient of Determination (R2)</title>
    <p>Hair et al (2019) Hair dkk (2019)2 digunakan untuk menilai
    seberapa baik konstruk endogen dijelaskan oleh konstruk eksogen
    dalam model structural. Interprestasi umum untuk nilai R2 adalah R2≥
    0,75 : Substansial (kuat); R2≥ 0,50: Moderat; R2 ≥ 0.25: Lemah.</p>
    <p>The R2 value is used to measure the proportion of variance in
    dependent variables that can be explained by independent variables
    that affect it in the structural model. Iconic Product Advantage: An
    R2 value of 0.304 (weak), indicating that 30.4% of the variance in
    iconic product advantage is explained simultaneously by the
    predictor variable that affects it in this model. Marketing
    performance: An R2 value of 0.537 (moderate) indicates that 53.7% of
    the variance in Marketing Performance can be explained
    simultaneously by the predictor variables that affect it in this
    model (Marketing Performance), the remaining 46.3% is explained by
    other variables outside the model.</p>
  </sec>
  <sec id="predictive-relevance-q2">
    <title>Predictive Relevance (Q2)</title>
    <p>Q2 values are evaluated through the blindfolding procedure and
    measure the model's ability to predict indicator values from
    endogenous latent constructs. A Q2 value above zero indicates the
    model has predictive relevance. Iconic Product Advantage (Z): Q2
    value of 0.177 and Marketing Performance (Y): Q2 value of 0.359
    indicates that the model has good predictive relevance to construct
    Iconic Product Advantage and Marketing Performance.</p>
  </sec>
  <sec id="standardized-root-mean-square-residual-srmr">
    <title>Standardized Root Mean Square Residual (SRMR)</title>
    <p>Standardized Root Mean Square Residual (SRMR) is one of the fit
    model measures used to assess the extent to which the structural
    model is built in accordance with observational data. The SRMR value
    measures the model's fit</p>
    <p>with the data. An SRMR value of less than 0.08 indicates that the
    model has a good fit.</p>
    <disp-quote>
      <p>Table 1. SRMR Value</p>
    </disp-quote>
<table-wrap>
    <label>Table 1. SRMR Value</label>
    <alternatives>
        <table frame="hsides" rules="groups">
            <thead>
                <tr>
                    <td align="center" valign="middle"/>
                    <td align="center" valign="middle">Saturated Model</td>
                    <td align="center" valign="middle">Estimated Model</td>
                </tr>
            </thead>
            <tbody>
                <tr>
                    <td align="left">SRMR</td>
                    <td align="center">0.084</td>
                    <td align="center">0.084</td>
                </tr>
                <tr>
                    <td align="left">d_ULS</td>
                    <td align="center">0.547</td>
                    <td align="center">0.547</td>
                </tr>
                <tr>
                    <td align="left">d_G</td>
                    <td align="center">0.209</td>
                    <td align="center">0.209</td>
                </tr>
                <tr>
                    <td align="left">Chi-square</td>
                    <td align="center">202.727</td>
                    <td align="center">202.727</td>
                </tr>
                <tr>
                    <td align="left">NFI</td>
                    <td align="center">0.792</td>
                    <td align="center">0.792</td>
                </tr>
            </tbody>
            <tfoot>
                <tr>
                    <td colspan="3">Source: data processed, 2025</td>
                </tr>
            </tfoot>
        </table>
    </alternatives>
</table-wrap>
    <p>According to (Kline, RB., 2023) states that SRMR <bold>&lt;
    0.10</bold> is generally considered <italic>acceptable</italic>,
    although <bold>&lt; 0.08</bold> is more ideal. Based on table 5.13,
    an SRMR value of 0.084 is shown, which means that the structural
    model used is still acceptable to meet the global model
    suitability.</p>
  </sec>
  <sec id="multikolinearitas-vif">
    <title>Multikolinearitas (VIF)</title>
    <p>To test the presence of multicollinearity between latent
    constructs, the Variance Inflation Factor (VIF) value is used. VIF
    greater than 5 indicates significant multicollinearity between
    constructs, which can affect the reliability of the estimation
    results. The multicollinearity test between constructs was carried
    out by looking at the value of the Variance Inflation Factor (VIF).
    The VIF value is used to identify whether there is a high
    correlation between predictor constructs in the model.</p>
    <disp-quote>
      <p>Table 2. VIF Value</p>
    </disp-quote>
<table-wrap>
    <label>Table 2. VIF Value</label>
    <alternatives>
        <table frame="hsides" rules="groups">
            <thead>
                <tr>
                    <td align="left" valign="middle"/>
                    <td align="center" valign="middle">VIF</td>
                </tr>
            </thead>
            <tbody>
                <tr>
                    <td align="left">Product Innovation (X) -> Iconic Product Excellence (Z)</td>
                    <td align="center">1.000</td>
                </tr>
                <tr>
                    <td align="left">Product Innovation (X) -> Marketing Performance (Y)</td>
                    <td align="center">1.446</td>
                </tr>
                <tr>
                    <td align="left">Iconic Product Excellence (Z) -> Marketing Performance (Y)</td>
                    <td align="center">1.446</td>
                </tr>
            </tbody>
            <tfoot>
                <tr>
                    <td colspan="2">Source: data processed, 2025</td>
                </tr>
            </tfoot>
        </table>
    </alternatives>
</table-wrap>
    <p>Based on (Hair et al., 2021), the ideal VIF value is less than 5,
    which indicates that there is no significant multicollinearity
    problem. Based on the results of the internal VIF analysis, all VIF
    values are less than the limit of 5, ranging from 1,000 to 1,446.
    This shows that there is no significant multicollinearity problem
    between constructs in the structural model so that the model can be
    used for validly analysis of the relationships between
    variables.</p>
  </sec>
  <sec id="hypothesis-testing-results">
    <title>Hypothesis Testing Results</title>
    <p>Evaluation of the measurement model (outer model) and structural
    model (inner model), the next stage is to test the research
    hypothesis that has been formulated previously. This hypothesis test
    aims to determine the direct and indirect influence between
    variables in the model by using path coefficient values</p>
    <p>and statistical significance based on t-statistical and p-value
    values obtained through the bootstrapping procedure.</p>
    <disp-quote>
      <graphic mimetype="image" mime-subtype="jpeg" xlink:href="vertopal_a840060563dd48c59c608760652d713e/media/image4.jpeg" />
    </disp-quote>
    <p>Figure 2. Bootstrapping Results 159 respondents</p>
    <p>Based on the results of bootstrapping, the analysis was carried
    out to determine the direct and indirect influence between
    constructs in the model. Direct influence describes the causal
    relationship between two variables without going through an
    intermediate variable, while an indirect influence occurs, through
    one or more mediating variables. The following is an explanation of
    each influence to test whether the relationships built in the model
    are statistically supported.</p>
    <p>In this process, the analysis is continued to see the direct and
    indirect influence between variables in the structural model. These
    results are important to understand the role of mediation and the
    power between constructs in supporting or rejecting the hypothesis
    proposed.</p>
    <p>Hypothesis testing was carried out by observing the calculated
    t-value and significance value. The recommended t-value is ≥ 1.96
    and the significance value or p-value ≤ 0.05. The results of the
    hypothesis test can be seen in table 3.</p>
    <disp-quote>
      <p>Table 3. Bootstrapping results of 159 respondents (direct influence)</p>
    </disp-quote>
<table-wrap>
    <label>Table 3. Bootstrapping results of 159 respondents (direct influence)</label>
    <alternatives>
        <table frame="hsides" rules="groups">
            <thead>
                <tr>
                    <td align="center" valign="middle">No</td>
                    <td align="center" valign="middle">Hypothesis</td>
                    <td align="center" valign="middle">Relationships Between Variables</td>
                    <td align="center" valign="middle">Path Coefficient</td>
                    <td align="center" valign="middle">T statistics</td>
                    <td align="center" valign="middle">p-value</td>
                    <td align="center" valign="middle">Results</td>
                </tr>
            </thead>
            <tbody>
                <tr>
                    <td align="center">1</td>
                    <td align="center">H1</td>
                    <td align="left">Product Innovation (X) -> Iconic Product Excellence (Z)</td>
                    <td align="center">0.555</td>
                    <td align="center">11.692</td>
                    <td align="center">0.000</td>
                    <td align="center">Accepted</td>
                </tr>
                <tr>
                    <td align="center">2</td>
                    <td align="center">H2</td>
                    <td align="left">Iconic Product Excellence (Z) -> Marketing Performance (Y)</td>
                    <td align="center">0.488</td>
                    <td align="center">6.898</td>
                    <td align="center">0.000</td>
                    <td align="center">Accepted</td>
                </tr>
                <tr>
                    <td align="center">3</td>
                    <td align="center">H3</td>
                    <td align="left">Product Innovation (X) -> Marketing Performance (Y)</td>
                    <td align="center">0.344</td>
                    <td align="center">5.277</td>
                    <td align="center">0.000</td>
                    <td align="center">Accepted</td>
                </tr>
            </tbody>
            <tfoot>
                <tr>
                    <td colspan="7">Source: data processed, 2025</td>
                </tr>
            </tfoot>
        </table>
    </alternatives>
</table-wrap>
    <p>Based on table 5.15, the results of hypothesis testing for each
    pathway in the research model are as follows:</p>
    <list list-type="order">
      <list-item>
        <p>Hypothesis 1: Product innovation has a significant effect on
        the excellence of iconic products. The path coefficient
        (Original Sample) of 0.555 indicates the direction of the
        positive relationship between Product Innovation and Iconic
        Product Excellence. A statistical t-value of 11.692 (greater
        than the critical point value t) and a p-value of 0.000 (less
        than 0.05) indicate that the influence of Product Innovation on
        Iconic Product Excellence is statistically significant. Thus,
        hypothesis 1 which states that Product Innovation has a
        significant effect on the Excellence of Iconic Products is
        acceptable. This supports the theory that the level of
        excellence of an iconic product is determined by the product
        innovation carried out.</p>
      </list-item>
      <list-item>
        <p>Hypothesis 2: The excellence of iconic products has a
        significant effect on marketing performance. The path
        coefficient (Original Sample) of 0.488 indicates the direction
        of the positive relationship between Iconic Product Excellence
        and Marketing Performance. A statistical t-value of 6.898 and a
        p-value of 0.000 (less than 0.05) indicate that the influence of
        Iconic Product Excellence on Marketing Performance is
        statistically significant. Thus, hypothesis 2 which states that
        Iconic Product Excellence has a significant effect on marketing
        performance is acceptable. These results support the theory that
        increasing the excellence of iconic products can improve the
        marketing performance of a business.</p>
      </list-item>
      <list-item>
        <p>Hypothesis 3: Product innovation has a significant effect on
        marketing performance. The path coefficient (Original Sample) of
        0.344 indicates the direction of the positive relationship
        between product innovation and marketing performance. The
        t-statistical value of 5.277 and the p-value of</p>
      </list-item>
    </list>
    <disp-quote>
      <p>0.000 (less than 0.05) show that the influence of product
      innovation on marketing performance is statistically significant.
      Thus, hypothesis 3 which states that Product Innovation has a
      Significant Effect on Marketing Performance is acceptable. These
      results support the theory that product innovation will improve
      the marketing performance of a business.</p>
      <p>Table 3. Bootstrapping results of 159 respondents (indirec
      influence/mediation)</p>
    </disp-quote>
    <table-wrap>
      <table>
        <colgroup>
          <col width="6%" />
          <col width="16%" />
          <col width="27%" />
          <col width="15%" />
          <col width="12%" />
          <col width="9%" />
          <col width="15%" />
        </colgroup>
        <thead>
          <tr>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>No</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>Hypothesis</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>Relationships Between Variables</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>Path Coefficient</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>T</p>
                <p>statistics</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>p- value</p>
              </disp-quote>
            </p></th>
            <th><p specific-use="wrapper">
              <disp-quote>
                <p>Results</p>
              </disp-quote>
            </p></th>
          </tr>
        </thead>
        <tbody>
          <tr>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>1</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>H4</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>Product Innovation</p>
                <p>(X) -&gt; Iconic Product Excellence (Z) - &gt;
                Marketing</p>
                <p>Performance (Y)</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>0.271</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>6.103</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>0.000</p>
              </disp-quote>
            </p></td>
            <td><p specific-use="wrapper">
              <disp-quote>
                <p>Accepted</p>
              </disp-quote>
            </p></td>
          </tr>
        </tbody>
      </table>
    </table-wrap>
    <p>Source:d ata processed, 2025</p>
    <p>Based on table 5.16, the results of the indirect influence
    (mediation) test for the relevant pathways in this research model
    are as follows:</p>
    <list list-type="order">
      <list-item>
        <label>4.</label>
        <p>Hypothesis 4: Product Innovation Has a Significant Effect on
        Marketing Performance Mediated by Iconic Product Excellence</p>
      </list-item>
    </list>
    <disp-quote>
      <p>The specific indirect effect value (original sample) of 0.271
      indicates the indirect influence of product innovation on
      marketing performance through mediation variables (iconic product
      excellence). The direction of this indirect influence is positive.
      The statistical t-value of 6.103 (greater than the critical point
      value of t at α = 0.05) and the p-value of 0.000 (smaller than the
      significance level of α = 0.05) indicate that the indirect
      influence of product innovation on marketing performance through
      the advantages of iconic products is statistically
      significant.</p>
    </disp-quote>
    <p>Thus, a hypothesis that states that there is a significant
    influence of product innovation on marketing performance through the
    advantages of iconic products is acceptable. This supports the
    mediating role of iconic product excellence in conveying the
    influence of product innovation on marketing performance.</p>
  </sec>
</sec>
<sec id="discussion">
  <title>DISCUSSION</title>
  <p>This study examines the influence of product innovation on
  marketing performance with the advantage of iconic products as a
  mediating variable in bead craft business actors in East Kalimantan.
  The results of the analysis with Partial Least Square (PLS) show
  several key findings.</p>
  <p>First, product innovation has a positive and significant effect on
  the excellence of iconic products (β = 0.555; p = 0.000). This
  confirms that the development of design, function, and technology is
  able to create differentiation that strengthens product iconography.
  These findings are consistent with previous research (Jiang &amp;
  Haoxiang, 2022; Anom &amp; Safii, 2022) which states that innovation
  is the main driver of the creation of iconic products with brand
  loyalty and long-term competitiveness.</p>
  <p>Second, the excellence of iconic products has a positive and
  significant effect on marketing performance (β = 0.488; p = 0.000).
  Products with distinctive characteristics, cultural symbols, or unique
  designs not only function as a result of innovation, but also as a
  differentiation strategy that increases brand recall, customer
  loyalty, and market attractiveness (Soukhathammavong &amp; Park, 2019;
  Kotler et al., 2022).</p>
  <p>Third, product innovation has a significant effect on marketing
  performance through the excellence of iconic products (β = 0.344; p =
  0.000). This is in line with the theories of Resource-Based View and
  Dynamic Capabilities, which explain that innovation creates unique
  resources and adaptive capabilities that are difficult to replicate.
  However, new product innovations will have an optimal impact if they
  are realized in the form of iconic products that consumers
  recognize.</p>
  <p>Fourth, the excellence of iconic products has been shown to mediate
  the relationship between product innovation and marketing performance
  (β = 0.271; p = 0.000). This means that consistent innovation based on
  local culture is able to strengthen product iconography so as to
  increase the attractiveness and performance of marketing. Iconic
  products are not only an aesthetic element, but also an important
  means of differentiation in a competitive market (Subagyo, 2023;
  Ningrum et al., 2020).</p>
  <p>Overall, the results of this study confirm that product innovation
  plays an important role in improving marketing performance, but the
  influence is stronger when mediated by the excellence of iconic
  products. In the context of East Kalimantan bead crafts, business
  actors need to combine innovation with local cultural identity to
  create products that are unique, emotionally valuable, and have
  sustainable competitiveness.</p>
</sec>
<sec id="conclusion">
  <title>CONCLUSION</title>
  <p>This research shows that product innovation has an important role
  in improving the marketing performance of bead craft business actors
  in East Kalimantan. Innovation has been proven to have a significant
  effect on the excellence of iconic products as well as directly on
  marketing performance. In addition, the excellence of iconic products
  has a significant effect on strengthening competitiveness and
  marketing, and has been proven to mediate the relationship between
  product innovation and marketing performance. Thus, innovation
  combined with the strengthening of the characteristics of products
  based on local culture is able to create differentiation that
  increases attractiveness, consumer loyalty, and business
  sustainability.</p>
</sec>
<sec id="recommendation">
  <title>RECOMMENDATION</title>
  <p>Beadcraft business actors in East Kalimantan need to continue to
  develop innovations in design, materials, and production techniques
  while strengthening local culture-based characteristics so that
  products are more iconic, easily recognizable, and highly competitive.
  Continuous innovation will maintain product relevance to market trends
  while improving marketing performance. In addition, strengthening the
  excellence of iconic products has been proven to be able to mediate
  the influence of innovation on marketing, so it needs to be used as
  the main strategy in product differentiation.</p>
  <p>Local governments are expected to support through training and
  facilitation, especially related to innovation, digital marketing, and
  business management. For further research, it is recommended to expand
  the model with other variables such as promotion strategies, customer
  satisfaction, brand loyalty, and the use of social media to provide a
  more comprehensive picture of the determinants of the success of
  marketing beadcraft based on local culture.</p>
</sec>
<sec id="advanced-research">
  <title>ADVANCED RESEARCH</title>
  <p>Further research can be directed at the expansion of the model by
  including other variables such as promotional strategies, customer
  satisfaction, brand loyalty, and marketing digitalization that are
  increasingly relevant in the modern era. In addition, a more in-depth
  study of the role of social media and e-</p>
  <p>commerce platforms in strengthening the advantages of iconic
  products is also important. Comparative studies with other regions
  that have local culture-based crafts can provide a more effective
  picture of differentiation strategies. Long-term (longitudinal)
  research is also recommended to look at the consistency of the
  influence of innovation on marketing performance in the face of
  changing trends and consumer behavior. Thus, further research can
  provide a more comprehensive understanding of the factors that
  determine the success of marketing local culture-based bead
  crafts.</p>
</sec>
<sec>
  <title>REFERENCES</title>
    <ref-list>
    <ref id="ref1">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Afriyie</surname><given-names>S.</given-names></name>
          <name><surname>Du</surname><given-names>J.</given-names></name>
          <name><surname>Ibn Musah</surname><given-names>A. A.</given-names></name>
          <name><surname>Cheah</surname><given-names>J.</given-names></name>
          <name><surname>Leong</surname><given-names>S. Y.</given-names></name>
          <name><surname>Fernando</surname><given-names>Y.</given-names></name>
          <name><surname>Otache</surname><given-names>I.</given-names></name>
          <name><surname>Shafi</surname><given-names>M.</given-names></name>
        </person-group>
        <article-title>Sustainable development of micro firms: examining the effects of cooperation on handicraft firm’s performance through innovation capability</article-title>
        <source>Benchmarking</source>
        <year>2020</year>
        <volume>12</volume>
        <issue>4</issue>
        <fpage>529</fpage>
        <lpage>548</lpage>
        <comment>https://doi.org/10.1108/IJOEM-11-2019-0989</comment>
      </element-citation>
    </ref>

    <ref id="ref2">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Agus Suyono</surname><given-names>N.</given-names></name>
          <name><surname>Zuhri</surname><given-names>F.</given-names></name>
        </person-group>
        <article-title>Pengaruh Inklusi Keuangan, Literasi Keuangan, Kemampuan Manajerial, Pengetahuan Akuntansi dan Kompetensi SDM Terhadap Kinerja UMKM</article-title>
        <source>Jurnal Akuntansi, Manajemen &amp; Perbankan Syariah</source>
        <year>2022</year>
        <volume>2</volume>
        <issue>6</issue>
        <fpage>57</fpage>
        <lpage>72</lpage>
      </element-citation>
    </ref>

    <ref id="ref3">
      <element-citation publication-type="report">
        <person-group person-group-type="author">
          <name><surname>Badan Pusat Statistik Kalimantan Timur</surname></name>
        </person-group>
        <article-title>Kalimantan Timur dalam angka 2025</article-title>
        <source>BPS Provinsi Kalimantan Timur</source>
        <year>2025</year>
      </element-citation>
    </ref>

    <ref id="ref4">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Dörnyei</surname><given-names>Z.</given-names></name>
          <name><surname>Griffee</surname><given-names>D. T.</given-names></name>
        </person-group>
        <article-title>Research methods in applied linguistics</article-title>
        <source>TESOL Journal</source>
        <year>2010</year>
        <volume>1</volume>
        <issue>1</issue>
        <fpage>181</fpage>
        <lpage>183</lpage>
        <comment>https://doi.org/10.5054/tj.2010.215611</comment>
      </element-citation>
    </ref>

    <ref id="ref5">
      <element-citation publication-type="book">
        <person-group person-group-type="author">
          <name><surname>Hair</surname><given-names>J. F.</given-names></name>
          <name><surname>Hult</surname><given-names>G. T. M.</given-names></name>
          <name><surname>Ringle</surname><given-names>C. M.</given-names></name>
          <name><surname>Sarstedt</surname><given-names>M.</given-names></name>
          <name><surname>Danks</surname><given-names>N. P.</given-names></name>
          <name><surname>Ray</surname><given-names>S.</given-names></name>
        </person-group>
        <article-title>Partial least squares structural equation modeling (PLS-SEM) using R</article-title>
        <source>Springer International Publishing</source>
        <year>2021</year>
        <comment>https://doi.org/10.1007/978-3-030-80519-7</comment>
      </element-citation>
    </ref>

    <ref id="ref6">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Hair</surname><given-names>J. F.</given-names></name>
          <name><surname>Risher</surname><given-names>J. J.</given-names></name>
          <name><surname>Sarstedt</surname><given-names>M.</given-names></name>
          <name><surname>Ringle</surname><given-names>C. M.</given-names></name>
        </person-group>
        <article-title>When to use and how to report the results of PLS-SEM</article-title>
        <source>European Business Review</source>
        <year>2019</year>
        <volume>31</volume>
        <issue>1</issue>
        <fpage>2</fpage>
        <lpage>24</lpage>
        <comment>https://doi.org/10.1108/EBR-11-2018-0203</comment>
      </element-citation>
    </ref>

    <ref id="ref7">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Hanfan</surname><given-names>A.</given-names></name>
        </person-group>
        <article-title>Membangun keunggulan produk ikonik untuk meningkatkan kinerja pemasaran UMKM</article-title>
        <source>DeReMa Jurnal Manajemen</source>
        <year>2017</year>
        <volume>12</volume>
        <issue>2</issue>
        <fpage>162</fpage>
        <lpage>186</lpage>
        <comment>https://doi.org/10.19166/derema.v12i2.465</comment>
      </element-citation>
    </ref>

    <ref id="ref8">
      <element-citation publication-type="journal">
        <person-group person-group-type="author">
          <name><surname>Hanfan</surname><given-names>A.</given-names></name>
          <name><surname>Nupus</surname><given-names>H.</given-names></name>
          <name><surname>Lutfi</surname></name>
        </person-group>
        <article-title>Iconic product advantage for improving marketing performance of Indonesian small and medium enterprises</article-title>
        <source>International Journal of Economics and Business Administration</source>
        <year>2020</year>
        <volume>8</volume>
        <issue>1</issue>
        <fpage>31</fpage>
        <lpage>41</lpage>
        <comment>https://doi.org/10.35808/ijeba/406</comment>
      </element-citation>
    </ref>

    <ref id="ref9">
      <element-citation publication-type="book">
        <person-group person-group-type="author">
          <name><surname>Kotler</surname><given-names>P.</given-names></name>
          <name><surname>Armstrong</surname><given-names>G.</given-names></name>
        </person-group>
        <article-title>Prinsip-prinsip pemasaran</article-title>
        <source>Erlangga</source>
        <year>2008</year>
        <comment>12th edition</comment>
      </element-citation>
    </ref>

    <ref id="ref10">
      <element-citation publication-type="book">
        <person-group person-group-type="author">
          <name><surname>Kotler</surname><given-names>P.</given-names></name>
          <name><surname>Keller</surname><given-names>K. L.</given-names></name>
          <name><surname>Chernev</surname><given-names>A.</given-names></name>
        </person-group>
        <article-title>Marketing management</article-title>
        <source>Pearson Education Limited</source>
        <year>2022</year>
        <comment>16th edition</comment>
      </element-citation>
    </ref>
    </ref-list>
</sec>
</body>
</article>
