Journal articles on the topic 'Export marketing – Canada – Management'
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1
Seringhaus, F. H. Rolf. "A Comparison of Export Marketing Behavior of Canadian and Austrian High-Tech Firms." Journal of International Marketing 1, no. 4 (December 1993): 49–69. http://dx.doi.org/10.1177/1069031x9300100404.
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Export marketing behavior of high-tech companies in Canada and Austria is examined. T-test analysis was used to compare export marketing expertise, information sources, and market research, and the findings are discussed in the context of the competitive climate for high-tech products. Results show that Austrian companies are more culturally attuned than Canadian companies and that the latter are more inwardly focused. Each group appears to emphasize different areas of expertise and market research activities. Conclusions and implications for exporters of high-tech products and researchers are offered.
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Katsikeas, Constantine S., Shengliang L. Deng, and Lawrence H. Wortzel. "Perceived Export Success Factors of Small and Medium-Sized Canadian Firms." Journal of International Marketing 5, no. 4 (December 1997): 53–72. http://dx.doi.org/10.1177/1069031x9700500405.
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In drawing attention to certain important gaps in the export marketing literature, this paper reports on a systematic study of critical factors for export success of small and medium-sized manufacturing firms in Canada. In this ethnocentric context, an attempt is made to investigate the presence of potentially significant differences in perceptions of key export success factors based upon export development, firm size, and product type. The study results point to the importance of the level of export development, product type and, to a lesser extent, company size in influencing exporter perceptions of factors contributing to export success. The implications of the findings for business practitioners and public policy makers are discussed, and avenues for future research outlined along with the limitations of the study.
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Cosset, Jean-Claude, and Jean Roy. "The Prediction of Country Risk Classification: The Case of the Export Development Corporation of Canada." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 11, no. 3 (April 8, 2009): 214–23. http://dx.doi.org/10.1111/j.1936-4490.1994.tb00062.x.
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Bryula, I. V. "State information system “AITS”: features of formation and directions of development." Proceedings of the National Academy of Sciences of Belarus. Agrarian Series 59, no. 3 (August 5, 2021): 340–49. http://dx.doi.org/10.29235/1817-7204-2021-59-3-340-349.
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Animal breeding is a strategic branch of agri-business in the Republic of Belarus, focused on solving social and economic issues and ensuring national food security. Currently, its development is innovations based, forming a high level of the country’s production and export potential. In the world ranking by the end of 2020, the Republic of Belarus took the 5th place in terms of milk exports (4.8 million tons). As world experience shows, the key direction is implementation of electronic identification of animals as an accounting system in agriculture, including assigning identification number to an animal by tagging, registering information about it in a database and issuing an appropriate passport. The paper summarizes and systematizes legal, organizational and financial conditions for creation and functioning of national information systems in Australia, Argentina, Brazil, Great Britain, the European Union, Canada, the Netherlands, the USA, Switzerland, and Japan. It has been determined that absence of a system for identifying the registration of farm animals leads to distortion of data on the number of livestock, and also creates obstacles for selection work and livestock breeding, decreases efficiency of antiepizootic measures, and inhibits international trade in animals and animal products. In development of this, the necessity of this process in the Republic of Belarus, feasibility of creating the state information system “AITS” (SIS AITS) and corresponding management structure – SI “Center for information systems in animal husbandry” are substantiated. With Gomel region as an example, peculiarities of planning and implementation of process of identification and registration of farm animals are disclosed, the main indicators of the efficiency of SIS AITS for 2013–2020 are analyzed. The advantages of commodity producers of the Republic of Belarus in the context of strengthening production and marketing and export potential and reducing risks in the domestic and foreign markets are substantiated. The issues presented in the article are of interest in determining measures for implementation of the State Program “Agrarian Business” for 2021-2025 and a strategy for the export of agricultural products and food products for the period up to 2025.
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Kireyenka, N. V. "Models of agrarian business development in international practice." Proceedings of the National Academy of Sciences of Belarus. Agrarian Series 59, no. 1 (February 9, 2021): 22–40. http://dx.doi.org/10.29235/1817-7204-2021-59-1-22-40.
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In conditions of the world economy globalization, regional trade and economic integration of countries, and increased sectoral competition, agricultural business remains a strategically important branch of the national economy of any state. Its activities are based on the regulatory legal framework for creation and functioning of agro-industrial complex entities, state regulation and support of agriculture, development of rural areas, food export incentive, formation of external and internal trade infrastructure. The world agrarian economy demonstrates the use of various models of efficient agro-industrial production management, providing for solution of national food security and increasing the export potential of the industry. The paper presents typology of agriculture by types of land use at various levels of social and economic development of countries, identifies the main world producers, exporters and importers of agri-food products. Review of the state regulation system and support of commodity producers in Australia, Argentina, Brazil, the European Union, India, Indonesia, Canada, China, Russia, and the United States has been carried out taking into account implementation of the international rules of the World Trade Organization. Various types of agricultural business models, sales systems, depending on production specialization of individual states, regions, enterprises and aimed at development of vertical integration, combination of marketing and logistics functions within one company, changes in the commodity structure along the sales channels in the domestic and foreign markets, have been systematized. The competitive advantages of the Republic of Belarus in the context of development of priority areas of agricultural business have been substantiated and the key risks having significant impact on the strengthening of production, sales and export potential have been analyzed. The issues Covered in the paper are of interest in preparation of draft state programs for social and economic development of the national agro-industrial complex, strategy in the field of export of agricultural products and food products for the period up to 2025.
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Kim, Chang Soo, and Praveen Aggarwal. "The customer is king: culture-based unintended consequences of modern marketing." Journal of Consumer Marketing 33, no. 3 (May 9, 2016): 193–201. http://dx.doi.org/10.1108/jcm-01-2015-1273.
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Purpose This study aims to examine how the modern marketing expectation of treating the customer like a king can become a source of power differential in societies that already have a predisposition for hierarchical structures. The authors explore how this marketing-generated power differential might have an adverse impact on service providers in Eastern cultures with high power distance. Design/methodology/approach Four studies involving receivers and providers of services in Canada and South Korea were conducted. The experiments required participants to read service scenarios and respond to survey questions. Findings The authors find that practicing the “The Customer is King” philosophy does produce a power differential between the customer and the service provider in Eastern cultures. In such cultures, customers may feel superior in social hierarchy compared to the service providers, may develop a sense of entitlement that infringes on the rights of the service providers and may carry over that expectation from service to non-service contexts. The power differential is also a source of stress for the service provider. Research limitations/implications The use of scenarios in our experiments may limit the generalizability of the study’s findings. Practical implications Although sharing of best practices across cultures can be a worthwhile goal for managers, blind copying of some Western practices in Eastern markets can be problematic. The cultural context of markets calls for caution. In their quest for excellent customer service, managers should not let customers expect the service provider to become subservient and servile. Originality/value This study is the first attempt at examining the social impact of a marketing philosophy (customer is king) and how the outcomes might be different depending on the culture in which the philosophy is practiced.
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Tanasiichuk, Alona, Svitlana Kovalchuk, Vitalii Nianko, Ruslan Boiko, Sergii Drazhnitsya, and Yulia Holovchuk. "Marketing Activities of Extractive Industry Enterprises in Ukraine in Overcoming the Consequences of the Corona Crisis." European Journal of Sustainable Development 11, no. 1 (February 1, 2022): 147. http://dx.doi.org/10.14207/ejsd.2022.v11n1p147.
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The study evaluated the state of international activities of extractive industry enterprises of Ukraine in the conditions of overcoming the consequences of corona crisis. The system of indicators to assess the effectiveness of their marketing activities in conditions caused by the pandemic coronavirus COVID-19 was developed. The evaluation system proposed in the study includes the analysis of indicators of production volume of the main types of extractive industry products, the dynamics of kaolin mining volumes in Ukraine and the dynamics of sales volumes of extractive industry products by Ukrainian enterprises on international markets. Also the structure of sales volumes of extractive industry products by Ukrainian enterprises on international markets was determined. An important stage of the proposed research methodology is the assessment of indicators of convergence of international markets in the conditions of overcoming the consequences of corona crisis. In the process of the study a comprehensive assessment of the convergence of Ukrainian enterprises of extractive industry in the conditions of overcoming the consequences of corona crisis was carried out. The approach is based on the application of ranks summation method for rating international markets by the system of dynamic indicators. The results of the study made it possible to determine the marketing attractiveness of markets of Belgium, Canada, Netherlands, Bangladesh, Hong Kong China, Pakistan for the activities of domestic enterprises of extractive industry at them, and assess their convergence. The last stage of the research was an expert assessment of convergence indicators of international markets in the conditions of overcoming the consequences of the coronocrisis. As a result of such assessment four international convergent markets were identified - Belgium, Canada, the Netherlands, Hong Kong, which demonstrate favorable conditions for doing business at them, and which indicates the existence of convergent conditions for domestic mining companies to sell the commodity group "2507 Kaolin and other kaolin clays" at the markets".
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Campaniaris, Constantine, Richard Murray, Steven Hayes, and Michael Jeffrey. "Evidence-based development of a strategy for Canadian apparel SMEs." Journal of Fashion Marketing and Management 19, no. 3 (July 13, 2015): 299–314. http://dx.doi.org/10.1108/jfmm-11-2014-0079.
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Purpose – The Canadian apparel industry has long been challenged by imports from low-wage countries while its exports have declined since their height in 2002. This situation was exacerbated with trade liberalisation, which started in January 2005. Data from Industry Canada and a number of studies, amongst which those of the Apparel Human Resources Council (AHRC), showing the adverse effects of trade liberalisation since the phasing out of the multi-fibre agreement in 2005, the lack of competitive advantage for Canada as an apparel manufacturing nation and the subsequent rapid decline of its apparel industry, pointed to the need for a strategic response from the Canadian apparel industry, particularly from small to medium-sized enterprises. A study conducted for the AHRC of the Federal Government of Canada outlined a number of strategies that Canadian apparel companies could pursue, focusing on elements other than manufacturing in the traditional apparel value chain. These strategies seemed to suggest the implementation of a cluster approach where greater cooperation between suppliers would be required throughout the supply chain with a focus on functional expertise and relationships. The purpose of this paper is to determine whether a cluster strategy is being applied or if indeed it is applicable to Canada’s apparel companies. Design/methodology/approach – A literature search, was undertaken to find the options available for the organisation of SMEs so that: an analytical framework could be created from the various theories and concepts that; would enable the evidence-based selection of an option or options suitable for adoption by Canadian apparel SMEs, to assist them to be more effective than stand-alone enterprises. Data were collected from case studies of Canadian apparel companies, an Experience Survey (conducted through face-to-face interviews with the directors of the AHRC, the Canadian Apparel Federation, Industry Canada, and Canadian retail and apparel supply executives) and from the responses to an online questionnaire sent to Canadian apparel suppliers. The data were subjected to examination using the analytical framework to determine whether the evidence existed on which to base a cluster-based strategic response to competition from overseas apparel suppliers, or whether one of the alternative options might be a more suitable match with the Canadian apparel business environment. Findings – Neither the case studies nor the Experience Survey revealed sufficient evidence of open communication or of cooperation among suppliers in areas that would fortify horizontal clustering amongst apparel SMEs, such as the sharing of labour, market research or supply chain management; similar findings emerged from the online questionnaire sent to Canadian apparel suppliers, which showed little evidence favouring cluster development as a strategic response for the Canadian apparel supply industry. The research also showed that industrialists, experts and government advisors all recognised that, beginning with trade liberalisation in 2005, there had been a transformation of the Canadian apparel industry from a manufacturing to a service industry with the retailers taking much stronger control of the supply chain than before, which, taken together with the lack of open communication or cooperation among apparel suppliers gives rise to conditions which favour collaboration over clustering. Originality/value – The paper provides a firm evidence base upon which to develop a different strategy for Canadian SMEs than the cluster approach that has been proposed to date. The findings reported in this paper show that Canadian apparel industry leaders, government and industry-led support organisations, retailers and suppliers all recognise that the type of open communication or of cooperation among suppliers in areas that would fortify horizontal clustering amongst apparel SMEs, such as the sharing of labour, market research or supply chain management does not occur to a sufficient extent to support the adoption of a cluster strategy by the Canadian apparel sector (although it may be applicable in Quebec). Canadian retailers have now taken the leading role in the supplier/retailer relationship. Any future strategy will need to take account of this repositioning of retailers and be centred upon vertical relationships between individual apparel suppliers and retailers.
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Hunt, Irma, Allison Watts, and Sarah K. Bryant. "Walmart’s international expansion: successes and miscalculations." Journal of Business Strategy 39, no. 2 (April 16, 2018): 22–29. http://dx.doi.org/10.1108/jbs-02-2017-0013.
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Purpose Walmart achieved extraordinary success and growth in its home country before embarking on a strategy of international expansion. While most of Walmart¹s international expansion efforts were successful, the retailer experienced some challenges in Germany and South Korea, exiting both less than ten years after initial entry. In 2016, Walmart announced the closure of 269 stores worldwide. Although most Walmart stores are now outside the USA, the performance of these stores lag their US counterparts. Walmart has not been able to simply export its “Everyday Low Price” approach. It is important to understand cultural differences in the way people shop in addition to understanding the market, economy and laws of various regions around the world. Design/methodology/approach Walmart’s successes and missteps in each country are analyzed. The studies looked at each country’s culture, shopping habits and discuss what worked and what did not in each country. The authors hope that managers planning international expansion will learn from the successes and failures of this giant retailer. Findings Walmart has a significant presence in Mexico, the UK, Brazil, China and Canada. It has been successful in countries where it has adapted the Walmart model to the local market. International expansion for Walmart, along with other retailers, is now being highly impacted by the growth in online shopping. However, the use of technology for shopping is not a homogenous global experience. The increased demand for online retailers suggests that firms slow down (but not stop) brick and mortar international expansion. Practical implications Considering the projected growth in online shopping, retailers with global aspirations need to have a strong and sustainable competitive advantage (e.g. products, operations, marketing and brand name reputation) in addition to a clear internationalization plan. The same factors critical to brick and mortar expansion are applicable to online growth. Having a successful, long-term presence in selected countries requires a clear understanding of each country’s infrastructure, demographics, political and economic systems, in addition to cultural awareness and an understanding of shopping practices. Social implications The growth of online shopping internationally will also fundamentally alter international expansion for Walmart and other retailers. Interestingly, Chinese shoppers may be leading the trend in online shopping, as nearly 65 percent of Chinese shoppers use their mobile phones for online shopping, are more likely to buy from off-shore online retailers and are more likely to use their mobile phones to compare prices than either Canadian or US shoppers (PWC, 2016). Walmart’s recent acquisition of Jet.com is sending a clear signal that brick and mortar shopping is not the only way to expand internationally. Originality/value This original work about Walmart’s growth strategy internationally is unique. This work will be of great value to managers thinking of expanding internationally. The non-embracing of local cultural habits and use of non-local managers is something that can be easily overlooked when thinking of expansion. Serious financial consequences can be easily avoided by being aware of the mistakes that others have made.
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Austen, Dick. "Foreword to 'Producing and Processing Quality Beef from Australian Cattle Herds'." Australian Journal of Experimental Agriculture 41, no. 7 (2001): I. http://dx.doi.org/10.1071/eav41n7_fo.
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Markets for Australian beef throughout the 20th century have been moulded by world wars, economic depressions, droughts, transport technology, cattle breeding, trade barriers, global competition, livestock disease eradication, human health risks, food safety, Australian Government policy, consumerism and beef quality. Major ‘shocks’ to beef marketing include the development of successful shipments of chilled carcases to Britain in the 1930s, the widespread trade disruption caused by World War II, expansion (early 1950s) and then a reduction in beef exports to Britain (1956), the introduction and then proliferation of Bos indicus derived cattle in northern Australia (1960s), licensing and upgrading of Australian abattoirs to export to USA and the consequential brucellosis and tuberculosis eradication campaign leading to record export tonnages of Australian processing beef to USA (1960–70). In 1980, increased beef trade to Japan began, leading in the late 1980s to expansion of high-quality grain finished products into that market. By 1993, beef exports to Japan (280.5 kt) exceeded those to USA (274.4 kt), signalling the significant shift in beef exports to Asia. Commencing in about 1986, the USA recognised the value of beef exports to Asian markets pioneered by Australia. Australia’s share of the Japanese and South Korean markets has been under intense competition since that time. Another major influence on Australia’s beef market in the early 1990s was growth in live cattle exports to Asian markets in Indonesia, Malaysia and the Philippines. Live exports accounted for 152000 heads in 1992 and 858000 heads in 1996. Improved management systems (e.g. fences) and consequent regulation of cattle supply even in the wet season, a by-product of the brucellosis and tuberculosis eradication campaign, were indirect drivers of the growth in live exports. Throughout the period 1940–2000, domestic consumption of beef and veal declined from 68 to 33.3 kg/head.year, reflecting competition from other foods, perceptions of health risks, price of beef, periodic food safety scares, vegetarianism, changes in lifestyle and eating habits and lack of consistency of eating quality of beef. Despite this decline, the domestic Australian beef market still consumes a significant component (37%) of total Australian beef production. In 1984–85, the reform of the Australian Meat and Livestock Corporation set in train a major directional change (‘New Direction’) of the beef sector in response to beef market trends. Under Dick Austen’s leadership, the Australian Meat and Livestock Corporation changed the industry’s culture from being ‘production-driven’ to being ‘consumer-driven’. Market research began in Australia, Japan and Korea to establish consumer preferences and attitudes to price, beef appearance and eating quality. Definite consumer requirements were identified under headings of consistency and reliability. The AusMeat carcass descriptors were introduced and a decade later traits like tenderness, meat colour, fat colour, meat texture, taste, smell, and muscle size were addressed. These historical ‘shocks’ that shaped the Australian beef markets have all been accompanied by modification to production systems, breeding programs, herd structure, processing procedures, advertising and promotion, meat retailing and end-use. The increasing importance of the food service sector and the ‘Asian merge’ influence on beef cuts usage in restaurant meals and take-away products are the most recognisable changes in the Australian food landscape. The Cooperative Research Centre¿s research portfolio was built around the changing forces influencing beef markets in the early 1990s. Australia needed to better understand the genetic and non-genetic factors affecting beef quality. One example was the poor success rate of cattle being grain-fed for the Japanese premium markets. Another was the relative contribution of pre- and post-slaughter factors to ultimate eating quality of beef. The Meat Standards Australia scheme was launched in 1997 to address this problem in more detail. The Cooperative Research Centre contributed significantly to this initiative. In the year 2001, Australia, with only 2.5% of world cattle numbers retains the position of world number one beef trader. We trade to 110 countries worldwide. The Australian beef sector is worth A$6 billion annually. The diversity of Australian environments, cattle genotypes and production systems provides us with the ability to meet diverse specifications for beef products. A new set of market forces is now emerging. Strict accreditation rules apply to Australian producers seeking access to the lucrative European Union market. Transmissible spongiform encephalopathies like bovine spongiform encephalopathy and scrapie are a continuing food safety concern in Europe. This and the foot and mouth disease outbreak in Britain early in 2001 have potentially significant indirect effects on markets for Australian beef. And the sleeping giant, foot and mouth disease-free status of Latin American countries Brazil, Uruguay and Argentina continues to emerge as a major threat to Australian beef markets in Canada and Taiwan. As in the past, science and technology will play a significant role in Australia¿s response to these market forces.
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Bindon, B. M., and N. M. Jones. "Cattle supply, production systems and markets for Australian beef." Australian Journal of Experimental Agriculture 41, no. 7 (2001): 861. http://dx.doi.org/10.1071/ea01052.
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Markets for Australian beef throughout the 20th century have been moulded by world wars, economic depressions, droughts, transport technology, cattle breeding, trade barriers, global competition, livestock disease eradication, human health risks, food safety, Australian Government policy, consumerism and beef quality. Major ‘shocks’ to beef marketing include the development of successful shipments of chilled carcases to Britain in the 1930s, the widespread trade disruption caused by World War II, expansion (early 1950s) and then a reduction in beef exports to Britain (1956), the introduction and then proliferation of Bos indicus derived cattle in northern Australia (1960s), licensing and upgrading of Australian abattoirs to export to USA and the consequential brucellosis and tuberculosis eradication campaign leading to record export tonnages of Australian processing beef to USA (1960–70). In 1980, increased beef trade to Japan began, leading in the late 1980s to expansion of high-quality grain finished products into that market. By 1993, beef exports to Japan (280.5 kt) exceeded those to USA (274.4 kt), signalling the significant shift in beef exports to Asia. Commencing in about 1986, the USA recognised the value of beef exports to Asian markets pioneered by Australia. Australia’s share of the Japanese and South Korean markets has been under intense competition since that time. Another major influence on Australia’s beef market in the early 1990s was growth in live cattle exports to Asian markets in Indonesia, Malaysia and the Philippines. Live exports accounted for 152000 heads in 1992 and 858000 heads in 1996. Improved management systems (e.g. fences) and consequent regulation of cattle supply even in the wet season, a by-product of the brucellosis and tuberculosis eradication campaign, were indirect drivers of the growth in live exports. Throughout the period 1940–2000, domestic consumption of beef and veal declined from 68 to 33.3 kg/head.year, reflecting competition from other foods, perceptions of health risks, price of beef, periodic food safety scares, vegetarianism, changes in lifestyle and eating habits and lack of consistency of eating quality of beef. Despite this decline, the domestic Australian beef market still consumes a significant component (37%) of total Australian beef production. In 1984–85, the reform of the Australian Meat and Livestock Corporation set in train a major directional change (‘New Direction’) of the beef sector in response to beef market trends. Under Dick Austen’s leadership, the Australian Meat and Livestock Corporation changed the industry’s culture from being ‘production-driven’ to being ‘consumer-driven’. Market research began in Australia, Japan and Korea to establish consumer preferences and attitudes to price, beef appearance and eating quality. Definite consumer requirements were identified under headings of consistency and reliability. The AusMeat carcass descriptors were introduced and a decade later traits like tenderness, meat colour, fat colour, meat texture, taste, smell, and muscle size were addressed. These historical ‘shocks’ that shaped the Australian beef markets have all been accompanied by modification to production systems, breeding programs, herd structure, processing procedures, advertising and promotion, meat retailing and end-use. The increasing importance of the food service sector and the ‘Asian merge’ influence on beef cuts usage in restaurant meals and take-away products are the most recognisable changes in the Australian food landscape. The Cooperative Research Centre¿s research portfolio was built around the changing forces influencing beef markets in the early 1990s. Australia needed to better understand the genetic and non-genetic factors affecting beef quality. One example was the poor success rate of cattle being grain-fed for the Japanese premium markets. Another was the relative contribution of pre- and post-slaughter factors to ultimate eating quality of beef. The Meat Standards Australia scheme was launched in 1997 to address this problem in more detail. The Cooperative Research Centre contributed significantly to this initiative. In the year 2001, Australia, with only 2.5% of world cattle numbers retains the position of world number one beef trader. We trade to 110 countries worldwide. The Australian beef sector is worth A$6 billion annually. The diversity of Australian environments, cattle genotypes and production systems provides us with the ability to meet diverse specifications for beef products. A new set of market forces is now emerging. Strict accreditation rules apply to Australian producers seeking access to the lucrative European Union market. Transmissible spongiform encephalopathies like bovine spongiform encephalopathy and scrapie are a continuing food safety concern in Europe. This and the foot and mouth disease outbreak in Britain early in 2001 have potentially significant indirect effects on markets for Australian beef. And the sleeping giant, foot and mouth disease-free status of Latin American countries Brazil, Uruguay and Argentina continues to emerge as a major threat to Australian beef markets in Canada and Taiwan. As in the past, science and technology will play a significant role in Australia¿s response to these market forces.
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Kayabasi, Aydin, and Thandiwe Mtetwa. "Impact of marketing effectiveness and capabilities, and export market orientation on export performance." European Business Review 28, no. 5 (August 8, 2016): 532–59. http://dx.doi.org/10.1108/ebr-11-2014-0084.
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Purpose The purpose of this paper is to examine the relationships between marketing effectiveness, marketing capabilities, export market orientation and export performance. Design/methodology/approach The research analyses whether export market orientation, marketing effectiveness and marketing capabilities are antecedents of export performance with structural equation modelling. Data to test the model were obtained through a structured survey of 443 export companies operating in the Aegean region of Turkey. After explanatory and confirmatory factor analysis, the structural model was tested. Findings The findings suggest that export market orientation has a significant impact on marketing capabilities and marketing effectiveness, and that marketing effectiveness has a significant impact on export performance. This indicates that export market orientation is central to the development of marketing capabilities, while marketing effectiveness contributes to explaining export performance. Research limitations/implications There are several limitations of the research. The first significant limitation is that the variables had various sub-dimensions. The second limitation is about sampling of the research that it is not specific to a particular sector. Practical implications This paper provides useful insights to exporters on market orientation, focal dimensions of marketing effectiveness and marketing capabilities that would help them enhance their export performance. Originality/value Using the resource-based view, this paper contributes to the explanation for export performance by assessing the role of export market orientation behaviour on marketing capabilities and marketing effectiveness.
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A. Griffith, David, Hannah S. Lee, Chang Seob Yeo, and Roger Calantone. "Marketing process adaptation." International Marketing Review 31, no. 3 (May 6, 2014): 308–34. http://dx.doi.org/10.1108/imr-06-2013-0113.
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Purpose – The purpose of this paper is to explore the marketing “processes” of governing multiple export relationships under the theoretical framework of governance value analysis (GVA). Specifically, this work examines the internal exchange attributes of transaction-specific investments and psychic distance on the adaptation/standardization of relational behavior and detailed contracting and how process adaptation/standardization influences new product outcomes and jointly created value in the focal export relationship. Design/methodology/approach – A survey was conducted of 151 US manufacturers regarding their relationship with their primary foreign buyers. Data were analyzed with partial least squares estimation. Findings – The results indicate that high levels of transaction-specific investments lead to the adaptation of relational behaviors whereas high levels of psychic distance lead to less adaptation of detailed contracting. The adaptation of relational behaviors and detailed contracting reflect differential direct effects on export performance. Furthermore, the results indicate that there is a significant positive interaction effect between the adaptation of relational behavior and detailed contracting on jointly created value in the focal export relationship. Practical implications – The findings of the study reveal that adaptation of the marketing process related to relationship governance strategies can play an important role in the export marketing process, but managers must proceed with caution in balancing relational behavior and detailed contract adaptation. The results also point to the importance of understanding the underlying source of uncertainty and adapting appropriate aspects of governance for enhancing jointly created value in the export relationship. Originality/value – The value of this research lies in its goal to highlight the issue of marketing process adaptation across multiple export relationships. Less attention has been paid to the marketing “processes” of governing multiple export relationships in the international marketing strategy literature relative to “program” standardization/adaptation. This is one of the first empirical studies on marketing process adaptation of governance employing the theoretical framework of GVA.
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Bennett, Roger. "Export marketing and the Internet." International Marketing Review 14, no. 5 (October 1997): 324–44. http://dx.doi.org/10.1108/02651339710184307.
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Bilkey, Warren J. "DEVELOPMENT OF EXPORT MARKETING GUIDELINES." International Marketing Review 2, no. 1 (January 1985): 31–40. http://dx.doi.org/10.1108/eb008268.
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Cavusgil, S. Tamer, and Shaoming Zou. "Marketing Strategy-Performance Relationship: An Investigation of the Empirical Link in Export Market Ventures." Journal of Marketing 58, no. 1 (January 1994): 1–21. http://dx.doi.org/10.1177/002224299405800101.
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The relationship between marketing strategy and performance has been well documented in the domestic marketing context. However, empirical work in the context of export marketing has been fragmented. The authors investigate the marketing strategy-performance relationship in the context of export ventures. The study differs from previous export marketing studies in that (1) a comprehensive set of potential determinants of export market performance is considered; (2) the unit of analysis is the individual product-market export venture, rather than the firm or a business division; and (3) the analysis is based on in-depth personal interviews. The authors propose a conceptual framework of export marketing strategy and performance and test it by path analysis. The results support the contention that export marketing strategy, firm's international competence, and managerial commitment are the key determinants of export performance. Export marketing strategy is influenced by internal (firm and product characteristics) and external factors (industry and export market characteristics). They then discuss implications for management and further research.
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Gençtürk, Esra F., and Masaaki Kotabe. "The Effect of Export Assistance Program Usage on Export Performance: A Contingency Explanation." Journal of International Marketing 9, no. 2 (June 2001): 51–72. http://dx.doi.org/10.1509/jimk.9.2.51.19886.
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On the basis of a synthesis of prior research, the authors develop a model, which integrates export marketing involvement and the use of government export promotion assistance programs as critical variables affecting export performance, and subject it to empirical evaluation. In this context, the authors also investigate organizational and managerial differences among the firms involved in export marketing to ascertain the robustness of and replicate the observed differences in firms’ export marketing involvement behavior. The results indicate that export marketing involvement of firms and firms’ usage of government export assistance programs are important export success factors. However, the relevance of export assistance programs and the role they play vary depending on the dimension of export performance being considered.
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Julian, Craig C., and Zafar U. Ahmed. "The Impact of Barriers to Export on Export Marketing Performance." Journal of Global Marketing 19, no. 1 (December 21, 2005): 71–94. http://dx.doi.org/10.1300/j042v19n01_05.
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Fellegi, Ivan P. "Marketing at Statistics Canada." Statistical Journal of the United Nations Economic Commission for Europe 8, no. 3-4 (December 28, 1991): 295–306. http://dx.doi.org/10.3233/sju-1991-83-409.
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Eusebio, Rossano, Joan Llonch Andreu, and M. Pilar López Belbeze. "Management perception and marketing strategy in export performance." Journal of Fashion Marketing and Management: An International Journal 11, no. 1 (March 6, 2007): 24–40. http://dx.doi.org/10.1108/13612020710734382.
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Prasad, V. Kanti, K. Ramamurthy, and G. M. Naidu. "The Influence of Internet–Marketing Integration on Marketing Competencies and Export Performance." Journal of International Marketing 9, no. 4 (December 2001): 82–110. http://dx.doi.org/10.1509/jimk.9.4.82.19944.
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Internet technology is often considered to be fundamentally changing the business paradigm and increasingly integrated into the marketing function. The authors offer a conceptual model linking market orientation, marketing competencies, and export performance and investigate the role of the Internet technology in these relationships. On the basis of an analysis of survey data from 381 manufacturing firms involved in exporting, the authors find that firms' integration of Internet technology into marketing activities generally leverages the influence of market orientation on the firms' marketing competencies (compared with competitors), which in turn have a positive impact on their export performance. The authors identify competitive intensity, firm size, and degree of export dependence as additional moderating variables.
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Morgan, Robert E., and Constantine S. Katsikeas. "Export stimuli: Export intention compared with export activity." International Business Review 6, no. 5 (October 1997): 477–99. http://dx.doi.org/10.1016/s0969-5931(97)00017-6.
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Hasaballah, Abdel Hafiez Ali, Omer Faruk Genc, Osman Bin Mohamad, and Zafar U. Ahmed. "Exploring the interface of relationship marketing and export performance." Journal of Research in Marketing and Entrepreneurship 21, no. 2 (December 16, 2019): 126–48. http://dx.doi.org/10.1108/jrme-05-2018-0031.
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Purpose The purpose of this study is to develop a comprehensive model that explains the influence of different relational variables on export performance and the interaction between those relational variables. Design/methodology/approach This is a theoretical paper building upon the relational variables and export performance literatures. Findings A theoretical model was developed based on the existing studies and findings. In the proposed model, relational outcome variables mediate the effect of relational contextual variables on export performance. Research limitations/implications The model developed in this study opens new avenues for future research because it provides a different perspective on how relational variables interact with each other in terms of their impact on export performance. Practical implications Relational variables have great importance for firms’ export performance. This study provides a framework about how these variables affect export performance, which should be taken into consideration in firms’ strategies and decisions with regard to the relations with partners. Originality/value Despite the consensus about the importance of relational variables, the evidence is mixed with regard to the way they affect export performance. With the proposed model, this study aims to fill this gap by providing a framework that explains how relational variables interact with each other and how they affect export performance.
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Katsikeas, Constantine S. "Perceived Export Problems and Export Involvement:." Journal of Global Marketing 7, no. 4 (October 31, 1994): 29–58. http://dx.doi.org/10.1300/j042v07n04_03.
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Howard, Donald G., and James M. Maskulka. "WILL AMERICAN EXPORT TRADING COMPANIES REPLACE TRADITIONAL EXPORT MANAGEMENT COMPANIES?" International Marketing Review 5, no. 4 (April 1988): 41–50. http://dx.doi.org/10.1108/eb008364.
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Gregory, Gary, Munib Karavdic, and Shaoming Zou. "The Effects of E-Commerce Drivers on Export Marketing Strategy." Journal of International Marketing 15, no. 2 (June 2007): 30–57. http://dx.doi.org/10.1509/jimk.15.2.30.
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The emergence of e-commerce technology has had a significant effect on firms’ export marketing. However, limited knowledge exists as to how e-commerce drivers affect a firm's export marketing strategy. This study develops and tests a theoretical model to delineate how e-commerce drivers affect export marketing strategy. The empirical findings suggest that internal e-commerce drivers (product online transferability and e-commerce assets) directly increase a firm's degree of promotion adaptation, enhance communication and distribution efficiencies, facilitate greater distribution support, and improve price competitiveness for export ventures. Furthermore, both internal and external e-commerce drivers (export market e-commerce infrastructure and demand for e-commerce) moderate the relationships between environmental factors and elements of export marketing strategy. Overall, the findings support incorporating e-commerce constructs into existing theory on export marketing strategy. The authors discuss theoretical and managerial contributions and offer directions for further research.
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Fuchs, Manfred, and Mariella Köstner. "Antecedents and consequences of firm’s export marketing strategy." Management Research Review 39, no. 3 (March 21, 2016): 329–55. http://dx.doi.org/10.1108/mrr-07-2014-0158.
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Purpose – The purpose of this study is to investigate the relationships among organizational factors (export market experience, international commitment), external environment (competitive intensity), export marketing strategy and export success. The findings yielded by the analyses confirm that export market-specific experience and international commitment are significant drivers of export success. In addition, the results indicate that the degree of product adaptation is positively related to profitability and overall success, while price and distribution adaptation to local conditions have a direct impact on sales growth. Finally, the authors found evidence that international commitment exerts a positive effect on the adaptation of marketing strategies to country-specific requirements. Thus, the study findings can be used to formulate business and marketing strategies to improve firm’s success in overseas markets. Design/methodology/approach – This study used PLS for dealing with formative and reflective measures and used a sample of 200 export ventures that exported on the average in more than 15 countries. Findings – This study clearly shows that export venture success is linked to managerial commitment and experiential knowledge and that firms contribute to export venture success by adapting product to foreign markets. It is also shown that firms in more competitive environments increase their effort to adapt, leading to better export venture performance. Research limitations/implications – Although Austrian companies are typically characterized as small- and medium-sized enterprises (SMEs), the study is limited to this sample. Practical implications – Managers in SME should concentrate their effort on a small set of export venture countries of concentrate their capabilities and effort (commitment and personal) to increase adaptation in those selected market, which will lead to increasing export venture performance. Originality/value – The study differentiates between formative and reflective measures which most studies in this genre do not, which is a fundamental conceptual shortcoming. This study shows with robust result the interrelation between commitment and managerial experience (intra-firm factors) and the degree of competition in foreign markets and how marketing mix adaptation affects export venture performance measured over a period of five years.
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Tan, Qun, and Carlos M. P. Sousa. "Leveraging marketing capabilities into competitive advantage and export performance." International Marketing Review 32, no. 1 (February 9, 2015): 78–102. http://dx.doi.org/10.1108/imr-12-2013-0279.
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Purpose – By using the dynamic capabilities (DC) theory and the theory of competitive advantage, the purpose of this paper is to develop a framework to investigate the role of marketing capabilities on the firm’s export performance. Specifically, this framework depicts the consequences of marketing capabilities and focuses on the relationships among marketing capabilities, competitive advantage, and export performance. Design/methodology/approach – The authors conduct a meta-analysis of the literature on marketing capabilities and use multivariate analyses to test the framework. Findings – The study revealed that competitive advantage has an important mediating role in the relationship between marketing capabilities and export performance. Specifically, the authors found that two types of competitive advantage (i.e. low-cost advantage and differentiation advantage) positively mediate the effect of marketing capabilities on export performance. Originality/value – Although research on marketing capabilities is still in its early infancy, the study provides a base from which future work can be developed. The authors also contribute to the literature by examining the mediating role of competitive advantage in the marketing capability-export performance relationship, thereby offering new insights into how and why marketing capabilities play a crucial role in explaining the firm’s export performance.
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Souchon, Anne L., Paul Hughes, Andrew M. Farrell, Ekaterina Nemkova, and João S. Oliveira. "Spontaneity and international marketing performance." International Marketing Review 33, no. 5 (September 12, 2016): 671–90. http://dx.doi.org/10.1108/imr-06-2014-0199.
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Purpose The purpose of this paper is to ascertain how today’s international marketers can perform better on the global scene by harnessing spontaneity. Design/methodology/approach The authors draw on contingency theory to develop a model of the spontaneity – international marketing performance relationship, and identify three potential moderators, namely, strategic planning, centralization, and market dynamism. The authors test the model via structural equation modeling with survey data from 197 UK exporters. Findings The results indicate that spontaneity is beneficial to exporters in terms of enhancing profit performance. In addition, greater centralization and strategic planning strengthen the positive effects of spontaneity. However, market dynamism mitigates the positive effect of spontaneity on export performance (when customer needs are volatile, spontaneous decisions do not function as well in terms of ensuring success). Practical implications Learning to be spontaneous when making export decisions appears to result in favorable outcomes for the export function. To harness spontaneity, export managers should look to develop company heuristics (increase centralization and strategic planning). Finally, if operating in dynamic export market environments, the role of spontaneity is weaker, so more conventional decision-making approaches should be adopted. Originality/value The international marketing environment typically requires decisions to be flexible and fast. In this context, spontaneity could enable accelerated and responsive decision-making, allowing international marketers to realize superior performance. Yet, there is a lack of research on decision-making spontaneity and its potential for international marketing performance enhancement.
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Julian, Craig C. "Examining the Antecedents of Export Marketing Performance of Thai Export Market Ventures." Journal of Asia-Pacific Business 5, no. 1 (November 20, 2003): 3–17. http://dx.doi.org/10.1300/j098v05n01_02.
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Van der Laan, H. Laurens. "Export Crop Marketing in Tropical Africa." Journal of International Food & Agribusiness Marketing 1, no. 1 (June 12, 1989): 41–62. http://dx.doi.org/10.1300/j047v01n01_04.
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Pham, Thi Song Hanh, Lien Le Monkhouse, and Bradley R. Barnes. "The influence of relational capability and marketing capabilities on the export performance of emerging market firms." International Marketing Review 34, no. 5 (September 11, 2017): 606–28. http://dx.doi.org/10.1108/imr-07-2014-0235.
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Purpose Drawing on the resource-based view, the purpose of this paper is to focus on the influence of relational capability and marketing capabilities on export performance. The study also examines the interaction effects of relational capability on the marketing capabilities – export performance relationships. Design/methodology/approach A stratified random sample of 1,047 exporting firms was approached. Survey data were collected from 333 Vietnamese exporting firms and analysed using hierarchical moderated regression. Findings The results reveal that a firm’s relational capability not only strengthens the efficiency of the export pricing capability – performance, marketing intelligence capability – performance, and marketing communication capability – performance relationships, but is also the strongest predictor of export performance amongst those capabilities identified. Whilst engagement in market intelligence, product development, price setting and promotional activities have a positive payoff, the findings confirm that there is less need for exporters to engage in after-sales service and distribution capabilities. Originality/value The study introduces the notion of relational capability alongside export marketing capabilities as predictors of export performance. The authors also examine the moderating influence of relational capability on the link between export marketing capabilities and export performance. By focusing on Vietnam, the study provides fresh insights surrounding the development pathway for firms in emerging markets.
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Castro-González, Pilar, Belén Gutiérrez-Villar, Rafael Ángel Araque-Padilla, and María José Montero-Simó. "Intensidad exportadora y fortalezas percibidas en la estrategia de marketing: Una perspectiva basada en la experiencia de empresas exportadoras españolas." Intangible Capital 12, no. 5 (November 18, 2016): 1484. http://dx.doi.org/10.3926/ic.777.
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Purpose: This paper studies if there are associations between export profiles of some Spanish companies –high or low export intensity- and the opinion of managers about strengths generated in the marketing mix.Design/methodology: Through a questionnaire to 64 export Spanish companies and the literature review, we defined the export intensity as the dependent variable. The explanatory variables used measure the importance granted by the companies to the different variables of the marketing mix as strengths for export activity. We used MANOVA method as it lets us analyze differences between two or more metrical dependent variables (quality, price, promotion and place) based on a mix of categorical variables that act like predictors (export volume).Findings: Our results indicate that a correct planning of the marketing strategy is a key aspect inside internationalization strategy. In contrast with other studies that analyze specific strategies within marketing mix, this research focuses on these as perceived competitive strengths, whichever the mix of variable strategy that generates these strengths is.Practical implications: The differences observed indicate that there are different patterns in the marketing mix strength evaluation. The results show that the firms which have the most export intensity have generated bigger capacities especially in distribution channels configuration and promotion strategies.Originality/value: The main differentiating element in this research is the combines focus on the marketing mix variables as competitive strengths while distinguishing each of them.
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Sharma, Anuj, A. K. Dey, and Prerna Karwa. "Buyer-seller relationship – challenge in export marketing for The Handicrafts and Handlooms Export Corporation (HHEC)." Emerald Emerging Markets Case Studies 2, no. 1 (March 9, 2012): 1–11. http://dx.doi.org/10.1108/20450621211214469.
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Subject area International marketing/export marketing. Study level/applicability This case is appropriate for discussion in courses such as international marketing and export marketing of post graduate studies in management. The case can also be used for management development programmes concerning practising managers. Case overview The case is based on export marketing strategy with special focus on developing strong buyer (customer) relationships and the associated challenges of a trading company, The Handicrafts and Handlooms Exports Corporation of India Ltd (HHEC). The corporation primarily engages in export of handlooms and handicraft products from India. Since 2005-06 the corporation has been incurring losses and it was only in 2010-11 that the corporation has registered a positive net profit. Expected learning outcomes To understand the appropriate strategies for buyer retention; to understand appropriate promotion strategies of non-essential items like handicraft, handloom and carpets; and to help students in making decisions for export marketing like understanding product characteristic, development of samples, procurement of products, vendor management, and pricing decisions. Supplementary materials Teaching notes.
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Marandu, Edward E. "Impact of Export Promotion on Export Performance:." Journal of Global Marketing 9, no. 1-2 (March 19, 1996): 9–40. http://dx.doi.org/10.1300/j042v09n01_02.
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Stewart, David B., and Andrew McAuley. "The Effects of Export Stimulation: Implications for Export Performance." Journal of Marketing Management 15, no. 6 (July 1999): 505–18. http://dx.doi.org/10.1362/026725799785045860.
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Assadinia, Shahin, Vita Kadile, Ismail Gölgeci, and Nathaniel Boso. "The effects of learning orientation and marketing programme planning on export performance: Paradoxical moderating role of psychic distance." International Small Business Journal: Researching Entrepreneurship 37, no. 5 (March 18, 2019): 423–49. http://dx.doi.org/10.1177/0266242619831914.
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Despite extensive research on the effect of organisational learning processes on firm performance, how and when a propensity to learn influences the export performance of small and medium-sized enterprises (SMEs) remains unclear. Using multiple-informant and time-lagged primary data from 242 SMEs in a sub-Saharan African market, this study examines the roles of marketing programme planning and host country psychic distance in linking export learning orientation to export performance. Findings from the study show that increases in both export learning orientation and marketing programme planning are associated with increases in export performance. In addition, the study finds that while increases in psychic distance weaken the effect of export learning orientation on export performance, it strengthens the effect of marketing programme planning on export performance. These findings draw attention to the idea that cognitive distance between home and host country markets may play a paradoxical role in explaining when organisational learning activities may help or hurt exporting SMEs.
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Howard, Donald G. "The Role of Export Management Companies in Global Marketing." Journal of Global Marketing 8, no. 1 (December 6, 1994): 95–110. http://dx.doi.org/10.1300/j042v08n01_06.
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Li, Ruiqin, Yipeng Liu, and Oscar F. Bustinza. "FDI, service intensity, and international marketing agility." International Marketing Review 36, no. 2 (April 8, 2019): 213–38. http://dx.doi.org/10.1108/imr-01-2018-0031.
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PurposeThe purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of standardization and adaptation. The focus of the research is to clarify whether managing the tension between product standardization and service customization generates an extra premium in international markets.Design/methodology/approachTwo disaggregated Chinese data sets, the Annual Survey of Industrial Enterprises and the China Customs Database, are used for developing an econometric model. Export quality improvement is the outcome variable in reflecting the effect of international marketing agility on performance.FindingsInternational marketing agility is reached through upstream FDI intensity, particularly in the context of service FDI. Manufacturing sectors with higher service intensity have more agility, being more likely to generate export quality.Research limitations/implicationsThis study makes three theoretical contributions by clarifying the concept of international marketing agility as an organizational capability generated by manufacturing standardization and service customization; investigating the influence of upstream FDI intensity for export quality while taking into account the industry contexts; and obtaining an enhanced understanding of the service intensity of manufacturing firms on export quality.Originality/valueThe authors offer a nuanced and contextualized understanding of international marketing agility and explore the complex relationships between FDI, service intensity and export quality.
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Namiki, Nobuaki. "A Taxonomic Analysis of Export Marketing Strategy:." Journal of Global Marketing 8, no. 1 (December 6, 1994): 27–50. http://dx.doi.org/10.1300/j042v08n01_03.
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Sriram, Ven, and Franklyn A. Manu. "Country-of-Destination and Export Marketing Strategy:." Journal of Global Marketing 8, no. 3-4 (July 26, 1995): 171–90. http://dx.doi.org/10.1300/j042v08n03_09.
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Timmor, Yaron, and Jehiel Zif. "A Typology of Marketing Strategies for Export." Journal of Global Marketing 18, no. 3-4 (August 12, 2005): 37–78. http://dx.doi.org/10.1300/j042v18n03_03.
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Rolf Seringhaus, F. H. "THE IMPACT OF GOVERNMENT EXPORT MARKETING ASSISTANCE." International Marketing Review 3, no. 2 (February 1986): 55–66. http://dx.doi.org/10.1108/eb008306.
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Toften, Kjell. "The influence of export information use on export knowledge and performance." Marketing Intelligence & Planning 23, no. 2 (March 1, 2005): 200–219. http://dx.doi.org/10.1108/02634500510589949.
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PurposeTo test empirical relationships between export market information use and export knowledge and export performance.Design/methodology/approachConfirmatory factor analysis, using LISREL 8.50, based on a postal survey. The setting selected was the Norwegian seafood industry, mainly consisting of a number of small and medium‐sized firms with a strong export dependency.FindingsThe results indicate that “instrumental/conceptual” use of information positively affects both export knowledge and export performance, while “symbolic” use does not affect either. Export knowledge is found to have no direct influence on export performance in this study.Research limitations/implicationsFor generalisation purposes, longitudinal studies in multiple settings would be preferable to this cross‐sectional survey in a specific setting.Practical implicationsFirms accumulate knowledge and expertise by integrating and incorporating information that has been processed, interpreted and used. This study underscores the importance, for success in export markets, of a commitment to systematically generating, disseminating and responding to export market information. There are clear implications for the management of market intelligence and planning, to enhance the firm's performance.Originality/valueProvides a better understanding of export market information use and its consequences, by integrating it with the concepts of export knowledge and export performance, and testing their structural relations.
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Czinkota, Michael, and Subhash C. Jain. "Export Strategy." Journal of Marketing 54, no. 3 (July 1990): 116. http://dx.doi.org/10.2307/1251822.
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Foedermayr, Eva, Adamantios Diamantopoulos, and Christina Sichtmann. "Export segmentation effectiveness: index construction and link to export performance." Journal of Strategic Marketing 17, no. 1 (February 2009): 55–73. http://dx.doi.org/10.1080/09652540802619277.
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Crespy, Charles, Van Miller, and Thomas Becker. "Export Benchmarking: EXPORT PRACTICES ASSOCIATED WITH SUPERIOR PERFORMANCE." Journal of Business & Industrial Marketing 8, no. 1 (January 1993): 36–44. http://dx.doi.org/10.1108/08858629310027597.
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Samiee, Saeed, and Peter G. P. Walters. "Rectifying Strategic Gaps in Export Management." Journal of Global Marketing 4, no. 1 (February 13, 1991): 7–37. http://dx.doi.org/10.1300/j042v04n01_02.
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Gilmore, Audrey, David Carson, Darryl Cummins, Aodheen O’Donnell, and Damian Gallagher. "Networking as an Entrepreneurial Aid to Export Marketing." Journal of Research in Marketing and Entrepreneurship 3, no. 3 (October 2001): 139–43. http://dx.doi.org/10.1108/14715200180001483.
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Kaynak, Erdener. "The Role of Product Planning for Export Marketing." Service Industries Journal 5, no. 2 (July 1985): 200–214. http://dx.doi.org/10.1080/02642068500000027.
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