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Journal articles on the topic 'Export marketing'

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Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Morgan, Neil A., Constantine S. Katsikeas, and Douglas W. Vorhies. "Export marketing strategy implementation, export marketing capabilities, and export venture performance." Journal of the Academy of Marketing Science 40, no. 2 (August 9, 2011): 271–89. http://dx.doi.org/10.1007/s11747-011-0275-0.

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2

Gilham, P. R. "MARKETING MODEL - HORTICULTURAL EXPORT MARKETING." Acta Horticulturae, no. 247 (September 1989): 41–44. http://dx.doi.org/10.17660/actahortic.1989.247.4.

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3

Koo, Kyong Ryul, Kyung Hoon Kim, and Sang Jin Kim. "MARKETING CAPABILITY, EXPORT MARKETING STRATEGY, AND EXPORT PERFORMANCE: MODERATING EFFECTS OF EXPORT FIRMS' CHARACTERISTICS." Global Fashion Management Conference 2, no. 6 (June 30, 2015): 228–31. http://dx.doi.org/10.15444/gfmc2015.02.06.02.

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4

김정권. "Effects of Export Marketing Capabilities and Export Marketing Strategy Implementation on Export Performance in Korean Export Firms." Journal of International Trade & Commerce 10, no. 5 (October 2014): 383–405. http://dx.doi.org/10.16980/jitc.10.5.201410.383.

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5

Saputra, Bayu Anindito, and Zawawi. "The Impact of Digital Marketing on Export Sustainability in the Digital Era." Business and Investment Review 1, no. 6 (December 31, 2023): 103–8. http://dx.doi.org/10.61292/birev.v1i6.81.

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Digital marketing has become a key element in understanding and shaping export sustainability in the digital era. This research aims to explore the impact of digital marketing on export sustainability in the context of the current digital era. With rapid digital transformation, companies and exporting countries need to understand how digital marketing can impact various aspects of export sustainability, including economic growth, operational efficiency and environmental sustainability. This research uses qualitative methods and uses a literature study approach related to digital marketing, exports and sustainability. Literature findings provide insight into how digital marketing can accelerate global market penetration, increase supply chain efficiency, and make a positive contribution to the sustainability aspects of exports. The results of this research demonstrate that implementing digital marketing strategies can open up new opportunities to increase competitiveness and export growth. Positive impacts are also seen in increasing brand awareness, strengthening relationships with global consumers, and adapting to international market trends. However, challenges such as data security, international regulatory compliance, and changing digital consumer behavior have also emerged as critical factors that can impact export sustainability. Therefore, this research provides a holistic understanding of the relationship between digital marketing and export sustainability, providing a foundation for companies and government policies to optimize digital potential in facing global challenges and achieving sustainable export sustainability.

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6

Haluk Köksal, Mehmet. "How export marketing research affects company export performance." Marketing Intelligence & Planning 26, no. 4 (June 13, 2008): 416–30. http://dx.doi.org/10.1108/02634500810879313.

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7

Koo, Kyong Ryul, Sang Jin Kim, and Kyung Hoon Kim. "The effects of internal marketing capability on export marketing strategy, B2B marketing mix and export performance." Journal of Global Scholars of Marketing Science 26, no. 1 (January 2, 2016): 51–65. http://dx.doi.org/10.1080/21639159.2015.1122956.

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8

Muis, Indra. "Marketing Strategy and Capability as the Mediators in Relationship of Market Orientation and Export Performance: A Case Study of Rattan Processing SMEs." Binus Business Review 11, no. 1 (March 31, 2020): 31–42. http://dx.doi.org/10.21512/bbr.v11i1.5964.

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The research examined the performance of export marketing performance through the implementation of market orientation intervened by export marketing strategy and export marketing capability. Primary data were collected through questionnaires from 108 samples out of 148 rattan processing Small and Medium Enterprises (SMEs) in nine provinces in Indonesia. The respondents were marketing managers or owners of SMEs with at least two years of experience. Structural Equation Modeling (SEM), which was processed by using Lisrel 8.7, was employed. The results indicate that market orientation, export marketing strategy, and export marketing capability are well implemented in the business operation of SMEs. However, the export marketing performance needs to be improved. Concerning the variables studied, market orientation has a significant effect on export marketing strategy, export marketing capability, and export marketing performance. Then, export marketing strategy affects export marketing performance significantly. Moreover, export marketing capability also has a significant effect on export marketing performance. Finally, export marketing strategy and capability intervene in the relationship between market orientation and export performance.

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9

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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10

Fenghe, Zhang, Viktoriia Medvid, and Lu Xu. "Marketing potential of the Sino-Russian bilateral agricultural export market." Innovative Marketing 17, no. 2 (June 24, 2021): 164–76. http://dx.doi.org/10.21511/im.17(2).2021.15.

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China and Russia are important agricultural countries in the world. Expanding exports and increasing sales of agricultural products play an important role in the economic development of both countries. To understand the current situation of agricultural exports of the two countries and formulate strategies to expand the marketing of agricultural products, this paper uses the UN Comtrade Database 2009-2018 on Chinese and Russian bilateral agricultural export sales and other trade data to calculate the (expansion margin) and (price margin) of agricultural exports, (quantity margin), to analyze the types, prices, and quantities of exported agricultural products. The results show that China exports to Russia mainly labor-intensive types of agricultural products such as processed agricultural and horticultural products, accounting for 87.46% of total agricultural exports on average. The increase in exports is mainly due to the continuous increase in the prices of exported agricultural products. Russia exports to China mainly land-intensive types of agricultural products such as animal products, grains, oilseeds and fat products, which accounted for an average of 79.07% of total agricultural exports. The increase in exports was mainly due to the continuous increase in types and quantities of agricultural products to develop the export potential of agricultural products and expand sales. In addition, China should expand the types and quantities of agricultural products exported, and Russia should increase the added value of agricultural products and raise the export prices of agricultural products.

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11

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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12

Ngoc Y, Pham. "Export performance and export marketing strategy of Vietnam’s vegetable and fruit export firms." Science & Technology Development Journal - Economics - Law and Management 3, no. 3 (December 22, 2019): 236–47. http://dx.doi.org/10.32508/stdjelm.v3i3.563.

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The paper aims at defining and measuring the relationship between export marketing strategy and export performance of vegetable and fruit export firms in the southern region and Lam Dong province by applying qualitative and quantitative methods. The qualitative method is carried out through through in-depth interviews of 10 chief executive officers, while the quantitative one is conducted through direct interviews with 207 managers of vegetable and fruit companies. Export performance are measured by a non-financial/non-economic approach. The results show that firm’s export performance is under the direct influences by 4 components of export marketing strategy including: (1) Product strategy; (2) price strategy; (3) promotion strategy; (4) place strategy, these factors have a positive impact on export performance, regression coefficients at 1% significance level. The research results are the scientific basis for proposing administrative implications for fruit and vegetable exporters to improve export performance when adjusting the adaptation level of export marketing strategies.

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13

Usman, Muhammad, Muhammad Bilal Kayani ., Faisal Haroon ., and Muhammad Aslam Khan . "The Impact of Marketing Mix and Market Orientation on Export Performance." Journal of Economics and Behavioral Studies 4, no. 1 (January 15, 2012): 66–71. http://dx.doi.org/10.22610/jebs.v4i1.303.

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The study focuses on the marketing mix and market orientation on export performance due to the significance of foreign businesses. Theory posits that marketing mix and market orientation have a positive impact on export performance. Although the paper is conceptual base and the model proposed is required to check their reliability that firm with size, information system, and commitment with availability of market mix and market orientation formally. However, with the modification of technology enhances the export performance in a better way. The authors concluded that the practical implementation of exportâ€™s marketing strategies identically facilitated the companies for future success.

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14

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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15

Seagar, R. A. "NEW ZEALAND ONION EXPORT MARKETING." Acta Horticulturae, no. 555 (June 2001): 289–91. http://dx.doi.org/10.17660/actahortic.2001.555.44.

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16

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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17

Handayani, Emilda, Augusty Tae Ferdinand, and Sugiono Sugiono. "ANALYSIS OF FACTORS AFFECTING THE PERFORMANCE OF SME EXPORTS IN CENTRAL JAVA THROUGH EXPORT MARKETING STRATEGIES." Jurnal Sains Pemasaran Indonesia (Indonesian Journal of Marketing Science) 16, no. 2 (March 24, 2018): 103. http://dx.doi.org/10.14710/jspi.v16i2.103-116.

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The Era of the ASEAN Economic Community (MEA) should be a boost for small and medium entrepreneurs (SMEs) to be more proactive in maintaining the existence of their business. SMEs as one of the important links in Indonesia's economic growth, need to get special attention to develop it. The research problem is how to improve export performance of SMEs in Central Java through the adoption of e-commerce, 3PL (third party logistics support), export market orientation and export marketing strategy. In answer to the problem developed a modeling and four hypotheses have been formulated in this study. This study used sampling purposive sampling method in which the respondent is the owner or manager of SMEs in Central Java that meets the criteria. The number of samples in this study was 134 respondents. The analysis tool used is SEM (structural equation modeling) in the AMOS program. The result of SEM analysis meets the criteria of Goodness of Fit that is Chi-square equal to 193,647; probability 0.051; TLI 0.981; CFI 0.984; CMIN / DF 1,188; RMSEA 0,039; GFI 0.879 and AGFI 0.844. The results of the data analysis showed that all hypotheses are accepted and produced three strategies in order to improve export performance through export marketing strategies that are influenced by export marketing orientation, support from logistic companies, and e-commerce adoption. Keywords: Small and Medium Enterprises, Export Performance, Export Marketing Strategy, Export Marketing Orientation, Logistic Support Company, and E-Commerce Adoption

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18

Leonidou, Leonidas C. "Export stimulation." European Journal of Marketing 29, no. 8 (August 1995): 17–36. http://dx.doi.org/10.1108/03090569510097538.

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19

Al-Aali, A., J.-S. Lim, T. Khan, and M. Khurshid. "Marketing capability and export performance: The moderating effect of export performance." South African Journal of Business Management 44, no. 3 (September 30, 2013): 59–70. http://dx.doi.org/10.4102/sajbm.v44i3.163.

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As global competition around the world continues to intensify, firms are seeking strategies that will increase export performance. The purpose of this study is to examine the moderating effect of export involvement on the relationships among marketing capabilities, export performance, and export intensity. The main study was conducted by a questionnaire using the Saudi Arabia export ventures as the sampling frame. Data was analyzed with LISREL to test the moderating effect of export involvement. This study found that export involvement moderates the relationships among marketing capabilities, export performance, and export intensity. Product and distribution capabilities show a significant direct effect on export performance for the low involvement exporters. For the high involvement exporters, the promotion and distribution capabilities have a significant effect on export performance. The impact of the three marketing capabilities on export performance is moderated by export involvement. Depending on the level of export involvement, firms should selectively target different marketing capabilities to improve export performance. This paper fills the gap in our understanding of the differential impact of various marketing capabilities on export performance for firms in different levels of export involvement.

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20

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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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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22

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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23

Turner, Donald H., and Robin G. Brumfield. "Export Marketing of Fresh Fruits in New Zealand." HortTechnology 4, no. 2 (April 1994): 118–23. http://dx.doi.org/10.21273/horttech.4.2.118.

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The development of New Zealand's economy was based largely on exports to England. With the formation of the EEC, New Zealand was forced to find other markets and concentrate on a wider variety of export commodities. Marketing boards for specific products with monopoly power have been at the center of agricultural and horticultural exports in New Zealand. New Zealand has concentrated on developing new varieties, premium quality, research on postharvest handling, branding, and other marketing procedures to compete in the world market and give producers a good return.

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24

May, Christopher, and Charles O'Neill. "South African exporter performance: new research into firm-specific and market characteristics." South African Journal of Economic and Management Sciences 11, no. 1 (May 7, 2012): 98–111. http://dx.doi.org/10.4102/sajems.v11i1.380.

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The export marketing performance of any firm is influenced by a multitude of different factors. Given the multi-faceted nature of the export market, this research study investigated specific factors such as how firm-specific characteristics, product characteristics, market characteristics and export marketing strategies impact on the export marketing performance of South African manufacturing firms. Some of the findings of this research study indicated that firm size, investment commitment and careful planning, as firm-specific characteristics, had a significant influence on export marketing performance. The relationship between export experience and export marketing performance was insignificant. The degree of pricing adaptation and product adaptation had a significant effect on export marketing performance, while this was not the case with respect to the degree of promotion adaptation and distributor support.

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25

Lamprinidou, Fani, Anastasios Semos, Efthimia Tsakiridou, and Panagiota Sergaki. "The Influence of an Export Manager on Export Marketing Policies: Evidence from Exporting Olive Oil Companies in Crete." Economies 10, no. 7 (June 22, 2022): 152. http://dx.doi.org/10.3390/economies10070152.

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Cretan olive oil is known for its premium quality worldwide. In the post pandemic international environment, the rising demand for olive oil due to its health benefits has generated greater competition amongst traditionally non-producer and producer countries. Olive oil exports affect both the financial growth and stability of companies that trade it and the economic prosperity of the Crete prefecture. Various factors can influence a company’s export performance, and of those it is widely agreed that the presence of an export manager yields a positive impact. The aim of this paper is to investigate the influence of an export manager on export marketing policies. The application of the Chi-Square Test (χ2) was judged as the most suitable criterion for the elaboration of the research. The χ2 test showed that there are statistically significant correlations between variables. The findings of the research indicate an exports manager’s influence on promotions abroad and in conducting market research before exporting to a new foreign market. The employment of an export manager and the level of his/her certified knowledge appear to have a positive impact on the export marketing policies of companies that export Cretan olive oil.

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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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27

N, Manjunatha. "The Relationship of Firm, Managerial & Product Characteristics with Standardization of Export Marketing Strategies in Auto Component Manufacturing Industry." Journal of International Business and Economy 21, no. 2 (July 1, 2020): 32–66. http://dx.doi.org/10.51240/jibe.2020.2.2.

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Every manufacturing firm formulates one or the other marketing strategies to capture more market share and revenue. Managers of each firm irrespective of the type of business make export policies to keep competitors away in international markets. The success of a firm’s export performance lies in the positive influence of internal and external factors. The objective of the research study is to explore the relationship between a firm’s internal factors such as firm’s, managerial and product characteristics on export marketing strategy standardisation in the auto component manufacturing industry specially those firms locating in southern parts of India. Descriptive research methodology has been applied for analysing the data. The linear regression model has been used in the present study and tested the significant association among the variables related to internal forces and standardisation of export marketing strategies. The finding shows that, export marketing capabilities, managers export commitment, product characteristics have a significant relationship with product standardisation. Export marketing capabilities, managers export commitment, managers export motivation have positive influence on price standardisation similarly, export marketing capabilities, managers export commitment have significant relationship with distribution standardization. Similarly, firm’s internationalisation capabilities manager’s export commitment and managers export knowledge and product characteristics have significant impact on promotion standardisation. This research article is confined to the auto component industry which is engaged in export activities and limited to the statndardisation of marketing strategies in international business.

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Pandey, R. K. "Export Promotional System in India." Foreign Trade Review 24, no. 1 (April 1989): 37–49. http://dx.doi.org/10.1177/0015732515890102.

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This Paper puts in propor perspoctivo tho role, which export promotion measures/system should play to ensure continuing �expansion and diversification of India's exports in the context of the highly competitivo, complex and fast changing international marketing environment. The entire export promotion system in India, according to the author, has to be overhauled and scientifically orientod to the oxport marketing promotion/development needs rather than just catering to the cost reduction/profitability enhancement objectives, which indeed have some, but very limited, contribution to tho export expansion and diversification efforts of the country. A popular method of appraising benefits from export promotion measures in India has been to compare the net foreign exchange realization from exports with the total cost of administering export promotion measures to national exchequer-a fiscalist approach. The benefit analysis of export promotion system in any country should, however, necessarily bo based on a comparison between Domestic Resource Cost of export promotion measures/system and the Domestic Resource Gain as well as Net Foreign Exchange Earning. The cost-benefit analysis in terms of cost of export promotion system and measures as compared with net foreign exchange earning resulting therefrom can, therefore, be treated only as a partial approach.

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Vasylieva, Natalia, and Harvey James, Jr. "Application of the marketing mix to the world export of animal products." Innovative Marketing 16, no. 1 (March 4, 2020): 79–88. http://dx.doi.org/10.21511/im.16(1).2020.08.

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Agricultural trade is complicated owing to perishable goods and high requirements for safety and quality, especially by animal products. Intensifying their exports is a major priority in the context of augmenting competitive negotiations and providing global food security to cover a shortage of an animal protein intake. To address such challenges, this study aimed at improving marketing performance necessary for developing the world exports of animal products. The methodological research framework was the Marketing Mix model, which included Product, Price, Place, and Promotion, and was amplified by Innovation. The model components were presented by the average export prices and indicators for Infrastructure, ICT adoption, and Innovation capability evaluated for each exporting country. For testing hypotheses about homo- and heterogeneity of top exporters, this research utilized the single factor Analysis of Variance (ANOVA) technique. The offered approach was applied to the most valuable export segments of poultry, livestock, and dairy world markets. They engaged from 75 to 140 countries and had total export values between USD 3.2 billion and USD 33.2 billion. The study outcomes captured similarities and differences of Price, Place, Promotion, and Innovation components among the First 10, Second 10, and Third 10 ranked exporters. Given the found indicators of the top world exporters, the study clarifies prospects and attainable goals on developing exports of animal products at a country level.

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Dou, Wenyu, Ulrik ‘Ollie’ Nielsen, and Chee Ming Tan. "Using Corporate Websites For Export Marketing." Journal of Advertising Research 42, no. 5 (September 2002): 105–16. http://dx.doi.org/10.2501/jar-42-5-105-116.

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31

Kostecki, Michel M. "Marketing Strategies and Voluntary Export Restraints." World Competition 14, Issue 4 (June 1, 1991): 21–34. http://dx.doi.org/10.54648/woco1990023.

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Kostecki, Michel M. "Marketing Strategies and Voluntary Export Restraints." Journal of World Trade 25, Issue 4 (August 1, 1991): 87–100. http://dx.doi.org/10.54648/trad1991024.

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33

Chandel, Ms Seema. "Marketing and Export Potential of Litchi." Indian Economic Journal 61, no. 3 (October 2013): 452–63. http://dx.doi.org/10.1177/0019466220130307.

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Sui Pheng, Low. "Construction Export Marketing: The Singapore Experience." Marketing Intelligence & Planning 10, no. 1 (January 1992): 29–41. http://dx.doi.org/10.1108/02634509210007894.

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35

Nhat Lu, Vinh, and Craig C. Julian. "The internet and export marketing performance." Asia Pacific Journal of Marketing and Logistics 19, no. 2 (April 3, 2007): 127–44. http://dx.doi.org/10.1108/13555850710738480.

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36

Varma, M. L. "Export Marketing Research and Trade Information." Foreign Trade Review 23, no. 4 (January 1989): 423–28. http://dx.doi.org/10.1177/0015732515890403.

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37

Dholakia, Nikhilesh. "Export marketing of India's new manufactures." International Journal of Research in Marketing 4, no. 1 (January 1987): 76–77. http://dx.doi.org/10.1016/0167-8116(87)90018-8.

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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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39

Bello, Daniel C., Li Zhang, and Harash J. Sachdev. "The Quasi-Integrated Export Marketing Channel." Journal of Marketing Channels 5, no. 1 (June 21, 1996): 59–90. http://dx.doi.org/10.1300/j049v05n01_04.

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40

Young, Stephen. "Export marketing: conceptual and empirical developments." European Journal of Marketing 29, no. 8 (August 1995): 7–16. http://dx.doi.org/10.1108/03090569510097529.

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Mitić, Sanja, and Mirjana Gligorijević. "Marketing export barriers companies from Serbia." Marketing 48, no. 4 (2017): 169–75. http://dx.doi.org/10.5937/markt1703169m.

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김정권. "Export Capabilities, Export Marketing Strategy, and Export Competitive Advantage as the Determinants of Export Performance of Korean Export Firms." Journal of International Trade & Commerce 9, no. 6 (November 2013): 305–31. http://dx.doi.org/10.16980/jitc.9.6.201311.305.

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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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Cohen, David H., and Paul M. Smith. "Global marketing strategies for forest product industries." Canadian Journal of Forest Research 22, no. 1 (January 1, 1992): 124–31. http://dx.doi.org/10.1139/x92-017.

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The rapid globalization of markets in the 1980s combined with increasing disposable incomes in Japan and western Europe has mandated global thinking by both forest products companies and producing regions. Moreover, competitive threats of both domestic and foreign origin must be addressed in strategic planning and operations for firms to compete effectively. The two end points for the continuum of strategic options for the export of wood products are international and global marketing. International marketing targets specific customer segments with distinctive product lines developed for each segment. Global marketing exports a single standardized product line to all customer segments regardless of geographical location. To successfully compete in the increasingly competitive world marketplace, companies and (or) industries in producing countries must understand the requirements, benefits, and disadvantages of these two dissimilar export approaches.

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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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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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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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Uzoma, Ifediora Chuka, Nwankwo Clement, and Ifediora Raluchukwu Ifeoma. "Strategies for Agricultural Produce Exports by Nigerian Firms." American International Journal of Agricultural Studies 2, no. 1 (June 24, 2019): 19–27. http://dx.doi.org/10.46545/aijas.v2i1.97.

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This study dwelt on the strategies for agricultural produce exports by Nigerian firms. The specific objective was to identify the most significant and commonly adopted strategies for agricultural produce exports by Nigerian exporting firms. Survey research method was used for the study with structured questionnaire used for data collection. The data gathered was analyzed using Factor Analysis. Findings show that 13 out of 21 components of 5 factors such as product adaptation, pricing adaptation, promotion adaptation, distribution adaptation and other related exporting strategies were the most significant and commonly adopted strategies for exporting agricultural produce by Nigerian export firms. These other related strategies include market scope, technology strength, brand name, export experience, retention capacity, face-to-face marketing, product service quality, market position, competitive pricing; export marketing attitude, channel development, policy, and size of the exporting firm. It was concluded that exporting agricultural produce from Nigeria can only be successfully done if strategies like product adaptation strategies; pricing adaptation; promotional adaptation, distribution adaptation and other related exporting strategies are adopted. To the prospective exporting firms and individuals, it is recommended that they plan their exports around these strategies to enhance success in the export market.

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Purwanto, S., M. Setiawan, F. Rohman, and N. K. Indrawati. "Financial Assistance, Marketing Assistance and Export Commitment to Improve Export Performance." EUROPEAN RESEARCH STUDIES JOURNAL XXI, Issue 4 (November 1, 2018): 69–91. http://dx.doi.org/10.35808/ersj/1104.

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Quansah, Fidelis. "EXPLORING THE IMPACT OF EXPORT MARKETING STRATEGY ON FIRM EXPORT PERFORMANCE." Journal of Academy of Business and Economics 17, no. 4 (December 1, 2017): 53–66. http://dx.doi.org/10.18374/jabe-17-4.6.

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