A Multi-perspective Examination of Export Promotion Programs: The Case of PEIEx by APEX-Brasil

Bettysa Ferreira Dornelas,Jorge Manoel Teixeira Carneiro

doi:10.5585/riae.v17i2.2562

Bettysa Ferreira Dornelas, Jorge Manoel Teixeira Carneiro

Open Access

https://doi.org/10.5585/riae.v17i2.2562

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Abstract

The economic and social benefits of exports have been widely discussed in the literature. However, despite the reduction in export barriers and the consequent increase in international trade flows, many small and medium enterprises (SMEs) still do not sell their products abroad, often because they lack resources or expertise to successfully carry out export activities. Export promotion programs (EPPs) seek to assist SMEs in their efforts to compete abroad. The objective of this study is to examine a specific EPP – the PEIEx Program of APEX-Brasil – and identify benefits achieved and deficiencies of the program, according to multiples views. Semi-structured interviews with different actors (firms served by the program, managers of the promoting agency, instructors responsible for training and providing support to the firms, and the manager of an independent industry association) indicated that the program is, in general, satisfactory, but the results of the program seem to be contingent on proper selection of the profile of participating firms, alignment of their expectations about the scope of the program and sequential arrangement with other EPPs or competitiveness development programs. The study proposes some improvements to the PEIEx program as well as recommendations for investigating the impacts of EPPs.

Highlights

Exports represent a relevant proportion of world GDP (29.7% in 2014, according to the WorldBank, 2016)
Theodosiou, 2011) – this study examines a particular type of training-oriented Export promotion programs (EPPs), the PEIEx program
As for firms served by the program more than two years ago, expectations varied according to their level of business maturity: less structured firms expected training, strategic diagnosis, new market information, contacts and sales to overseas customers, and support in the stages of preparation and implementation of exports; while more structured firms expected training, support in the preparation stage for exporting, validation of existing business models, and recommendations regarding process improvements on how to export

Summary

Introduction

Exports represent a relevant proportion of world GDP (29.7% in 2014, according to the WorldBank, 2016). For small- and medium-sized enterprises (SMEs), exports are the main internationalization strategy (Leonidou, Katsikeas, Palihawadana & Spyropoulou, 2007), since exports require relatively less resources, involve lower risks, and allow for greater flexibility (Cavusgil, Knight, Riesenberger, Rammal & Rose, 2014). & Vahlne, 1977) for those firms that approach the international arena gradually. Exports entail barriers of several kinds: motivational, informational, operational/resource-based, and (lack of) knowledge (Wilkinson & Brouthers, 2006). In particular, tend to suffer from lack of information and of resources, which affect their ability to engage in exporting and to successfully continue the activity (Freixanet, 2012; Seringhaus & Botschen, 1991). Leonidou (2004) suggests that policy makers can help overcome both internal barriers (informational, functional, and marketing) and external barriers (procedural, governmental, and environmental) by providing educational, operational, and promotional assistance for firms. As argued by Tan, Brewer and Liesch (2007, p. 306), “[w]ithin the preinternationalisation phase, firms experience a learning process that is influential towards an initial internationalisation decision.”

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