Abstract
The General Electric Trading Company (GETC) was launched in 1982 as a potential American sogoshosha through its double mission of: (1) exporting both its own and other companies' products, and (2) countertrading. However, an unfavorable international environment and a new corporate strategy under Chairman Jack Welch led to the abandonment of GETC's exporting task and to the downscaling of its countertrade activities. This article analyzes GETC's downward course, which illustrates the difficulties of: (1) marrying a trading company to a decentralized multinational industrial corporation, and (2) developing the equivalent of a Japanese sogoshosha in the U.S. environment. It draws policy and managerial implications for the development of U.S. export intermediaries who are needed to expand U.S. exports.
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