Abstract
For better export marketing strategies (EMS), companies mobilize their internal resources, which are managerial commitment, firm experience, and product uniqueness. However, Small businesses with constrained resources cannot be well explained with this view. So, more research on how small businesses come up with EMS has been called for. To explain how resource-restricted firms rely heavily on entrepreneurs, this study adopted the concept of dynamic managerial capabilities (DMCs) and resource versatility to better explain small business exports. We analyzed small businesses in Mongolia with qualitative research methods, including interviews with entrepreneurs and support organizations, site visits, and group discussions. We suggest international dynamic marketing capabilities (IDMCs), which are entrepreneurial orientation, networking capability, and versatile dynamic capability for small businesses. Theoretical and managerial implications are discussed.
Highlights
Cross-Border Electronic Commerce (CBEC; e-commerce), which is an online channel through which products are directly sold to international consumers via the internet, is expected to account for 22% of the total business-to-consumer (B2C) e-commerce worldwide by 2022 [1]
We suggest international dynamic marketing capabilities (IDMCs), which are entrepreneurial orientation, networking capability, and versatile dynamic capability for small businesses
Most of ofe-commerce the entrepreneurs were management not committed to CBEC
Summary
Cross-Border Electronic Commerce (CBEC; e-commerce), which is an online channel through which products are directly sold to international consumers via the internet, is expected to account for 22% of the total business-to-consumer (B2C) e-commerce worldwide by 2022 [1]. It is a way to diversify against unstable situations in domestic markets in emerging markets for small businesses [4]. For small businesses in emerging economies, CBEC is necessary for their export performance. Researchers on factors that determine the development of EMS, internal resources of firms have been focused as main contributors [6]. Firms’ internal resources, such as managerial commitment, firm experience, and product uniqueness lead the firm to develop EMS enhancing export performance [7,8]
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