Export Managers Research Articles

OBSTACLES FACING SAUDI ARABIAN FOOD AND CHEMICAL EXPORTERS

This study examined responses from 58 food and chemical exporters in Saudi Arabia. Managerial perceptions on 24 export obstacles that were derived from the literature are analyzed and reported. The single most important obstacle perceived by the sample exporters is fierce competition in foreign markets. Competition is followed by high cost of imported raw materials, absence of information about foreign markets, wide fluctuations in the foreign exchange rate, and high overseas transportation costs. The eight categories of the obstacles are: market information, competition, shipping, government policy, foreign market risks, export procedures, production/marketing cost, and internal/technical problems. MANOVA analysis showed that chemical and food exporters are statistically different in their mean response to these obstacles. ANOVA pinpointed those variables that are different at the .05 level. They are: risks involved in selling abroad, language and cultural differences, complex export procedures, lack of adequate export revenue insurance program, and absence of an export management and consulting company. Managerial and policy implications are discussed. Further, recommendations for tackling the top export obstacles are presented.

The Role of Export Management Companies in Global Marketing

The paper reports the results of a study of 110 Export Management Companies (EMCs) located throughout the United States. These EMCs were surveyed to find out what international marketing tasks were most important for successful exporting and how difficult these tasks were to perform for their clients. This study also investigated the perceived importance to the ECMs' exporting success of various groups who often provide exporting assistance to exporters. In addition, these respondents were asked to respond to the helpfulness to their exporting activities of current and potential U.S. government actions. The two areas which were indicated to be most important to successful exporting were gathering marketing information and communicating with markets. However, the two areas which these EMCs feel to be most difficult to accomplish were analyzing political risk and sales force management. A gap analysis of these results suggests that the need which exporters most need help in is pricing in foreign markets. Th...

Thinking of exporting?: Export management companies could be the answer

With the interest in globalization, many domestic manufacturing companies are anxious to export their products. Lacking the resources and experience to sell effectively abroad, manufacturers often rely on export management companies (EMCs) to act as their export departments. How successful have these arrangements been? Haigh reports that the performance of EMCs is below the expectations of manufacturers more than half the time, but concludes that EMCs can be a very effective strategy for entering foreign markets if care is taken to select an appropriate company.

Factors Influencing International Channel Choice of Small Business Exporters

Given the paucity of studies investigating international channel choice among small business exporters, examines the influence of selected variables on international channel choice decisions of small business exporters in one specific industry. Results of the analysis using the logistic multiple regression procedure show that three factors significantly distinguish small business exporters using independent channels from those using integrated channels. These factors are: first, company′s exports as a percentage of the total sales volume, second, international family heritage of the major export decision makers in the company, and third, importance of service requirements. The results indicate that firms with higher exports (as a percentage of the total sales volume) and stronger international family heritage tend to use independent channels, while firms with products for which the importance of service requirements is considered to be high tend to use integrated channels. Discusses the implications for the management of small business exports.

The Internal Change Agent Approach to Export Training in Small Firms

Government assistance to exporting small firms in the UK tends to be passive, providing information, contacts, access to subsidized consultancy and credit guarantees, rather than direct training. The system favours the larger company, and does little to address problems faced by many small and medium‐sized enterprises (SMEs) whose owners have less clear strategic goals, react entrepreneurially to opportunities and have access to limited resources. The education system too has done little to promote vocational training in export management for SMEs. Graduates, particularly language graduates, from universities and colleges, have the potential to be good export managers, but seldom get the opportunity. Many end up unemployed, a considerable waste of human resources. Since the late 1980s the Scottish Enterprise Foundation, University of Stirling, has run programmes providing export management training for language graduates, involving project placements in small and medium‐sized companies, and leading to a d...

Responding to Japan's deregulation of beef imports: A multifaceted challenge for Canadian export managers

While governments may expect benefits to arise from trade liberalisation, those benefits may not be forthcoming if there are considerable increases in the costs faced by exporting firms in the period following liberalisation. The challenge for export managers is to identify the important transaction costs and to find the vertical coordination mechanism which minimises transaction costs given the new importing regime. As of April 1 1991 Japan's beef importing system completed a major phase of liberalisation. A mutually beneficial increase in Canada-Japanese trade will, however, require a complex and multifaceted response from the Canadian beef industry.

Architecture for interoperability of network management systems in multi-domain network

Large communication networks typically consist of multiple interconnected subnetworks and span a number of different organizations. For the purpose of managing such networks, each organization generally has its own network management system. This paper proposes an architecture which is able to supply interoperability for network management systems in multi-domain environment by providing the service of distribution transparency. The architecture is made up of three components: a management data broker, data export managers and data import managers. Using the architecture, network management systems will be able to locate or access others' management data easily.

Relationship Between Export Strategy Variables and Export Performance for Brazil-Based Manufacturers

The growth of exports originating from Brazil has garnered substantial interest, much of which has focused upon the changing composition of the exports. In terms of specific export-oriented variables that could be linked with export growth, several authors have speculated conceptual relationships. However, very few studies have attempted to empirically identify hypothesized associations. In this investigation, responses were gathered from export managers of thirty-one manufacturing firms based in Brazil. An analysis of the results indicated that high-performing exporters produced standardized goods, trained their managers in international business, and reliably met delivery dates.

Export Trading Companies:

This paper reviews the impact of the Export Trading Company Acy of 1982. The ramifications of the Act are discussed and the characteristics of export trading companies are compared with those of general trading companies. The responses of medium- and small-sized firms, export management companies, and banks to the Act are analyzed. In light of the unenthusiastic responses from different parties, suggestions for further development of exporting trading companies and for government policies are proposed.

Product, Promotion and ”Free Market” Pricing in the Indirect Export Channel

This empirical study of Export Management Companies (EMCs) concerns pricing methods used in transactions between the EMC and the domestic producer. The results suggest that both the nature of the promotional function which the producer subcontracts to the EMC and the type of product which the producer sells to the EMC impact the pricing method. When the producer subcontracts or spins off a promotional function to an EMC, the EMC passes on the costs to the producer by receiving a discount from the producer. The needs of the producer-to have at least some minimal profit on every sale and to reduce risk by having aneven profit flow per product sold-interact with factors such as the magnitude and predictability of costs associated with each promotional function to indicate an appropriate pricing method. In regard to the type of product sold, the commodity cost content as a percentage of total production cost will impact the pricing method insofar as producers of products with high commodity cost content are u...

Export Performance of Small British West Country Firms

AbstractExports provide a significant component of sales for many small firms. This study describes, for a selected sample of smaller British exporters, various characteristics of these firms and determines those factors which correlate with export performance (intensity, profitability and growth). Conclusions are drawn concerning export management and further research.

Shipping as a sales tool

The International ExecutiveVolume 32, Issue 6 p. 25-26 Article Shipping as a sales tool Henry Samuel, Henry Samuel HENRY SAMUEL is a member of the faculty at the University of California, Davis, MBA program and “The Interim Export Manager”.Search for more papers by this author Henry Samuel, Henry Samuel HENRY SAMUEL is a member of the faculty at the University of California, Davis, MBA program and “The Interim Export Manager”.Search for more papers by this author First published: May/June 1991 https://doi.org/10.1002/tie.5060320608 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume32, Issue6May/June 1991Pages 25-26 RelatedInformation

Rectifying Strategic Gaps in Export Management

Abstract This study examines strategic gaps in exporting by identifying critical export problems, the sources of information used to resolve them, and forms of assistance needed by current and potential exporters. Particular attention is given to the influence of firm size. The great majority of problems identified in both small and larger firms deal with export marketing issues. Small firms are more focussed on operational issues whereas larger firms are more aware of strategic problems and the need for relevant market information. Thus larger firms make greater use of information sources. However, many information sources are neither heavily used nor rated as being very useful by either group. Small and large exporters' needs for assistance are similar, with the greatest weight being placed on obtaining foreign contacts. Implications of research findings are presented and recommendations are made.

Bounded Rationality and Organizational Learning

Abstract : If organization theory finds it useful to draw upon some of the ideas that have emerged in cognitive psychology, it will be advantageous to borrow also the terminology used in discussing these ideas. Without working toward a higher level of consistency in terminology than prevails in organization theory today, it will be difficult or impossible to cumulate and assemble into a coherent structure the knowledge we are gaining from individual case studies and experiments. We will be continually reinventing wheels. That is a luxury we cannot afford. The happy band of researchers on organization theory is sufficiently small to be kept fully occupied discovering and verifying the theory just once. (Author) (kr)

The Evolution of the U.S. International Trade Intermediary in the 1980s: A Dynamic Model

International trade intermediaries, such as export management companies, have long existed in the United States. Many studies and reports have provided “snapshots” of their activities and roles over time. Their evolution, however, has hardly been researched—mainly for lack of an appropriate dynamic model. This paper integrates various conceptual frameworks and theories to develop a useful mode of the evolution of the U.S. international trade intermediary in the 1980s.

A Comparison of the Characteristics of Canadian and U.K. Exporters by Firm Size

As part of an ongoing study aimed at investigating the determinants of succesful export management, this paper compares characteristics of a new sample of 126 small, medium, and large English exporters with comparable data from 116 Canadian exporters. U.K exporters sold to more countries, had been selling longer, and had a wider product line than corresponding Canadian exporters. Canadian firms concentrated on the U.S. market, had been experiencing a greater increase in export sales, and were more likely to have greater profits in the export market than the domestic market.

The Export Trading Company Act of 1982:

This study of 110 Export Management Companies (EMCs) investigates their perceptions of the potential impact of the Export Trading Company Act (ETCA) of 1982 on their future growth possibilities. Specifically it examines what product types might best be handled by an American Export Trading Company (AETC), and what types of trading activities an AETC would be expected to engage in. In addition, respondents were asked about specific features of the ETCA that they liked or disliked. The results of this study indicate perhaps as many as 20% of current EMCs may enter into some type of Export Trading Company arrangement, and some of the AETCs are likely to evolve into something similar to a Japanese sogo shosha. However, the development of these "American sogo shoshas" will be much slower than many supporters of the AETC of 1982 appear to have hoped for.

Variations in export performance due to differences in export marketing strategy: Implications for industrial marketers

This study examines the impact of differential export marketing strategies on export performance in an idustrial setting. Out of ten export marketing variables investigated, only three variables—export pricing, direct buyer, and channel strategies— were found to impact on export performance. Implications for export managers and public policy makers are also presented in the paper.

THE COMPETITIVE POSITION ABROAD OF PRODUCTS AND MARKETING PRACTICES OF THE UNITED STATES, JAPAN, AND SELECTED EUROPEAN COUNTRIES

Introduction Growing internationalization during the past three decades has become one of the most pervasive influences in business today. This is true for both the export manager responsible for positioning a firm's products in various foreign markets and for the marketing executive responsible for managing the competitive interaction of a firm's products with foreign products in a particular domestic market. As a consequence, the impact of national boundaries on the marketplace has continued to diminish. To compete successfully in this broad arena, marketing managers must have a thorough understanding of, and empathy for, the different needs and preferences of consumers in the various markets within which a firm interacts. Consumer attitudes toward both products and the related marketing practices naturally have a major influence on purchase behavior. In addition, consumer attitudes toward products from different countries can be a major factor in determining successful marketing strategies. We will present here a longitudinal analysis of the general attitudes of consumers in a foreign country, Finland, toward the products imported from the United States, japan, and selected European countries. We will also compare these consumer attitudes toward various dimensions of the related marketing mix strategies. It should be noted that the methodology for analyzing export opportunities is applicable by any company for any foreign country.

WILL AMERICAN EXPORT TRADING COMPANIES REPLACE TRADITIONAL EXPORT MANAGEMENT COMPANIES?

This article examines the American Export Trading Company (AETC) as authorised under the Export Trading Company Act of 1982. It reviews the three critical elements necessary for AETCs to become a significant force in world markets — capital, product/production skills, and international marketing skills. Specifically, this article investigates an important potential source of international marketing skills, the Export Management Company, to determine their interest in participating in an AETC.