Foreign market selection process as tool for international expansion: Case study for ecuadorian chia seeds exports to the european union

Abstract

To assist Ecuadorian chia seed producers in their quest for internationalisation. This article uses a case study to present a methodology which assists in the selection of the most suitable export market for a product. It is based on a diverse range of indicators grouped into 7 dimensions that were used to analyse the 27 member countries of the European Union in order to determine the most suitable export market for chia seeds from Ecuador. Germany is the biggest European importer of chia seeds with a 55% share, followed by the Netherlands, the United Kingdom and Spain. It presents a methodology for market selection that can be employed as a tool for international expansion which can easily be used by companies in search of the most suitable export market for their products.

Determining factors of international opportunity recognition: A conceptual approach

“…To develop such knowledge and experience they may use a variety of sources, such as travel abroad, foreign language skills, life and work experience, education and business experience abroad, international social links, assistance to international fairs, conducting export market research or by using foreign tourists as an external-market information source (cf. Berbel-Pineda et al, 2018;Chandra et al, 2009;Chetty et al, 2018;George et al, 2016;Hajizadeh & Zali, 2016;Kiss et al, 2019;Kraus et al, 2017;Terán-Yépez et al, 2020b;Zahra et al, 2005). The process of IOR, however, is also influenced by other cognitive aspects such as entrepreneurial creativity, international entrepreneurial alertness and entrepreneurial passion.…”

Índice de Factores Múltiples: Un Método para la Selección de Mercados para la Exportación en el Contexto de las Pymes

“…El proceso de selección del mercado internacional es de vital importancia para las pequeñas y medianas empresas (pymes) (Miečinskienė et al, 2014;Teran-Yepez et al, 2020;Yildiz & Ozbek, 2020). En ocasiones, la selección de mercados se limita a los vecinos inmediatos de las pymes, ya que la proximidad geográfica refleja una similitud cultural, un mayor conocimiento sobre dicho mercado y mayor facilidad para obtener información (Hollensen, 2017;Kotabe & Helsen, 2010;Young & Javalgi, 2007).…”

“…Pero, a la larga, reduce efectivamente la capacidad de explorar mercados más lejanos basados en la carencia de recursos humanos y financieros (Hollensen, 2017). La literatura revisada da cuenta de que existe una tendencia entre pymes jóvenes a entrar en mercados más distantes mucho antes que las pymes más antiguas, las cuales siguieron el paso a paso más tradicional (Sylvest & Lindholm, 1997;Teran-Yepez et al, 2020;Yildiz & Ozbek, 2020).…”