Export marketing strategy implementation, export marketing capabilities, and export venture performance

Abstract

Since exporting is the most popular mechanism by which firms engage with international markets, understanding the drivers of export market performance is key to explaining firms' international competitiveness. The literature posits that the effective implementation of planned export marketing strategy is a key determinant of the performance of firms operating in international markets. Yet little is known about the specific nature and drivers of export marketing strategy implementation effectiveness. In this study we build on the implementation literature in marketing and strategic management to develop a new conceptualization of export marketing strategy implementation effectiveness. Drawing on dynamic capabilities theory, we empirically examine the export marketing capability antecedents and performance consequences of export marketing strategy implementation effectiveness in the context of manufacturing firms that are exporting to international markets. Results indicate that effective implementation of planned export marketing strategy contributes to export market and financial performance, and that marketing capabilities play an important role in enabling effective marketing strategy implementation in export venture operations.

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

“…Different export ventures of the firm operate as distinct SBUs and may set different goals, pursue corresponding strategies, and achieve different strategic positions and performance outcomes. Thus, our export venture-level design enables us to control for potential firm-level confounds due to differences among a firm's multiple export ventures (e.g., Cavusgil & Zou 1994;Morgan et al 2012). To enhance generalizability, we used a multi-industry sample of firms in the rubber and plastic products, machinery, textile mill products, apparel and similar goods, chemical and allied products, and electrical and electronic products industries.…”

“…Fourth, export ventures are marketing-based strategic business units (SBUs) of the firm responsible for marketing a single product (or line) to a specific foreign market (Cavusgil & Zou 1994) 1 . They therefore represent an excellent context for studying important strategic marketing problems (e.g., Morgan et al 2012). …”

“…Similarly, accumulated knowledge of export operations should guide decision-makers to frame tactical choices from a more realistic perspective and pursue tactics that are aligned with the needs of the specified export market (e.g., Morgan et al 2012). Given the increased difficulty of successfully identifying and accomplishing required strategic goal realization tasks in export (versus domestic) markets, a high degree of internationalization may be particularly valuable in helping a firm's export ventures attain their intended strategic goals.…”

When is brand orientation a useful strategic posture?

“…A firm's overall performance can be measured by the achievement of market performance goals and financial performance goals (Merrilees, Rundle-Thiele, & Lye, 2011;Morgan, Katsikeas, & Vorhies, 2012). Market performance goals are based on the outcomes of branding and marketing-related activities: e.g., customer satisfaction, customer loyalty, and market share improvement.…”

An Exploratory Study on Technological Innovation of Agricultural Science and Technology Enterprises in China

“…In the marketing theory, the R&D capability of an enterprise is its capacity to develop or apply the technologies to produce new and effective products and services [15]. Marketing capability is what an enterprise can understand and predict better than the competitors and deliver their products and service to the customers [22] [23]. The former creates the value to meet customers' needs for products and services; the latter delivers its value through marketing mix.…”