Sources of competitive advantage in high performing exporting companies

Piercy, Nigel F.; Kaleka, Anna; Katsikeas, Constantine S.

doi:10.1016/s1090-9516(99)80081-9

Cited by 207 publications

(157 citation statements)

References 10 publications

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“…La influencia de las ventajas competitivas sobre los resultados obtenidos por las empresas ha sido ampliamente discutida desde la óptica del marketing (Day y Wensley 1988;Barney 1991;Katsikeas 1994;Piercy et al 1998; Ling-yee y Ogunmokun 2001; Mizik y Jacobson 2003; Morgan et al 2004;Snoj et al 2007; Ha-Brookshire y Dyer 2009; Monferrer 2011). De hecho, si repasamos las propias conceptualizaciones del concepto de ventaja competitiva observamos que, por definición, una empresa posee una ventaja competitiva sobre otra cuando obtiene una tasa de beneficios superior (Day y Wensley 1988).…”

Section: Las Ventajas Competitivas Y Los Resultados De Las Nei'sunclassified

“…De hecho, si repasamos las propias conceptualizaciones del concepto de ventaja competitiva observamos que, por definición, una empresa posee una ventaja competitiva sobre otra cuando obtiene una tasa de beneficios superior (Day y Wensley 1988). Por lo tanto, la ventaja competitiva es vista como un antecedente directo del resultado internacional de las NEI's, ya que la superioridad relativa lograda por estas empresas en su intento por ofrecer valor determina el comportamiento de compra de su mercado objetivo (Piercy et al 1998) y, como consecuencia de este comportamiento, sus resultados positivos (Day y Wensley 1988;Mizik y Jakobson 2003;Morgan et al 2004;Snoj et al 2007). De este modo, cuando una empresa posee ventajas competitivas, y por lo tanto es capaz de ofrecer de forma consistente mayor valor, ve como aumenta la satisfacción y la lealtad de sus clientes, así como la cuota de mercado y el volumen de ventas de la empresa.…”

Section: Las Ventajas Competitivas Y Los Resultados De Las Nei'sunclassified

“…Estos factores de exclusividad también pueden referirse a los servicios que complementan la oferta, como la velocidad de entrega, la fiabilidad y la gestión de servicios adicionales (Piercy et al 1998;Morgan et al 2004; Ha-Brookshire y Dyer 2009). Por su parte, las ventajas basadas en costes se manifiestan en el dominio de los costes de fabricación, de administración y de comercialización, los cuales aportan un valor al producto en forma de coste más bajo que se traduce en un precio relativo del producto menor que el de otras ofertas (Porter 1985;Morgan et al 2004; Ha-Brookshire y Dyer 2009).…”

Section: La Orientación Al Mercado De La Red Y Las Ventajas Compet-itunclassified

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The new ventures’ international result. A relational view associated to network market orientation

Monferrer¹,

Guillén²

2016

cuadernosgestion

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This paper delves into the study of the factors that influence the international competitive position of international new ventures, and consequently, their international performance. By combining international entrepreneurship and marketing disciplines, this work attempts to emphasise the importance of relational knowledge by the influence of network market orientation on the international results obtained by these firms through the mediating effect of competitive advantages. The approach was used to test our hypotheses. The results obtained, using structural equations models and multi-sample analysis, confirm that network market orientation is a determining factor for new ventures to achieve superior international results. This influence is observed indirectly with the mediating effect on the differentiation- and cost-based competitive advantages developed by these firms. This study extends previous international entrepreneurship research, including insights from the marketing discipline on antecedents of international new ventures’ competitiveness and success in foreign markets. In addition, the results obtained encourage entrepreneurs in the international context to consider the explicit value of other factors different from experiential knowledge, which the company acquired gradually with increasing its experience in the foreign market, to realize the potential value of relational knowledge associated to network market orientation as an antecedent for the achievement of competitive advantages in the international market.

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Section: Las Ventajas Competitivas Y Los Resultados De Las Nei'sunclassified

Section: La Orientación Al Mercado De La Red Y Las Ventajas Compet-itunclassified

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The new ventures’ international result. A relational view associated to network market orientation

Monferrer¹,

Guillén²

2016

cuadernosgestion

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“…En la misma idea inciden Pla-Barber, Villar-García y Escribá Esteve ( Por tanto, los estudios pueden llevar a pensar que el desarrollo de fortalezas competitivas en la estrategia combinada del mix de marketing puede asociarse con el perfil exportador de la empresa, tal y como se refleja en nuestra hipótesis primera. (calidad del producto, precio, comunicación Como se dijo anteriormente, la variable producto es la variable más estudiada en relación con el comportamiento exportador de la empresa (Piercy, Kaleka & Katsikeas, 1998;Brouthers & Xu, 2002;Morgan et al, 2004;Brouthers & Nakos, 2005). Más específicamente, se ha puesto de manifiesto la especial relevancia de la calidad por su influencia en el proceso de internacionalización (Rastrollo, Martín & González, 2014).…”

Section: H1: El Perfil Exportador De Las Empresas Va Asociado a La Exunclassified

Intensidad exportadora y fortalezas percibidas en la estrategia de marketing: Una perspectiva basada en la experiencia de empresas exportadoras españolas

Castro-González¹,

Gutiérrez-Villar²,

Padilla³

et al. 2016

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Purpose: This paper studies if there are associations between export profiles of some Spanish companies –high or low export intensity- and the opinion of managers about strengths generated in the marketing mix.Design/methodology: Through a questionnaire to 64 export Spanish companies and the literature review, we defined the export intensity as the dependent variable. The explanatory variables used measure the importance granted by the companies to the different variables of the marketing mix as strengths for export activity. We used MANOVA method as it lets us analyze differences between two or more metrical dependent variables (quality, price, promotion and place) based on a mix of categorical variables that act like predictors (export volume).Findings: Our results indicate that a correct planning of the marketing strategy is a key aspect inside internationalization strategy. In contrast with other studies that analyze specific strategies within marketing mix, this research focuses on these as perceived competitive strengths, whichever the mix of variable strategy that generates these strengths is.Practical implications: The differences observed indicate that there are different patterns in the marketing mix strength evaluation. The results show that the firms which have the most export intensity have generated bigger capacities especially in distribution channels configuration and promotion strategies.Originality/value: The main differentiating element in this research is the combines focus on the marketing mix variables as competitive strengths while distinguishing each of them.

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“…If a company's SC performs well, then its products and services are expected to be better quality and lower cost creating higher customer satisfaction and increasing the chance of success in the global arena. For a supplier to compete in the export market, Piercy et al (1998) list some SC related specifications like cost per unit production, cost of goods sold, selling price to end-user abroad, product quality, product accessibility, delivery speed and reliability. Zou and Stan (1998) Literature cites only a few studies (Duzakin and Duzakin, 2007) that measure the financial performance of manufacturing firms in the DEA context using profit and export variables along with revenue.…”

Section: Input and Output Measuresmentioning

confidence: 99%

Performance Benchmarking in Turkish Food and Beverage Industry

Tektas¹,

Tosun²

2010

CIBIMA

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As the competition in the business world shifts from organizational to supply chain level and consequently include multi dimensions such as cost, quality and speed; efficiency and benchmarking analyses of supply chains require special attention. Within this context, this paper benchmarks the performance of Turkish food and beverage companies and discusses their global competitiveness as well as the improvement opportunities. Namely, it purposes to search for strengths and weaknesses at company level as well as opportunities and threats at the industry level. The methodology involves the data envelopment analysis (DEA) approach and related sensitivity analyses. Results illustrate that export increases supply chain efficiency scores of most companies, supporting some previous studies which show export as an indirect channel to increase productivity. Although Turkish food and beverage companies utilize a limited amount of their resources to generate export revenues and don't realize high export volumes, they seem to use their export strategies wisely and benefit from exports to a certain extent. Results also demonstrate that these companies can generate revenues but cannot utilize their resources and the related supply chains effectively to generate sufficient profits. Increasing the profit level might require more efficiently managed supply chains.

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Sources of competitive advantage in high performing exporting companies

Cited by 207 publications

References 10 publications

The new ventures’ international result. A relational view associated to network market orientation

The new ventures’ international result. A relational view associated to network market orientation

Intensidad exportadora y fortalezas percibidas en la estrategia de marketing: Una perspectiva basada en la experiencia de empresas exportadoras españolas

Performance Benchmarking in Turkish Food and Beverage Industry

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