2. Agenda
• What drives International performance?
• A suggested model.
• Some thoughts.
• Some experiences.
3. What drives International
performance
• Product adaptation.
• International experience.
• Partnerships with
Distributors.
4. There are fewer models to support export marketing
than there are to give guidance for domestic ventures.
Growth orientated domestic firms must clearly address
the opportunities which increasingly globalisation offer,
and therefore it is appropriate and sensible to suggest
a framework which might support export marketing, to the
extent that this is substantiated in the literature.
5. A suggested Model
Cavusgil & Zou (1994 & 1996) have defined three key
areas -:
1) Export marketing strategy
The major consideration is quot;to adapt or not to adaptquot;. The Company
must, prior to applying its scarce resources, decide how much it is
going to change its basic format.
2) International Competence
This is inextricably linked with its decision whether to quot;adapt or notquot;.
An organisation which is competent in an international context ( and
this is a very different story from being competent in a domestic
situation) is able to make the important decisions which key into an
appropriate export marketing strategy.
6. A suggested Model
3) Managerial Commitment
Export marketing is enhanced if senior management is committed
to the venture, allocates appropriate resources and creates an
international environment within the organisation for the long term.
7. A suggested Model
This indicates an interesting virtuous cycle which can be illustrated
as follows -:
Management commitment
Product Adaptation
International Competenc
International strategy
8. A suggested Model
• This will require a long-term approach to export
marketing which will build an organisation a growing
appreciation of the specific demands of international
markets which in turn enhance strategy and create
products which are appropriately adapted to the
demands of the different market places.
• This approach will avoid the short-term opportunistic
approach to export marketing.
9. A suggested Model
• Having defined an export marketing model it is
however important to put this together with a
management model which recognises that managers
operate not only in the external environment but also
in the internal environment of the various departments
in the Company. Fayol offers the basis for a simple
management model which can be incorporated as
follows…
10. A suggested Model
Export
External Marketing
strategy
A management model
• Planning
• Organizing
• Staffing
• Leading
• Controlling
Internal International
Management
competence
commitment
11. Planning
• This involves selecting missions and objectives and the
actions to achieve them. By selecting future courses of
action from among the many alternatives which may be
open to a Company it is able to choose where it wants
to be in the future and is able to encourage group effort
by allowing people to know what they are expected to
accomplish.
• This is more likely to encourage success and
prevent a Company from drifting into situations
which it cannot control.
12. Organising
• This involves that part of managing which involves
establishing an intentional structure of roles for people
to fill in an organisation. The objective is to create a
structure to ensure that all tasks which are necessary to
achieve goals are covered an given to those who are
best equipped to fulfil the various tasks in an
organisation.
• The structure should also create a formal system of
roles that people can perform so that they can work
together to achieve the Company's objectives. Those
modern approaches also address the informal links
which make any organisation function well.
13. Staffing
• This involves filling, and retaining positions in an
organisation.
• This is achieved by identifying work force requirements,
reviewing the people available, recruiting, selecting,,
putting people into the appropriate positions, planning
careers, rewarding, training or otherwise developing
both current and potential job holders to accomplish
tasks effectively and efficiently.
14. Leading
• This has been described by Koontz & Weihrich as
that task which influences people so that they will
contribute to organisation and group goals, largely as
the result of the interpersonal aspects of management
which relate to motivation, leadership styles, and
approaches and communication.
15. Controlling
• This relates to the measuring and correcting of
activities to ensure that events conform to plan.
Performance will logically be measured against goals
and plans, show where any deviations might exist, and
then put management into place corrective action to
make certain that plans are achieved.
16. At the heart of control activity is the measurement of
achievement and correction is achieved via activities
which are conducted by people. Unless it is known who
is responsible for results which are different from what
has been planned it will not be possible to take the
necessary steps to improve performance. By definition
therefore outcomes are controlled by controlling what
people do.
