The export performance has been studied to a great extent while fewer researches have focused the export activities of developing countries. Firm characteristics have always been found to impact export performance considerably. Furthermore, the marketing strategy applied by the firm has been an important issue related to performance. In this paper, the relationships among firm characteristics, export marketing strategies as well as export performance were investigated on the export of medical disposable products in Malaysia. Data was gathered from 22 firms by the means of a questionnaire for which the reliability of 0.85 was achieved. The statistical Chi-Square test for independence was applied for testing the hypotheses via SPSS. The results indicated that several internal firm factors namely, market knowledge, commitment, international experience and innovation affected the application of adaptation strategies. Moreover, the use of adaptation strategies and the export performance were significantly related. Finally it was concluded that firm characteristics could influence export performance indirectly and through marketing strategies.
Unit 4 production, marketing, financial and human resource management of glob...Ganesha Pandian
This document provides an overview of unit 4 which covers production, marketing, financial and human resource management for global businesses. It discusses topics such as global production strategies, location decisions, scale of operations, make or buy decisions, quality considerations, global supply chain issues, international marketing strategies, investment decisions, exchange rate risk management, strategic orientation, and selection of expatriate managers. The document contains several sub-sections on each of these topics with definitions, explanations, and factors to consider. It also lists two references used to prepare the material.
This document provides an introduction to strategic marketing. It discusses strategic marketing and market driven strategy. It also covers corporate, business, and marketing strategy. Finally, it addresses some of the challenges of the new era for strategic marketing, including escalating globalization, technology changes, and demands for social responsibility.
International Marketing in India- Concepts, Opportunities and ChallengesIRJET Journal
This document discusses international marketing concepts, opportunities, and challenges in India. It begins with an abstract that outlines how globalization has led firms to conduct international marketing. It then discusses how international marketing has benefited consumers by diversifying product availability regardless of location. The document notes that international marketing strategies must be tailored to different regions and account for varied customer behaviors. It also explores similarities and differences between domestic and international marketing. The document aims to understand core concepts of international marketing, related challenges and opportunities in India, and examine the scope of international marketing in the country. It uses exploratory research based on secondary sources to analyze international marketing and meet stated objectives around defining key aspects of the topic.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
The document provides an overview of various marketing research and analysis tools including PESTEL analysis, SWOT analysis, segmentation, target markets, value propositions, competitive advantages, Hofstede's cultural dimensions, and the marketing mix (4Ps). It discusses how these concepts are used to evaluate business opportunities and develop effective marketing strategies when expanding into global markets. Key factors that must be considered for international market entry such as target markets, entry mode, timing, and exit strategies are also summarized.
The document discusses developing an international strategy. It proposes a model with three key areas: 1) export marketing strategy, specifically whether to adapt products, 2) international competence, and 3) managerial commitment. This creates a virtuous cycle where commitment leads to better strategy and competence, allowing for more effective product adaptation. It also discusses incorporating a management model covering planning, organizing, staffing, leading, and controlling. Developing a successful international strategy requires a long-term approach to build understanding of markets and enhance strategy.
1. As organizations pursue more global strategies, marketing research is needed to understand consumers in international markets. However, international marketing research presents unique challenges compared to domestic research.
2. This document discusses a framework for conducting effective international marketing research projects from a global project management perspective. It focuses on the nuances of questionnaire construction and primary data collection across borders.
3. Factors like political, legal, economic, social, and cultural differences between countries can impact the comparability of international marketing research results. Proper consideration of these challenges is needed for meaningful research projects.
Name guerline p. joseph course mkt 315date 216amit657720
This document provides a summary of research conducted on Toyota Motor Corporation. It includes Toyota's brand story, focusing on how it became the world's largest automaker. The company's vision is to be the most successful and respected car company in America, while its mission is to provide high-valued products and services along with a satisfying ownership experience. Marketing objectives include launching new companies for mobility businesses. Research identified Toyota's marketing strategies and tactics, and provided a SWOT analysis examining its strengths, weaknesses, opportunities, and threats.
Unit 4 production, marketing, financial and human resource management of glob...Ganesha Pandian
This document provides an overview of unit 4 which covers production, marketing, financial and human resource management for global businesses. It discusses topics such as global production strategies, location decisions, scale of operations, make or buy decisions, quality considerations, global supply chain issues, international marketing strategies, investment decisions, exchange rate risk management, strategic orientation, and selection of expatriate managers. The document contains several sub-sections on each of these topics with definitions, explanations, and factors to consider. It also lists two references used to prepare the material.
This document provides an introduction to strategic marketing. It discusses strategic marketing and market driven strategy. It also covers corporate, business, and marketing strategy. Finally, it addresses some of the challenges of the new era for strategic marketing, including escalating globalization, technology changes, and demands for social responsibility.
International Marketing in India- Concepts, Opportunities and ChallengesIRJET Journal
This document discusses international marketing concepts, opportunities, and challenges in India. It begins with an abstract that outlines how globalization has led firms to conduct international marketing. It then discusses how international marketing has benefited consumers by diversifying product availability regardless of location. The document notes that international marketing strategies must be tailored to different regions and account for varied customer behaviors. It also explores similarities and differences between domestic and international marketing. The document aims to understand core concepts of international marketing, related challenges and opportunities in India, and examine the scope of international marketing in the country. It uses exploratory research based on secondary sources to analyze international marketing and meet stated objectives around defining key aspects of the topic.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
The document provides an overview of various marketing research and analysis tools including PESTEL analysis, SWOT analysis, segmentation, target markets, value propositions, competitive advantages, Hofstede's cultural dimensions, and the marketing mix (4Ps). It discusses how these concepts are used to evaluate business opportunities and develop effective marketing strategies when expanding into global markets. Key factors that must be considered for international market entry such as target markets, entry mode, timing, and exit strategies are also summarized.
The document discusses developing an international strategy. It proposes a model with three key areas: 1) export marketing strategy, specifically whether to adapt products, 2) international competence, and 3) managerial commitment. This creates a virtuous cycle where commitment leads to better strategy and competence, allowing for more effective product adaptation. It also discusses incorporating a management model covering planning, organizing, staffing, leading, and controlling. Developing a successful international strategy requires a long-term approach to build understanding of markets and enhance strategy.
1. As organizations pursue more global strategies, marketing research is needed to understand consumers in international markets. However, international marketing research presents unique challenges compared to domestic research.
2. This document discusses a framework for conducting effective international marketing research projects from a global project management perspective. It focuses on the nuances of questionnaire construction and primary data collection across borders.
3. Factors like political, legal, economic, social, and cultural differences between countries can impact the comparability of international marketing research results. Proper consideration of these challenges is needed for meaningful research projects.
Name guerline p. joseph course mkt 315date 216amit657720
This document provides a summary of research conducted on Toyota Motor Corporation. It includes Toyota's brand story, focusing on how it became the world's largest automaker. The company's vision is to be the most successful and respected car company in America, while its mission is to provide high-valued products and services along with a satisfying ownership experience. Marketing objectives include launching new companies for mobility businesses. Research identified Toyota's marketing strategies and tactics, and provided a SWOT analysis examining its strengths, weaknesses, opportunities, and threats.
This document presents LeapFrog Enterprises' expansion strategy into Latin America. It provides an overview of LeapFrog, discusses stakeholders in the potential expansion, and outlines strategic issues to consider. The strategic gap analysis identifies opportunities for LeapFrog in Latin American markets for English language and LeapPad products. The document analyzes countries like Chile, Argentina, Costa Rica and Colombia before presenting strategic alternatives and a timeline for implementation.
Foundations of Strategic Competitivenessdrnurhizam
The document discusses strategic competitiveness and strategic planning. It provides details on:
- The four steps of strategic planning: environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Environmental scanning involves analyzing internal strengths/weaknesses and external opportunities/threats through a SWOT analysis.
- Strategy formulation includes developing growth strategies like horizontal integration, diversification, and vertical integration as well as competitive business strategies.
- Strategy implementation requires properly communicating goals, assembling project teams, and working out operational details.
The document provides an overview of various frameworks and models for analyzing a company's competitive advantage, including PESTEL analysis, SWOT analysis, Porter's Five Forces model, the competitive profile matrix, and value chain analysis. It discusses how these tools can be used to identify internal strengths and weaknesses as well as external opportunities and threats to help a company gain and sustain a competitive advantage in its industry. The document is a presentation on competitive advantage delivered by Ms. Himani.
This document provides an overview of different types of international market entry modes and supply chain management concepts. It discusses various entry modes like exporting, contractual agreements (licensing, franchising), foreign direct investment (wholly owned subsidiaries, joint ventures), and turnkey projects. It also summarizes supply chain approaches like lean, agile and leagile, and key elements of an effective supply chain like the 3Bs, value delivery, and the role of logistics.
Strategic management ch 05 by wajahat aliWajahat Ali
The document outlines various strategic management concepts including long-term objectives, types of strategies such as integration, intensive, and diversification strategies, and defensive strategies like retrenchment and liquidation. It also discusses Porter's generic strategies of cost leadership, differentiation, and focus. The group presentation covers chapters from a strategic management textbook and provides examples and guidelines for when various strategies may be effective.
This document appears to be an assignment submitted by a student for a course on strategic marketing management. It contains over 9,500 words divided into multiple sections and tasks. The tasks discuss key concepts of strategic marketing management including defining it, explaining its role and processes, and linking it to corporate strategy. Specific examples and discussions are provided relating to Samsung Telecommunications to evaluate how strategic marketing has helped Samsung achieve success and leadership in the consumer electronics and mobile phone industries through enabling it to understand customer needs, develop innovative products, and achieve its business objectives and long-term growth and survival.
This document appears to be a project report submitted by a student named Hariom Dash to partial fulfillment of a Bachelor's degree in commerce. It includes a certificate verifying Hariom Dash as a student, a declaration by Hariom Dash, and acknowledgments. The table of contents indicates it will cover an introduction, literature review, company profile, data analysis and interpretation, findings, suggestions, and conclusion regarding the marketing strategy of Big Bazaar. It discusses the objectives, scope, methodology and limitations of the study. The literature review references several experts and their definitions of marketing strategy.
This document discusses various strategic management concepts including:
1. The four generic strategic alternatives of stability, expansion, retrenchment, and combination strategies.
2. Business level strategy and how firms formulate strategies to attract customers and create competitive advantages.
3. Corporate strategy and how large, diversified firms manage their various business units to maximize overall objectives.
4. Strategies in the global environment, including international, multi-domestic, global, and transnational strategies as well as strategic alliances.
This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
This document summarizes a presentation on strategic management. It defines strategic management and outlines the strategic management process. This includes identifying the organization's mission and goals, conducting external and internal analysis including SWOT analysis, formulating strategies, implementing strategies, and evaluating results. It also discusses different levels of organizational strategies, including corporate level strategies like growth, stability, and retrenchment strategies. Business level strategies include Miles and Snow's adaptation model, Porter's generic competitive strategies, and product life cycle analysis. Functional level strategies involve research and development, manufacturing, marketing, human resources, and finance. Current strategic issues and important strategies for today's environment are also summarized.
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
1. Carrefour and Wal-Mart entered the Chinese retail market with different internationalization strategies.
2. Carrefour adopted a decentralized strategy, allowing its Chinese subsidiaries significant autonomy. Wal-Mart used a more centralized global strategy with purchasing.
3. The case of Carrefour and Wal-Mart in China highlights that internationalization is a complex process and different market entry strategies can lead to varying results. Understanding the local market context is important for success.
This document discusses international strategic management and different types of strategies used. It defines international strategic management as managing international business through strategic planning, decision making, organizing, leading and controlling functions globally. Four main types of strategies are described: international strategy focuses on transferring core competencies to foreign markets; multi-domestic strategy customizes strategies for each local market; global strategy pursues low-cost tactics by concentrating activities in few locations; and trans-national strategy balances cost reductions, skills transfer, and local responsiveness. The document provides details on each strategy's goals, advantages, and disadvantages.
Primeessaywritings.com Services, Coursework, Case Studies. Dissertations, Thesis, Book Summary, Book Reviews, Personal Statement, Scholarship Essay, Application Papers, Power Point Presentations, Dissertations and Proposals, Research Papers, Editing and Proofreading Resumes and CVs, Research Proposal, College Essay, High School Essay, Graduate essay, Masters essay, PHD Essay
Mla style dissertation brand strategy for the supermarket industry in hong kongCustomEssayOrder
This document provides an introduction to a study examining brand strategy for the supermarket industry in Hong Kong. It will use Park n' Shop Supermarket as a case study. The purpose is to critically examine how brand strategy and management contribute to supermarket performance and success. It will define branding concepts and explore the relationship between branding and organizational success. Both primary and secondary research methods will be used, including questionnaires, observations and literature reviews. The scope is limited to brand strategy and does not address all aspects of the supermarket industry.
International Strategic Management is a comprehensive and ongoing management planning process aimed at formulating and implementing strategies that enable a firm to compete effectively internationally.
Design of the User Experience for Personalized Mobile ServicesWaqas Tariq
This article describes how user centered, and particularly co-design methods can help maximize user experience for personalized services delivered over a mobile device. The specific focus was designing for Chinese spectators at large sports events (such as football matches, swimming galas or athletics meetings). User experience was assumed to comprise user, product, social, cultural and usage context components. Co-design methods were incorporated into a semi- structured HCI design process that comprised content, conceptual, interaction and presentation design, followed by field and lab-based user evaluation. There were two co-design methods in particular which were found to be key to working effectively with Chinese users. Emotion Cards were used to help overcome some of the inhibitions of participants and to encourage them to provide more open and unequivocal design input. The User Advisory Board was a group of participants who mediated the relationship between the designer and other participants at various design stages. They helped to ensure genuine collaboration because the wider participants felt (1) less like the object of study and (2) more able to communicate their needs during the design process.
María, una joven virgen, recibió la visita de un ángel que le anunció que concebiría y daría a luz a Jesús. José, su prometido, también recibió un mensaje de un ángel para que no rechazara a María. Jesús nació en Belén y los pastores fueron avisados de su nacimiento por un ángel. Más tarde, Jesús fue bautizado por Juan Bautista y realizó milagros, antes de ser crucificado y subir a los cielos.
Este documento describe una serie de pasos para organizar archivos y carpetas en un disco duro. Incluye crear nuevas carpetas, mover archivos entre carpetas, copiar archivos, editar documentos de texto, y buscar archivos HTML pequeños para copiarlos a otra carpeta. El objetivo general es organizar la estructura de archivos y carpetas de acuerdo con las instrucciones provistas.
This document presents LeapFrog Enterprises' expansion strategy into Latin America. It provides an overview of LeapFrog, discusses stakeholders in the potential expansion, and outlines strategic issues to consider. The strategic gap analysis identifies opportunities for LeapFrog in Latin American markets for English language and LeapPad products. The document analyzes countries like Chile, Argentina, Costa Rica and Colombia before presenting strategic alternatives and a timeline for implementation.
Foundations of Strategic Competitivenessdrnurhizam
The document discusses strategic competitiveness and strategic planning. It provides details on:
- The four steps of strategic planning: environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Environmental scanning involves analyzing internal strengths/weaknesses and external opportunities/threats through a SWOT analysis.
- Strategy formulation includes developing growth strategies like horizontal integration, diversification, and vertical integration as well as competitive business strategies.
- Strategy implementation requires properly communicating goals, assembling project teams, and working out operational details.
The document provides an overview of various frameworks and models for analyzing a company's competitive advantage, including PESTEL analysis, SWOT analysis, Porter's Five Forces model, the competitive profile matrix, and value chain analysis. It discusses how these tools can be used to identify internal strengths and weaknesses as well as external opportunities and threats to help a company gain and sustain a competitive advantage in its industry. The document is a presentation on competitive advantage delivered by Ms. Himani.
This document provides an overview of different types of international market entry modes and supply chain management concepts. It discusses various entry modes like exporting, contractual agreements (licensing, franchising), foreign direct investment (wholly owned subsidiaries, joint ventures), and turnkey projects. It also summarizes supply chain approaches like lean, agile and leagile, and key elements of an effective supply chain like the 3Bs, value delivery, and the role of logistics.
Strategic management ch 05 by wajahat aliWajahat Ali
The document outlines various strategic management concepts including long-term objectives, types of strategies such as integration, intensive, and diversification strategies, and defensive strategies like retrenchment and liquidation. It also discusses Porter's generic strategies of cost leadership, differentiation, and focus. The group presentation covers chapters from a strategic management textbook and provides examples and guidelines for when various strategies may be effective.
This document appears to be an assignment submitted by a student for a course on strategic marketing management. It contains over 9,500 words divided into multiple sections and tasks. The tasks discuss key concepts of strategic marketing management including defining it, explaining its role and processes, and linking it to corporate strategy. Specific examples and discussions are provided relating to Samsung Telecommunications to evaluate how strategic marketing has helped Samsung achieve success and leadership in the consumer electronics and mobile phone industries through enabling it to understand customer needs, develop innovative products, and achieve its business objectives and long-term growth and survival.
This document appears to be a project report submitted by a student named Hariom Dash to partial fulfillment of a Bachelor's degree in commerce. It includes a certificate verifying Hariom Dash as a student, a declaration by Hariom Dash, and acknowledgments. The table of contents indicates it will cover an introduction, literature review, company profile, data analysis and interpretation, findings, suggestions, and conclusion regarding the marketing strategy of Big Bazaar. It discusses the objectives, scope, methodology and limitations of the study. The literature review references several experts and their definitions of marketing strategy.
This document discusses various strategic management concepts including:
1. The four generic strategic alternatives of stability, expansion, retrenchment, and combination strategies.
2. Business level strategy and how firms formulate strategies to attract customers and create competitive advantages.
3. Corporate strategy and how large, diversified firms manage their various business units to maximize overall objectives.
4. Strategies in the global environment, including international, multi-domestic, global, and transnational strategies as well as strategic alliances.
This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
This document summarizes a presentation on strategic management. It defines strategic management and outlines the strategic management process. This includes identifying the organization's mission and goals, conducting external and internal analysis including SWOT analysis, formulating strategies, implementing strategies, and evaluating results. It also discusses different levels of organizational strategies, including corporate level strategies like growth, stability, and retrenchment strategies. Business level strategies include Miles and Snow's adaptation model, Porter's generic competitive strategies, and product life cycle analysis. Functional level strategies involve research and development, manufacturing, marketing, human resources, and finance. Current strategic issues and important strategies for today's environment are also summarized.
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
1. Carrefour and Wal-Mart entered the Chinese retail market with different internationalization strategies.
2. Carrefour adopted a decentralized strategy, allowing its Chinese subsidiaries significant autonomy. Wal-Mart used a more centralized global strategy with purchasing.
3. The case of Carrefour and Wal-Mart in China highlights that internationalization is a complex process and different market entry strategies can lead to varying results. Understanding the local market context is important for success.
This document discusses international strategic management and different types of strategies used. It defines international strategic management as managing international business through strategic planning, decision making, organizing, leading and controlling functions globally. Four main types of strategies are described: international strategy focuses on transferring core competencies to foreign markets; multi-domestic strategy customizes strategies for each local market; global strategy pursues low-cost tactics by concentrating activities in few locations; and trans-national strategy balances cost reductions, skills transfer, and local responsiveness. The document provides details on each strategy's goals, advantages, and disadvantages.
Primeessaywritings.com Services, Coursework, Case Studies. Dissertations, Thesis, Book Summary, Book Reviews, Personal Statement, Scholarship Essay, Application Papers, Power Point Presentations, Dissertations and Proposals, Research Papers, Editing and Proofreading Resumes and CVs, Research Proposal, College Essay, High School Essay, Graduate essay, Masters essay, PHD Essay
Mla style dissertation brand strategy for the supermarket industry in hong kongCustomEssayOrder
This document provides an introduction to a study examining brand strategy for the supermarket industry in Hong Kong. It will use Park n' Shop Supermarket as a case study. The purpose is to critically examine how brand strategy and management contribute to supermarket performance and success. It will define branding concepts and explore the relationship between branding and organizational success. Both primary and secondary research methods will be used, including questionnaires, observations and literature reviews. The scope is limited to brand strategy and does not address all aspects of the supermarket industry.
International Strategic Management is a comprehensive and ongoing management planning process aimed at formulating and implementing strategies that enable a firm to compete effectively internationally.
Design of the User Experience for Personalized Mobile ServicesWaqas Tariq
This article describes how user centered, and particularly co-design methods can help maximize user experience for personalized services delivered over a mobile device. The specific focus was designing for Chinese spectators at large sports events (such as football matches, swimming galas or athletics meetings). User experience was assumed to comprise user, product, social, cultural and usage context components. Co-design methods were incorporated into a semi- structured HCI design process that comprised content, conceptual, interaction and presentation design, followed by field and lab-based user evaluation. There were two co-design methods in particular which were found to be key to working effectively with Chinese users. Emotion Cards were used to help overcome some of the inhibitions of participants and to encourage them to provide more open and unequivocal design input. The User Advisory Board was a group of participants who mediated the relationship between the designer and other participants at various design stages. They helped to ensure genuine collaboration because the wider participants felt (1) less like the object of study and (2) more able to communicate their needs during the design process.
María, una joven virgen, recibió la visita de un ángel que le anunció que concebiría y daría a luz a Jesús. José, su prometido, también recibió un mensaje de un ángel para que no rechazara a María. Jesús nació en Belén y los pastores fueron avisados de su nacimiento por un ángel. Más tarde, Jesús fue bautizado por Juan Bautista y realizó milagros, antes de ser crucificado y subir a los cielos.
Este documento describe una serie de pasos para organizar archivos y carpetas en un disco duro. Incluye crear nuevas carpetas, mover archivos entre carpetas, copiar archivos, editar documentos de texto, y buscar archivos HTML pequeños para copiarlos a otra carpeta. El objetivo general es organizar la estructura de archivos y carpetas de acuerdo con las instrucciones provistas.
Presentación energía solar y creación de hornos solares.AguilarO
El documento presenta una videoconferencia sobre la energía solar aplicada en la construcción de hornos solares para uso en colegios. El expositor, Dr. Shyam Nandwani, hablará sobre la energía solar como una fuente abundante y gratuita que puede usarse para calentar agua y cocinar alimentos de manera ecológica. También describirá cómo se han implementado hornos solares en algunos colegios costarricenses para reducir el uso de energía convencional.
The document contains information about several different marine invertebrate animals including:
1. Chitons, which are mollusks with a dorsal shell and ventral foot that live attached to rocks.
2. Mercenaria, which are bivalve mollusks commonly known as hard clams.
3. Trilobites, which are extinct marine arthropods that lived in the ocean during the Paleozoic era and are known from fossil records.
Research on Calibration Reading Technology of High-Precision MeterWaqas Tariq
This document presents a calibration reading technology to recognize readings on high-precision meters. It constructs a geometric model of parallax formation and analyzes importing error when the camera is not directly above the meter pointer. An experimental platform is designed to position the camera through iterative adjustments until the optical center is directly above the pointer, eliminating parallax. Test results show the calibration reading method can accurately recognize readings on high-precision meters.
La educación a distancia en las universidades brasileñas está regulada por el Ministerio de Educación y requiere que las instituciones tengan centros de apoyo presencial. Se organizan a través de consorcios públicos y privados para compartir recursos. La Universidad Abierta de Brasil es una red pública que ofrece educación superior a distancia a través de 291 centros para capacitar a maestros, con el objetivo de democratizar el acceso a la educación.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
Named Entity Recognition System for Hindi Language: A Hybrid ApproachWaqas Tariq
Named Entity Recognition (NER) is a major early step in Natural Language Processing (NLP) tasks like machine translation, text to speech synthesis, natural language understanding etc. It seeks to classify words which represent names in text into predefined categories like location, person-name, organization, date, time etc. In this paper we have used a combination of machine learning and Rule based approaches to classify named entities. The paper introduces a hybrid approach for NER. We have experimented with Statistical approaches like Conditional Random Fields (CRF) & Maximum Entropy (MaxEnt) and Rule based approach based on the set of linguistic rules. Linguistic approach plays a vital role in overcoming the limitations of statistical models for morphologically rich language like Hindi. Also the system uses voting method to improve the performance of the NER system. Keywords: NER, MaxEnt, CRF, Rule base, Voting, Hybrid approach
1) The document reassesses seismic hazard in the Marmara region of Turkey using new data on undersea fault segments and updated ground motion models.
2) Hazard maps show peak ground accelerations and spectral accelerations with 2% and 10% probabilities of exceedance in 50 years, indicating increased hazard across much of the region compared to previous maps.
3) The maximum predicted peak ground acceleration is 1.5g along fault segments of the North Anatolian fault extending into the Marmara Sea.
Este documento presenta una breve historia del concepto de patrimonio cultural. Explica que el patrimonio cultural incluye elementos tangibles e intangibles que representan la memoria de una sociedad. A través de la historia, la noción de patrimonio ha evolucionado de valorar solo lo religioso a reconocer diversos tipos de bienes culturales, incluyendo documentos, obras de arte y antigüedades. En la actualidad, el patrimonio cultural se gestiona principalmente a través de museos e instituciones encargadas de preservar y dif
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Human Resources Management Practices and Productivity of Selected Mncs in Eme...inventionjournals
This study investigates the mode of entry of multinational corporation and their performance Nigerian market. Research on the entry mode of multinational companies (MNCs) to Nigerian market has been one of the major topics in the international business, and the performance factor has been regarded as one of the major factors to explain the entry mode selection of MNCs. Based on the developing nature of the Nigerian market, MNCs can enter a market with Franchising, Licensing agreement, Exporting, joint venture or a wholly owned subsidiary, and Turnkey. This study test reasons for entering in the Nigerian market, modes of entering, challenges faced by multinational during entry and finally the impact of mode of entry of MNCs and their performance in the Nigerian market. The research adopted the survey method, with the use of the Questionnaire. The results from the analysis on the first hypothesis show that a MNCs come into the Nigerian market for different reasons with different modes peculiar to their organization. The second hypothesis indicated that there are various challenges MNCs faced when entry into Nigerian market. And the third hypothesis was supported indicating significant influence of mode of entry on the performance of MNCs in Nigerian markets.
A Study On Business And Technology Strategy In Achieving Business Objectives.Amy Cernava
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Mid term (apple inc keeping the ‘i’ in innovation)Christian Tobing
This document is a case study on Apple Inc. and keeping innovation at the core of its business strategy. It discusses Apple's strategic management process, including analyzing external opportunities and threats, formulating strategies, and implementing actions to achieve competitiveness and above-average returns. The case examines how Apple continues innovating through new products and technologies to maintain its competitive advantage.
The document discusses strategy implementation, focusing on staffing and directing. It defines staffing and directing, and distinguishes between the two. Staffing focuses on selecting and using employees, including hiring, firing, and training. Directing focuses on instructing, motivating, and leading employees. The success of implementing strategies depends on key components like people, resources, structure, systems, and culture. Staffing and directing employees appropriately is essential for successfully implementing strategies and achieving organizational goals.
1. The document defines key strategic planning terms like strategy, strategic planning, decision making, tactical planning, barriers to entry, absolute cost advantage, economies of scale, industry, superior profitability, comparative advantage, critical success factors, key success factors, external environment, and internal environment.
2. It discusses similarities and differences between business strategy and military strategy, and explains how a company's strategy is partly proactive and partly reactive.
3. It identifies factors that drive industry changes like government regulations, societal attitudes, technology trends, and their impact on industry attractiveness and the need to adjust strategies accordingly.
This document provides an introduction to corporate strategy. It discusses what strategy is, different levels of strategy including corporate strategy, the strategic management process, patterns of strategic development, and how strategic management relates to business planning. It also explores strategic management in different organizational contexts such as small businesses, multinational companies, and non-profit organizations. The document aims to outline the key elements of corporate strategic planning and discuss how strategy develops within organizations and applies in various settings.
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Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
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The document discusses various strategies that multinational companies use to organize their global marketing operations. It describes how companies have moved from standardization to localization approaches over the decades. Common strategies discussed include decentralization, adapting to local tastes, and focusing on long term planning. The planning process for global markets is outlined in four phases: preliminary analysis, adapting the marketing mix, developing a marketing plan, and implementation. Alternative market entry strategies like exporting, contractual agreements, direct foreign investment are also summarized.
This document summarizes a research paper that examines the relationship between Porter's generic strategies (low-cost strategy, differentiation strategy, and focus strategy) and firm performance. The researchers conducted a study using questionnaires from 113 firms in Kosovo. They found that pursuing a differentiation strategy provides higher firm performance compared to the other two strategies. A low-cost strategy and focus strategy also had a positive impact on firm performance but to a lesser extent than differentiation. The document provides an overview of Porter's generic strategies and literature discussing how each strategy can impact firm performance if successfully implemented.
This document summarizes a research paper that investigated the relationship between Porter's generic strategies (low-cost strategy, differentiation strategy, and focus strategy) and firm performance. The researchers administered questionnaires to 113 firms in Kosovo and used statistical analysis methods like t-tests, correlation analysis, and regression analysis to test the hypotheses. The results suggest that pursuing a differentiation strategy provides higher firm performance compared to the other two strategies, though low-cost and focus strategies also have a positive impact on performance. The document provides background on Porter's generic strategies and defines each one, discussing how they can potentially impact firm performance based on prior literature.
Feedback from peersThanks so much for your response. Very welChereCheek752
Feedback from peers
“Thanks so much for your response. Very well done!
I like the competitive forces model and the broad factor analysis which are models that other students have not really discussed.
All of these models can add value. The important thing if the company has the resources in an ideal world is perhaps use both models or multiple models.
If you know anything about research if you do different types of research focused on the same topic and come up with the same answers then you know you've done a good job!”
__________________________
“Great post, I enjoyed reading about the competitive forces model and the broad factors analysis. I agree with you that this is a great tool to use to include the internal and external factors. Politics should certainly be understood before entering into a foreign country and setting up camp. Learning about the macro-environmental factors would indeed need to be known to understand the impact of the environmental surroundings of where you would intend to expand globally (Corporate Finance Institute, 2021).
The competitive forces model is also extremely pertinent as you mention. Knowing the competition and the current market is crucial to the success of the organization. I appreciate that you talk about how difficult entry gives you a competitive advantage. I don't know if I understood that before, but you make a very good point in that regard. So with the difficult entry the contract agreement, is longer and there are better benefits offered? “
__________________________
PEER Discussion post
After reviewing the response of Deborah, I also collaborate with her opinion that there are still more positive ideas that can lead to improvements in the global market planning strategies. The adoption of technology can lead to various promotions in conjunction with the local production at the international business. Different decisions made by the stakeholders are mostly triggered by the level of competition that exists on the organization's premises. Moreover, the present-day global competition entails some aspects which evaluate the market share. On most occasions, several organization strategies, including the multinational rivals, do not differ looking at the approaches, productivity, and experience.
Following the previous meeting with Deborah, I learned various aspects which as a team, we should all bear in mind, and these aspects entail the most suitable approaches concerning the movement in connection with more formal analysis (Harrison, Freitas, Drinnan, Campos, Masci, di Maria & Whitaker, 2019). With the traditional analysis approaches, one can better understand because the visual elements pictorial are always running in one's mind. Although the formal analysis aspect takes much or longer time to express certain information, it provides evaluations and definitions which don't require clerical explanations (Turkmen, den Hartog, Ranise, & Zannone, 2017).
Following the Tiffany and mike suggestion ...
Running Head DIVERSIFICATION STRATEGY1DIVERSIFICATION STRAT.docxcharisellington63520
Running Head: DIVERSIFICATION STRATEGY
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DIVERSIFICATION STRATEGY
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Diversification strategy
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Diversification is one of the strategies that the company will use so as to stay afloat in the highly competitive market. It is a risk management technique which involves mixing a wide range of investments in the same portfolio (Kenny, 2009). Most companies use the strategy so as to grow, spread risk, to fully utilize the existing resources and to escape from the undesirable industry environment. The essence of using the strategy is that on average, the different product types will yield higher returns to the company and at the same time reduce risks in comparison to individual products. Since the company market is a highly competitive one, the organization should diversify its products and services so as to attract more customers and reap as much benefits as it can from the potential market.
Diversification of the business
The advantages associated with the diversification strategy are: It creates opportunities to achieve economies of scale. It creates opportunities to expand product offerings and expand into new geographical areas. It reduces the cyclical fluctuations in sales and revenues and cash flows and it lets the company continue to grow after the core business has matured. The disadvantage is that it may be complex and difficult to coordinate the different but related businesses. The other problem with the strategy is that the managers of the firm may lack the knowledge of the firms’ businesses. The strategy may therefore be useful if well implemented and follow ups carried out so as to ensure that the strategy is effective and advantageous to the firm.
Strategy for diversification indicating the products and industries for the diversification and how synergies may be gained from the diversified activities
Diversification could either be related or unrelated to the products currently on offer. In the case of the APAtizer Company, since not all tutors require the assignments to be written in the APA format, tutorials for the other formatting styles such as Turabian, Chicago, MLA and Harvard could also be offered at the APAtizer website. That will highly increase the sales volumes due to the increase in the market size. That will be as a result of different services offered. The site could also use other retailers to offer their services. That could be through affiliate companies which would increase the company’s market.
Synergies may be gained from the diversified activities in the human resource department since there will be no need to acquire new staff as long as the diversified strategy is related. The technology will also not be acquired as the existing one will be shared in the processing of the new products and services. The few resources will be used to produce the new products and increase revenue. By using the unrelated product differentiation strategy, the synergies to be gained w.
Similar to Investigating the Influence of Firm Characteristics on Export Marketing Strategies and Export Performance (20)
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Investigating the Influence of Firm Characteristics on Export Marketing Strategies and Export Performance
1. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 13
Investigating the Influence of Firm Characteristics on Export
Marketing Strategies and Export Performance
Najmeh Peyman najmeh.peyman@gmail.com
Department of Management
Payame Noor University-Damavand center
Tehran, Iran
Ozhan Karimi ozhankarimi@yahoo.com
Department of Management
Payame Noor University
Tehran, Iran
Habibollah Danaee h.danaei@live.com
Department of Management
Payame Noor University
Tehran, Iran
Abstract
The export performance has been studied to a great extent while fewer researches have focused
the export activities of developing countries. Firm characteristics have always been found to
impact export performance considerably. Furthermore, the marketing strategy applied by the firm
has been an important issue related to performance. In this paper, the relationships among firm
characteristics, export marketing strategies as well as export performance were investigated on
the export of medical disposable products in Malaysia. Data was gathered from 22 firms by the
means of a questionnaire for which the reliability of 0.85 was achieved. The statistical Chi-Square
test for independence was applied for testing the hypotheses via SPSS. The results indicated that
several internal firm factors namely, market knowledge, commitment, international experience
and innovation affected the application of adaptation strategies. Moreover, the use of adaptation
strategies and the export performance were significantly related. Finally it was concluded that firm
characteristics could influence export performance indirectly and through marketing strategies.
Keywords: Firm Characteristics, Export Marketing Strategy, Export Performance, Medical
Disposable Products, Malaysia.
1. INTRODUCTION
According to broad studies on export performance, there has always been found a relationship
between internal firm factors and the performance [1]. But what is less explored is the indirect
impact of internal firm factors on export performance and through export marketing strategies;
besides, fewer researches have focused the export of developing countries. Since improving
export performance is the goal of many firms as well as governments, it is of high importance to
get more acquainted with key factors which can improve not only the knowledge of export
managers but also the theoretical literature; therefore, more work is needed in this field. This
paper which is on particular products and a specific region, examines the relationship between
firm characteristics and marketing strategies and the influence of these strategies on export
performance.
The rest of paper is organized as follows, conceptual framework, literature review and
hypotheses are presented in the next section. After that, methods and materials are explained.
2. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 14
Then, the following section presents and discusses the obtained results. Finally, conclusion,
limitations and future work are signified.
2. LITERATURE REVIEW AND HYPOTHESES
2.1 Conceptual Framework
Figure 1 demonstrates the conceptual framework of the current study. This framework indicates
that firm’s internal characteristics influence marketing strategies [2] and that export marketing
strategies affect export performance [3]. Firm characteristics represented in the figure involve firm
age, firm size, international experience, market knowledge and research, education, innovation
and commitment. And the marketing strategy contains the firm decision to either standardize or
adapt the marketing mix. The hypotheses are also shown and their construct will be explained
subsequently.
FIGURE 1: Conceptual Framework.
2.2 Export Marketing Strategies
Export marketing strategy responds to market forces by the use of marketing mix, to be precise
product, price, promotion and place. Marketing strategies include: product strategy like product
design and warranties; price strategy that should be based on customer demands; promotion
strategy that promotes performance by encouraging consumers; place strategy that focuses on
distribution [4]. The key factor of marketing strategy in the international market is the decision of
standardization or adaptation to foreign markets conditions [3]. Standardization is when the firm
uses the same marketing strategies in home market as well as target market, or when world
customers are analyzed and a standard marketing mix is considered for all markets; while in
applying adaptation, the marketing mix is formed with specific needs of each market segment [5].
Standardization leads to an easier business; however, it has many opponents who believe that
adaptation is the key to success [6]. The critics consider the change and believe that
standardization cannot create competitive advantage; therefore, they believe that firms should
use adaptation strategies in order to identify the opportunities and create competitive advantage
[7].
2.3 Firm Characteristics
The number of employees, firm age, information, communication, and innovation capacity are
some of firm characteristics [8]. It is approved that firms must have an accurate and sufficient
combination of key resources in order to design and implement marketing strategies [9]. Although
an exporting firm may access many resources, those related to human, marketing, finance and
H1
H8
H7H6
H4
H3
H5
H2
Education
Commitment
Firm size
Market
knowledge
Firm age
International
experience
Innovation
Marketing strategy
Standardization/Adaptation
Export performance
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International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 15
information aspects are the most significant for designing a precise marketing strategy [10]. As
mentioned in [11], in order to utilize resources, firms need capabilities and complex skills so that
they can coordinate activities in a way to achieve the highest advantage.
2.3.1 Firm Age
Age of firm is generally an indicator of learning throughout the time and since engaging in export
activities takes a long time, firm age is a very important factor. Some researchers have
considered a relationship between firm’s age and the export performance. They believe that firms
in early stages can have better performance if they are more adaptive [12].
H1: Older firms are more likely to adapt marketing strategies.
2.3.2 Firm Size
Another firm characteristic is the size for which the number of employees is the best variable [13].
Firms should be large enough in order to be capable of competing in the global market. According
to the increasing competition and improvements in communication networks, larger firms have
better advantages in the international market. The relationship between size and performance
cannot be generalized since it depends on export strategies [14]. Larger firms are more likely to
adapt in contrast with smaller firms who have restricted resources [15].
H2: Larger firms are more likely to adapt marketing strategies.
2.3.3 International Experience
International experience is a source of competitive advantage since it leads to designing
appropriate strategies [16]. When a firm has more international experience, there is more
likelihood of not just using standardization for gaining worthy results [17]. A firm with international
experience distinguishes environmental differences, selects the most attractive market and is
more probable to adapt marketing strategies [3]. Evidence shows that the management’s
international business experience and training is an advantage that has a significant relationship
with price adaptation and impacts performance [18].
H3: Firms with more international experience are more likely to adapt marketing strategies.
2.3.4 Education
The employees of firms with weak performance were generally less educated and had fewer
skills; yet, some researchers did not observe any specific influence of education on export [19]. It
is suggested that education and experience would not create a better performance without a
correct dispersion of information in the firm [20].
H4: Firms with more educated employees are more likely to adapt marketing strategies.
2.3.5 Market Knowledge and Research
Another factor is market knowledge which is very vital for decision making and is a competitive
advantage for the firm. More market knowledge makes the firm more active in pursuing the
external opportunities and international development [21]. After doing market research and
considering market demands, the marketing manager identifies the target market and discovers
the best marketing strategies based on the features of target market and by the use of marketing
information [22]. A firm without knowledge of market demands and customers will face troubles in
employing market opportunities [23]. Studies on export have shown that many exporters ignore
marketing research and they encounter sever problems in analyzing the foreign market and
taking advantage of it [24].
H5: Firms with more market knowledge and research are more likely to adapt marketing
strategies.
2.3.6 Innovation
Technology innovation affects export activities by increasing the production, reducing costs and
developing new products for international markets. There exist three kinds of innovation
specifically, product innovation such as new products or changes in design and packaging;
process innovation like introduction of quality control and information technology; and finally
management and organizational innovation, for instance introduction of strategic planning [25].
4. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 16
According to literature, innovation is a key factor for the firm performance and it will perform better
by accepting new ideas [26]. A firm that changes its activities toward new ideas and applies
innovation as a valuable resource is likely to use higher levels of product adaptation [27].
H6: Firms applying more innovation are more likely to adapt marketing strategies.
2.3.7 Commitment
The last firm characteristic discussed in this work is export or management’s commitment. Less
committed managers tend to standardized strategies since they are performed more easily [18].
Committed firms allocate more resources to export activities and have long term planning which
leads to appropriate marketing strategies considering market demands [28]. Uncertainty is
diminished by commitment and marketing strategy is implemented effectively which results in a
better performance [13].
H7: More committed firms are more likely to adapt marketing strategies.
2.4 Export Performance
There are many definitions of export performance and the most well-known one defines it through
sales volume, sales increase, profit, and export intensity [1]. However this definition does not take
into account the qualitative aspects such as manager’s satisfaction or success in achieving
strategic goals like the increase in market share [3]. Moreover, export performance measurement
methods can be divided to two categories that are quantitative and qualitative [29]. The
relationship between marketing strategy and export performance is a famous case of study in
international marketing researches and marketing strategy is known as a significant factor of
export performance; though the results have been different in some studies [4]. Strategy impacts
performance directly while firm characteristics influence it indirectly and through strategies [30];
hence, it can be implied that performance is the outcome of coordination between strategy and
resources and capabilities of firm as well as environment.
H8: Firms adapting marketing strategies are more likely to have a better performance.
3. METHODS AND MATERIALS
3.1 Data Collection
This study examines exporting firms in Malaysia and in order to narrow the research, the export
of medical disposable products is focused. The list of firms was provided from internet and a
questionnaire was used so as to gather data. The questionnaire was mailed to the sample after
pre-testing and it was asked to be completed by firm’s export or marketing manager. It was
mailed to 89 firms out of which 22 were returned and usable; consequently, the response rate is
24.7%.
3.2 Measuring Instrument
All variables of this work have been already applied by researchers; besides, validated scales are
employed in the questionnaire for obtaining valid measures. Three main sections form the
measuring instrument from which the first section gathers information about firm characteristics;
section two asks questions about marketing strategies and the last part evaluates the export
performance.
In the first section, the respondents are asked to signify the number of years the firm is working
and those who have been working for less than 20 year are considered young. Then for
discovering the firm size, the number of full-time employees is requested and firms are assumed
large if there are more than 100 employees. After that, for gaining information about the
international experience, the firm’s as well as manager’s export experience are taken into
account. Lastly, Likert scales are used for answering questions about employees level of
education, the amount of market knowledge and research, the extent of innovation employed in
the firm and commitment to the export for which the degree of allocated resources and long-term
planning are two key factors. The second part uses detailed dimensions of the four marketing mix
elements (product, price, promotion, and place) for evaluating export marketing strategies. The
questions are presented in a way so as to distinguish whether these strategies are adapted or
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International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 17
standardized by the firm. For this purpose, the marketing method of the firm’s product in home
and target markets is examined via five-point Likert scales where 1 shows totally the same and 5
indicates totally different. The last section assesses the export performance by the use of interval
as well as Likert scales through different factors such as: annual sales volume, export intensity,
sales volume, profitability, goals achievement, level of satisfaction, and overall performance.
With the intention of computing the reliability of the questionnaire, Cronbach’s Alpha is calculated
and the result of 0.85 indicates a reasonable reliability; in addition, the reliability of all questions is
above 0.06 which justifies their involvement in the analysis.
It must be noted that based on the responses for export marketing strategies, firms are classified
to two groups of standardization and adaptation. Furthermore, they are categorized to high-
performed and low-performed by means of replies to questions of performance section.
3.3 Analytical Method
The method of analyzing data applied in this paper is Chi-Square test for independence. This test
is used to determine whether two categorical variables are related. It compares the frequency of
cases found in various categories of one variable across the different categories of another
variable. Consequently, this test is appropriate for this study seeing the hypotheses and through
classification of firms based on adaptation as well as performance level. This statistical test is
carried out via SPSS and the significance value needs to be 0.05 or smaller to be significant with
the probability of 95%.
4. RESULTS AND DISCUSSION
The accepted analytical method is applied and the hypotheses are tested. Cross tabulation is
represented in Table 1 and the obtained chi-square results are depicted in Table 2.
As indicated in Table 2, the result is not significant (p>0.05) for the first hypothesis and no
relationship is seen between the firm age and employing adaptation strategies. It must be noted
that the age of firm may affect performance directly which is not focused in this paper; still, some
researchers have considered a relationship between these two variables since age is an indicator
of learning [12].
The second hypothesis is not supported (p>0.05) according to Table 2 so the size of firm and
adaptation strategy are not related based on the existing dataset; although it is reported larger
firms are more likely to adapt due to their sufficient resources [15]. The relationship between firm
size and performance is not examined in this work; and it is supposed to be dependent on export
strategies [14].
The third hypothesis with the obtained significance level of less than 0.05 is supported (Table 2)
which shows that international experience affects the choice of adaptation strategies. In other
words, based on Table 1 the proportion of firms that are exporting more than 10 years and adapt
marketing strategies (72.7%) is significantly different from the proportion of firms that have less
international experience and employ adaptation strategies (27.3%). It can be stated that since
more experience leads to a better understanding of environmental threats and opportunities, it
gets easier for experienced firms to adapt the marketing strategies. It is suggested that for firms
with more international experience, the likelihood of adapting marketing strategies is more [3, 17,
18].
As shown in Table 2, no support is found for hypothesis four (p>0.05) and no relationship is
noticed between employees’ level of education and the use of adaptation strategies in the firm.
And about the influence of education on performance, researchers did not observe any specific
impact [19, 20].
6. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 18
Marketing strategy (%)
standardization Adaptation
Age
Young
within strategy 70 33.3
of total 31.8 18.2
Old
within strategy 30.0 66.7
of total 13.6 36.4
Size
Small
within strategy 63.6 36.4
of total 31.8 18.2
Large
within strategy 36.4 63.6
of total 18.2 31.8
Experience
Less
within strategy 72.7 27.3
of total 36.4 13.6
More
within strategy 27.3 72.7
of total 13.6 36.4
Education
Not at all
within strategy 50.0 50.0
of total 22.7 22.7
Very much
within strategy 50 50
of total 27.3 27.3
Market
research
Not at all
within strategy 75.0 20.0
of total 40.9 9.1
Very much
within strategy 25.0 80.0
of total 13.6 36.4
Innovation
Not at all
within strategy 72.7 27.3
of total 36.4 13.6
Very much
within strategy 27.3 72.7
of total 13.6 36.4
Commitment
Not at all
within strategy 80.0 25.0
of total 36.4 13.6
Very much
within strategy 20.0 75.0
of total 9.1 40.9
Performance
Low
within strategy 72.7 18.2
of total 36.4 9.1
High
within strategy 27.3 81.8
of total 13.6 40.9
TABLE 1: Cross Tabulation.
7. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 19
For the fifth hypothesis a significant difference is observed between firms that employ adaptation
or standardization strategies regarding market knowledge and research. Explicitly and according
to Table 1, 80% of firms that use adaptation strategies declared that market knowledge and
research in the firm is very much and 75% of firms who standardize marketing strategies stated a
shortage of market knowledge in the firm. The reason is that by doing more marketing research
and having more foreign market knowledge, opportunities can be analyzed with more certainty,
and the marketing mix can be adapted according to target market. This result approves previous
reports which proposed market knowledge and research enables the firm to overcome the
problems of analyzing the foreign market and helps employing market opportunities as well as
discovering the best marketing strategies [22, 23, 24].
Hypothesis six is supported and it can be concluded that innovation practices affect the use of
adaptation strategies (Table 2). To be exact, among all firms that utilize adaptation strategies
72.7% declared that the firm is engaged in innovation activities very much while just 27.3%
affirmed a little application of innovation in the firm as presented in Table 1. The reason is the fact
that accepting new ideas is an indicator of adaptation ability. This result is consistent with the
statement that a firm which changes its activities toward new ideas and applies innovation is likely
to use higher levels of product adaptation [27].
It is indicated in Table 2 that for the seventh hypothesis the result is significant (p=0.01); thus it is
implied that commitment and adaptation strategies are related. Specifically, 75 % of firms that
adapt marketing strategies are more committed that is to say they allocate more amounts of
supporting resources and have long-term planning for their export activities; though less
committed firms mostly employ standardization strategies (Table 1). It is also stated in the
literature that less committed managers tend to standardized strategies since they are performed
more easily [18] and committed firms apply appropriate marketing strategies considering market
demands [28].
The last hypothesis which is about the relationship between the use of adaptation strategies and
export performance is supported based on Table 2 (p<0.05); consequently there exists a
relationship and firms that are more likely to have a better performance use adaptation strategies
more. To be precise and as shown in Table 1, most of firms that employ adaptation strategies
have a higher performance (81.8%) in comparison with those that have a lower performance
(18.2%). In earlier studies, marketing strategy has been known to be a significant factor of export
performance that affects it directly; yet, in some studies the results have been dissimilar [4, 30].
Hypothesis
Chi-square
value
Sig. level Analysis Result
H1 2.933 0.086 firm age/adaptation strategy Not supported
H2 1.636 0.201 firm size/ adaptation strategy Not supported
H3 4.545 0.033* international experience/adaptation strategy Supported
H4 0.000 1.000 education/ adaptation strategy Not supported
H5 6.600 0.010* market knowledge/ adaptation strategy Supported
H6 4.545 0.033* innovation/ adaptation strategy Supported
H7 6.600 0.010* commitment/ adaptation strategy Supported
H8 6.600 0.010* adaptation strategy/ export performance Supported
*p < 0.05 (significant difference at 95% confidence)
TABLE 2: Hypotheses Test Results.
To sum up, the results indicate the significant impact of some firm characteristics on adaptation
strategies. The first internal firm factor that plays a chief role in the application of adaptation
strategies is market knowledge and research. The next factor associated with adaptation
strategies is the firm's commitment. After that, international experience and innovation are equally
related to the employment of adaptation strategies. A firm with possession of these features can
better consider the demands of the export markets. And finally it is clear that adaptation
8. Najmeh Peyman, Ozhan Karimi & Habibollah Danaee
International Journal of Business Research and Management (IJBRM), Volume (4): Issue (1): 2013 20
strategies have a considerable influence on the export performance of the firm. As the findings
suggest, a better performance can be achieved through coordinating to the export markets.
Hence, it is confirmed that some firm characteristics can have a positive effect on export
performance indirectly and through appropriate selection of marketing strategies.
The significance of the current work is that it concentrates on a specific region and particular
products. Besides, it presents diverse aspects of firm characteristics, marketing strategies and
export performance. This work helps Malaysian as well as other exporting firms in their attempts
to improve the export performance. It presents various internal factors associated with adaptation
strategies explicitly; market knowledge and research, commitment, international experience and
innovation. In addition, it indicates that firms who adapted export marketing strategies performed
better than those who used standardized strategies. Therefore to be effective in the application of
adaptation strategies, the management should: develop market knowledge and research for
discovering different opportunities and making decisions; improve commitment to export
strategies through appropriate planning and implementation; promote international experience via
visiting abroad; and finally increase innovation activities in the firm. Furthermore, to advance
export performance, the management should consider adapting export marketing strategies
rather than standardization.
5. CONCLUSION
In this paper, export of specific products from Malaysia is investigated and the reason is that
export activities in developing countries have not been considered very much. Focus of this study
is on the relationship among firm characteristics, marketing strategies and performance. The
results indicate that among investigated factors, market knowledge and research, commitment,
international experience, and innovation affect marketing strategies and the choice of
standardization or adaptation; that is to say firms that are stronger in these features use
adaptation strategies more. It is also concluded that there is a relationship between marketing
strategies and export performance; that is to say adaptation strategies lead to a better
performance. Therefore, firms may develop their export performance by improving the mentioned
features and through employing adaptation strategies. The results of this study can be used as
guidelines by exporters who desire a better performance.
6. LIMITATION AND FUTURE WORK
In this work, the export of medical disposable products from Malaysia is investigated; therefore
the results should be used cautiously and other products as well as other developing countries
can be selected later. In addition, more internal factors along with external factors of the firm will
be explored in following researches. Another concern is about comparing the direct and indirect
impact of firm characteristics on export performance that will be examined in future. And finally,
other statistical tests will be applied in order to find more accurate results.
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