Thesis (M.C.M.) -- Lincoln University, 2009. / Date taken from spine. Also available via the World Wide Web.

Zugl.: Vallendar, Wiss. Hochsch. für Unternehmensführung, Diss., 2007.

Export performance of the individual firm is the focus of this research. Performance (export growth and export level) is thought to be a function of export strategies and firm and managerial determinants. Export strategies are defined a priori and relevant firm determinants selected through a literature survey. Primary data was collected from 142 firms of the electronics industry in Canada. The findings are: (1) export growth and export level are virtually independent gauges of export performance; (2) the sets of determinants for the two gauges of export performance are different; (3) export performance is fairly well explained by the selected determinants; (4) export performance is strategy specific: world oriented marketers perform best, U.S. oriented sellers perform worst; (5) characteristics of the firms that adopt each specific strategy differ. The results yield important implications for research applications, government export policies and management.

The aim of this study was to evaluate the export promotion services of Eritrea according to the theories presented in chapter two and come up with recommendation suitable to the Eritrean case. It was found that national export promotion policies would not provide any benefits or lead to increased exports if they are not supported by export promotion policies and programmes at the industrial and enterprise level. Although the Eritrea's national economic policy states 'it is aimed for export-oriented growth', nothing has been done to upgrade the competitiveness of SMEs or increase their exports. The main reason is the unavailability of the export promotion programmes and policies at the industrial and enterprise level. The elements of export promotion services include information provision and export finance assistance. Export information is crucial to the growth of exports of SMEs. Export finance is aimed at providing the financial and insurance needs of exporting firms. The main goals of Export Promotion are to contribute to overall economic improvement of a country, and the subsequent increase for the standard of living of the population. This is achieved through increased export of the country's products. SMEs in Eritrea are facing many interrelated problems. Given their great contribution to the economy and the opportunities available in the world market, motivating them through export promotion and other services could be the best way to make them competitive. In this regard the following three points are recommended as the best ways of enhancing the competitiveness of SMEs. First the Ministry of Trade and Industry (MTI) should have to have a general policy framework as well as programs specifically designed for SMEs development, which could serve as a general framework and a reference for policies and development efforts targeting SMEs. Second the MTI should establish and implement a strategy for SMEs export promotion aimed at increasing the SMEs export through the provision of necessary services. Finally firms themselves should also develop more responsive and proactive management, skilled labour, advanced equipment, and efficient production and marketing plans in order to withstand competition at home and abroad. / Thesis (MBA)- University of Kwazulu-Natal, 2005.

International business is much more complicated than domestic business because countries differ in many ways. Countries have different political systems economic systems. Cultural practices can vary dramatically from country to country, as the education and skill level of the population, and countries are at different stages of economic development. Moreover, development of multinational strategies involves consideration of threats, opportunities, key success factors, and strategy options and issues that do not appear when the analysis is restricted to operations within a single country. In particular, the evaluation of a market must take into account the political and economic risks associated with individual countries. Thus the external analysis becomes much more demanding. South Africa's trade and industrial policy has moved away from a highly protected, inward-looking economy towards an internationally competitive system that is able to capitalize on its comparative advantages. Enhancement of the competitiveness of industries on the domestic and international markets has consequently become a prime focus of the country's industrial policy. International trade in textiles and clothing is conducted on an immense scale. Textile and clothing producers were responsible for 9.3 per cent of world exports of manufacturers in 2001 . Barriers to entry for new firms and exporters are low, and consequently the degree of international competition is intense. Competitive advantage is very difficult to sustain for long periods of time. Newcomers speedily challenge successful exporters of basic products, and they must redirect their activities towards the production of higher value-added textiles and clothing in order to survive and prosper. Textile industry represents a main role in South Africa's economy. However, during the year of 2003 Department of Trade and industry has recorded 20,000 job losses due to significant increase in imports, largely from China, as well as a fairly noticeable decline in exports both facilitated by the strengthening of the Rand. South Mrica and Mauritius are the only countries in the region with established textile industries, but the cost of labour is relatively expensive and productivity is lower than in some competitor nations, such as China. The labour union - SA Clothing and Textile Workers Union (SACTWU) believes the root causes of the large-scale job losses was due to the South African government's rush to liberalise markets by cutting import tariffs in the mid- to late 1990s. During the 1980s the clothing and textile industry benefited from protectionist tariffs levied on imported goods. However, this changed when South Mrica signed the General Agreement on Trade and Tariffs (GATT). The government agreed that clothing and textile tariffs would be reduced, but the union contends that they were cut more quickly and aggressively than the World Trade Organisation (WTO) had expected. The industry was not able to cope with that, and what followed were enormous job losses. Multi-national organizations from South Africa have a choice to extend their global reach, due to the government export incentive programme, the mature companies can diversify their firms to emerging market in order to exploit their technological advantages and invest internationally. If a firm's primary goal is to maximize their shareholder's value, then they and probably the economy are better off if they invest or export where they can earn the best return. As they do so, change in the global macro-environment further confounds the choices inherent in building a strategic organization. Some understanding of the organization's external and internal environment always drives strategy, as an international organizational better choice. In the most general sense, the long-run monetary benefits of doing business in South Mrica are a function of the size of the textile and clothing market, the present wealth (purchasing power) of consumers in the market, and the likely future wealth of consumers. Also the South Mrican multi national companies can have the opportunity to gain export market in USA, Canada, Europe and other trade countries in South Mrica. In order to achieve economic growth and competitiveness In South Mrica, it is recommend that the several issues cutting across the textile industrial sector need to be addressed through knowledge transfer, training, investment and management. Innovative technologies need to be developed to strengthen the competitiveness. / Thesis (MBA)-University of Natal, 2004.

In a novel approach using agency theory, we conceptualize export pricing as price manipulations an exporter initiates to cope with the distributor-level, internal competition with the other product lines the distributor carries. We argue that suppliers can influence foreign resellers' behaviors and therefore manage export channel relationships with prices. Using a sample of 283 exporter-importer relationships, we uncover the export price manipulations used to cope with internal competition, and we examine their impact on the exporter economic performance. We show that the performance effect of this pricing policy is achieved through the adequate role performance of the importer. Moreover, using a small but rare dyadic data set, we offer an additional test of the effectiveness of this form of pricing. Finally, by comparing the results of our study to exporters' practice we show how they tend to overuse price discounts to motivate their overseas distributors. (authors' abstract)

Thesis (PhDBusinessandManagement)--University of South Australia, 2001.

Mémoire (M.P.M.O)-- Université du Québec à Chicoutimi, 1991. / Document électronique également accessible en format PDF. CaQCU

Thesis (Ph. D.)--Florida State University, 2005. / Advisor: Gary A. Knight, Florida State University, College of Business, Dept. of Marketing. Title and description from dissertation home page (viewed Jan. 26, 2006). Document formatted into pages; contains ix, 89 pages. Includes bibliographical references.

Thesis (doctoral)--United States International University, 1989. / Includes bibliographical references (leaves 112-115).