Quality Response and Competitiveness of Fish Exports in Oman

Received trade theory presumes an important role for increasing returns to scale, product-differentiation, and quality as determinants of trade flows. In a global world, exports can only be expanded if a nation is competitive in terms of cost and quality of traded products. Food safety and quality systems, such as HACCP or ISO 9000, are indirectly included in international agreements (GATT) as facilitators of trade. These systems may lead to cost leadership and product improvement, which are key factors to higher competitiveness and sustained benefits in international markets. This paper estimates a modified Armington model that links product differentiation and safety programs to market shares, i.e. competitiveness. 

Quality Response and Competitiveness of Fish Exports in Oman

Received trade theory presumes an important role for increasing returns to scale, product-differentiation, and quality as determinants of trade flows. In a global world, exports can only be expanded if a nation is competitive in terms of cost and quality of traded products. Food safety and quality systems, such as HACCP or ISO 9000, are indirectly included in international agreements (GATT) as facilitators of trade. These systems may lead to cost leadership and product improvement, which are key factors to higher competitiveness and sustained benefits in international markets. This paper estimates a modified Armington model that links product differentiation and safety programs to market shares, i.e. competitiveness

Internationalization of Oman Fisheries Firms After the European Union Ban

This paper examines the impacts of the l998 ban on Oman fish exports to the EU markets and ensuing the internationalization of Oman fish companies. The ban raises two concerns that the paper intends to answer: (i) how firms have responded to surmount the ban, and (ii) which strategies are more effective in the process of internationalization. The paper distinguishes three sets of actions: during the ban and immediate actions; short term actions; and long term actions. Besides government support for the implementation of international norms of quality and safety control, firms have responded individually to the EU ban. The actions subsequently undertaken by firms in response to the ban were selected: identification of new markets (alternatives); implementation of the required regulations and needed support to continue exporting to traditional European markets (competence); and long term business and marketing strategies (strategic thinking). These actions or steps represent the internationalization process or approach followed by the fisheries firms in Oman. All these actions have been undertaken after the EU ban, which leads to the conclusion that the ban has indeed worked as a driving force to internationalize, i.e. to develop the requisites of international markets. 

Internationalization of Oman Fisheries Firms After the European Union Ban

This paper examines the impacts of the l998 ban on Oman fish exports to the EU markets and ensuing the internationalization of Oman fish companies. The ban raises two concerns that the paper intends to answer: (i) how firms have responded to surmount the ban, and (ii) which strategies are more effective in the process of internationalization. The paper distinguishes three sets of actions: during the ban and immediate actions; short term actions; and long term actions. Besides government support for the implementation of international norms of quality and safety control, firms have responded individually to the EU ban. The actions subsequently undertaken by firms in response to the ban were selected: identification of new markets (alternatives); implementation of the required regulations and needed support to continue exporting to traditional European markets (competence); and long term business and marketing strategies (strategic thinking). These actions or steps represent the internationalization process or approach followed by the fisheries firms in Oman. All these actions have been undertaken after the EU ban, which leads to the conclusion that the ban has indeed worked as a driving force to internationalize, i.e. to develop the requisites of international markets