Main Consequences of Prior Export Performance Results: An Exploratory Study of European Exporters

With the exception of the work of Lages and colleagues, the international marketing literature has been examining performance exclusively as a dependent variable. This exploratory study builds on this emerging body of literature to discuss the main outcomes of performance, as it is expressed through the perceptions of European export managers. According to the results of a cross-national study of Portuguese and British exporting firms, this paper indicates that the main consequences of previous performance results are: a) need to seek performance improvement as a result of bad performance, b) maintain strategy as a result of good performance, c) market diversification, d) focus on competition, e) product diversification, f) quality, and more attention to g) macro and h) micro factors. Future international marketing research is encouraged to investigate performance as an independent variable.Export Marketing; Export Performance; Cross-National; Qualitative

European Perspectives on Export Performance Determinants: An Exploratory Study

This exploratory study discusses main antecedents of export performance based on the perceptions of European export managers. Cross-national findings reveal that according to managerial perceptions the most important determinants of export performance are product quality, followed in importance by price competitiveness/value for money, service quality and relationship with importers/trust. While some of these determinants have been extensively researched in the literature (product and service quality), there are others in which there is limited empirical research (price competitiveness/value for money and relationship with importers/trust). Also of interest is the existence of specific issues that are not considered by managers as being top determinants, but are the focus of extensive research. Based on these findings the authors suggest several potentially fruitful streams of research.Qualitative Study; Export Performance; Export Marketing; Cross-National

Bringing Export Performance Metrics into Annual Reports: The PERFEX Scorecard

At a time when exporting activity is becoming a major resource for creating firms value and national economic wealth, it is surprising that annual company reports rarely distinguish between domestic market performance and the performance of export markets operations. Even more rarely do annual reports provide information on annual indicators of specific export ventures performance. Shareholders might assume that if executives choose not to disclose export information in annual reports their exporting activity is not relevant or not successful. Trying to overcome this state of affairs, the authors develop and test a new measure for assessing the Annual Performance of an Export Venture (the APEV scale). The new measure comprises five dimensions: 1) annual export ventures financial performance; 2) annual export ventures strategic performance; 3) annual export ventures achievement; 4) contribution of the export venture to annual exporting operations; and 5) satisfaction with annual export ventures overall performance. In addition, the APEV scale is used to generate a scorecard of PERFormance in EXporting (the PERFEX scorecard) to be included in annual reports. The PERFEX scorecard allows the assessment of export performance at the corporate level while comparatively evaluating all export ventures of the firm. Both the scale and the scorecard are expected to help disclose export (ventures) performance and are provided as useful instruments for annual planning, management, monitoring, and improvement of exporting programs.Export Performance; Export Marketing; APEV; PERFEX; EXPERF; Scorecard

The APEV Scale: A Measure of Annual Performance of an Export Venture

Annual company reports and financial statements rarely distinguish between the domestic and export markets operations, and even more rarely provide annual financial indicators on specific export ventures performance. This situation is a major obstacle to the development of export marketing practice and theory. To overcome this state of affairs the authors develop and test a new measure for assessing the annual performance of an export venture (the APEV scale) as perceived by managers. The new measure has five dimensions: 1) annual export ventures financial performance; 2) annual export ventures strategic performance; 3) annual export ventures achievement; 4) contribution of the export venture to annual exporting operations; and 5) satisfaction with annual export ventures performance. Findings are used to generate managerial implications and directions for future research.APEV; STEP; EXPERF; Export Venture Performance; Export Marketing

Bringing Relationship Marketing Theory into B2B Practice: The B2B-RP Scale and the B2B-RELPERF Scorecard

This study presents a new measurement scale to assess the performance of a relationship between two firms. The Business-to-Business Relationship Performance (B2B-RP) scale is presented as a high order concept. When tested in a sample of nearly 400 SMEs purchasing managers operating in a B2B e-marketplace, our findings reveal that greater relationship performance results in better 1) relationship policies and practices, 2) relationship commitment, 3) trust in the relationship, 4) mutual cooperation, as well as 5) satisfaction with the relationship. The multi-dimensional scale shows strong evidence of reliability as well as convergent, discriminant and nomological validity. Findings also reveal that B2B relationship performance is positively and significantly associated with loyalty. While building on this scale, the authors develop the B2B-RP Scorecard intended to be included in periodic reports. At the managerial level, both the scale and the scorecard are expected to help disclose relationship performance, and act as useful instruments for periodic planning, management, controlling, and improvement of B2B relationships.Relationship Performance; Relationship Marketing; B2B-RP Scale; B2B-RELPERF Scorecard; Electronic Markets

The Relationship between E-Marketing Strategy and Performance: A Conceptual Framework in a Web Context

While building on the contingency theory, this paper proposes a conceptual framework that links five factors: a) internal forces, b) external forces, c) past web and firm performance, d) current web and firm performance, and e) e-marketing strategy in terms of the strategy defined for the 4Ws (Web-Design, Web-Promotion, Web-Price, and Web-CRM). Future research is encouraged to build on this framework to test how internal and external forces of the firm, along with its past performance, influence the determination of e-marketing strategy and how in turn, e-marketing strategy impacts on performance at the web and firm levels.

European Perspectives on Export Performance Determinants: an Exploratory Study

This exploratory study discusses main antecedents of export performance based on the perceptions of European export managers. Cross-national findings reveal that according to managerial perceptions the most important determinants of export performance are product quality, followed in importance by price competitiveness/value for money, service quality and relationship with importers/trust. While some of these determinants have been extensively researched in the literature (product and service quality), there are others in which there is limited empirical research (price competitiveness/value for money and relationship with importers/trust). Also of interest is the existence of specific issues that are not considered by managers as being top determinants, but are the focus of extensive research. Based on these findings the authors suggest several potentially fruitful streams of research.N/

Main Consequences of Prior Export Performance Results: an Exploratory Study of European Exporters

With the exception of the work of Lages and colleagues, the international marketing literature has been examining performance exclusively as a dependent variable. This exploratory study builds on this emerging body of literature to discuss the main outcomes of performance, as it is expressed through the perceptions of European export managers. According to the results of a cross-national study of Portuguese and British exporting firms, this paper indicates that the main consequences of previous performance results are: a) need to seek performance improvement as a result of bad performance, b) maintain strategy as a result of good performance, c) market diversification, d) focus on competition, e) product diversification, f) quality, and more attention to g) macro and h) micro factors. Future international marketing research is encouraged to investigate performance as an independent variable.N/

The APEV Scale: A Measure of Annual Performance of an Export Venture

Annual company reports and financial statements rarely distinguish between the domestic and export markets’ operations, and even more rarely provide annual financial indicators on specific export ventures performance. This situation is a major obstacle to the development of export marketing practice and theory. To overcome this state of affairs the authors develop and test a new measure for assessing the annual performance of an export venture (the APEV scale) as perceived by managers. The new measure has five dimensions: 1) annual export venture’s financial performance; 2) annual export venture’s strategic performance; 3) annual export venture’s achievement; 4) contribution of the export venture to annual exporting operations; and 5) satisfaction with annual export venture’s performance. Findings are used to generate managerial implications and directions for future research.N/

4Ws E-Marketing Strategy: A Conceptual Framework of its Antecedents and its Consequences on Web Performance

While building on the contingency theory, this paper proposes a conceptual framework that links five factors: a) internal forces, b) external forces, c) past web and firm performance, d) current web and firm performance, and e) e-marketing strategy in terms of the strategy defined for the 4Ws (Web-Design, Web-Promotion, Web-Price, and Web-CRM). These dimensions and respective variables are explored, and propositions about their relationships are presented. The role of past performance on strategy formulation in an internet context and on current performance is also considered. Future research is encouraged to build on this framework to test how internal and external forces of the firm, along with its past performance, influence the determination of e-marketing strategy and how in turn, e-marketing strategy impacts on performance at the web and firm levels. Ultimately, the present research seeks to identify effective e-marketing practices in order to help managers and in order to guide public policy makers deciding what to support