A View on Reasons for Swedish SMEs to Change Or Not to Change Export Modes in the Internationalisation Process
GRIN Verlag, 2007 - 104 pages
Master's Thesis from the year 2004 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,0 (A), Vaxjo University (Centre of Competitiveness), language: English, comment: The central question: "What are the influencing factors for Swedish SMEs to change or not to change their exporting modes?", abstract: Nowadays, the internationalisation process of companies is moved more and more in the core of daily business life. This process is eased by reduced costs facilitated by less tariff barriers among Europe, faster ways of communications like the Internet and appealing emerging markets. These days, nearly every company is involved in the internationalisation process. When we have considered the internationalisation process of Swedish SMEs, we found it interesting to have a close look at their decision to change from an indirect exporting mode to a direct exporting mode within their internationalisation process. Our research shall point out the important factors which influence their decision to change or not to change from an indirect exporting mode to a direct exporting mode. Therefore, in our research we have compared theories with empirical findings of seven conducted interviews in order to fulfil our purpose which is to increase the understanding of the internationalisation process of Swedish SMEs, especially the reasons why firms change or do not want to change from indirect to direct export modes. According to that we came up with the following problem formulation: What are the influencing factors for Swedish SMEs to change or not to change their exporting modes? By evaluating possible influencing factors concerning their value of similarity among case companies and their value of consistency between theories and empirical findings we could identify a couple of factors which influence a company's export decision. We could develop a model for each case whether to change or not to change export
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Degree of internationalisation f the firm network Hertz Mattson 1994 p
Factors influencing the change of export channel according to Rameseshan Patton 1994 own creation p
Compiling model about influencing factors putting forward to change or not to change export mode own creation p
Application of the Networkmodel from our seven casecompanies own creation p
Analytical Matrix influencing factors putting forward to change and not to change exporting mode own creation p
Analytical Matrix influencing factors putting forward NOT to change exporting mode own creation p
Influencing factors putting forward to change exporting mode own creation p
Influencing factors putting forward NOT to change exporting mode own creation p
Empirical Matrix influencing factors putting forward to change or not to change exporting mode own creation p
Other editions - View all
abroad Abstracta Ackurat agents and distributors Albaum Bergkvist Bergkvist-Växjö KB better customer relations Boss Media buyer change exporting mode change from indirect change their exporting changing market environment competitive advantage Consistency between theory cultural & language degree of internationalisation develop direct exporting mode dissatisfaction with intermediary EMCs exist Export Manager export markets factors putting forward factors to change firm firm’s Fläkt Woods foreign markets forward to change Galvin Green Germany Gummesson Hammarplast Hammarplast AB hermeneutic higher resources Hollensen independent agents indirect to direct Influencing factors putting International Marketing internationalisation process interviews language barriers limited resources Linder lonely international manufacturing market knowledge million SEK missing contacts Nordic countries organisations partner Patton preunderstanding profitable market potential psychic distance Ramaseshan sales office sales subsidiary satisfaction with intermediary sell SMEs to change Swedish SMEs theory and empiricism Transaction Cost Analysis Uppsala model value of similarity Växjö x x x
Page 31 - A case study is an empirical inquiry that investigates a contemporary phenomenon within its real-life context, especially when the boundaries between phenomenon and context are not clearly evident.
Page 8 - Sullivan (1994) who has developed a composite measure based on the following: foreign sales as a percentage of total sales; foreign assets as a percentage of total assets; overseas subsidiaries as a percentage of total subsidiaries; physical dispersion of international operations; top managers
Page 35 - This first test is especially problematic in case-study research. People who have been critical of case studies often point to the fact that a case study investigator fails to develop a sufficiently operational set of measures and that 'subjective' judgments are used to collect the data.
Page 16 - EMC respectively export houses are defined as "an international sales specialist who functions as the exclusive export department for several allied but noncompeting manufacturers
Page ii - Last but not least we would like to thank each other for great teamwork, all the good moments and the high spirits despite many long sessions in our living-corridor.