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Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Identifying the Factors Affecting on SMEs’ Export Performance (Case Study: Sports Equipment’s Exporter) Elahe Kinai Harchegani Master of Entrepreneurship, Faculty of Entrepreneurship, University of tehran [email protected] Abolfazl Solati Master of Entrepreneurship, Faculty of Entrepreneurship, University of tehran [email protected] Parisa Fataie Faculty of Entrepreneurship, University of tehran Master of Entrepreneurship, [email protected] ABSTRACT Marketing experts believe that “identification of determining factors of export performance” is important for the firms in the competitive markets in order to improve export performance. This research is conducted with the goal of identifying and prioritizing the effect of Moore’s factors on export performance in sports equipment’s exporter. The research reviews previous studies on export performance and export performance models and identifies effective factors on export. Since the number of the exporting firms in the sport equipment were limited to 32s firm, and identifies effective factors on export performance through interview with 7 expert that are in production sector. Findings show that all above factors are determining the performance of export performance in sports clothing and equipment industry and the priotrization of effective factors in the sports clothing and equipment industry is as follows: 1. Environmental factors, 2. Managers’ commitment to export, 3. Managers’ marketing strategy, 4. Export incentives, 5. Objective characteristics of the firm. Finally, some suggestions and approaches are presented to improve the status of export performance in sports clothing and equipment industry. Key words: export, export performance, sports clothing and equipment industry 1. Introduction Export is known as the most common way of leading enterprises, especially small and medium-sized companies to enter foreign markets. One of the main reasons for this in comparison to other internationalization methods is that it requires fewer resources. Therefore, export sales are increasingly regarded as a viable way of company’s growth. Export plays an important role in economic development stems (Aarabi, 1388:39). The analysis of 41 countries during 1963 to 1985 by the World Bank has showed that economic performance of countries with extroverted economy was better than introverted economy in all aspects. Furthermore, in the sport industry, from 1990s to the present, has a dramatic growth and has currently become 500 billion dollars industry in America. Development of sport industry has created an important qualitative and quantitative development of sport-related jobs. For example, a sport job growth up to 2010 in US has been created 20 million jobs opportunities; however, until 1998, the number of employee in the exercise (not jobs), was 4.5 million people (Parks Janet et al, 2004). Export has created growth and development opportunities for companies to expand their access to foreign markets, and the company can reach a higher level of production. This reduces the cost of the unit and achieves the higher interest rates. Export creates the opportunities of market diversification for companies. In addition, it allows the company to exploit different growth rate in different markets and reduces the dependency to a specific market. Export provides learning opportunities for companies and the ability to survive in unknown and strange environments. The process of globalization has led to increase competition, integration and liberalization in the international markets which increase the importance of export for governmental policy makers and private sector (Crick and Chouri, 1997: 543). Research done on small and medium sized enterprises shows that company has the capabilities and export 390 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com potential. By motivation and behavior and efforts to encourage the export and non-export firms, they can be encouraged to be active in the field of exporting. This is important since most of companies in the study are small and medium-sized enterprises. Over the three last decades, the number of export incentive programs in small and medium sized enterprises has been increased at all levels, whether local or national. However, due to the lack of funding for this activity, poor results obtained in this field and companies did not encourage to do export. Export capacity in the company plays an important role to determine which factors lead to encourage these companies to do export. The impact of organizational and non-organizational on the success of companies, which factors cause the companies to deliver service to their markets and may enhance it, these are the main concern of firm owners. The emergence of a world without borders which facilitate the flow of the information and resources is like double edge sword that causes the emergence of opportunities and threats for companies (Hosseini, 1389:38). In business environment, some companies in comparison to others have better performance and obtain higher profit. The question is that how in same environment we can act more successful than others? In addition, today’s companies operate in highly dynamic and competitive environment. Rapid technological changes, shortening product life cycle and the globalization of markets and competitors are significant changes in the business environment (Grant, 1990). Companies are faced with the challenges to succeed in the markets and they need strategies to enjoy a sustainable competitive advantages and better performance than competitors. In the perspective of 1404 of Iran, export is the most important strategic issues of the ideals of Iran. Many scholars know paying attention to export as the only solution to get rid of the export economy dependent on oil monopoly. Now they look at the economy as a product of national economy, a surplus or the normal flow of production to consumption. The notion of export mutation is distinct from the development or export growth, and developing a strategy that includes all parts of the country. Export mutation is influential in all industrial, agricultural, monetary policy, foreign exchange and financial decisions. In export mutation strategy, will focus on competitive advantages. These benefits can be found in sectors such as industry, agriculture, mining and service (Nahavandian, 1380:218). Given the urgency and importance of export activities, companies need to identify the factors affecting the survival and success of these activities and the effect of these factors in their export performance. Research in the area of export equipments has not been comprehensive, so it is essential for improving the export performance, a comprehensive review of factors affecting export performance occurs. 1.1. Export Performance Export performance is the extent to which a company’s strategic and economic objectives for the export of a product to foreign markets are gained through export planning and implementing marketing strategy (Cavusgil and Zou, 1994). Export performance is known with one of the following concepts: Export Rate is considered the ration of export sales to total sales in export performance literature as a usual proportion of export (Leonidou et al, 2002; Voral and Don Kerz, 2002, Wolf and Pat, 2000). Volume of export sales is the total sales of export goods (Zou andStan, 1998). Export sale growth is changes in export sales over a period of time. This criterion is considered an important criterion in export performance (Cooper and Klein Schmit,1985). Extent of export strategic objective refers to the criteria to respond competitive pressures, experienced or new technologies, increasing company profitability, improve market share, increase the level of awareness of a particular company and gain a foothold in the export market (Cavusgil and Zou, 1994). 1.2. Factors and variables affecting export performance: Researchers have investigated the factors affecting export performance. The various categories of factors that have caused the river to the complexity and ambiguity of the result have been inconsistent. The following are effective in aggravating this ambiguity: The variety of variables and parameters provided by the researchers to measure its impact on export performance; Many ways that these factors are evaluated; Lack of strong theoretical framework or logic that guided the selection of independent variables; Zou and Stan (1998) in their research have identified five variables on export performance: 391 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Management variables, including personality, experience, attitudes, behavioral characteristics, characteristics of the decision maker and export company… Organizational elements that include elements related to features, functions, resources and goals of the export. Environmental factors, including the factors shaping the environment and the huge task which exporters operate in both domestic and international environment. Setting goals, including factors related to the introduction, selection and segmentation of international markets. Marketing mix variables that includes the company’s export product, pricing, distribution and promotion strategies, classified in one of these variables are divided into three categories (Katsikeas et al, 2005:34): o Organizational objective characteristics (size, experience, dating agencies); o Variables related to perceptions of export (export motives, export barriers, competitive advantages); o Commitment to exports, which includes parts of exports, foreign markets and customer selection criteria, continuous observation of the export market, planning and control export; Given the differences between the variables presented by the authors (Leonidou et al, 2002), there are some elements of the research that has been highlighted such as: managerial, organizational and strategic environment factors. To sum up the results of research on factors affecting export performance can be fairly complete them in a table 1: This table can be used by different factors affecting export performance regardless of the approach to classification: The table on the following categories of variables includes the following: A) The internal versus external dimension, and B) controllable dimension versus uncontrollable one; Classification of factors affecting export performance against internal and external aspects of the theory is acceptable: because the dimensions to suit different theoretical principles are justified. In particular, the following factors into internal and external are fully in accordance with the resource-based theory and the theory of industrial organization supported by the external factors. These theories will be described fully in the following sections. The resource-based theory of the firm is considered as a portfolio of tangible and intangible resources (i.e. assets, capabilities, processes, management characteristics, knowledge, etc) and considers that these resources are controlled by a single company. This theory states that the main factors affecting the company’s competitive strategy and export performance resources within their organization. The resource-based theory is versus industrial organization theory. This theory states that the external factors cause the formation of company strategy, and this strategy has led to the formation of economic performance (Robertson, Chetty, 2005). According to this theory, the external pressure on the company, so the firm has to comply with them for their survival and development. According to the theory of industrial organization, the primary factors influencing the export performance are external factors and firm export strategies. Among other factors affecting the performance of the export classification of controllable and uncontrollable aspects, although does not follow from strong theory, but have a particular relationship with the activities of managers and investors. Such a classification is usually done in the marketing models and many researchers have to be brought on the basis of their research. For example Bilki (1987) created an export marketing mix theory in which they distinguished among short-term controllable factors and uncontrollable factors. The studies that have been done mainly handling the factors considered factors affecting export performance. Because research has the implicit assumption that managers can handle the influence of these factors on the export performance of the company. In contrast, studies have exclusively considered uncontrollable factors and basically depict the luck and success for the company. Or the reasons mentioned above, the investigator considered the influential factors on export performance of the company. 392 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Table 1, division of factors affecting export performance Perception and attitudes of Controllable management Management Features Industry Characteristic Firm Characteristics and External Market Uncontrollable competencies Characteristic Domestic Market Characteristic Internal External The most important factors affecting export performance are located in the controllable internal factors cell of the table. This problem arises from the fact that researchers have had this attitude that export performance is controlled by the company and its directors. As a result, according to this view, a better export performance of the company was attributed to a good manager and for weak export performance he should be blamed (Lee and Grift, 2004). These are basically two types of controllable internal factors: a) export marketing strategy; b) the attitudes and perception of management. The first group is export marketing strategy of a company. The variables that have been repeatedly studied a large part of the literature devoted to the export performance. The second dimension of controllable internal factors includes attitudes and perceptions of management which contain international trends of management, management commitment to export, and export motives. Sometimes classification, incentive was put in the marketing strategies. For example, Dean et al (2000) have divided export marketing strategies of a company into market diversification versus market focus and motives to export (active versus reactive). 2. Background of the Study There are several studies that examine export in micro-level. There are many classifications for these studies which are presented in the following: Exieen et al (2004) have divided their studies into three categories as follow: First category: studying the factors by which we can detect export from non-export firms; Second category: examining the external factors influencing the export behavior of a firm like government’s program; Third category: determine the factors related to firm behavior fit to export and its results. These factors are directly related to trade literature in the field of growth, improvement, development and management in global scale. Igen and Pasternak (2005) have introduced various studies in the field of export behavior of the companies as follow: First division: one of the studies considers the process of internationalization of companies, which is divided into two sub-areas: 1) A group of researchers are able to conduct this study to determine the behavior of the company before the export. These researchers are interested in the export behavior of the firm and factors that provoked a company for export to adopt the initial decision. In this school, researchers are seeking to introduce incentives for companies to export/or not to export and aim to model the decision making process as a result of this process is the decision to export. Researches in the field of exporting examine the factors affecting the export intention of the firms. Export intentions mean “motivation, attitudes, beliefs and expectation about the impact of exports on the growth of the company”. The company’s export intention can be divided into two categories: influential factors affecting its strength and weakness can be explored inside and outside of the companies. Factors such as perceptions, motivations of management, company capabilities, and organizational culture can be classified as internal factors; some factors such as government incentive policies, trade barriers are among factors that are outside the company and are effective on export intention. 2) Another group of researchers consider the process of internationalization as a result of gradual decision making. They believe that export decisions formed from series of steps that each steps representing increasing degrees of involvement in export. However, some studies have doubts about the “stage theory”, for example, these studies considered the process of internationalization regardless of time, enough and comprehensive 393 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com results. This school describes and studies the factors influencing company’s export performance or achievements. This school advocates insist that if the requirements and success factors are introduced, the company has export potential can be selected based on these criteria. You can also specify which factors most influence on the company’s export success. In literature, company’s export success is generally examined by export performance. Basically, different models have been proposed to investigate the export performance. Many researchers in the context of their studies have presented different layout or presentation of influential factors and variables that influences from other criteria. The influence of variables on export performance and dependent criteria can be summarized in two categories; direct and indirect influence (Douglas, 2000). For example in the model provided by Leonidou (2002), they believed that export marketing strategy, directly, and some factors such as management characteristic, organizational factors and environmental factors, indirectly, can influence export performance. Researchers believe that the factors affecting the export performance, both external and internal, have direct impacts on export performance. Factors affecting export performance in the previous studies are summarized in table 2: Table 2, Summary of factors affecting the performance of exports in previous research Influential Factors Researchers (Year) Environmental Factors 1-psychic Distance Bilky the Tsar (1997), Dow(2000), Johnson and Vahland(1997), Johnson and Powell(1975), Madsen(1987), Madsen (1989), Agari and Leen (1996), Shuham and Elbaum(1995) 2- Export market attractiveness Christie, Rocha and Gertner(1987), Cooper and Klein Schmith( 1985), Dou Minguiz and Skoeira(1993), Madsen ( 1989- 1987), Biskari and Monti (2000). 3- Trade barriers Tsar and Bilky(1977), Cavusgil and Nevin(1981), Leonidou (1995), Hudson( 1987), Mack Guins and Eithel (1981),Shuham and Elbaum( 1995) Organizational Characteristic and Features 1. Size Aaby and Slater (1989), Auxin(1988), Baldauf, Krauns and Wagner( 2000), Bunakrsy(1992), Cavusgil (1984), Cooper and Klein Schmidt (1985), Katz Kyas, Pierce and levan Nids(1996), England (1988), Mavin(1999), Reed (1983), Samei and Walters (1990) 2. Management Commitment Cavusgil and Zou (1994), Dean, and Yuk Meng(2000),Dou to Export Mingouz and Sekoeira (1993), Huang (1998), Kouh (1991), Leonidou (1995), Madsen( 1989-1987), Yoursik and Zin Kota (1984), chati and Robertson (2000) 3. Export Experience Auxin(1988),Baldauf, Kravans and Wagner (2000), Cavusgil and Zou (1994); Cooper and Klein Schmidt(1985); Dean Yuk Meypres (2000), Dyamantupulus and England (1988),Dominguez and Skuyyra(1993), Huang (1998), Katsykyas, Purys and LevanNudys( 1999), Kouh 1991, Leonidou and 1995; Madsen( 19889- 1987),Yursik and Zinkuta( 1984) 1. Price Competition 2. Standardization and Product Customization 3. Distribution Channel Strategy Export Marketing Strategy Bilky(1982-1994), KupruKausigl and Zou (1994); Klein and Schmidt (1985), KatsiKias, Pierce and LevanNidis(1996), Kayrpalany and Makyntush (1980), Kouh (1991), Leonidou (1995), Madsen (1989) Baldauf, Krauns and Wagner (2000), Kausygl and Zou (1994), Christensen, Rocha Gertner (1987), Schmidt (1985), Madsen (1987), Samei and Roth (1992), Shuham(1999), Tukey(1964) Rusen and Ford (1982),Shuham(1999), Kouh(1991), Madsen(1989-1987), Christensen, Gartner Rocha (1987), Bilkey(1982), Cavusgil and Zou(1994) Based on the extensive research, which was built from various sources, only three researches about export performance were done: 394 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Dehdahsti (1386) evaluated three factors in the development of SMEs such as firm competencies, company profile or characteristics and export marketing strategy in 33 secondary variables. These factors have direct and positive effect on export performance. Yadegari (1383) has investigated the relationship between competitive advantages and firms’ performance in Iranian companies. In this research, derived from a resourced-based approach, with the aim of responding to one of the main reasons for the low level of exports in the stone industry, the impact of competitive advantage (quality, efficiency, innovation and responsiveness to customers) on export performance has been evaluated. Then, presents a conceptual model of the relationship between competitive advantage of firms exporting stones and their export performance has been tested. The results revealed that: 1) although the export companies of ornamental rocks have desired level of quality, but in their aspect of competitive advantage (efficiency, innovation, and responsiveness to customers) located in low level and 2) there is a meaningful relationship between competitive advantages and export performance of decorative stones. Hosseini (1389) has explored the effect of export incentive schemes on the export performance of the electricity industry. In this study, by adopting the outside view to the organization (contingency approach), the impact of government incentive program on export performance is evaluated. 3. Research Methodology This research is developmental and applicable based on its purpose and according to the method of gathering information, it is qualitative. The research sample is top export entrepreneurs in the field of sport equipment and instructors in the field of decision making and entrepreneurs. Purposive and snowball sampling to reach the saturation point (to the extent that the new criteria will not be considered as an indicator of success) as a method for the selection of exports were used. Seven persons were interviewed as CEOs of export equipment manufacturers. After seventh interview, we reach the data saturation and no new information from the respondents did not provide. In the current study to assess the validity of extracted semi-structured interview questions, these questions were given to the experts to reform them. Furthermore, during the interview, he was asked to describe his perception of the questions and raise his questions if there is any, until his answer is consistent with the objectives of the study and characterization of the measure. To ensure the reliability of the end of each questions or interview, the summary of his speech and the comprehension of interviewer was given to him and asked him to confirm it to transfer their meaning truly. To data analysis, the following steps must be taken: Overview articles, interviews, and segmenting them; Select the segments of data and encoding them; Merge codes in all major categories of information; Reduce redundant categories and determine the main categories; Conversion the issues to main subjects. Data encryption is done manually which is given in table 3: 395 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Person code P1,P2,P3, P4, P5,P6 P1, P2, P3, P4, P5, P6, P1, P2, P3, P4, P5 P6, P1, P3, P5, P6 P1, P2, P3, P5, P1, P2, P3, P5, P6, P7, P1, P2, P3, P7, P1, P2, P3, P4, P1, P2, P3, P4, P5, P6, P7, P1, P3, P5, P1, P2, P3, P4, P5, P6, P7, P1, P2, P3,P4, P5, P6, P7, P1, P2, P3, P5, P6, Verbal statement Knowledge and understanding of target markets, market knowing Planning and marketing programs to more powerful, suitable presence in the market and getting feedback from customers Participation in international exhibitions, holding international exhibitions, holding seasonal markets in the border areas of common markets Separate foreign trade or export department in the organization Suitability and comprehensiveness of products compared to competitors in the target markets Export product in harmony with the taste and customer requirements in the host country Using new technologies such as nanotechnology in the production or use of water disposal fabrics by applying high quality fabrics Using new technologies such as nanotechnology in the production or use of water disposal fabrics -Using new technology in sewing, designing and cutting, -Promote the downstream technology and standardization of products that meet the needs of the world -Provide the technology to standardize products and compete with high brands Using Iran Press TV satellite network to advertise such products in order to showcase a comprehensive portable Iranian manufacturers web An entity to facilitate the export and support exporters, the presence of a coordination entity for commercial activities -Not allow for the sale of raw materials (cotton, fabrics, leather, etc) and to convert them into valuable products such as sports apparel -Improving the business environment and internal problems and internal cumbersome rules (labor law, insurance, taxes, tariffs, timeconsuming process of exporting, promiscuous expensive energy carriers, raw material quality, leading to empowerment and to facilitate the business atmosphere and consequently a competitive advantage in production cost An office or a system or a 396 Open Code Using export marketing research Axial Code Export Commitment Paying attention to planning and export control Export Commitment Regularly visit export markets Export Commitment Create a separate export unit Export Commitment Price Adaptation strategy and using competitive pricing Export marketing strategy Product adaptation strategy Export marketing strategy Taking advantage of the new product development strategy Export marketing strategy Taking advantage of innovations in production Export marketing strategy Leading in technology (Technological capabilities) Export marketing strategy Foreign advertisement Export marketing strategy Export Motives Export Incentive Problems related to export Export Incentives Competitive advantages Export Incentives Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com P7, P1, P2, P3, P5, P6, P1,P2, P3 P1,P4, P1, P2, P3, P4, P5, P6, P7, P1, P2, P3, P4, P5, P7, P1, P2, P3, P1, P5, database of information for those interested in export trade with neighboring countries of destination to create effective business communication as a competitive advantages Specialization in the production of export-led production -specialized personnel in business department and international negotiations -Sufficient financial resources for acceptance by the international federations and national negotiations with the world -Sufficient resources to allow the presence in international exhibitions and using new technology Export experience in managers and understanding the issue of export Lack of exchange rate fluctuations Stability of state regulation The lack of international disputes between host and guest countries No restrictions on the financial transactions Relations with other countries An entity to facilitate export and supporting exporters (the data identifying the various target markets, financial support to attend in international exhibitions, facilitate exporters, An center or an information system or a database for those interested in export trade with neighboring countries of destination and that there is a possibility to create effective business communication Proximity to the host device considered as attractive export markets Overproduction and competiveness of domestic firms convinced them to enter international markets Expert Human resource Objective Characteristic of firms Sufficient financial resources Objective firm characteristics Export experience Objective characteristics Stability in legal, economic, and political environment Environmental factors Access to market information Environmental factors Attractiveness of export market Environmental factors Intensity of competition Environmental factors 4. Analyzing the findings and conclusions According to data collected, the model is presented to identify the influential factors on export performance: 397 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com Environmental Factors: - Stability in political, economic and legal environment - Database to access taste of export markets - Attractiveness of export markets - Having production Environmental surplus Factors: - A separate export unit - Regular visit of export markets - Using export market research - Planning and export Export control marketing strategy: Export Performance (Financial) - Product adaptation strategy - Pricing adaptation strategy - Innovation strategy in product - Foreign advertisement - New product development strategy Export Incentives: - Export motives - Export problems - Competitive advantages Objective Characteristics: - Size Export Experience Expert human resource - Sufficient financial Resources The model presented in this study is the extended model of Lee and Gryfis in 2007. Environmental factors due to lack stability in political and legal environment and changes and fluctuation in exchange rate, restrictions on the relationship between the banking and financial relationship between Iran and other countries and blocked the swift network, the impact of sanction,… are important factors influencing export of sport equipments and clothing. While in other models proposed by researchers, the environmental factors are ignored. Proximity to specific markets and neighboring Arabic countries and some Asian countries and CIS are the most important focus of our exporters. On the other hand, by the presence of expert human resources, it was added to objective characteristic of the firm. It seems that the lack of understanding international trade rules lack of proficiency in English and familiarity with credit documents are important factors that play an important role in export-oriented companies. Using expert human resources, designers, technical managers familiar with industry instead of simple workers in production part can lead to high quality production and provide successful presence in international markets. One of the major concerns of these companies was lack of financial resources to attend in international markets (presence in exhibitions and booth and etc). Financial resources can facilitate accepting sponsors in international federation and bring the possibility of import high quality and up-to-date raw materials. It seems that if we look at it by resource approach, financial resources are more important than human resources. This research shows that higher export performance can obtained from commitment to 398 Applied mathematics in Engineering, Management and Technology 3(3) 2015:390-400 www.amiemt-journal.com achieve adaptive marketing strategies. Adaptation f export marketing strategy like adaptation of export products with foreign customer preference allows the exporters to satisfy the needs of foreign customers. So, exporters instead of focus and attention on low-cost strategy tend to adaptation strategy. 5. Limitations of study - Relatively small size of the sample: exporting apparel and equipment companies are very limited and are part of the ongoing and unsuccessful export activities. - Most likely, respondents have positive view to their capabilities and potentials and negative look at government and external factors. 6. Suggestions for future research - This study is associated with one industry, to obtain conclusive results we suggest that future studies include variety of industries will be investigated. - Recommended for future studies, other factors like political, social and cultural ones will be considered. - Recommended that in future studies consider the service firms. Resources Aaby, Nils-Erik, and Stanley F. 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