Relationship Between Success Factors and Chilean Firms' Export Performance: An Exploratory Study

ABSTRACT

In what seems to be a challenge to findings published in the literature, a regression model based on the relationship between 24 success factors, 2 classification variables, and the export performance of 133 Chilean exporters revealed that Chilean export companies that successfully developed foreign markets did so following a different strategy than their counterparts in more developed countries. Like such counterparts, the entry of Chilean firms into foreign markets was driven by consumer needs. They established cooperative alliances and networks with foreign companies, and gained access to foreign technology and know-how through means such as receiving foreign investment, engaging in joint research and development projects, and utilizing managers who had studied abroad. But unlike these counterparts, the Chilean firms were small, less likely to position their products in a market, less inclined to use foreign suppliers, and less likely to have a strategic plan. These differences can be attributed to the fact that unlike the export of manufactured goods, successful exporting of products based on natural resources requires different factors.

RESUMEN. Presentando un reto a los hallazgos publicados en la literatura, un modelo regresivo basado en la relación que existe entre veinticuatro factores de éxito y dos variables clasificatorias y el desempeño exportador de 133 exportadores chilenos, demostró que el éxito alcanzado por las empresas exportadoras chilenas en desarrollar mercados extranjeros se basó en el uso de estrategias completamente distintas a las empleadas por otras empresas homólogas, que operaban en países más desarrollados. Asimismo, la entrada de las empresas chilenas en los mercados en el exterior surgió y se arraigó gracias a la necesidad de sus consumidores. El establecimiento de alianzas cooperativas y redes con las compañías extrajeras les permitió acceder su tecnología y know-how mediante la obtención de inversiones extranjeras, ejecución conjunta de investigaciones y desarrollo de proyectos, y empleando gerentes que habían estudiado en el exterior. No obstante lo antedicho, diferente a sus contrapartes extranjeras, las empresas chilenas eran pequeñas, disponían de menos posibilidades de colocar sus productos en un mercado poco interesado en usar proveedores extranjeros, y no contaban con un plan estratégico. Estos diferenciales pueden atribuirse al hecho de que, a diferencia de la exportación de bienes manufacturados, la exportación exitosa de recursos naturales exige un conjunto de factores bien distintos.

RESUMO. O que parece ser um desafio a descobertas publicadas na literatura, um modelo de regressão, baseado na relação entre vinte e quatro fatores de sucesso e duas variáveis classificatórias e o desempenho na exportação de 133 exportadoras chilenas, revelou que as empresas exportadoras chilenas, bem sucedidas na conquista de mercados estrangeiros, utilizaram estratégias diferentes de suas congêneres de países mais desenvolvidos. Assim como no caso destas empresas congêneres, a entrada das empresas chilenas nos mercados estrangeiros atendeu às necessidades do consumidor. As empresas chilenas estabeleceram alianças de cooperação e uma rede de contatos com empresas estrangeiras e obtiveram acesso à tecnologia e ao know-how estrangeiros através de diversos meios, como o recebimento de investimentos, engajamento em parcerias para pesquisa e projetos de desenvolvimento e contratação de gerentes com curso no exterior. Mas, diferente de suas congêneres de países desenvolvidos, as empresas chilenas eram de pequeno porte, com pouca possibilidade de colocação de seus produtos em um mercado avesso a fornecedores estrangeiros e, possivelmente, sem um plano estratégico. Tais desigualdades são atribuídas ao fato de que, uma exportação bem sucedida de produtos primários exige fatores diferentes daqueles necessários à exportação de produtos manufaturados.

KEYWORDS:

• Export management
• export performance
• predictors of export success

The authors would like to thank Professor Medardo Aguirre of the University of Talca for his valuable help in analyzing the research data, Professor Don Newman of the University of Texas, Pan Americana for thoroughly editing our paper, and the two referees of this article for making valuable suggestions that have greatly improved it.

Notes

N = 133; R² = .51; adjusted R² = .39; F (41,131) = 3.2; p < .001; *p < .10, **p < .05, ***p < .01.

Negative entries in bold.

Negative Entry = (-), Total positive entries = 19, Total negative entries = 7.

Statistical Significance Levels: * = .10, ** = . 05, *** = .01.

Note: All attitude items are based on the five-point Likert scale, 1 = low importance, 5 = high importance.

Additional information

Notes on contributors

Juan T. Rock

Dr. Juan T. Rock is former Dean of the School of Business Administration at the University of Talca, Chile, where he now occupies the post of Rector (President). His teaching interest is in the area of Strategic Management and research interests lie in the area of Exporting and International Business.

Sadrudin A. Ahmed

Dr. Sadrudin A. Ahmed is Professor Emeritus at the Telfer School of Management at the University of Ottawa, Canada. His teaching and research interests lie in the area of International Marketing. He is also a honorary professor at School of Business Administration at the University of Talca, Chile where he has previously taught in the area of marketing. E-mail: [email protected]