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Yvonne Brodrechtova

IUFRO Division 5 Conference 5.10.00 Forest Products Marketing & Business Management. Yvonne Brodrechtova. Yvonne Brodrechtova*, Michel Becker and Heiner Schanz. Albert-Ludwigs-University Freiburg Institute of Forest and Environmental Policy Markets and Marketing Section

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Yvonne Brodrechtova

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  1. IUFRO Division 5 Conference 5.10.00 Forest Products Marketing & Business Management Yvonne Brodrechtova

  2. Yvonne Brodrechtova*, Michel Becker and Heiner Schanz Albert-Ludwigs-University Freiburg Institute of Forest and Environmental Policy Markets and Marketing Section Tennenbacher Str. 4 79106 Freiburg Germany Model of Export Marketing Strategies in Transition Countries – the Case of Slovakia European Union 2

  3. Problem statement • Many countries around the world are more closely integrating their economies into global trade • Challenges are more far-reaching in Europe’s transition economies, which are trying to assimilate themselves into an international economic order • Recent challenges have had effect on all companies including forest products companies and their exporting activities 3

  4. Little attention has been given to the driving forces of export marketing strategies Coherent theoretical elaboration and empirical evidence on export marketing strategies is lacking Model of export marketing strategies which can still explain and predict the reality when studying transition countries in general and forest products industries in particular Research study justification and aim 4

  5. Slovakia – the geographical center of Europe 1993 Slovakia founding 2004 EU accession GDP 47,42 billions US$ 5.4 million inhabitants 5

  6. Case study on Slovakia • Unlike Hungary and Poland, prior to 1989 Czechoslovakia had no significant experience of any market reforms ‘within a planning system’ and in addition had autocratic and corrupted regimes until 1998 • Due to Slovakia’s self-sufficiency in relation to wood resources (40 % forest cover*), even then forest products were considered to be ‘hard currency earning’ commodities • The export of forest products is still an important part of the whole Slovakian forest products sector today, accounting for 80.4 % of the income generated by the sector and as much as 6.6 % of the total national exports* *The Ministry of Economy of the Slovak Republic, 2006 6

  7. Conceptual framework Export Marketing Strategy* Products Customers Geographical limits of market area Core competencies Quality of products Technical and other services Customer relationship Marketing channels Efficient marketing Advantageous price Freedom in price policy Market share Brand name *Juslin and Hansen, 2003 7

  8. Conceptual framework Conventional business studies* Resource-based view of firm* Markets-as-network perspective* Institutional theory* 1. Company goals • Organization structure • Production structure 3. Export motivation 1. Human resources 2. Human capabilities 3. Firm resources 4. Firm capabilities 5. Product related capabilities 1. Relationship with foreign customers, suppliers and competitors 2. Relationship with domestic customers, supplies and competitors 3. The role and importance of the company in the network 3. Relationship with technology development 1. Domestic formal and informal institutions 2. Foreign formal and informal institutions Transaction cost theory* *Barney, 2001; Makadok, 2001; Ireland et al., 2003; Williamson, 1999; Johanson & Mattson, 1988; Ritter et al., 2004; North,1991; etc. 8

  9. Methodology Complete inventory with all exporting forest products companies (254) in Slovakia Enquiry method: Structured phone interviews with individual decision makers* Measurement: 5-Point Likert scale (kNN - nearest neighbor method used to fix the point 6 = I do not know answer) Quantitative data analysis with the help of SPSS 14.0 software: Cluster analysis and Multinomial logistic regression* *Schnell et al., 1995; Bacher, 1994; Bühl, 2006; Hosmer and Lemeshow, 2000 9

  10. The significant factors and elements Conventional business studies Resource-based view of firm Markets-as-network perspective Institutional theory 1. Company goals 2. Production type (sub sectors) 3. Export motivation/ dependence 4. Foreign direct investment 5. Financial resources for export business 6. Entrepreneurial drive and quality of management 7. Product and/or production innovation 8. Means of company establishment (company history) 9. Relationship with foreign customers 10. Economic situation in Slovakia EXPORT MARKETING STRATEGY 1. Product 2. Customer 3. Market area 4. Price 5. Channels of sale 6. Channels of Promotion 7. Market share 8. Quality 10

  11. Model of export marketing strategies (EMS) Where  = the constant of the equation and,  = the coefficient of the predictor variables 11

  12. Means of company establishment (company history) EMS type 1 = Product oriented EMS type 2 = Product-Customer- Channels of promotion oriented EMS type 3 = Price-Channels of sale oriented EMS type 4 = Price-Quality oriented EMS type 5 = Product-Customer- Market share oriented No Little Neutral Strong Very strong influence Figure 1: Probabilities plot of “Means of company’s establishment” on the five EMS types 12

  13. Preliminary conclusions (1/2) • Model building is more complex compared to marketing strategies • Various export marketing strategy types with distinct focus on ownership and production type • Driving forces more complex compared to driving forces in comparable studies • Institutions and path dependency show the main discrepancy when compared with comparable studies done on developed western countries • Relevant driving forces consist of competitive assets and institutions 13

  14. Preliminary conclusions (2/2) • The elaboration of a coherent model of export marketing strategy through one theoretical perspective is not possible, particularly in the transition context • Results are valid for transition country like Slovakia, however, they do not have to be valid for all transition countries in general • The potential of this model lies in its ability to shed more light and contribute to the theories 14

  15. Further steps Additional empirical studies and greater scrutiny are required before it will be possible to arrive at a conclusive set of driving forces of export marketing strategies in transition countries in general, and pertaining to the forest products sector in particular 15

  16. Thank you!

  17. Methodology Exploratory phase Problem identification Development of the research concept: exploratory interviews with 13 informants and 3 experts Qualitative phase 30 semi-structured in-depth personal interviews with individual decision makers of exporting forest products companies (FDC) Verification of proposed conceptual framework Identification of influencing factors and elements of export marketing strategy Quantitative phase 138 structured phone interviews with individual decision makers of FDC Taxonomy of export marketing strategy types as a medium for the implications of influencing factors Construction of model of export marketing strategy

  18. Summary of findings

  19. Methodology (Qualitative phase) • Stratified sampling and random selection of 34 exporting forest products companies • Enquiry method: Semi-structured problem centered interviews with open questions • Qualitative data analysis with MAXqDA2 software: Content analysis: Content structuring technique and Summarization technique, Thematic coding • Quantitative data analysis with SPSS 14.0 software: Contingency tables with χ2, Cramers‘ V * Thomson, 1992; Schnell, et al., 1995; Lammnek, 1995; Mayering, 2002; Flick, 2002; Everitt, 1992 ; Norusis, 2005

  20. The relevant factors (results of qualitative phase) Business studies Resource-based view of firm Markets-as-network perspective Institutional theory 1. Company goals 2. Production type- industry sub sectors 3. Export motivation/ dependence 4. Foreign direct investment 5. Financial resources for export business 6. Entrepreneurial drive and Quality of management* 7. Product and/or production innovation 8. Way of company establishment* 9. Physical resources 10. Market knowledge 11. Export experience 12. Market orientation 13. Foreign language knowledge 14. Perceived export success 15. Relationship with foreign customers 16. Relationship with domestic customers 17. Role among competitors 18. Economic situation in Slovakia 19. Political situation in Slovakia 20. EU accession 21. Current development in state forest enterprise 22. Governmental support of sector* 23. Activities of professional and industry associations* * Factors based on inductive thematically coupled values

  21. Results (Quantitative phase – the most significant factors) Multinominal Regression Analysis: Likelihood Ratio Tests Model Fitting Criteria Likelihood Ratio Tests AIC of BIC of -2 Log Likelihood Reduced Mode Reduced Model of Reduced Model Chi-Square df Sig. Intercept 461,601 730,908 277,601 4,766 4 ,312 RBV140 459,942 729,249 275,942 3,107 4 ,540 Foreign language knowledge RBV150 463,602 732,909 279,602 6,767 4 ,149 Market orientation RBV190 470,859 740,166 286,859 14,024 4 ,007 Financial resources for export support RBV200 461,272 730,579 277,272 4,437 4 ,350 Physical resources RBV220 459,015 728,323 275,015 2,180 4 ,703 Market knowledge RBV230 458,429 727,736 274,429 1,594 4 ,810 Export experience RBV240 465,346 734,653 281,346 8,511 4 ,075 Product and production innovation CCH260 467,419 736,726 283,419 10,584 4 ,032 Foreign direct investment SG320 466,916 736,224 282,916 10,081 4 ,039 Export motivation/dependence MN520 464,805 734,112 280,805 7,970 4,093 Relationship with foreign customers MN530 457,216 726,523 273,216 ,381 4 ,984 Relationship with domestic customers MN570 457,958 727,265 273,958 1,123 4 ,891 Role among competition SG340 465,942 735,250 281,942 9,107 4,058 Company goal I610 457,307 726,614 273,307 ,472 4 ,976 EU accession I630 460,784 730,091 276,784 3,949 4 ,413 Political situation in Slovakia I640 466,519 735,827 282,519 9,684 4 ,046 Economic situation in Slovakia I650 463,201 732,508 279,201 6,366 4 ,173 Current developments in state owned enterprise EMS390CON 482,211 751,519 298,211 25,377 4 ,000 Product/Production type NEW100 467,226 736,533 283,226 10,391 4 ,034 Entrepreneurial drive and quality of management NEW200 478,965 748,272 294,965 22,130 4 ,000 Means of company’s establishment NEW300 464,342 733,649 280,342 7,507 4 ,111 Governmental support NEW400 462,140 731,448 278,140 5,305 4 ,257 Professional and industry associations CCH310 462,372 731,680 278,372 5,537 4 ,236 Perceived export success p<=0,05 Significant (Bühl, 2006)

  22. Probabilities plots of influencing factors from the model on the five EMS types EMS type 1 = Product oriented EMS type 2 = Product-Customer-Channels of promotion EMS type 3 = Price-Channels of sale oriented EMS type 4 = Price-Quality oriented EMS type 5 = Product-Customer-Market share oriented

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