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SMEs Export Channel structure and Export Performance:
The Case of Thai Electrical Products Exporters
Abstract
This research aims to examine relationship between export channel structure and export
performance of Thai small and medium sized (SME) exporters. Since number of SME
exporters and their exporting from developing countries to the world market is
increasing. This is however, an area that has attracted little research to date. Lack of
export channel management and development has been identified as external barriers that
inhibit ability of SMEs to initiate, expand or sustain their export operations. General
guidelines and export channel selection paradigms, transaction cost analysis and
relational exchange, have been given however previous studies show inconsistent
findings. Contingency approach has been proposed in 1995. The approach argues that
there is no single, best strategy can be appropriate in all situations and suggests that if
strategic orientation and organizational characteristic of firm fit with external
environment and firm’s export channel structure, export performance would be
enhanced. Four hypotheses were developed from related literature. Questionnaires were
mailed to 337 firms and 119 usable returned. Data analysis, using regression technique,
is in progress.
Introduction
Exporting is imperative to economic system of every country. It is a critical source of
national income, enrich employment and stimulus economic growth (Lages and
Montgomery, 2004, Onkvisit and Shaw, 1997). Meanwhile at the firm level, exporting
firms report higher performance than non-exporting firms especially for SMEs
(Westhead et al., 2002). Therefore export performance is an area of inquiry that has been
gaining increased attention in the past 30 years (Zou and Stan, 1998). A number of
studies have paid attentions to several aspects of exporting such as stimuli and barriers
(Morgan, 1997), determinants of export performance (Zou and Stan, 1998, Lee and
Yang, 1990, Li, 1999, Ogunmokun and Ng, 2004, Valos and Baker, 1996, Zahra et al.,
1997a), and exporting and internationalization of SMEs (Graham, 1999b, Julien and
Ramangalahy, 2003). Given the important of exporting, unfortunately, rarely or almost
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non text book dedicated to elaborate all aspects of exporting, just a section in
international marketing text book.
Literature review reveals that more than thirty variables have been proposed as
determinants of export performance. Those variables can be classified into internal and
external factors to the firm. The internal factors are for examples managerial and
organizational characteristic such as firm size, technological strength, product type,
planning ability, and export structure whereas the external factors include a variety of
environmental factors relevant to domestic and overseas markets. However, several
conceptual frameworks developed so far are competing explanation. The argument is
underpinned by different concepts on what are direct and indirect determinants. Based on
the industrial organization (IO) theory, it has been stated that export performance is
mainly determined by export marketing strategy. Internal factors such as export
commitment and international experience and external factors are indirect impact on
export performance through influencing on export marketing strategy (Cavusgil and Zou,
1994). On the other perspective, it has been contended that both internal and external
variables are directly affect on export performance (Aaby and Slater, 1989).
Among the determinants of export performance, export channel selection and
management is regarded as a critical variable to export performance, either based on IO
or resource-based theory. This would because among the marketing mix, globalization
has decreased the power of other Ps. The rate of technology transfer makes imitation of
competitors’ product attribute easier. Massive exposure of consumers to communication
and media, for example internet, builds a barrier to improve product differentiation
through advertising meanwhile global-based marketing creates the competitive offers.
Thus marketing channels or distribution channels are considered as long-term sustainable
source of competitive advantage (Neves et al., 2001, McNaughton, 2001, McNaughton,
2002). This makes channel management, including selecting channel type, channel
adaptation and channel relationships (Zou and Stan, 1998) is off interest of academic and
managers.
More recently, attention has been paid to small and medium sized enterprises (SMEs)
since number of SME exporters is increasing (Graham, 1999a). This would because
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exporting is usually adopted as the way to enter foreign markets by small firms and new
ventures (Onkvisit and Shaw, 1997, Zahra et al., 1997b, Klein and Roth, 1989). With
more and more world trade linearization, smaller companies also have more chance to
engage in exporting since globalization has decrease communication and transportation
cost. For US, it has been stated that most U.S. companies engaged in export activity are
small (Daniels and Radebaugh, 2001) and if SMEs are defined as companies with fewer
than 250 employees, 99 per cent of UK companies can be labeled as SMEs (Williams,
2003). In Asia, Kim (1997) stated that at the year 1989, SMEs’ export account for more
than 40% of Korean total export and still show increasing trend. For Thailand SMEs are
strongly supported by government by lunching SMEs act B.E 2543 which lead to
establishing SME bank and SME supporting organizations.
Although problem of SMEs has gained more attention, unfortunately these researches
mainly conducted on developing countries. Rarely researches focus on SMEs context
from developing countries although there has been a large increase of exports from
developing countries to the world market as Das (1994) reports, few studies have been
conducted to examine aspects of exporting problems and performance of SMEs of the
developing world. In addition, Merriless and Tiessen (1999) also contended that view
points on exporting problems of SMEs are different to large firms or multinational
companies (MNC) and there have been limited attempts to deliberately build a
generalizable model for SMEs’ internationalization and export practice.
According to the importance of export channel management to export performance and
gap in literature, this research aims to investigate relationship between export channel
selection of SME exporters and their export performance. This research focuses on a
specific setting, Thailand, where interest in marketing and export performance research
among academics is increasing (Athukorala and Suphachalasai, 2004). Electrical
products industry is selected to study because electrical and electronics products were
Thailand’s dominant export since 2003 and account for more than 33 percent of the
nation’s total exports with total value over US$9 billion (Board of Investment, 2005). In
addition, electrical and electronics industry is a country’s-pro sector (Board of
Investment, 2005). However, since main players in electronics sector are MNEs such as
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Western Digital, Seagate, Samsung, Panasonic etc (Board of Investment, 2005). Then
this research on electrical products since it contain Thai entrepreneurs.
Export Channel Alternatives
In export channel literature, the terms direct, indirect, vertical integration/hierarchy,
market, independent and intermediate modes are usually used. To avoid confusion,
summarize of meaning of those terms from related literature are provided on Table 1, 2
and 3. It would be concludes that direct and indirect dichotomy present two extreme
points in a continuum (Ramaseshan and Patton, 1994). Difference between direct and
indirect exporting is based on where the second channels are located. If the second
channels are located in the producer’s country, it is considered as the indirect. On the
other hand, if the second channels are located in the buyer’s country, it is identified as
the direct export channels.
Table 1: Definitions of direct and indirect exports
Author(s)
Seifert and Ford (1989) and
Jain (2001)
Daniels and Radebaugh
(2001)
Term
Direct
Exports
Goods and services sold to an independent party
outside of the exporter’s home country
Onkvisit and Shaw (1997)
Seifert and Ford (1989) and
Jain (2001)
Daniels and Radebaugh
(2001)
Definitions
Dealing with foreign-based channel members
Indirect
Exports
Onkvisit and Shaw (1997)
Developing overseas channels and deal directly
with a foreign party
Dealing with domestic-based channels members
Sold to an intermediary in the exporter’s home
country who then exports to foreign markets
Local or domestic channel is employed
Source: Developed for this research
Based on degree of directness, under the argument that indirect exporters will be relying
mostly on intermediaries at home (domestic-based) while direct exporters will perform
export channel functions through internal export department and deal directly with
foreign-based intermediaries, or establishing company own sales offices/subsidiaries in
foreign markets, Table 2 can be drawn from related study (Chan, 1992). According to the
table, the most direct arrangement is exporting through firm own foreign sales
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offices/subsidiaries while the most indirect arrangement is employing domestic
buyer/buying agents.
Table 2: Export Channel Arrangement Based on Degree of Directness
Item
Export Mode
Degree
of
Directness
1
Export through domestic-based buyer/buying agents
2
Export through domestic-based merchants
3
Export through domestic-based agents
4
Export through firm’s own export department
5
Export through foreign-based agents
6
Export through foreign-based merchants
7
Export
through
firm’s
foreign
Indirect
sales
Direct
office/subsidiaries
Source: Adapted from Chan (1992)
Table 3 Classification of export channel structure
Large classification
Market mode
Small classification
Export through foreign agent
Export through domestic merchant
Hierarchy mode
Export through foreign subsidiary
Export through foreign branch office
Export through joint venture
Direct export
Intermediate mode
Export through foreign commission agent
Source: adapted from Kim (1998 p.228)
Direct and indirect exporting has its own merits and limitations. Employing direct
exporting requires time, patience, attention to detail, and an organizational commitment
(Samli et al., 1993). Experienced managers are needed to handle the jobs and firm has to
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bear the cost of maintaining foreign channels and expose to foreign market risks.
However, through direct channels firm may gain higher sales profit and be able to exert
control over the marketing activities in foreign markets (Onkvisit and Shaw, 1997). In
practice, in-between direct and indirect arrangement, exporters may utilize different
mixing of possible channels structure that would be an optimum solution to their specific
situation, objectives and strategy. In this case, a new term called intermediate modes is
used. Therefore either for entering or market penetration, export channel structure might
be hierarchy (direct), intermediate or market (indirect) modes meanwhile amount of
channels to be used depend on the desire level of coverage at acceptable cost. Table 3
which developed from a related study (Kim, 1998) shows a detail classification of
possible export channel structure.
Factors Influencing Export Channel Structure
Channel design or channel selection means selecting of appropriate channel of
distribution (Jain, 2001) or identifying length and width to be employed (Czinkota et al.,
2002). Therefore, it is a decision on channel type, channel intensity and channel
relationship. Either for domestic or international market, channel selection process
involves four principle tasks including establishing channel objectives and feasible
channel alternatives, evaluation of alternative channels and choice of appropriate
channels (Jain, 2001). Different export channel structures reflect different institutional
arrangements and entail differing degrees of commitment and risk (Klein and Roth,
1989). Although channel selection process is important however, there is no certain
format of decision-making, it is just certain guidelines have been assisted (Berman, 1996,
Czinkota et al., 2002, Jain, 2001, Onkvisit and Shaw, 1997). Onkvisit and Shaw (1997)
suggested the factors that need to be taken to channel evaluation including (1) legal
regulations, (2) product image, (3) product characteristics, (4) middlemen’s loyalty and
conflict, (5) local customs, (6) power and coercion and (7) control. In similar context,
Czinkota, Ronkainen and Moffett (2002) suggested factors that managers need to aware
and when select and evaluate marketing channels namely eleven Cs, including (1)
customer characteristics, (2) culture, (3) competition, (4) company objectives, (5)
character, (6) capital, (7) cost, (8) coverage, (9) control, (10) continuity, and (11)
communication. In using 11Cs, Czinkota, Ronkainen and Moffett (2002) further
suggested that company need to adjust export structure to fit first three factors while
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other eight factors, company able to design to fit a certain extent of export channel.
According to these suggestions, those factors would be classified as internal and external
factors as Exhibit 1. Internal factors are such as firm’s specific characteristics such as
size of firm and organization flexibility, product characteristics, and firm’s objectives,
which are controllable by firm even though may need a period of time such as
international experienced of manager. External factors are the factors that firms unable to
control such as customers’ characteristics, market conditions, intermediary factors,
competitors and other environmental changing. However, these are just guidelines which
in practical, desire channel would be not exist in some markets, no matter by law or by
market setting, then managers have compromise between what is need what is available.
In addition, Jain (2001) suggested that selecting appropriate export channels structure,
firm should consider the implications of the long run and must response to changing
environment.
Internal Factors
Out put
Product characteristics
-Type
-Service required
Firm specific characteristics
-Size and reputation of firm
-International experience
-Organization flexibility
Firm’s objectives
-Profit expectation
External Factors
Customers’ characteristics
Competitors
Intermediaries
Channel Structure
Evaluation basis
Hierarchical (Direct) mode
Cost
Control
Coverage
Market (indirect) mode
Channel Member
-How many?
-Who?
Marketing Environment
-Competition
-Economic
-Host country practice
-Technology
Exhibit 1. Factors influencing on channel design and selection
(Source: Developed for this study)
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Export Channel Selection Theories
Response to the question what is an optimum channel structure for a specific firm. There
are two original different paradigms explaining optimal channel selection, relational
exchange and transaction cost. Relational exchange paradigm was introduced by
Macaulay (1963), illustrated informal buyer-seller relations without the use of written
contract (Rokkan and Haugland, 2002).Transaction cost analysis framework, which
introduced by Williamson (1975), suggested that exporting firms will internalize
activities that make them minimize cost and rely on market for the rest activities that
other providers have advantage (Klein et al., 1990). Among these two concepts,
relational paradigm argued that partnership channel structure is more powerful than
market governance and hierarchy channel structure in volatile environment while
transaction cost paradigm contends that commitments to partnerships impose limits on
the activities of firms that commit such commitments and incur cost (Li, 2002).
However, these two frameworks unable to answer how exporting firms should do with
different market settings and firms strategies. This would be concluded that no one
paradigm is powerful than another. It is depending on market entry stages and market
condition, cost, strategy and firm limitations.
In the light of no consensus, a new concept labeled as contingency approach was recently
introduced. The model proposed there is no single, best, strategy suitable to all situations
and exporting strategy is considered as a firm’s strategic response to the interplay of
internal as well as external factors (Yeoh and Jeong, 1995). Yeoh and Jeong (1995)
developed the framework on two premises. Firstly, a key determinant of export
performance is the strategic orientation of firm and secondly, the performance
implication of a particular strategic orientation is expected to be contingent on its “fit”
with the external environment and the firm’s export channel structure. Based on the
structure-conduct-performance paradigm then they identified three major antecedents of
export performance: export channel structure, strategic orientation, and external
environment (Yeoh and Jeong, 1995). The relationships between these three antecedents
and export performance are depicted in exhibit 2.
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External environment
Fit
Benign - hostile
Strategic orientation
Conservative - entrepreneurial
Export channel structure
Export performance
Fit
Mechanistic - organic
Exhibit 2. Contingency relationships model between entrepreneurship, export channel structure and
environment
Sources: Yeoh and Jeong (1995) p. 96
According to the model, it suggested that different types of strategic orientation of firm,
conservative versus entrepreneurial, suitable to different type of export channel structure,
mechanistic versus organic. In more detail, there are three types of entrepreneurial
orientation of exporting firms: innovativeness, proactiveness and risk taking. Each type
of these strategic orientations requires different organization structure in order to achieve
their goals. This model suggested that firms with organic structures tend to facilitate
corporate entrepreneurship while formal organizations tend to discourage entrepreneurial
endeavors. This because the organic structure allows decision makers to aware of the
need for change and also provide the resources, expertise and collaborative framework
necessary to make such change. On the other hand, the exporters-distributors mechanistic
structures are those in which the classical supplier-dominated approach is strongly
adhered to without much collaboration. In contrast, under organic structures there is
greater flexibility, and a higher level of collaboration and coordination. The contingency
perspective proposed that if the structures that exporters utilized fit to their strategic
orientation, the export performance would be enhanced.
Empirical Studies on SMEs Export Channel Structure and Export Performance
In general, it would be expected that more channel intensity would generate more export
volume, make firm gain economy of scale and work at lower cost which may result
better export performance. However, a study to examined channel strategy of Hong
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Kong and Singaporean exporters found that there is no significant relationship between
channel intensity and export performance (Chan, 1992). Apart from channel intensity,
SME exporters have been labeled that they are suitable for indirect marketing (Merrilees
and Tiessen, 1999). However, recent studies found that multiple channels were found as
common ways in several industries (Chan, 1992, McNaughton, 2002). It was explained
that when firms have sufficient resources to afford direct methods of reaching their
overseas customers, they tended to utilize a larger number and type of channel
intermediaries. In contrast, a study examined export channel structure of British firms
who export to China market has concluded that market governance structure is better
option than relational structure or ownership structure at market entering stage (Li,
2002). Studies on hi-tech and knowledge- intensive firms found that small exporters tend
to use direct channel when important of service requirements is considered to be high
(McNaughton, 2001, McNaughton, 2002, Ramaseshan and Patton, 1994). However, a
study on small industrial product (water filtration) exporters found that they still prefer to
use indirect channel although the sale volume, as percentage of total sale, is high, which
contrast to the rule of thumb that direct channel should be employed (Ramaseshan and
Patton, 1994). In term of channel adaptation, a study found that small Canadian software
exporters were often switch from direct mode to multiple channels approach after
entering the market (Ramaseshan and Patton, 1994). Thus, at this point there is no
consensus on what export channel structure lead to better export performance and the
findings vary country-by-country and industry.
This research
Due to different channel selection paradigms and inconsistent findings among studies,
this research aim to examine relationship between export channel structure and export
performance of Thai SME electrical products exporters. In particular, this research aims
to test applicability of contingency approach on developing country, in particular
Thailand. Hypotheses to be tested were developed from related literature as follow:
H1: The degree of channel directness is positively related to export performance
H2: The degree of channel intensity is positively related to export performance
H3: The degree of fit between firm’s entrepreneurial orientation and channel structure is
positively related to export performance.
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H4: The degree of fit between market’s environment and channel structure is positively
related to export performance
Research Methodology
According to the research question, this study is an explanatory research that aims to
describe relevant aspects of the phenomena of interest from organizational and industryoriented perspective. The interested phenomenon is correlation between independent
variables, different channel structure and dependent variable, export performance. By its
nature, this research is a correlational study (Sekaran, 2000).
Data Collection
Populations for this research are electrical products SME exporters however, it is
impossible to get them all listed to collect the data. Then Thailand electrical products
exporters’ directory provided by export promotion department is the best proxy list of
population for this research. At 1st Nov 2004, the list shows that there are 448 companies
in this group. However, the list contains both SME and non-SME exporters then the first
filtering to classify non-SME out need to be done. Non-SME exporters were taken out
using number of employee and value of their asset. Moreover this research seek to get
information from sample who has experience in exporting more than 3 years then the
companies that registered after 2001 were taken out. After the filtering process, 337
companies remained. Self-administrative questionnaires were sent to presidents/CEO,
export managers or person in charge of the company’s exporting of those firms. Selfadministered questionnaire is selected as data-collecting tool for this study because of its
versatility, relatively cheap and cover large dispersion of sample (Zikmund, 2000).
Content and scales used in the questionnaire are taken from related literature (Chan,
1992, Kim, 1998, Cadogan et al., 2003, Yeoh and Jeong, 1995). Although the measures
were taken from the relevant literature however, some new measures that considered to
be fit with Thai setting were employed. In order to test validity of the instrument, a pilot
survey with 10 exporters were conducted. After the follow up process, 119 usable
questionnaires were returned.
Data Analysis
Multiple regressions technique are undertaken to analyze the data. Justifications for
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selecting the multiple regression technique are twofold. Firstly, this technique allows for
the simultaneous investigation of the effect of two or more independent variables on a
single interval-scaled dependent variable (Zikmund, 2000). Secondly, it is the most
popular analytical approach adopted by researchers in identifying the determinants of
export performance (Zou and Stan, 1998).
Note: The data analysis is in progress then no further information beyond this sector
provided.
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