Purpose

This paper aims to explore different strategic avenues in international markets. In particular, the authors investigate the role of four marketing tactics – marketing network, domestic network, standardization/adaptation and positioning. The authors aim at identifying optimal use of these strategic vehicles to achieve firm performance.

Design/methodology/approach

The authors construct a database of 132 Norwegian exporters and identify, through cluster analysis, three different categories of firms. They use multi-group analysis to explore strategy–performance pattern in each group.

Findings

All four strategic levers impact positively on the performance, but only two of them (marketing networks and positioning) with major impact. Standardization and domestic networks play a minor role. Based on these strategic levers, the authors identify three strategic groups (opportunists, networks seekers and global marketers) with different optimal export strategy patterns. The authors argue that these groups represent firms in different stages, epitomizing a learning process in three stages.

Research limitations/implications

A broader perspective of strategy variables should be included to get a more complete picture of the “optimal” model for different groups of exporters. Other marketing mix factors and the firm’s stance toward governance in international markets (operation modes) should therefore be included in the repertoire of strategy drivers determining group membership and to analyse their pattern.

Practical implications

Opportunists are advised to focus on positioning through domestic network relations; network seekers should concentrate on building marketing networks. Global marketers may carry out standardization strategies – preferably in collaboration with their marketing partners in export markets. For the two other groups, there is no evidence that speak in favour of such approach, nor for its counterpart, adaptation. For export promotion agencies, the authors suggest enhanced support to establish network partners.

Originality/value

The authors introduce strategic levers not yet explored in the export literature. Furthermore, they use a contingency causal approach to explain differences in strategy development (in international markets) and the link with performance.

中文翻译：

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国际营销战略模式

目的

本文旨在探索国际市场的不同战略途径。特别是，作者研究了四种营销策略的作用——营销网络、国内网络、标准化/适应和定位。作者旨在确定这些战略工具的最佳使用，以实现公司绩效。

设计/方法/方法

作者构建了一个包含 132 家挪威出口商的数据库，并通过聚类分析确定了三种不同类别的公司。他们使用多组分析来探索每个组的策略-绩效模式。

发现

所有四个战略杠杆都对绩效产生积极影响，但其中只有两个（营销网络和定位）具有重大影响。标准化和国内网络起次要作用。基于这些战略杠杆，作者确定了具有不同最佳出口战略模式的三个战略群体（机会主义者、网络寻求者和全球营销者）。作者认为，这些群体代表了不同阶段的公司，体现了三个阶段的学习过程。

研究限制/影响

应包括更广泛的战略变量视角，以更全面地了解不同出口商群体的“最佳”模型。因此，其他营销组合因素和公司对国际市场治理（运营模式）的立场应包括在确定集团成员资格的战略驱动因素中，并分析其模式。

实际影响

建议投机者通过国内网络关系重点定位；网络寻求者应该专注于建立营销网络。全球营销人员可以实施标准化战略——最好与他们在出口市场的营销伙伴合作。对于另外两个群体，没有证据支持这种方法，也没有证据支持其对应的适应方法。对于出口促进机构，作者建议加强支持建立网络合作伙伴。

原创性/价值

作者介绍了出口文献中尚未探索的战略杠杆。此外，他们使用权变因果方法来解释战略发展（在国际市场中）的差异以及与绩效的联系。