Suchergebnisse

Purpose
– This paper aims to examine how three firms set up distribution networks in China and India. The authors highlight the criticalities in this process and the modifications necessary to adapt the firms' distribution networks to the local conditions of both markets. Firms entering emerging markets (EMs) must deal with specific business and environmental conditions that can jeopardise their ability to succeed. The establishment of a proper distribution network is among the most pressing priorities for entering firms.


Design/methodology/approach
– The case study approach was used to analyse three European firms in the furniture sector.


Findings
– The results show that several adaptations of already-tested solutions were necessary to cope with the specificities of both markets. Such adaptations differently involved the three layers that form the firms' distribution network: actors, activities and resources. Theoretical and managerial implications are derived from the results.


Research limitations/implications
– This paper considers only three firms, which belong to the same sector and target a similar market segment (the high-end market). Therefore, the conclusions can be generalised only under certain conditions.


Originality/value
– This paper contributes to the development of international marketing literature by specifically studying distribution networks in EM contexts.

Purpose
By applying the logic of the resource-based view and process-based internationalisation theory, this study aims to provide a better understanding of the effects of product innovation capability on the export scope of firms based in developing countries and the role of export experience as a facilitating mechanism.


Design/methodology/approach
Using survey data obtained from three developing countries, two main research hypotheses were empirically tested: a quadratic relationship exists between product innovation capability and export scope and export experience has a moderating effect in this relationship.


Findings
Product innovation capability and export scope have a U-shaped relationship, and export experience exerts a moderating effect. The greater the export experience is, the more the relationship between product innovation and export scope changes, taking on a more inverted U-shaped form.


Practical implications
Firms based in developing countries need to catch-up on innovation capabilities before being able to succeed in international markets. Managers must be aware that initial investments in product innovation could not pay off immediately and that significant additional efforts might be needed to obtain noteworthy results in terms of international expansion.


Originality/value
This study is among the first to focus on the curvilinear relationship between product innovation capability and export scope for firms based in developing countries while accounting for the moderating role of firms' export experience.