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|The international competetiveness
of New Zealand Service Providers
|Authors: Vivienne Shaw & Vincent
|Published by: Department of Marketing,
University of Otago, 2002
This report presents the findings of a study of successful
international marketing strategies of New Zealand service
providers. A mail survey of 123 New Zealand services firms
has identified a number of major differences which distinguish
successful exporters from their less successful counterparts.
Successful services exporters are found to have significantly
higher levels of commitment to their overseas markets. This
is demonstrated by their higher levels of investment in all
aspects of their international business. Top performing international
service providers have made a clear decision to internationalise
and have put a deliberate strategy in place to achieve this.
Overseas markets are important to their continued success
as they recognize the opportunities that internationalization
offers them. Successful companies perceive fewer barriers
to doing business overseas and have a strong international
orientation with a desire to continue growing their overseas
Less successful New Zealand services exporters by comparison
have very little commitment to their overseas customers. New
Zealand is their most important market and they consider international
markets to be just incidental to their business. The level
of investment they make internationally is significantly lower
than that of successful international service providers and
in many cases there appears to be little real interest in
developing their international operations further.
Firms of all sizes and in every service sector are found amongst
the top performers which demonstrates that size is not a barrier
to international success.
The study develops a typology of six international service
providers - Committed Internationalisers, Risk-averse Internationalisers,
Ambitious Internationalisers, Adaptors, Disinterested Internationalisers
and Reluctant Internationalisers. Each of these clusters is
profiled and the differences between them are analysed. Finally
managerial implications are presented.
This report should be available on request from Department
of Marketing, University of Otago, P O Box 56, Dunedin