Portage commercial et PMI exportatrice : nature et déterminants de la création de valeur

Abstract

L’objet de cet article est de définir les intérêts stratégiques de l’accord de portage commercial pour la PMI exportatrice ainsi que les facteurs de succès de la coopération. Dans un premier temps, nous tenterons d’élaborer une définition du portage commercial à partir des travaux réalisés en matière de coopération symbiotique et des informations obtenues lors de nos entretiens exploratoires. Dans un deuxième temps, nous analyserons en termes de flexibilité les avantages stratégiques d’un tel partenariat pour la PMI exportatrice. Enfin, nous nous attacherons aux déterminants de la valeur partenariale.The aim of this article is to identify the strategic interests of piggyback agreement for the exporting SMI and the success factors of cooperation. First of all, we try to develop a definition of piggyback from works realized as regards symbiotic cooperation and piece of information we obtained during our exploratory interviews. Then, we analyse through the concept of flexibility the strategic advantages of such a cooperation for the exporting SMI. Lastly, we study the determinants of relationship value.El fin de este articulo es de identificar los intereses estratégicos del acuerdo de piggyback por la pequeña y mediana industria exportadora y los factores de éxito de la cooperación. En primer lugar, tentaremos de elaborar una definición del piggyback a partir de los trabajos realizados en materia de cooperación simbiotica y de las informaciónes obtenidas durante nuestras entrevistas exploratorias. En secundo lugar, analizaremos a través del concepto de flexibilidad las ventajas estratégicas de tal cooperación por la pequeña y mediana industria exportadora. Por último, estudiaremos los determinantes del valor cooperativo.Der Gegenstand dieses Artikels besteht darin, die strategischen Interessen des Handelslieferungsabkommens für den Export kleiner und mittlerer Industrieuntern-ehmen sowie die Faktoren der Erfolge der Zusammenarbeit zu identifizieren. In einer ersten Phase werden wir auf der Grundlage der realisierten Arbeiten versuchen, eine Definition der Handelslieferungen auszuarbeiten, die eine partner-schaftiche Zusammenarbeit kennzeichnen. In einer zweiten Stufe werden wir die strategischen Vorteile einer solchen Partnerschaft für die exportierenden kleinen und mittleren Industrieunternehmen analysieren – alles aus dem Blickwinkel der Flexibilität. Schließlich werden wir uns um die Bestimmungsfaktoren des partnerschaftlichen Wertes bemühen

Partnerships between SMEs and MNEs on Foreign Industrial Markets: A Strategy to Reduce the Liability of Foreignness

“…This specific form of interorganizational cooperation has been the subject of various works: one thus speaks indifferently of "co-marketing alliances" (Bucklin & Sengupta, 1993), of "selling alliances" (Brock Brock Smith & Barclay, 1997), or even of "lateral partnerships" (Morgan & Hunt, 1994). The piggyback arrangement is a form of symbiotic marketing owing to the absence of the input/output link between the partners (Bueno Merino, 2003). As opposed to the relations between a sub-contractor and a contractor (i.e.…”

“…Such a liability can be overcome by the development of sustainable competitive advantages which are linked to the possession of unique assets (Zaheer, 1995). In order to illustrate our view, we will consider the case of piggyback arrangements, which are international distribution agreements concluded between some exporting innovative SMEs and the business subsidiaries of large industrial groups (Bueno Merino, 2003). Our study, carried out on the French market, is based on the conduction of exploratory interviews enabling a deep analysis of the specificities of such partnerships.…”

“…This combination of complementary products within a single industrial offer leads to a wider satisfaction of the requirements of the local clientele than through the sales of separate products. The MNE thus increases the perceived value of its industrial offer and therefore its business negotiation capacity (Bueno Merino, 2003).…”