Pricing to manage export channel relationships

Obadia, Claude; Stöttinger, Barbara

doi:10.1016/j.ibusrev.2014.08.005

Cited by 14 publications

(44 citation statements)

References 47 publications

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“…Knowing the export‐related procedures assists managers in improving their decision‐making process (Spence & Crick, ) and developing their business strategies more effectively (Ling‐Yee, ). Turning to the marketing capabilities, the results are also in line with several previous studies (Kaleka, ; Obadia & Stöttinger, ; Zou et al, ). Effectively gathering information regarding foreign markets allows exporters to successfully predict and react to changes in the complex and competitive international environment (Sousa et al, ).…”

Section: Discussionsupporting

confidence: 91%

“…Marketing capabilities in general could be a source of low‐cost and branding advantages that would confer the firm a competitive advantage over its competitors (Zou, Fang, & Zhao, ). Competencies in the form of informational capabilities (Ibeh & Young, ; Kaleka, ), pricing capabilities (Obadia & Stöttinger, ), promotion (Díez‐Vial & Fernández‐Olmos, ; Styles & Ambler, ), and advertising capabilities (Serra, Pointon, & Abdou, ) were all found to have a positive influence on export performance. Adapting marketing strategies to foreign markets’ requirements allows firms to satisfy customer requirements in export markets (Azar & Drogendijk, ).…”

Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

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Internal and external determinants of export performance: Insights from Algeria

Haddoud

Nowiński²,

Jones

et al. 2018

Thunderbird Intl Bus Rev

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The internationalization of small and medium-sized enterprises (SMEs) has been the focus of numerous studies. However, while the attention has thus far been on SMEs operating in developed countries, firms evolving in a developing context, including Africa, have been largely neglected. To address this, and drawing on a dual resources-based and network-based view, this study simultaneously investigates the importance of internal and external resources for firms' export performance and regularity in the context of North African SMEs. Using a sample of Algerian exporters, the study reveals the superiority of discrete resources for boosting export performance and export regularity. These findings provide directions to Algerian SME managers and policymakers as to important factors driving the internationalization process in the developing Algerian context. K E Y W O R D SAlgeria, export performance, export regularity, resources and capabilities

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Section: Discussionsupporting

confidence: 91%

Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

Internal and external determinants of export performance: Insights from Algeria

Haddoud

Nowiński²,

Jones

et al. 2018

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

show abstract

“…Prices in online markets have been found to change faster than in traditional stores, including a higher pass-through of exchange-rate fluctuations (Gorodnichenko & Talavera, 2016), but online distribution channels greatly increase price transparency, which leads to reduced price differentials between countries and a global standardization of prices (Gorodnichenko & Talavera, 2016). Thereto, exporting companies have been found to experience greater rates of success depending on the relationships and partnerships formed with importers (Obadia & Stöttinger, 2015). Exporters can increase the performance of their importers (or local distributors) through their pricing strategies, especially by allowing higher margins or other incentive schemes.…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

“…These distributors need to be incentivized to sell the products of the exporter. According to the SMEs, the main motivator to increase sales revenues is financial incentives (Obadia & Stöttinger, 2015), like a commission or a mark-up, which is paid out as soon as the client was acquired. Therefore, our case study firms adapt their price-setting strategies, practices and models to facilitate a successful collaboration and to avoid a prefinancing of acquisition cost.…”

Section: Differences In the Selection Of Price-setting Strategies Prmentioning

confidence: 99%

International Pricing Strategies for Born-Global Firms

Neubert¹

2017

CEBR

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This paper aims to understand how born global firms develop their international pricing strategies, practices, and models. It aims to expand the study of international entrepreneurship and born global firms by including a broader and deeper range of pricing aspects than is normally found in the international entrepreneurship and pricing literature. The paper opted for a multiple casestudy research design using different sources of evidence, including four in-depth interviews with CEOs of born global firms. The case-study firms were selected using a purposive selection method. The theoretical framework of Ingenbleek, Frambach & Verhallen is used. The results suggest that successful leaders act as 'integrating forces' on two levels: by applying a structured and disciplined price-setting process with regular reviews and by mediating between corporate financial goals and the local market reality. The results support the claim that policy makers should offer insights, training and financial support to give promising born global firms the possibility to select the most efficient international pricing models and strategies. The results are relevant for entrepreneurs to understand the importance of efficient price-modelling processes and the influence of the different price strategies and price models on financial results and sales revenues.

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“…Due to the impact of pricing strategies on corporate valuation (Cohen & Neubert, 2019) and the possibility to gain a short-term competitive advantage (Lowe & Alpert, 2010), price innovations are frequent as well as the use of dynamic pricing systems based on data analytics (Sharda, 2018). A good example is the gaming and sharing economy industry (Obadia & Stöttinger, 2015), the medtech industry (Gousgounis & Neubert, 2019), airlines (Sharda, 2018), and IT firms (Cohen & Neubert, 2019) with the purpose of improving profits and customer satisfaction (Hinterhuber & Liozu, 2014). The before-mentioned authors and especially Neubert (2017) call for further research about pricing decisions of high-tech firms.…”

Section: Introductionmentioning

confidence: 99%

Pricing Decisions of FinTech Firms

Neubert¹

2020

IJMS

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The purpose of this study is to analyze the pricing strategies of French FinTech Firms (FFFs) using quantitative descriptive and correlational research methods. Based on a representative sample of 246 FFF, the study provided consistent support for the hypotheses, which argues that FFFs with high price-setting power may implement a combination of the price-setting strategy (PSS) “skimming” and the price-setting practice (PSP) “value-informed”. FFFs applying “market-based” PSSs tend to use “competition-informed” PSP preferring “pay-per-use” price-setting model (PSM). Whilst FFFs who apply “penetration” PSS tend to use “cost-informed” PSP and “pay-per-use” PSM. The findings support founders and senior management in their pricing decisions. This paper contributes to the existing literature on pricing strategies of early-stage high-tech companies. There is a need for further research about the change of pricing strategies during the lifecycle of a firm using for example a longitudinal quantitative study.

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Pricing to manage export channel relationships

Cited by 14 publications

References 47 publications

Internal and external determinants of export performance: Insights from Algeria

Internal and external determinants of export performance: Insights from Algeria

International Pricing Strategies for Born-Global Firms

Pricing Decisions of FinTech Firms

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