Selecting foreign distributors: An expert systems approach

Çavuşgil, S. Tamer; Yeoh, Poh‐Lin; Mitri, Michel

doi:10.1016/0019-8501(95)00013-z

Cited by 58 publications

(47 citation statements)

References 5 publications

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“…Muralidharan et al [11] defined nine criteria to select good suppliers for achieving business efficiency. Cavusgil et al [14] noted that distributor selection is a very important strategy for an international production-distribution system and showed that 35 criteria are grouped into five major dimensions (financial and company strengths, product factors, marketing skills, commitment, and facilitating factors).…”

Section: Literature Reviewmentioning

confidence: 99%

Virtual integration with a multi-criteria partner selection model for the multi-echelon manufacturing system

Sha

2004

Int J Adv Manuf Technol

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Virtual integration (VI) offers a way to make manufacturing systems more agile and competitive. VI integrates the production resources of many manufacturing systems (partners) efficiently, and that leads to a rapid response to market changes. Based on the VI concept these partners throughout the world will form a virtual enterprise (VE). Thus to select partners is the essential and the most important issue. The main objective of this paper is to develop a partner selection and productiondistribution planning with the novel partner selection model, based on the analytic hierarchy process (AHP) methodology, multi-attribute utility theory (MAUT) and integer programming (IP), for the VI with multiple criteria. The AHP and MAUT methods are use to assess and set weights for each partner candidate and the IP model applies these weights to find the optimal partners from the potential ones and provide the suitable production-distribution plan to the elective partners. Finally, a case study has been provided to substantiate a feasible quality solution of the proposed model.

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Section: Literature Reviewmentioning

confidence: 99%

Virtual integration with a multi-criteria partner selection model for the multi-echelon manufacturing system

Sha

2004

Int J Adv Manuf Technol

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“…(Meixell and Gargeya 2005) Non-tariff trade barriers (Meixell and Gargeya 2005) Currency exchange rate (Meixell and Gargeya 2005) Corporate income tax (Meixell and Gargeya 2005) Global scope (Vaidyanathan 2005) Participation in trade fairs (Cavusgil et al 1995) Member in trade associations (Cavusgil et al 1995) Working experience with other exporters (Cavusgil et al 1995) Knowledge of US business (Cavusgil et al 1995) Proficiency in English (Cavusgil et al 1995) (…”

Section: Appendix Amentioning

confidence: 99%

DSS for 3PL provider selection in global supply chain: combining the multi-objective optimization model with experts’ opinions

Wong

2010

J Intell Manuf

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To provide selections of logistics outsourcing providers in a global supply chain, this paper proposes a decision support system (DSS), based on fuzzy analytic network process (FANP) and preemptive fuzzy integer goal programming (PFIGP). For decision-makers, a suitable method for selecting third-party logistics (3PL) is critical under the trends of globalization and specialization. The proposed DSS for 3PL provider selection takes into consideration flexible resource and interactions among providers. When applying multiple attribute decision-making (MADM) to selection of 3PL providers, it is difficult for decision-makers to determine the feasible solution domain under limited resources, especially if the decision problems are NP-complete. Moreover, traditional mathematical programming does not incorporate experts' evaluation of providers. This paper employs FANP to obtain experts' scores of the providers, and then integrates the scores into PFIGP to facilitate selection of a 3PL provider with flexible resources. Finally, this paper uses genetic algorithms to solve the PFIGP. An illustrative example is also given to demonstrate such DSS. The test result shows that the degree of providers' interaction affects the final weight of FANP.

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“…One of the first decisions in internationalization process is represented by the choice between the firm's own channels of distribution and independent foreign distributors (Alon & Jaffe, 2012;Cavusgil, Yeoh, & Mitri, 1995). The former allows to control marketing activities, whereas the latter represents a low-cost market entry mode.…”

Section: The Internationalization Processmentioning

confidence: 99%

“…In order to effectively operate in foreign markets, it is important to choose distributors that produce and/or trade the same product line, however sometimes manufactures find that their distributor can represent a competitor (Cavusgil et al, 1995). Usually, internationalization operations are initiated in markets 3 characterized by a reduced psychic distance, which includes all the factors that prevent or disturb the flows of information between firm and market (Johanson & WiedersheimPaul, 1975), causing a "liability of foreignness".…”

Section: The Internationalization Processmentioning

confidence: 99%

Do Distributors Really Know the Product? Approaching Emerging Markets Through Exports

Checchinato¹,

Vescovi³

2014

Global Marketing Conference Proceeding

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Abstract. Exports represent an entry mode into international markets that is less risky than more direct strategies, therefore it particularly fits SMEs (small-medium enterprises) that generally have a few resources to invest. In the case of emerging markets because of the high psychic distance, SMEs tend to rely on their distributors for the business operations in the new market. However, although this type of intermediary allows the access to the foreign distribution channel that is particularly complex in countries such as China, it can limit the market control and in some cases, the product expansion. Based on a qualitative research consisting of interviews and secondary data, we present two original case studies of Italian firms operating in the Chinese market. It is shown that in emerging markets, since distributors do not really analyze and know consumer expectations and behaviors, they may represent a barrier in the knowledge accumulation of foreign products in the new market. Managerial implications are discussed on the extent to which SMEs are not able to replicate marketing strategies used in other countries, but they should define a clear strategy that involves their distributors in the process of knowledge accumulation and brand value creation in the foreign market.

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Selecting foreign distributors: An expert systems approach

Cited by 58 publications

References 5 publications

Virtual integration with a multi-criteria partner selection model for the multi-echelon manufacturing system

Virtual integration with a multi-criteria partner selection model for the multi-echelon manufacturing system

DSS for 3PL provider selection in global supply chain: combining the multi-objective optimization model with experts’ opinions

Do Distributors Really Know the Product? Approaching Emerging Markets Through Exports

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