ENTRANCE LEVEL BUSINESS STRATEGIES IN EXPORT FOR BEGINNER EXPORTERS: A FIELD STUDY IN TURKEY

Yıl 2021, Cilt: 13 Sayı: 1, 84 - 90, 30.07.2021

Duygu Hıdıroglu

https://doi.org/10.17261/Pressacademia.2021.1427

Öz

Purpose- This study aims to guide companies that decide to start and improve their exports in current period. In the study, how exporting companies, especially SMEs, decide on the markets they should focus on in the new period, and which institutions and organizations can obtain the most accurate information to exporters while doing market research are discussed.
Methodology- The world economy is experiencing more and more global trade wars. This chaotic situation is both an opportunity and a risk for Turkey. The trade wars, which broke out as giant economies such as the USA, China and the EU raised their customs walls, have now greatly affected many countries, including Turkey. Therefore, exports have become more important than ever for Turkish companies, like many international companies that have a desire to take a place in global trade and try to overcome the stagnation that is slowly emerging in the domestic market. In this study, how to reach accurate information about potential customers and existing customers and what specifications should exporters pay attention while begining exportation are mentioned. Further, the study is concluded by giving vital clues about which business strategies and action plans should be applied to become successful in the early stage of exportation facilities
Findings- The beginner exporters in Turkey should prepare a separate export plan for each country and each market. In today’s business world, marketing and sales are generally accepted as the same concept but that is actually wrong. Sales is not totally marketing but is a part of marketing. Therefore, the export plan should include more than advertising and selling strategies (Roy and Banerjee, 2012: 161-163). A successful export plan should include stages such as market research, product development, foreing trade and customs regulations, export strategy, pricing, payment, shipping methods, logistics and distribution, financing, after-sales strategy, export forecasts and implementation plan. One of the biggest factors in the development of e-commerce in Turkey is the development of logistics infrastructure. This development has encouraged to produce logistics solutions different from classical retail in order to meet the variable demands of consumers and to provide short delivery to different points worldwide. Turkey; has a very important position in terms of both its regional location and product variety. Considering Turkey's dynamic characteristics, production and infrastructure, it is inevitable that cross-border online sales figures are not yet at the desired level, but with the support of SMEs and individual entrepreneurs, it will become an e-export base in a short time.
Conclusion- In summary, before an exporters first enter a new market, the exporter should determine what has happened in that market before and what should be defined as a business target for the future. Besides the exporter should also decide what is required to achieve this business target and should determine the right methods to achieve business goals. Besides, having realistic and actionable goals is important. Every member of the company should be aware of business goals and support strategic business plans. The exporter should check the exportation progress towards business goals and stick to strategic plans as much as possible.

Anahtar Kelimeler

Turkish export, business strategies, beginner exporters, entrance level export

Kaynakça

• Aho, M. (2015). A tool for organizations to quickly assess growth potential in foreign markets: Internationalization and the HS code.1-73.
• Alıcı, A. A., & Ucal, M. Ş. (2003). Foreign direct investment, exports and output growth of Turkey: Causality analysis. In European Trade Study Group (ETSG) fifth annual conference, Madrid. 11-13.
• Alrubaiee, L., Alshaibi, H., & Al-bayati, Y. (2012). Relationship between B2B e-commerce benefits, e-marketplace usage and supply chain management. Global Journal of Management and Business Research, 12(9), 22-26.
• Atli, A. (2011). Businessmen as Diplomats: The Role of Business Associations in Turkey's Foreign Economic Policy. Insight Turkey, 13(1), 109-128.
• Berger, H., & Nitsch, V. (2008). Gotcha! A profile of smuggling in international trade. Berger, Helge and Nitsch, Volker, Gotcha! A Profile of Smuggling in International Trade (November 2008). CESifo Working Paper Series No. 2475, Available at SSRN: https://ssrn.com/abstract=1310068.1-32.
• Colakoglu, S. (2015). Dynamics of Sino–Turkish Relations: A Turkish Perspective. East Asia, 32(1), 7-23.
• Ding, L., Fan, Z., & Chen, D. (2015). Auto-categorization of HS code using background net approach. Procedia Computer Science, 60, 1462-1471.
• Ege, A., & Ege, A. Y. (2017). The Turkish economy and the challenge of technology: a trade perspective. New Perspectives on Turkey, 57, 31-60.
• Exporters’Assembly Turkish. (2016). Economy and Foreign Trade Report. 1-146.
• Gençtürk, E. F., & Kotabe, M. (2001). The effect of export assistance program usage on export performance: a contingency explanation. Journal of international marketing, 9(2), 51-72.
• He, X., Brouthers, K. D., & Filatotchev, I. (2013). Resource-based and institutional perspectives on export channel selection and export performance. Journal of Management, 39(1), 27-47.
• Hultman, M., Katsikeas, C. S., & Robson, M. J. (2011). Export promotion strategy and performance: the role of international experience. Journal of international marketing, 19(4), 17-39.
• Iankova, S., Davies, I., Archer-Brown, C., Marder, B., & Yau, A. (2019). A comparison of social media marketing between B2B, B2C and mixed business models. Industrial Marketing Management, 81, 169-179.
• IGEME. (2021). https://igeme.com.tr/hakkimizda/
• Kester, T. J. (2011). Coaching for export success. In International Trade Forum, International Trade Centre. 2 (1), 32.
• Miao, Y., Du, R., Li, J., & Westland, J. C. (2019). A two-sided matching model in the context of B2B export cross-border e-commerce. Electronic Commerce Research, 19(4), 841-861.
• Ouyang, J. (2016). Import Competition and Export Dual Margins of Multi-Product Firms. Open Journal of Social Sciences, 4(04), 92.
• Pyper, K., Doherty, A. M., Gounaris, S., & Wilson, A. (2019). Investigating international strategic brand management and export performance outcomes in the B2B context. International Marketing Review.37(1), 98-129.
• Roy, D., & Banerjee, S. (2012). Strategic branding roadmap for SMEs operating in business‐to‐business sector: A study on Indian auto component sector. Journal of Research in Marketing and Entrepreneurship.14 (2), 142-163.
• Savrul, M., Incekara, A., & Sener, S. (2014). The potential of e-commerce for SMEs in a globalizing business environment. Procedia-Social and Behavioral Sciences, 150, 35-45.
• Täuscher, K., & Laudien, S. M. (2018). Understanding platform business models: A mixed methods study of marketplaces. European Management Journal, 36(3), 319-329.
• Tür, Ö. (2011). Economic relations with the middle east under the AKP—trade, business community and reintegration with neighboring zones. Turkish Studies, 12(4), 589-602.
• Wang, Y., Jia, F., Schoenherr, T., & Gong, Y. (2018). Supply chain-based business model innovation: the case of a cross-border E-commerce company. Sustainability, 10(12), 4362.
• Zainuddin, Z., Sinaga, B. M., Hartoyo, S., & Erwidodo, E. (2019). Assessing Market Power, Impact of Import Tariff Reductions and Weakening Demand for Rubber Products (HS code 4011) in the Australian Market. International Journal of Economics and Financial Issues, 9(2), 59