THEexport function makes heavy demands on management. Compared with selling on the home market, the managerial activities involved in selling to perhaps a dozen or more overseas markets (each with its distinct social, geographical and commercial characteristics requiring separate investigation and separate marketing plans) are clearly more complex. Information about these markets may be hard to come by and their potential for the firmâs products difficult to assess. The problems of day-to-day administration of exporting are comparable to those involved in policy making. The export organization within the firm requires the active cooperation of other sections, for example of design for the development of new styles to satisfy overseas customers; of production for the making of samples and the fitting in to schedules of export orders (often presenting problems of machine changes for short runs and inconvenient delivery dates); of the accounting department to handle complex credit arrangements for foreign customers and the documentation of overseas payment; and of.the office to handle overseas orders, correspondence in foreign languages and the more numerous and lengthy export invoices and other documents. In view of the problems it presents and its often stressed importance to the national economy, it is surprising
Journal of Management Studies – Wiley
Published: Mar 1, 1964
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