Da Export Manager a International Business Developeer nelle PMI del sistema arredo

This article focuses on the entry mode choice and argues that previous studies have paid too much attention to the managerial issue of selecting between exporting, FDI and strategic alliances. Another recurring key message in theoretical and managerial publications is that there is a natural evolution in entry modes: as the knowledge platform is enriched with the experience in a specific market, the initial indirect export may move to a more direct presence on the territory (e.g. direct export, FDI, strategic alliances). Let’s say to higher-commitment modes of operation in foreign markets. Export is just a first and temporary step. In contrast to studies that treat exporting as a homogeneous strategy, this article demonstrates that distinct export behaviors exist and indicates the major design variables of those export archetypes. Furthermore we show which export models promise higher export performance. Our research data on the Italian furniture industry shows that at least four different export archetypes can be distinguished based on where decisions (home vs. foreign markets) are taken and the orientation of decision making (opportunistic vs. strategic)