ACTIVIDAD DE APRENDIZAJE 10 1

EXPORT AND/OR IMPORT

YULI YESSENIA MARTINEZ BUSTOS

SERVICIO DE APRENDIZAJE NACIONAL SENA

NEGOCIACION INTERNACIONAL FORMACION VIRTUAL

CUCUTA- NORTE DE SANTANDER 2019

 ACTIVIDAD DE APRENDIZAJE 10 2

Leer, comprender y traducir un texto relacionado con exportación e importación de productos, es

una gran habilidad para ser aplicada en cualquier empresa, aquellas personas que la poseen,

tienen mejores oportunidades de trabajo con compañías multinacionales.

Con la finalidad de que transfiera lo aprendido hasta el momento sobre el manejo del inglés,

desarrolle a través de un documento escrito lo siguiente:

Seleccione un artículo en inglés que haya llamado su atención y que su tema principal sea

sobre exportación y/o importación.

20th International Scientific Conference Economics and Management - 2015 (ICEM-2015)

Export price: how to make it more competitive

Gabriele Snieskiene,*, Akvile Cibinskiene

Kaunas University of Technology, K Donelacio g. 73, Kaunas LT-44239, Lithuania

Abstract

The main purpose of this paper is to identify the key factors that enhance price competitiveness

in export markets. Export price setting is a crucial managerial decision determining the ability to

compete in foreign markets.

 ACTIVIDAD DE APRENDIZAJE 10 3

Export price competitiveness depends on a comprehensive identification of environmental

factors and a congruence of pricing decisions and actions by the company. Competitive export

price should be flexible and change over time due to external and internal environmental

conditions. Based on the reviewed and examined scientific research findings, the article

establishes the most important environmental factors that have an impact on price

competitiveness in export markets. Their probable effect on export pricing decisions has been

discussed in the article.

Scientific studies on export pricing practices are collected and reviewed. The research methods

used in the article are systemic and comparative scientific literature analysis.

 2015 The Authors. Published by Elsevier Ltd. This is an open access article under the CC

BY-NC-ND license

Peer-review under responsibility of Kaunas University of Technology, School of Economics and

Business

Keywords: Export pricing; External factors; Internal factors; Export experience; Competitive

intensity.

Introduction

Price is one of the most important factors of the competitive situation, which has a direct impact

on the exporting company's sales and profitability. Price is also the most flexible element of the

marketing mix which can be quickly adapted to environmental changes. Moreover, the

consequences of price changes are more direct and immediate than those of any other marketing

mix instrument, as they result in subsequent customer and, in most cases, competitor reactions
 ACTIVIDAD DE APRENDIZAJE 10 4

(Stöttinger, 2001). Kohli and Suri (2011) argue that pricing is a creative exercise in math and

behavioural psychology. Furthermore, even minor fluctuations in pricing can have a significant

impact on both, revenues and profitability.

Many researchers agree that price can be the easiest and the fastest way to increase

competitiveness (Hinterhuber & Liozu, 2014; Obadia & Stöttinger, 2015; Dolgui & Proth, 2010).

Smith, Sinha, Lancioni and Forman (1999) state that pricing is the dominant competitive

weapon. The results of Hinterhuber and Liozu (2014) research show that companies which

implement innovation to their pricing activities significantly outperform their competitors. It

shows that innovation in pricing may be a company's most powerful source of competitive

advantage.

However, pricing decisions can be complicated because of the uncertainties associated with

today's dynamic environments. Nowadays traditional price strategies are changing very rapidly,

sometimes evolving into dynamic and complex pricing policies aimed at dealing with the new

environment and the competition (Narangajavana, Garrigos-Simon, Garcia, & Forgas-Coll,

2014). This is especially true for export pricing which is confronted with additional

environmental factors. Obadia (2013) states that setting appropriate export prices is crucial to a

company's economic performance, but it is also highly demanding because of the complexity and

wealth of influential factors.

In order to set a more competitive export price it is not enough to rely only on fundamental

knowledge of pricing, previous experience, and intuition. This requires reliable and

comprehensive information about influencing environmental factors. Only a detailed analysis of

these factors and competent interpretation of their impact allows to increase the efficiency of
 ACTIVIDAD DE APRENDIZAJE 10 5

export pricing decisions. By contrast, the inability to respond to environmental considerations

fairly quickly may also contribute to pricing errors that affect the company's performance

adversely (Iyer, Xiao, Sharma, & Nicholson, 2015). Changes in the environment require new

solutions, and export pricing decisions should be regularly reviewed, monitored and adjusted

under the necessity.

In addition to the lack of information and the risk faced by the exporter, researchers point out

such export pricing related issues: heightened competition, different trade customs,

documentation, language barriers, bureaucracy, gray market activities, longer terms of payment,

volatile exchange rates and other legal, institutional and cultural barriers (Myers, Cavusgil, &

Diamantopoulos, 2002; Solberg, Stöttinger, & Yaprak, 2006; Navarro, Losada, Ruzo, & Diez,

2010). Also the theoretical and practical issues of export pricing have been analyzed by Obadia

(2013; 2015), Stöttinger (2001; 2006; 2015), Sousa and Bradley (2009), Tzokas, Hart,

Argouslidis and Saren (2000), Tan and Sousa (2011), Argouslidis and Indounas (2010).

Despite the fact that environmental factors impact on export price competitiveness is emphasized

in many scientists works, however a comprehensive identification of the most significant

determinants, evaluation of their influence that allows to increase the competitiveness of pricing,

is missing.

The main purpose of the paper is to identify the key factors that enhance price competitiveness in

export markets.

The article complements and expands scientific studies on export pricing practices.

Scientific studies on export pricing practices are collected and reviewed. The research methods

used in the article are systemic and comparative scientific literature analysis.
 ACTIVIDAD DE APRENDIZAJE 10 6

Export price setting should be approached at two different levels – the external and the internal –

and both of them must be taken into account. In the next sections we discuss the main factors of

external and internal environments which have the strongest impact on competitive export price

setting.

1. External environmental determinants influencing export price competitiveness

Export pricing has to respond effectively to the contingencies in the external environment. Iyer et

al. (2015) state that pricing is a decision that needs to be continuously examined and frequently

adjusted, consequently pricing calls for detailed information on the environment as well as

information on the impacts of prices on the company's marginal profits. According to Smith et al.

(1999) pricing in today's competitive markets is a difficult task because the fluctuations in prices

and the quick reactions by competitors to any price moves by large companies has made it

difficult to establish consistent long-term pricing policies. Rusetski (2014) argues that “the

complexity of pricing decisions and time pressures that often accompany them, prompt the need

for fast, simplified decision algorithms“. Easier access to information for customers and the

increasing dynamism of the environment have transformed the basis of competitiveness and have

led to a fact that one of the most critical elements for companies becomes the ability to set and

manage pricing strategies in order to deal with these new situations. This is especially true for

companies active in highly dynamic and “hyper-competitive” industries (Narangajavana et al.,

2014).

An integral part of external environment factors analysis is evaluation of exchange rate

fluctuations and inflation (Tan & Sousa, 2011; Forman & Hunt, 2005; Myers et al., 2002;

Stöttinger, 2001). The choice of currency is very important in maintaining or increasing export
 ACTIVIDAD DE APRENDIZAJE 10 7

market share. Foreign currency differences can move the company from having a price

advantage when its currency is undervalued to a disadvantage when its currency is overvalued.

According to Sousa and Bradley (2009), appropriate pricing strategies vary with currency

exchange rates requiring companies to develop creative pricing strategies for different markets at

different times. The currency a company chooses to use by a big part is determined by product

cost and the degree of competition. The flexibility regarding the currency used for the transaction

is critical to remaining competitive (Myers et al., 2002).

Myers et al. (2002) state that company is more likely to use third-country and/or indigenous

customer currencies in export pricing when: the competitive intensity of the export market is

high; the international experience of the company is high; and foreign currency volatility is high.

This approach Myers et al. (2002) base on the fact that greater involvement in exporting gives

the company better knowledge of markets, customers, and risks involved in dealing with local

currencies. As company develops more skill with complex exchange rates, it can set export

prices in various currencies. Moreover, in highly competitive markets the buyer's negotiating

position expands, and exporters are faced with increasing demand to invoice importers in their

domestic currencies.

High inflation rates in export market limit the exporter's ability to pursue profit oriented pricing

objectives, since the purchasing power of buyers is reduced. Furthermore, according to Myers et

al. (2002), exporters are more likely to pursue competitive pricing objectives (as opposed to

profit oriented objectives) when foreign currency volatility is high. Moreover, it is more

advisable to use market-oriented, rather than cost-based pricing methods when foreign currency

volatility is high, and inflation rate in export market is high.

 ACTIVIDAD DE APRENDIZAJE 10 8

In order to set a competitive price, the exporter must pay an exclusive attention to the customer.

The scientific literature generally offers to find out the existing and potential customers; to

analyze motives of customer's choice to buy a company's product, or, conversely, to analyze

customer's interests to choose the products of competitors; to estimate the company's dependence

on the customers, customer's service costs; to set the largest revenue-generating customers.

Analysis of customer behaviour helps to determine the typical nuances of individual behaviour,

decision-making consistency and factors determining it, the possible reaction to price changes.

Besides, such analysis allows to forecast consumer behaviour in the future. The exporter needs to

assess the differences in ethics between users in several countries, to evaluate various traditions

and beliefs that determine an individual's behaviour. The exporter also has to take into account

the attitudes of ethnocentrism, when customers give preference to domestic products.

In determining the price of the product, the company has to evaluate the customer's perception of

the price and how this perception leads to a decision to purchase. The offering of exceptional

value to the customer not only increases competitive advantage, but also ensures the customer's

loyalty. In order to maintain long-term relationships with customers, the exporter must evaluate

the aspects of customer perceived value. According to Smith et al. (1999), “value may be defined

as value in acquisition (role of information, expertise of salesperson, payment terms, etc.), value

in production or modification (ease of fitting into a product process, ease of fabrication, fit and

finish, etc.), value in use (after sale service, maintenance, compatibility), and value for sale

(reputation of component parts, “Intel inside”). The total set of perceived value influences the

price that the buyer is willing to pay or the price that the seller is willing to accept”. Kim, Natter

and Spann (2009) state that consumers' perceptions of different pricing models may be an
 ACTIVIDAD DE APRENDIZAJE 10 9

additional opportunity for companies to differentiate themselves from competitors (by applying a

preferred or innovative pricing mechanism).

It is very important to estimate customer's reaction to the price level. If customers are not well

informed about prices, the exporter has a greater freedom of action. Myers et al. (2002) and

Indounas and Avlonitis (2009) recommend to estimate the customer sophistication, i.e. the

degree to which customers are familiar with market prices and competitive products. Export

market customers sophistication is determined by their purchasing power. When the purchasing

power is low, customer sophistication is high, and this means that customers are price sensitive,

they make a detailed price analysis and comparison; moreover, sophisticated customers make

significant efforts to find them suitable goods. When the purchasing power is high, the customer

pays less attention to prices rising, and a number of spontaneous shopping rises. Sophisticated

customers often exist in mature markets, where a competition is fierce with a wide range of

products available and a considerable amount of market information is available to customers.

The exporter has to pay attention that degree of customer sophistication can vary widely across

foreign markets. Furthermore, customer sophistication in the export market often differs from

domestic customers. This means that exporters must deal with different levels of customer

sophistication in each market. The sophisticated customers have higher involvement; make best

choices; wise purchases; have hedonistic nature and value conscious. More sophisticated

customers better understand the cost structures of particular products and, therefore, have a

reference for „fair price“. According to Myers et al. (2002), as customer sophistication increases,

the ability of the exporter to determine the actual end-price becomes critical.
 ACTIVIDAD DE APRENDIZAJE 10 10

The complexity and development of international distribution channels also influence exporter's

pricing strategy (Stöttinger, 2001; Tzokas et al., 2000; Sousa & Bradley, 2009; Obadia &

Stöttinger, 2015). The large number of middlemen in distribution channel frequently forces

prices above competitive levels.

According to Stöttinger (2001), the channels of distribution used by the company influence its

decision to standardize or adapt the export pricing strategy. If a company employs independent

distributors, it is more likely to differentiate prices across markets. Sousa and Bradley (2009)

argue that the level of similarity in the distribution infrastructure between the home and the

export market affects positively the degree of price adaptation. Moreover, Stöttinger (2001)

states that companies which employ their own personnel in international distribution, use

nonfinancial goals to monitor performance; in contrast, companies that rely on independent

distributors, apply financial goals. It could be explained by the fact that financial goals are easier

to establish and evaluate.

Myers et al. (2002) maintain that control of export pricing decision by company is more likely to

increase when distribution channel is short, and competitive intensity within the export market is

low. Lancioni (2005) suggests to analyze the type of channel, distribution intensity, channel

configuration, the needs and motivations of channel intermediaries, power and influence of each

channel member, and etc.

The scientific literature analyzing the impact of external environment factors on export pricing

decisions pays considerable attention to the assessment of competitors (Stöttinger, 2001; Tzokas

et al., 2000; Myers et al., 2002; Tan & Sousa, 2011). It is proposed to analyze competitors'

pricing strategy with an exclusive focus on the actual competitors' prices and competitors' cost
 ACTIVIDAD DE APRENDIZAJE 10 11

situation. It is equally important to forecast the possible competitors' reactions to price changes.

An understanding of the way a competitor approaches its pricing decisions will make it possible

to better predict the likely response to a change in market conditions (Davis, Cripps, & Kutner,

1998). The competition not only determines the price level in the market, but may also influence

the price differentiation level: the more intense the competition, the more difficult to set different

prices.

The nature of pricing objectives is largely determined by the competitive intensity (Argouslidis

& Indounas, 2010; Tzokas et al., 2000; Myers et al., 2002). Intensive competition in the market

limits the freedom of company's pricing decisions, especially if a company is not a market

leader. Myers et al. (2002) state that exporters are more likely to pursue competitive pricing

objectives (as opposed to profit-oriented objectives) when the competitive intensity of the export

market is high.

A very important step in the analysis of competitors is an evaluation of reasons which cause

competitors' price changes. The exporter has to analyze the reasons of changes, the duration, and

the competitor's response to a particular price alteration. According to Dolgui and Proth (2010),

competitors' reactions depend on the size of the company, the production capacity, conjuncture

and psychology of the managers. A failure to account for the ways a competitor adjusts its prices

could result in a significant reduction in profitability (Davis et al., 1998). Price change can be

initiated by the exporter, not only by its response to competitors' price changes. An overcapacity,

a pursuit of market leadership, or declining market share due to a fierce price competition may

push the exporter to reduce prices; and on the contrary, increased costs, high demand may be

causes of the price increases.

 ACTIVIDAD DE APRENDIZAJE 10 12

In order to set competitive prices exporters need to monitor and review competitor's prices

regularly and thoroughly. Besides, very important are the understanding and knowledge of the

overall competitive situation in the export market, the identification of key competitors, and the

evaluation of competitive advantages.

2. Internal environmental factors influencing export price competitiveness

Previous research suggests that company size and export experience are the most important

company's factors affecting export pricing decisions (Tan & Sousa, 2011; Argouslidis &

Indounas, 2010; Stöttinger, 2001; Tzokas et al., 2000; Solberg et al., 2006; Myers et al., 2002).

In the scientific literature we can find links between company's size, its export experience and

nature of pricing objectives, the choice of price calculation method.

Stöttinger (2001) found that inexperienced exporters usually seek nonfinancial performance

goals. A greater importance to such exporters has a certain export market share capture and

maintenance rather than pursuit of particular financial results. The more experience a company

has gained internationally, the more likely it will turn to seek financial goals. Stöttinger (2001)

established that only under specific market conditions, such as market saturation or a fierce price

war, this decision is reversed.

Argouslidis and Indounas (2010) determined that medium and small companies primarily seek

survival objectives, while large companies with more opportunities to form an independent

pricing policy, mostly seek such objectives as increasing profit, market share expansion,

restriction of emergence of new competitors, etc.

The exporting company's size is also related with pricing centralization/decentralization.

Stöttinger (2001) suggests that the larger a company (in terms of employees) is, the more likely it
 ACTIVIDAD DE APRENDIZAJE 10 13

will choose to centralize pricing decisions. Stöttinger (2001) and Solberg et al. (2006) found that

exporters usually set prices centrally. Centralization of pricing decisions has such advantages as

protection of price–quality relationships, maintenance of higher margins, greater control, keeping

pricing practices consistent across various markets, etc. Solberg et al. (2006) maintain that

exporter's strategic pricing considerations are likely to be more effective when the exporter

governs the decision making and the actual outcome of pricing activities in its markets. In

addition, centralized pricing reduces the risk of parallel imports or gray markets caused by price

disparities across markets.

On the other hand, high competitive intensity in the export market increases the need for quick

and flexible decisions. Companies must be prepared to change prices in response to market

changes, such as competitive price shifts and currency rate changes. Such cases increase the need

for local pricing control, with close to market decision makers familiar with customers,

distributors, and competitive levels within their area of responsibility.

Similarly, Myers et al. (2002) found that control of export pricing decision by high-level

management is more likely to increase when distribution channel is short; foreign currency

volatility and inflation rate of export market are low; and competitive intensity within the export

market is low.

Export experience is associated with the choice of export price calculation method. Stöttinger

(2001) study showed that inexperienced exporters, without exception, have applied a rigid cost-

plus pricing. Straightforward implementation and management of cost-based strategies is very

actual for novice exporters. Moreover, setting a price, which covers costs and brings a fixed

profit margin, gives the imaginary sense of stability. More experienced exporters apply a wider
 ACTIVIDAD DE APRENDIZAJE 10 14

variety of pricing methods. More experienced exporters compete more actively, their pricing

practices become more sophisticated. Such exporters may take advantage of different demand

and market conditions and adjust prices accordingly (Stöttinger, 2001; Argouslidis & Indounas,

2010).

Analysis of the scientific literature has shown that relationship between export experience and

export pricing standardization/differentiation exists. While standardization encourages the

creation of a uniform international approach, it is related with risk of ignoring differences in

market conditions and demand. Meanwhile, differentiation gives insight into the distinctive

national features and takes advantage of demand in different markets. Experienced exporters

more often differentiate prices. Export experience expands familiarity with the peculiarities of

foreign markets, makes it easier to overcome cultural barriers, and thus increases the exporter's

ability to accurately assess and better exploit changes of demand or weak price competition.

Price standardization even in the similar of economic development export markets is likely to be

an inefficient solution.

With regard to the impact of management factors, it is important to mention the general cultural

level of the exporting company, and the company's leadership style. The level of company's

culture to a large extent is determined by management and staff training, experience and

potential. High company's culture increases speed of innovation and heightens expedition of

response to external changes creates a favourable climate for competitive pricing strategy

development and implementation. The management attitude determines approach to prices: the

exporter who treats price as a strategic tool, focuses on long-term pricing, while the exporter who

seeks certain market performance in the short run, applies price only as a tactical measure. The

exporting company's culture and company's leadership style can be attributed to long-term
 ACTIVIDAD DE APRENDIZAJE 10 15

competitive advantages which are the most difficult for competitors to imitate. Navarro et al.

(2010) state that company's staff profile and training regarding export experience, language skills

and so on, is essential to the management and planning of export activity, as well as to the

development of effective strategies of international marketing. Narangajavana et al. (2014) state

that even the company image has a major impact on the success and competitiveness of

companies.

From product factors affecting the competitiveness of export price, the scientific literature

usually offers to evaluate the degree of product differentiation and product life-cycle stage (Tan

& Sousa, 2011; Tzokas et al., 2000; Stöttinger, 2001; Myers et al., 2002). Another influencing

characteristic of the product are the uniqueness of product, quality indicators, as well as

production cost.

Increased exporting product differentiation extends the capabilities of pricing policy

performance. The extent to which the exporter's prices will be higher, lower or equal to

competitors' prices depends on the extent to which the exporter's product is differentiated and

offers unique benefits.

According to the product life cycle model, product sales pass through several phases from its

introduction stage through growth and maturity. These phases are characterized by different

strategic pricing decisions. The profit oriented pricing is more common for new products and

more competitive pricing is standard for mature products. Besides, export pricing decisions are

burdened by the fact that exporters are often faced with different life-cycle scenarios in various

export markets with the same product.

 ACTIVIDAD DE APRENDIZAJE 10 16

Mainly pricing in both local and export markets, determine product costs. Product costs are

relatively easily measured and provide a basis below which prices cannot go in the long-term

(Sousa & Bradley, 2009). Hansen and Solgaard (2004) state that cost-based pricing does not

necessarily neglect market conditions, but the point of departure for pricing is based on costs,

therefore the actual market conditions are not considered till later, if at all. The company has also

focus on two other key aspects of price: demand and competition, despite the fact that they are

particularly complex in international environments.

Conclusions

Pricing is the important competitive weapon which influences company’s success in foreign

markets. Export price competitiveness depends on a comprehensive identification of

environmental factors and a congruence of pricing decisions and actions by the company.

Regular evaluation of environmental factors is an integral part of export pricing decision-

making. By better understanding international market environment, a company can more

effectively set prices and be competitive.

The analysis of scientific literature has demonstrated that export price competitiveness by the

most part depends on exchange fluctuations, inflation rates, customer perceived value, customer

sophistication, channels of distribution, competitive intensity, company’s size, export experience,

degree of product differentiation, stage of product life-cycle, and production costs. The changing

environment requires new solutions, and export pricing decisions should be regularly reviewed,

monitored and adjusted if appropriate.

 ACTIVIDAD DE APRENDIZAJE 10 17

References

Argouslidis, P.C., & Indounas, K. (2010). Exploring the role of relationship pricing in industrial

export settings: Empirical evidence from the UK. Industrial Marketing Management, 39, 460–

472.

Davis, S., Cripps. J., & Kutner, S. (1998). Using the anticipation of competitive actions to make

SMART pricing decisions. The Journal of Professional Pricing, 15–21.

Dolgui, A., & Proth, J.M. (2010). Pricing strategies and models. Annual Reviews in Control, 34,

101–110.

Forman, H., & Hunt, J.M. (2005). Managing the influence of internal and external determinants

on international industrial pricing strategies. Industrial Marketing Management, 34, 133–146.

Hansen, T., & Solgaard, H. S. (2004). Strategic pricing: Fundamental considerations and future

perspectives. Marketing Review, 4, 99–111.

Hinterhuber, A., & Liozu, S.M. (2014). Is innovation in pricing your next source of competitive

advantage? Business Horizons, 57, 413—423.

Indounas, K., & Avlonitis, G.J. (2009). Pricing objectives and their antecedents in the services

sector. Journal of Service Management, 20, 342– 374.

Iyer, G.R., Xiao, S.H., Sharma, A., & Nicholson, M. (2015). Behavioral issues in price setting in

business-to-business marketing: A framework for analysis. Industrial Marketing Management, In

Press.
 ACTIVIDAD DE APRENDIZAJE 10 18

Kim J.Y., Natter, M., & Spann, M. (2009). Pay what you want: A new participative pricing

mechanism. Journal of Marketing, 73, 44–58.

Kohli, Ch., & Suri, R. (2011). The price is right? Guidelines for pricing to enhance profitability.

Business Horizons, 54, 563–573.

Lancioni, R.A. (2005). A strategic approach to industrial product pricing: The pricing plan.

Industrial Marketing Management, 34, 177–183.

Myers, M.B., Cavusgil, S.T., & Diamantopoulos, A. (2002). Antecedents and actions of export

pricing strategy: a conceptual framework and research propositions. European Journal of

Marketing, 36, 159–188.

Narangajavana, Y., Garrigos-Simon, F.J., García, J.S., & Forgas-Coll, S. (2014). Prices, prices

and prices: A study in the airline sector. Tourism Management, 41, 28–42.

Navarro, A., Losada, F., Ruzo, E., & Diez, J.A. (2010). Implications of perceived competitive

advantages, adaptation of marketing tactics and export commitment on export performance.

Journal of World Business, 45, 49–58.

Obadia, C. (2013). Competitive Export Pricing: The Influence of the Information Context.

Journal of International Marketing, 21, 62–78.

Obadia, C., & Stöttinger, B. (2015). Pricing to manage export channel relationships.

International Business Review, 24, 311–318.

Rusetski, A. (2014). Pricing by intuition: Managerial choices with limited information. Journal

of Business Research, 67, 1733–1743.

 ACTIVIDAD DE APRENDIZAJE 10 19

Smith, M.F., Sinha, I., Lancioni, R., & Forman, H. (1999). Role of Market Turbulence in

Shaping Pricing Strategy. Industrial Marketing Management, 28, 637–649.

Solberg, C.A., Stöttinger, B., & Yaprak, A. (2006). A taxonomy of the pricing practices of

exporting firms: Evidence from Austria, Norway, and the United States. Journal of International

Marketing, 14, 23–48.

Sousa, C.M.P., & Bradley, F. (2009). Price adaptation in export markets. European Journal of

Marketing, 43, 438–458.

Stöttinger, B. (2001). Strategic export pricing: a long and winding road. Journal of International

Marketing, 9, 40–63.

Tan, Q., & Sousa, C.M.P. (2011). Research on export pricing: still moving toward maturity.

Journal of International Marketing, 19, 1–35.

Tzokas, N., Hart, S., Argouslidis, P., & Saren, M. (2000). Industrial export pricing practices in

the United Kingdom. Industrial Marketing Management, 29, 191–204.

Identifique el vocabulario clave y tradúzcalo al español.

-Export pricing-precios de exportación

-External factors-factores externos

-Internal factors-factores internos

-Export experience-experiencia de exportacion

-Competitive intensity-intensidad competitiva

Escriba la idea principal en español y en inglés.

 ACTIVIDAD DE APRENDIZAJE 10 20

The main idea of this paper is to identify the key factors that enhance price competitiveness in

export markets. Export price setting is a crucial managerial decision determining the ability to

compete in foreign markets.

La idea principal de este documento es identificar los factores clave que mejoran la

competitividad de los precios en los mercados de exportación. La fijación de precios de

exportación es una decisión administrativa crucial que determina la capacidad de competir en

mercados extranjeros.

Anexe la fotografía del artículo para conocer la revista, libro o sitio web de donde fue

tomado dicho artículo.

This article was taken from one of the virtual subscription bases of the Francisco de Paula

Santander University, called Science Direct.

ACTIVIDAD DE APRENDIZAJE 10 21
ACTIVIDAD DE APRENDIZAJE 10 22