4. There are fewer models to support export marketing than there are to give guidance for domestic ventures. Growth orientated domestic firms must clearly address the opportunities which increasingly globalisation offer, and therefore it is appropriate and sensible to suggest a framework which might support export marketing, to the extent that this is substantiated in the literature.
5. A suggested Model Cavusgil & Zou (1994 & 1996) have defined three key areas -: 1) Export marketing strategy The major consideration is "to adapt or not to adapt". The Company must, prior to applying its scarce resources, decide how much it is going to change its basic format. 2) International Competence This is inextricably linked with its decision whether to "adapt or not". An organisation which is competent in an international context ( and this is a very different story from being competent in a domestic situation) is able to make the important decisions which key into an appropriate export marketing strategy.
6. A suggested Model 3) Managerial Commitment Export marketing is enhanced if senior management is committed to the venture, allocates appropriate resources and creates an international environment within the organisation for the long term.
7. A suggested Model This indicates an interesting virtuous cycle which can be illustrated as follows -: Management commitment International strategy Product Adaptation International Competence
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16. At the heart of control activity is the measurement of achievement and correction is achieved via activities which are conducted by people. Unless it is known who is responsible for results which are different from what has been planned it will not be possible to take the necessary steps to improve performance. By definition therefore outcomes are controlled by controlling what people do.
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