Submitted by: Lisa Maria Prem
Submitted at: Institute of Innovation Management
Network Diversity in Supervisor: Univ.-Prof. Dr. Robert J. Internationalized Breitenecker
SMEs: September 2019
A Qualitative Analysis of the Austrian Context
Master Thesis to obtain the academic degree of Master of Science Global Business in the Joint Master’s Program Global Business Kanada/Taiwan
JOHANNES KEPLER UNIVERSITY LINZ Altenberger Str. 69 4040 Linz, Austria www.jku.at DVR 0093696
STATUTORY DECLARATION
I hereby declare that the thesis submitted is my own unaided work, that I have not used other than the sources indicated, and that all direct and indirect sources are acknowledged as references.
This printed thesis is identical with the electronic version submitted.
Linz, September 2019
______Lisa Maria Prem
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ABSTRACT
Small and medium-sized enterprises (SMEs) have been the object of increasing interest. This is due to today’s global economy, which is opening up new growth and development opportunities for businesses, specifically for those limited in size. Despite these abundant opportunities, our borderless world exposes SMEs to many challenges that affect their operations in an international context. In response to these challenges, networks of SMEs have gained importance. Network partners are acknowledged as a considerable source for SMEs to branch out their business activities towards their aims. Otherwise, there is a great risk that the lack of resources of SMEs constitutes an impediment to accessing foreign markets.
While considering the usefulness for firms to build relationships, this thesis draws attention to the fact that the existing literature provides little information on network diversity. In light of this issue, there is no body of literature that describes how diverse the networks of SMEs should be in order to facilitate their internationalization. Based on the unique motives and obstacles of SMEs in the era of international business, this thesis explores their network partners. The examination of networks of SMEs that are relevant for internationalization is based on a developed framework that includes network variety, network separation, and network disparity. In doing so, this thesis aims to advance our understanding of the network diversity of SMEs that is beneficial for entering new markets.
The empirical part of this thesis uses a qualitative approach and involves four in-depth interviews with managers. The data from these interviews provided strong evidence that Austrian SMEs primarily rely on their business networks to present their firms in foreign markets. While there are inconsistencies regarding the significance of institutional networks, it was also indicated that social networks are negligible. Thus, what is crucial is not the dissimilarity of network partners, but having powerful relationships in the target market. A closer look at the data further indicates that internationalization is facilitated if network partners are allowed to make decisions in a fairly autonomous fashion and the intervention of SMEs is minimized. Furthermore, it could be confirmed that the market expansions of SMEs are promoted if network partners show a strong mutual commitment.
Keywords: small and medium-sized enterprises (SMEs), internationalization motives of SMEs, internationalization barriers of SMEs, networks, network diversity
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ABSTRACT GERMAN
Kleine und mittlere Unternehmen (KMU) erfreuen sich offenbar wachsendem Interesse. Dies ist auf die heutige globale Wirtschaft, welche es vor allem kleineren Firmen ermöglicht, neue Wachstums- und Entwicklungsmöglichkeiten zu realisieren, zurückzuführen. Trotz dieser zahlreichen Möglichkeiten ist unsere grenzenlose Welt auch dafür verantwortlich, dass KMU im internationalen Umfeld viele Herausforderungen meistern müssen. Als Reaktion auf diese Herausforderungen haben Firmennetzwerke an Bedeutung gewonnen. Der Aufbau von Netzwerken ist somit ein bedeutender Schritt, damit kleine und mittlere Unternehmen ihre Aktivitäten über österreichische Grenzen hinweg ausweiten können. Hier muss erwähnt werden, dass KMU ohne die Unterstützung von Netzwerkpartnern aufgrund ihrer limitieren Ressourcen nicht fähig wären, Geschäftsmöglichkeiten in neuen Märkten erfolgreich auszuschöpfen.
Obwohl Netzwerke zunehmend an Wichtigkeit gewinnen, weist diese Arbeit auf Wissenslücken in der vorhandenen Literatur hin. Das bezieht sich insbesondere auf die Zusammensetzung von Netzwerken, welche für die Internationalisierung der KMU eine Rolle spielen. Unter der Berücksichtigung, dass KMU ganz besondere Ziele und Herausforderungen im internationalen Wettbewerb besitzen, befasst sich diese Arbeit mit der Netzwerk-Diversität von kleinen und mittleren Unternehmen. Da die Netzwerk-Diversität noch weitgehend unerforscht ist, wurde ein Framework erarbeitet, welcher Netzwerk-Varietät, Netzwerk-Separation und Netzwerk-Disparität thematisiert. Dadurch wird ein besseres Verständnis dafür geschaffen, welches Ausmaß an Netzwerk-Diversität am vorteilhaftesten für die Internationalisierung von KMU ist.
Mithilfe einer qualitativen Methode untersucht diese Arbeit österreichische KMU und deren Nutzung von Netzwerken während des Internationalisierungsprozesses. Die empirische Studie beinhaltet vier Interviews mit Managern. Die Analyse der Interviews bekräftigt, dass österreichische KMU weitgehend von Business-Netzwerken abhängig sind. Während Unstimmigkeiten hinsichtlich der Bedeutung von institutionellen Netzwerken bestehen, kam aus den Interviews hervor, dass soziale Netzwerke vernachlässigt werden können. Daher ist die Unterschiedlichkeit der Partner nicht an höchster Stelle, sondern die Stärke von Beziehungen im Zielmarkt. Eine genauere Betrachtung der Daten deutet darauf hin, dass die Internationalisierung vereinfacht wird, indem Netzwerkpartner ihre Entscheidungen selbst treffen und KMU sich so wenig wie möglich einmischen. Es wurde zudem herausgefunden, dass die Markterweiterung der KMU gefördert wird, wenn Netzwerkpartner eine starke gegenseitige Einsatzbereitschaft zeigen.
Stichwörter: kleine und mittlere Unternehmen (KMU), KMU Internationalisierungsmotive, KMU Internationalisierungsbarrieren, Netzwerke, Netzwerk-Diversität
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Table of Contents
1. Introduction ...... 11
1.1 Problem Statement ...... 12
1.2 Goal of the Study ...... 13
1.3 Structure of the Thesis ...... 13
2. Small and Medium-Sized Enterprises (SMEs) ...... 15
2.1 Definition of SMEs ...... 15
2.2 SMEs in Austria ...... 16
3. Internationalization of SMEs ...... 18
3.1 Internationalization Motives of SMEs ...... 20
3.2 Internationalization Barriers of SMEs ...... 22
4. The Network Context ...... 25
4.1 Network Interdependencies ...... 25
4.2 Network Ties ...... 27
4.3 Classifying Networks ...... 28
4.4 The Geographic Location ...... 31
5. Network Diversity ...... 34
5.1 Network Separation ...... 37
5.2 Network Variety ...... 39
5.3 Network Disparity ...... 40
5.4 Concluding Remarks ...... 42
6. Methodology ...... 43
6.1 The Qualitative Research Design ...... 43
6.2 Data Collection ...... 43
6.2.1 The Sample ...... 43
6.2.2 The Interview ...... 44
6.3 Data Analysis ...... 46
7. Research Results and Discussion ...... 48
7.1 Internationalization of Austrian SMEs ...... 48
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7.2 Network Diversity of Austrian SMEs ...... 55
8. Conclusions ...... 73
9. Limitations and Further Research ...... 76
References ...... 78
Appendix ...... 89
Appendix 1: Interview Topic Guide ...... 89
Appendix 1.1: English ...... 89
Appendix 1.2: German ...... 90
Appendix 2: Interview Transcripts ...... 91
Appendix 2.1: Interview A ...... 91
Appendix 2.2: Interview B ...... 99
Appendix 2.3: Interview C ...... 108
Appendix 2.4: Interview D ...... 118
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List of Figures
Figure 1: Intrinsic and extrinsic internationalization motives of SMEs (Own illustration) ...... 20
Figure 2: Internal and external internationalization barriers of SMEs (Own illustration) ...... 22
Figure 3: Network ties (Granovetter, 1973, p. 1363) ...... 28
Figure 4: Network classification (Own illustration) ...... 29
Figure 5: Possible shapes of network separation (Breitenecker & Khan, 2013, p. 220) ...... 37
Figure 6: Possible shapes of network variety (Breitenecker & Khan, 2013, p. 221) ...... 39
Figure 7: Possible shapes of network disparity (Breitenecker & Khan, 2013, p. 221) ...... 41
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List of Tables
Table 1: Definition of SMEs (Adopted from the European Commission, 2015, p. 11) ...... 15
Table 2: Company profiles of the four Austrian SMEs ...... 48
Table 3: Internationalization motives and barriers of the four Austrian SMEs ...... 50
Table 4: Network variety of the four Austrian SMEs ...... 56
Table 5: Network separation of the four Austrian SMEs ...... 64
Table 6: Network disparity of the four Austrian SMEs ...... 69
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List of Abbreviations
B2B ...... Business to Business
B2C ...... Business to Customer
CEO ...... Chief Executive Officer e.g...... exempli gratia (for example) et al...... et alia (and others) etc...... et cetera (and so on)
EU ...... European Union
MNE ...... Multinational Enterprise
SME ...... Small and Medium-Sized Enterprise
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1. Introduction
In today’s world, rapid changes in the business environment of firms can be observed. Small and medium-sized enterprises (usually abbreviated as SMEs) increasingly expand their business operations beyond national borders. Especially since globalization has reduced barriers to entry into foreign markets, it has become easier for SMEs to engage in international activities. This improved market access causes SMEs to eventually compete on an international level (Zain & Ng, 2006). The transition from a small domestic firm to an international company is considered a major step for every SME. With this step, SMEs are enabled to enjoy business growth (Hamidizadeh & Zargaranyazd, 2014; Lu & Beamish, 2001).
In the business world, everything that happens, happens on the basis of relationships (Johanson & Vahlne, 2009). Firms have always had close relationships with different partners, as business growth is not solely based on one’s own efforts (Ritter & Gemünden, 2003; Upson, Damaraju, Anderson, & Barney, 2017; Wilkinson & Young, 2002). In fact, many growth possibilities actually develop due to a firm’s well-established network (Coviello & Munro, 1995). Prior research also underlines the importance of building relationships with a variety of different partners (e.g. Jaklič, 1998; Montoro-Sanchez, Diez-Vial, & Belso-Martinez, 2018). Examples of these partners are local or international customers, suppliers, or institutions (e.g. Marcela Herrera Bernal, Burr, & Johnsen, 2002; Welch & Welch, 1996).
When SMEs venture into new markets, relationships are indispensable (e.g. Jaklič, 1998; Lu & Beamish, 2001; Montoro-Sanchez et al., 2018). The networks of SMEs facilitate entering and acting on non-domestic markets. These relationships can pave the way for the internationalization of a firm, as network partners can help overcome the obstacles SMEs are regularly confronted with (Gulati, Nohria, & Zaheer, 2000; Musteen, Francis, & Datta, 2010). International markets are complex and competitive, and SMEs may face enormous risks due to insufficient resources and experience. Therefore, networks are expected to offer valuable insights into how SMEs can most effectively serve foreign markets (e.g. Beckman & Haunschild, 2002; Jaklič, 1998; Lu & Beamish, 2001; Upson et al., 2017; Welch & Welch, 1996).
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1.1 Problem Statement
There are various views on the internationalization of SMEs. The existing literature reveals several important considerations with regard to internationalization and networks. However, some topics in that respect have not yet been analyzed in detail and require a more in-depth investigation (Ribau, Moreira, & Raposo, 2016). Furthermore, related literature has not devoted ample attention to small firms (Holmlund, Kock, & Vanyushyn, 2007; Sullivan Mort & Weerawardena, 2006). Upon closer inspection, it becomes apparent that this literature (e.g. Beckman & Haunschild, 2002; Gulati et al., 2000; Ojala, 2009; Ritter & Gemünden, 2003; Welch & Welch, 1996) does not contribute to a full understanding of how diverse a network should be to facilitate the internationalization of SMEs (Musteen et al., 2010). This thesis is dedicated to a closer investigation of this under-researched area.
What is more, the support of network partners can vary greatly (Fuller‐Love & Thomas, 2004; Oparaocha, 2015). Kenny and Fahy (2011) argue that not every type of network partner is as useful for a firm’s internationalization as some scholars claim. Nevertheless, the majority of scholars propose an adequate combination of different network partners (e.g. Behyan, 2016; Hadley & Wilson, 2003; Montoro-Sanchez et al., 2018). This makes it necessary to investigate the involvement of SMEs in different relationships that are necessary for internationalization. In order to clarify how diverse a network should be to facilitate company expansion, network diversity is of paramount interest for this thesis. The available literature, however, fails to clearly define what constitutes a diverse network (Baum, Calabrese, & Silverman, 2000; Beckman & Haunschild, 2002; Chandra & Wilkinson, 2017). For this reason, network diversity must first be defined before exploring how diverse a network should be to support the entry of SMEs into markets in foreign countries.
Networks are generally assumed to be a beneficial concept for SMEs. SMEs in small economies should pursue the path of internationalization in order to undergo company development (Jaklič, 1998; Upson et al., 2017). This is also the case in Austria. Austria’s development is very much dependent on the growth of SMEs. SMEs, in turn, grow by broadening their international activities. The growth of Austrian SMEs is essential because smaller firms are the so-called backbone of the economy, by creating jobs, promoting economic growth, and ensuring social stability (European Commission, 2015; Wirtschaftskammer Österreich, 2018b). While expanding sales internationally is pivotal for many small firms in Austria, their efforts towards internationalization are not always successful (Coviello & Munro, 1995; Wirtschaftskammer Österreich, 2018b).
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1.2 Goal of the Study
Since the relationship between diverse networks and the internationalization of SMEs remains largely unexplored (Musteen et al., 2010), this thesis investigates the following research question:
How diverse should networks be in order to facilitate the internationalization of Austrian SMEs?
This thesis aims to answer the research question by showing how the knowledge gap in the existing literature can be closed. By finding an answer to this question, our knowledge about the internationalization of SMEs and their use of networks can be improved. The findings of this thesis indicate how diverse a network should be in order to facilitate the internationalization of SMEs outside of Austria.
1.3 Structure of the Thesis
This thesis is divided into a theoretical and an empirical part. The theoretical part includes a thorough discussion of the existing literature. This research project integrates several viewpoints in order to investigate this topic accordingly. To ensure that relevant articles, papers, studies, and books are analyzed, different databases are utilized to provide a sufficient overview of the available literature. The literature section includes both older and more recent research, but focuses on the latter. The theoretical section covers four chapters and the first part (Chapter 2, p. 15) starts with a short overview of the characteristics of SMEs, including a discussion of the situation of Austrian SMEs.
In the second part of the literature section (Chapter 3, p. 18), the internationalization of SMEs is examined. This section provides a definition of internationalization and outlines the potential motives and barriers of internationalization. These motives and barriers are specifically tailored to SMEs because multinational enterprises (MNEs) are usually confronted with different barriers and pursue different motives. Discussing internationalization motives provides insights into why international markets are even targeted by SMEs. The internationalization barriers that SMEs face illustrate the problems involved during the process of internationalization. Including these motives and barriers in the present discussion is necessary, as this yields important information about the type of network partners that are most suitable for facilitating the company expansions of SMEs.
In the next part (Chapter 4, p. 25), a research of networks is conducted that provides a definition, the possible resources involved in networks, and network boundaries. As interdependency is a typical network characteristic, the mutual commitment and decision-making authority between network members are investigated. Furthermore, strong and weak ties between network members
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are taken into account because networks rely greatly on relationships. Networks can be seen from various angles, whereby this thesis categorizes a firm’s network into business, social, and institutional networks and every type of network is briefly explained. Moreover, this thesis also distinguishes between local and international networks because the geographical location of the network partners may influence the internationalization of SMEs.
The last part of the literature section (Chapter 5, p. 34) presents a thorough investigation of the literature on network diversity. It became apparent that the available literature does not offer a profound definition of this term. As the research on network diversity was quite challenging, the exact research process that was used is discussed to guarantee transparency. The beginning of this chapter provides an overview of the scholars who incorporated network diversity into their research and highlights their viewpoints. This is followed by explanations why their investigations do not sufficiently deal with network diversity. Based on the inappropriate explanations of network diversity, a definition by Harrison and Klein (2007), who recommended a framework for defining team diversity, is used. According to Harrison and Klein (2007), network diversity is divided into separation, variety, and disparity. The meaning of the different types of diversity is discussed, and its minimum, moderate, and maximum level is pointed out. Moreover, examples are provided for a better understanding of how each type of diversity is connected to networks.
Afterwards, the methodology (Chapter 6, p. 43) is described, which illustrates the proceeding necessary for the empirical part. In this section, the exact steps that were taken to answer the research question are outlined. This thesis used a qualitative approach to answer the research question. Qualitative interviews allowed to explore the perspectives of the interviewees on internationalization and networks. In this context, an interview topic guide based on the literature research was developed. This topic guide helped maintain consistency when the interviews were conducted with Austrian SMEs. To generate enough data for the subsequent analysis, four managers were interviewed.
The empirical part (Chapter 7, p. 48) covers the research results and the discussion. This thesis divides these results and the discussion into internationalization and network diversity. While the internationalization of SMEs mainly involves their motives and barriers, their network diversity is based on the developed framework. In order to investigate the firm’s network diversity, motives and barriers are linked to their network partners. This way, the usefulness of various network partners and their resources can be scrutinized. Through this procedure, the research question can be answered. In a final step, conclusions (Chapter 8, p. 73), limitations, and potential ideas for future research (Chapter 9, p. 76) are presented.
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2. Small and Medium-Sized Enterprises (SMEs)
While SMEs have been a topic broadly discussed in the literature (e.g. Hånell & Ghauri, 2016; Johanson & Wiedersheim‐Paul, 1975; Ribau et al., 2016; Svetličič, Jaklič, & Burger, 2007), this type of business is also the main focus of this thesis. The importance of SMEs is repeatedly emphasized by a wide variety of scholars. Mostly, this is due to SMEs’ vital role of enhancing a country’s competitiveness (Immerschitt & Stumpf, 2014). As nowadays MNEs downsize and outsource continuously more of their functions and activities, the relevance of SMEs is growing (OECD, 2000; Wirtschaftskammer Österreich, 2018b). This is why SMEs and their internationalization have attracted great attention of scholars and still remain a decisive research area (Korsakienė, 2014; Ruzzier, Hisrich, & Antoncic, 2006).
2.1 Definition of SMEs
SMEs are non-subsidiary and independent firms. These firms can be defined by their headcount, indicating the employment of a certain number of employees (European Commission, 2015). It has to be mentioned that this number can slightly vary across countries. Another indicator used to determine whether a firm is eligible for SME status is financial assets. This is concerned with the turnover or balance sheet total of a firm (OECD, 2000). This thesis takes on the perspective from the European Commission (2015) because it provides a uniform definition for SMEs being part of the European Union, including Austria. A complete overview of the classification of micro, small and medium-sized enterprises is depicted in the table below.
Table 1: Definition of SMEs (Adopted from the European Commission, 2015, p. 11)
Company Category Staff Headcount Turnover or Balance Sheet Total
medium-sized < 250 ≤ € 50 m ≤ € 43 m
small < 50 ≤ € 10 m ≤ € 10 m
micro < 10 ≤ € 2 m ≤ € 2 m
In terms of staff headcount, SMEs must have less than 250 employees (European Commission, 2015). Moreover, SMEs must have a turnover not exceeding a ceiling of € 50 million or a balance sheet total with an absolute ceiling of € 43 million. Since micro firms are considerably small in size, these firms are rather unlikely to operate internationally. For this purpose, this thesis includes small
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and medium-sized enterprises only. When selecting SMEs for the empirical part of this thesis, it is crucial to bear in mind that a minimum number of employees and financial assets are required. The exclusion of micro firms render it necessary that SMEs must employ at least 10 employees and must have a higher turnover than € 2 million or a higher balance sheet total than € 2 million (European Commission, 2015).
2.2 SMEs in Austria
Based on the objective of this thesis, the situation of Austrian SMEs is briefly demonstrated. In many countries around the world, SMEs constitute over 95% of all firms (Chiao, Yang, & Yu, 2006). This has also proven to be true in Austria because 99.6% of SMEs made up its economy in the year 2015. This corresponds to almost 250,000 firms. In addition to that, around 99% of all apprenticing companies in Austria were SMEs at that time (Wirtschaftskammer Österreich, 2018b). The major role of SMEs in the Austrian economy is therefore undisputed because they are regarded as an invaluable asset for the future development of the country (OECD, 2000; Wirtschaftskammer Österreich, 2018b).
The Austrian SME sector is characterized by family-run businesses (Wirtschaftskammer Österreich, 2018a). Family businesses in Austria range from small, primarily local firms to internationalized ones (PwC, 2018). In 2018, around half of all the Austrian businesses were family-run (Wirtschaftskammer Österreich, 2018a). Austrian family businesses, which build on their strong values and follow an inspirational cause, are perceived to be able to create competitive advantages and expand their business abroad. Aside from that, it is also possible that these businesses are not capable of successfully implementing their internationalization strategies. If Austrian family businesses expect that internationalization makes no sense in their line of business, their focus will turn towards the home market (PwC, 2018).
In Austria, the field of internationalization poses a critical topic (Breinbauer et al., 2007). In consideration of Europe’s intensified competitive environment, Austrian SMEs are almost forced to compete internationally (Ratten, Dana, Han, & Welpe, 2007). With that in mind, SMEs not only have a positive impact on the development in their home market, but also their presence in the international setting has increased during the last years (Breinbauer et al., 2007; Muhammad, Char, Yasoa’, & Hassan, 2009). Compared to members of the European Union, Austria is performing above the average in the area of internationalization (European Commission, 2017). This gives reason to this thesis to examine Austrian SMEs in order to explore how network diversity may be most supportive for their internationalization.
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As an economically developed, wealthy, but relatively small country, Austria is heavily dependent on its SMEs’ internationalization efforts. Exports contribute to economic growth and employment, but imports are needed to ensure consumers and manufacturers have a large range of important raw material, technology and reasonably priced products. Although exporting and importing are most often used, Austrian SMEs sometimes make an attempt to pursue other internationalization paths such as international joint ventures or opening up production sites in foreign markets (Wolfmayr, Kratena, Mayerhofer, & Stankovsky, 2006).
One should not forget that the internationalization process of many Austrian SMEs is beset by numerous obstacles. Internationalization barriers are high, risk is great and failure can seriously affect SMEs’ survival and livelihood (Ratten et al., 2007). It was pointed out by scholars that resources and capabilities are especially key factors referring to Austrian SMEs’ internationalization and its related success. These resources and capabilities are often lacked by SMEs which frequently inhibit their internationalization outside of Austria (Mandják, Simon, & Szalkai, 2011; Ratten et al., 2007). What particularly brings obstacles to Austrian SMEs is a shortage of specialists which discourages their internationalization intentions. In comparison to MNEs, SMEs have little market influence in Austria and they are usually unknown outside of their local location or their customer base (Immerschitt & Stumpf, 2014).
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3. Internationalization of SMEs
Since the middle of the twentieth century, the world has been experiencing a rapid internationalization of firms, industries and markets (Lin & Chaney, 2007; Olejnik & Swoboda, 2012). This process has been driven by numerous factors such as the loosening up of the regulatory environment, liberalizing foreign trade and the rapid technological change in transport and communication (Mejri & Umemoto, 2010). As a consequence, internationalization has an impact on both large and small firms (Al‐Hyari, Al‐Weshah, & Alnsour, 2012). This means that nowadays almost every firm is involved with at least some internationalization activities. On the one hand, the extent to which firms are subject to internationalization may vary substantially. On the other hand, internationalization will continue to be inevitable in the future as firms aim to explore and seize opportunities to expand into foreign markets (Kalinic & Forza, 2012). It can be said that internationalization is a major trend that is already underway in the business world (Lin & Chaney, 2007).
By tapping into the concept of internationalization, one must be aware that internationalization can be defined in numerous ways. Despite slight differences in definitions, there is clear consensus concerning its meaning because “internationalization is a synonym for the geographical expansion of economic activities over a national country’s border” (Ruzzier et al., 2006, p. 477). This definition is preferred because it gets to the heart of the matter with pointing to the enlargement of a firm’s activities beyond its domestic market. Moreover, it reflects the opinion of the vast majority of scholars (e.g. Johanson & Vahlne, 2003; Lu & Beamish, 2006; Oviatt & McDougall, 2005; Ribau et al., 2016; Ruzzier et al., 2006; Schweizer, 2013; Welch & Luostarinen, 1988).
One stream of scholars also suggests that internationalization is a process in which firms incrementally increase their international presence (e.g. Gallo, & Sveen, 1991; Johanson & Vahlne, 1977; Kalinic & Forza, 2012). An internationalization process is a gradual and sequential procedure where firms become more and more committed and involved in international markets (Welch & Luostarinen, 1988). The recognition that internationalization runs like a process is especially important when looking at SMEs. The reason is that SMEs typically pursue certain steps when going international starting with the simplest ones (Jaklič, 1998). This implies that many SMEs start with importing and exporting products or services. Later on, more complex options such as joint ventures or alliances may be realized. During an internationalization process, not only are different strategies are pursued but also more markets are targeted (Forsgren & Johanson, 2014; Jaklič, 1998; Rodriguez, 2007). This thesis agrees with the notion that internationalization is a process because internationalizing activities can take place through various channels and typically requires a great variety of subsequent actions in order to operate successfully across different foreign markets (Santhosh & Bala Subrahmanya, 2016).
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Traditionally, SMEs were regarded as being significantly less competitive compared to MNEs when competing in the international environment (Lin & Chaney, 2007). Even if SMEs are confronted with certain constraints, they are more and more frequently able to keep up with the competition abroad (Kalinic & Forza, 2012; Ribau et al., 2016). Consequently, international markets are not only occupied by MNEs (Ribau et al., 2016; Ruzzier et al., 2006). Foreign markets possess the potential for profitable growth and not only the big players but also SMEs want to realize the benefits of it (Lin & Chaney, 2007). Attention must be paid to markets for standardized products and services because these are commonly controlled by MNEs. However, in niche markets, SMEs often operate very successfully. If SMEs neglect potential internationalization possibilities in foreign markets, a firm’s survival could become endangered when looking at a longer time horizon (Svetličič et al., 2007).
Fernández and Nieto (2005) claim that internationalization is the most complex strategy SMEs can undertake. This is because an internationalization strategy ultimately transforms SMEs from being a locally or nationally based actor to an operator in the international markets (Kalinic & Forza, 2012). In these markets, SMEs do not always face the same internationalization problems as large firms (Ruzzier et al., 2006; Zarei, Nasseri, & Tajeddin, 2011). Having said that, SMEs cannot be viewed as smaller versions of MNEs. Although both sizes of firms deal with many of the same issues, SMEs also deal with unique size-related matters. SMEs behave differently in their analysis of, and interaction with, their environments (Shuman & Seeger, 1986). These differences have their roots from SMEs’ ownership structure, development stage of the firm, organizational structures and availability of resources which is distinct from large firms (Pangarkar, 2008).
Today, the expansion into foreign markets is no longer an option, but rather an economic imperative for firms (Rutashobya & Jaensson, 2004). In spite of this, there is copious evidence showing that pursuing internationalization motives and overcoming barriers are major challenges for every SME (Gallo & Sveen, 1991; Santhosh & Bala Subrahmanya, 2016). It should also be mentioned that some firms perceive certain motives and barriers to be more important than others (Korsakienė & Tvaronavičienė, 2012; Lin & Chaney, 2007). As many differences between the internationalization of SMEs and MNEs exist, the literature also identifies internationalization motives and barriers restricted to SMEs (e.g. Behyan, 2016; Lin & Chaney, 2007; Svetličič et al., 2007; Zarei et al., 2011).
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3.1 Internationalization Motives of SMEs
SMEs may have various different motives to access new markets (Rieckmann, Gao, & Meng, 2018). What follows is that SMEs’ internationalization is impelled by the chance to retrieve many benefits out of this process (Lin & Chaney, 2007; Lu & Beamish, 2001). It is also worth mentioning that we should distinguish between intrinsic and extrinsic motives (van Tulder, 2015). Often, intrinsic motives are the dominant driver for SMEs to expand their business abroad (Lin & Chaney, 2007; Lu & Beamish, 2001). The figure below shows a brief overview of SMEs’ internationalization motives which are usually being most sought-after.
Intrinsic Motives Extrinsic Motives
increasing home market customer base characteristics
improving tempting revenues target market
enhancing network efficiency relationships
Figure 1: Intrinsic and extrinsic internationalization motives of SMEs (Own illustration)
The first notable intrinsic motive of SMEs observed in the literature stems from the desire to increase their customer base (e.g. Glaum & Oesterle, 2007; Lu & Beamish, 2006; Pangarkar & Hussain, 2013). Even if SMEs enjoy a broad clientele in their home market, internationalization offers the possibility of adding new customers. Attracting new customers in new markets allows SMEs to spread business risk across different markets. This way, SMEs become more immune to external factors which can influence the purchasing behavior of existing and potential customers. This may reduce the risk of being exposed to changing customer habits. SMEs’ ambition to extend their geographical presence is thus often traced back to building a larger customer base (Leonidou, 2004).
Entering foreign markets also has the natural advantage of multiplying revenues which presents another intrinsic internationalization motive of SMEs. This simply signifies that SMEs going international can enhance their revenue potential. SMEs can utilize their internationally earned revenues not only for further business growth, but for other internationalization plans. Revenue
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can also be used to attract and reward shareholders and employees (Leonidou, 2004). In doing so, SMEs use internationalization activities as a means to achieve company growth in order to safeguard their existence (Glaum & Oesterle, 2007; Rieckmann et al., 2018).
Another intrinsic motive lies in the possibility to obtain enhanced efficiency which improves the competitiveness of SMEs (Lin & Chaney, 2007). This can be achieved through involvement in international markets which help firms increase their output while reducing production costs. When opening up new markets, fixed costs occurring for example from administration, equipment and research and development can be spread over a large number of goods (Albaum & Duerr, 2008; Lin & Chaney, 2007). Production costs can also be decreased by relocating the production site to regions where production costs are low or by selecting a location that is close to the major market (Lin & Chaney, 2007). Building production facilities enables firms to take advantage of cheaper inputs, lower transport costs, and possibly eliminate tariffs and taxes. At this point, it must be said that building production sites and lowering production costs is usually relatively more important to MNEs (Svetličič et al., 2007).
When turning to extrinsic motives, the home market characteristics can be of importance. This motive includes factors which negatively influence SMEs’ performance in their domestic location. If the home market is small and already saturated, SMEs may decide to enter new markets. Without any internationalization activities, they might not stay competitive (Rieckmann et al., 2018). High competitive pressure can also cause SMEs to try to generate sales across more countries other than the home market (van Tulder, 2015).
A tempting target market is also an extrinsic motive that often induces SMEs to break into the international setting. Numerous factors can make a target environment attractive. These factors can include high market demand, low investment risk, high political and economic stability and a favorable attitude of the government towards foreign firms (Pangarkar, 2008). This suggests that a tempting target market may entice SMEs to reach out to foreign markets. SMEs lured by internationalization success in nearby countries may afterwards move on to more markets, even if they are more distant (Albaum & Duerr, 2008). It may also be that SMEs are more profitable or successful in markets abroad (Julien & Ramangalahy, 2003).
An additional extrinsic motive can be attributed to networks because SMEs often follow their customers or suppliers to the target market (Lin & Chaney, 2007). The advantage of strong customer and supplier relationships are clear. Primary benefits include higher sales volume and improved supply efficiencies. A closer bond with customers and suppliers may eventually lead to the possibility for firms to develop additional relationships. SMEs can thus reduce their dependence on existing customers and suppliers (Bradley, Meyer, & Gao, 2006).
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3.2 Internationalization Barriers of SMEs
The literature on internationalization has also identified various barriers SMEs face in their endeavor to enter new markets (Rutashobya & Jaensson, 2004). This is why a key theme in the literature of SMEs’ internationalization has been the barriers behind this process. Prior literature investigated numerous barriers SMEs came across when reaching out to foreign markets. Internationalization barriers are comprised of all constraints which impede SMEs in their ability to initiate, develop or sustain their activities or operations in foreign markets (Leonidou, 2004). It is assumed that SMEs face more barriers in comparison to large firms (Albaum & Duerr, 2008; Zarei et al., 2011). The reason for this is that SMEs are perceived to be disadvantaged based on their size which hinders their exploitation of international opportunities (Korsakienė & Tvaronavičienė, 2012; Zarei et al., 2011). According to this, when it comes to internationalization barriers, entering a target market is extremely risky for SMEs (Fink & Kraus, 2007). SMEs’ internationalization barriers can be either internal or external which is portrayed in the figure below.
Internal Barriers External Barriers
lack of intense knowledge competition
lack of foregin resources market risk
family-run foreign business customers
geographic distance
Figure 2: Internal and external internationalization barriers of SMEs (Own illustration)
In spite of internally or externally related barriers, the process of overcoming them very often determines the speed and success of SMEs’ internationalization. Barriers can also differ profoundly by country and industry (Behyan, 2016; Svetličič et al., 2007). Both internal and external barriers are more serious if the domestic market is dissimilar to the target market (Korsakienė & Tvaronavičienė, 2012). External barriers are similar for all firms in their respective market and firms do not have direct influence on them. Nevertheless, MNEs may be more able to cope with these barriers (Johanson & Vahlne, 2009; Lin & Chaney, 2007; Udomkit & Schreier,
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2017). What all types of internationalization barriers have in common is that they will most likely have a deep impact on the decision-making of SMEs during their internationalization process (Korsakienė & Tvaronavičienė, 2012).
Many scholars agree that the greatest internal barrier for SMEs’ internationalization is a lack of knowledge regarding the potential target market (e.g. European Commission, 2015; Johanson & Vahlne, 2003; Zarei et al., 2011). SMEs are often unaware of the host country’s bureaucratic and administration procedures, general business practices, customer habits and the economic, political, cultural and legal environment (Musteen et al., 2010; Svetličič et al., 2007; Udomkit & Schreier, 2017). Analyzing potential foreign markets and gathering valuable market data may be very challenging for SMEs. All of this information, however, is critical in reducing the inherent uncertainty of internationalization. SMEs may be incognizant of what specific information and knowledge is required in order to establish a presence in new markets (Leonidou, 2004). As a result, SMEs need to develop new and comprehensive knowledge before expanding abroad; otherwise, the foreignness in the new environment may negatively impact their internationalization (Korsakienė, 2014; Lu & Beamish, 2001).
Given their small size, SMEs lack resources which restricts them from capturing foreign countries (Korsakienė, 2014). It is for this reason that resources are another internal barrier which is severe for implementing SMEs’ internationalization intentions (Behyan, 2016). Insufficient resources make SMEs experience high risk in a foreign market. An insufficient number of trained employees, a lack of managerial time to deal with internationalization challenges, limited access to market research, inability to hire experts, inability to develop new products for a new market or the inability to meet product quality, standards and specifications must be given great attention (European Commission, 2015; Musteen et al., 2010; Udomkit & Schreier, 2017). Resource scarcity holds especially true for SMEs as they have only limited resources available (European Commission, 2015; Lu & Beamish, 2001).
A further internal barrier SMEs are confronted with is the large share of family businesses among them. If firms are family-run, they often lack ambition and determination to internationalize (Svetličič et al., 2007). Family SMEs are believed to be less inclined to grow and thereby less present in international markets (Fernández & Nieto, 2005). What is accepted as the reason for the international stagnation of family SMEs is the limited capital that can be used for balancing family needs and business growth needs (Fernández & Nieto, 2005; Ward, 1997). Other reasons can include weak next-generation business leadership, conflicts among siblings and divergent family goals, values and needs. Family SMEs become inflexible based on their habits and assumptions which are related to past actions and previous success or failure. Clearly, family
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SMEs want to avoid decisions and actions that would endanger their company’s image or economic survival (Ward, 1997).
As with internal barriers, external barriers hold many risks for SMEs (Majocchi & Zucchella, 2003). The most considerable factor that hinders SMEs in expanding in new markets are competitors (Korsakienė, 2014). A complicated and keen competition can hold SMEs back to carry out internationalization activities in other markets. If the target market is characterized by intense competition, SMEs may be challenged by maturing markets, rapid technological changes and fierce battles for customers and market share. Competitors can therefore have a direct impact on the SMEs’ operations abroad (Ward, 1997).
While internal barriers are related to insufficient knowledge of foreign markets, external barriers can be assigned to the barriers themselves. Hence, foreign market risk is another external barrier that can enormously restrain SMEs’ internationalization intentions (Behyan, 2016). The greater the differences between the home and target market, the more risk is involved. This, for example, includes taxes, tariffs, higher administrative costs, and unforeseen marketing expenses which can be imposed depending on the firm’s choice of country, internationalization strategy and mode of entry (Korsakienė, 2014; Leonidou, 2004).
Similarly, foreign customers are identified as a big obstacle preventing SMEs to tap into new markets. Foreign customers cause problems related to language and culture. Moreover, a variety of cost-related barriers should be kept in mind. It may be that SMEs are unable or have difficulties with offering satisfactory prices to customers in the new market. Additional costs may occur because the product or the packaging needs to be modified based on the customer’s needs (Korsakienė, 2014; Leonidou, 2004). Even if the customers are known and SMEs are able to establish contact with them, dissimilar foreign customer habits can present a problem in satisfying their needs (Pangarkar & Hussain, 2013). This is the reason why it may be challenging for SMEs to offer products in the new market (Leonidou, 2004).
A large geographic distance can be a further setback for internationalizing SMEs (Al‐Hyari et al., 2012). The location of customers can cause SMEs to bear extra expenses. In particular, this belongs to transport costs which can be unnecessary or excessive. In addition to that, distance may hamper communication between SMEs and its customers. This may lead to insufficient and infrequent communication which may hurt the relationship (Leonidou, 2004). SMEs may already experience difficulties in identifying their customers in the target market. Once customers are identified, SMEs are oftentimes unable to contact them because of large distances (Leonidou, 2004).
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4. The Network Context
A network consists of two or more connected relationships (Chetty & Blankenburg Holm, 2000). To be more precise, networks can be described as “. . . relations through which entrepreneurs access resources such as information, assistance, and guidance, that can be used in establishing their firms and help them gain and sustain competitive advantages” (Upson et al., 2017, p. 199). This definition of networks is used because it points out that building relationships leads to an exchange of various resources which brings positive effects to the development of firms. Beyond that, it is a recent explanation which offers a good insight of networks while reflecting the standpoints of many other scholars (e.g. Johanson & Vahlne, 2003; Lin & Chaney, 2007; Udomkit & Schreier, 2017).
In view of this definition, networks boast a very significant advantage, namely the opportunity to access different resources. Resource accumulation is extremely important for SMEs (Mejri & Umemoto, 2010). SMEs may access resources like products or materials. Other resources involved in networks may refer to knowledge, opinions, data, patents and licenses, financial, human and social capital, marketing know-how, organizational capabilities, technology knowledge or any other tangible or intangible resources (Ratajczak-Mrozek, 2012; Todeva, 2006). Benefits can also be derived from the possibility of sharing risk, reducing uncertainties and increasing the innovativeness of SMEs and its products (Ratajczak-Mrozek, 2012; Lin & Lin, 2016; Mejri & Umemoto, 2010; Udomkit & Schreier, 2017). The possibility to acquire resources increases with the number of relationships a firm is engaged with (Ratajczak-Mrozek, 2012; Johanson & Vahlne, 2009).
The more connections a firm develops with other partners, the greater a network becomes (Goerzen & Beamish, 2005). With this background, the functioning of networks is not only based on two firms. Instead, it is also dependent on other direct or indirect relationships the firms have (Jaklič, 1998). Thus, networks link firms to each other in several, complex and often invisible ways (Johanson & Vahlne, 2009). This makes it extremely difficult to define and delimit the network surrounding. The absence of objective boundaries can make it challenging for firms to manage the network effectively (Jaklič, 1998; Johanson & Vahlne, 2009).
4.1 Network Interdependencies
None of the members within a network are performing business activities in isolation. To put this in other words, “no business is an island” (Håkansson & Snehota, 1989, p. 187). This indicates that it is all about “. . . what you know and whom you know” (Sarasvathy, 2001, p. 258). Therefore, interdependencies between members is a major component of networks (e.g. Johanson & Mattsson, 1987; Ratajczak-Mrozek, 2017). Interdependent firms can be described as firms who
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depend on the support of each other (Danziger, Bashan, Berezin, Shekhtman, & Havlin, 2014; Emerson, 1962). It is specifically important to bring the focus to commitment and decision-making of these interdependencies.
Commitment can be described as the readiness of the members involved to strive for long-term advantages despite short-term disadvantages. In the end, the cooperation will only be successful if some advantages are created for all the members. A member who is not gaining any advantages out of the network will be less committed towards its partners (Fink & Kraus, 2007; Blankenburg Holm, Eriksson, & Johanson, 1996). In contrast, if all the network members build and sustain mutual commitment, it may lead to value creation for the firms (Blankenburg Holm et al., 1999). A study conducted by Lin and Chaney (2007) reveals that firms associate their competitive advantage with their networks. When all network partners compete as a whole and not individually, superior performance may ensue out of it (Marcela Herrera Bernal et al., 2002; Lin & Chaney, 2007).
Commitment will bring more benefits to the network as information will flow more freely between the members (Provan, 1993). If the cooperation is based on commitment, it may lead to an increased willingness to exchange more complex and highly valuable information with other network partners (Fink & Kraus, 2007; Blankenburg Holm, Eriksson, & Johanson, 1999). During these relationships, the network members learn more about each other’s needs, strategies, resources and business behaviors (Johanson & Vahlne, 2003). Over time, firms will adapt their business activities to one another which creates a better fit within the network. As soon as the firms understand the need for mutual commitment, no choice will be made unilaterally and, the counterparts are naturally taken into consideration when decisions are being made. In doing so, other firms are encouraged to stay engaged in the network (Blankenburg Holm et al., 1999; Provan, 1993).
There is a good reason to expect that interdependencies between network partners also deal with decision-making authorities. Since the visibility and presence of network partners may vary substantially, influence comes into play. Influence governs change, order or chaos within a network. The majority of decisions are based on how much influence members possess within the network (Saaty, 2004). That being said, influence is perceived to be two-sided. This not only means that network members influence the firm, but also network members must be willing to be influenced by the firm. With regard to influence, two outcomes are possible. First, if one network member is highly dependent upon another member, but this other member is not dependent it is called followship relationship. In this situation, the member who is not dependent possesses extensive influence on how the network is functioning and how the relationship develops. The firm
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which is dependent has to follow and adapt to the desires and procedures of the more powerful counterpart. The second constellation of relationships involve mutual dependence where no firm has more power. Hereby, each of the firms depend equally on the inputs of the others. It should also be noted that relationships do not always accurately fit into these two types (Ritter, Wilkinson, & Johnston, 2004).
Interdependencies can trigger positive and negative outcomes. In a positive dependence, other members help the firm to achieve goals. This is usually the case when firms have relationships with their customers or suppliers. On the other side, negative dependence is when the actions of members impede the firm to meet certain objectives such as actions of competitors (Ritter et al., 2004). The decisions made within the network control the functioning of the network. If network members do not share the same understanding, it may cause wrong decisions and actions which will lead to unwanted outcomes. Hence, decision-making within networks requires feedback and agreement towards goals and priorities (Saaty, 2004). Network members often strive to persuade other members about the advantages of preferred actions and decisions. As a result, network members permitted to make decisions need to manage other member’s expectations by providing the proposed direction. With this approach, the outcome of the network can be improved and internationalization opportunities can be seized (Håkansson & Ford, 2002).
Relationships and interdependencies also bring obstacles in terms of the network members’ cooperation with each other (Marcela Herrera Bernal et al., 2002). These obstacles can occur in the early phase of relationship development, but can also be of concern later on (Rundh, 1999). One firm itself is already hard enough to manage, but managing a network of several companies represents an even greater challenge (Jaklič, 1998). Problems refer to establishing trust, poor communication, divergences in business ethics and cultural differences (Jaklič, 1998). Other difficulties of networks relate to managing the flow of information between members, the fear of sharing secret information, lack of experience in cooperating or fear because of previous negative experiences. Apart from that, fear of losing independence and control over the own company, inability of making independent decisions and the perception that foreign partners cause higher risk are far-reaching obstacles (Ratajczak-Mrozek, 2012). These possible network complexities can cause goal conflicts among partners which diminishes commitment and negatively influences the decision-making within the network (Lin & Lin, 2016).
4.2 Network Ties
The effort a firm makes to develop and sustain networks determines the strength of relationships. Relationship strength is, in turn, traced back to three factors: (1) frequency of contact, (2) reciprocity and (3) friendship. If a tie is strong between two members, they have frequent
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contact with each other which is characterized by friendliness and reciprocal favours. Inversely, weak ties involve infrequent contacts which are not attributed to reciprocity and friendship (Granovetter, 1973; Nelson, 1989). From this viewpoint, ties can be classified as strong and weak ties (Kontinen & Ojala, 2011; Shi, Adamic, & Strauss, 2007). In order to understand this classification, it is helpful to examine the triads which are illustrated in the figure below.
Figure 3: Network ties (Granovetter, 1973, p. 1363)
As can be seen from the figure, the triads can be strong or weak among A, B and C. In this case, A and B are strongly linked to each other, and so are A and C. What is missing, is a tie between C and B (Lechner & Leyronas, 2012; Oviatt & McDougall, 2005). To overcome this absent connection between two members, a so-called bridge provides the only path between two unlinked members in a network (Lechner & Leyronas, 2012; Oviatt & McDougall, 2005). Bridges act as brokers who are tied to members who are not tied to themselves (Johanson & Vahlne, 2009; Oviatt & McDougall, 2005). In that sense, every bridge is a weak tie (Granovetter, 1973).
The absence of this triad, however, is of great significance (Lechner & Leyronas, 2012; Oviatt & McDougall, 2005). Usually, every person has many contacts and a bridge between C and B is needed in order for information to flow to others. Otherwise, a large amount of information would not be available which stresses the important role of bridges (Granovetter, 1973). Without bridges, groups would not be properly connected (Daly & Haahr, 2007). It is noteworthy that firms tend to have more weak ties than strong ties as they demand less investment. This is why the number of weak ties can increase very rapidly (Oviatt & McDougall, 2005).
4.3 Classifying Networks
The network literature has developed voluminous knowledge and scholars attempt to define and match various network types into categories. There is, although, still some discrepancy of what can be observed in the literature (e.g. Fuller‐Love & Thomas, 2004; Jeong, Jin, Chung, & Yang, 2017). Ojala (2009) complained that the literature covering network types is somewhat confusing. Notably, prior research on networks primarily focused on network types as being two dimensional,
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implying that a widely accepted classification of a firm’s stakeholders is into business and social networks (Jeong et al., 2017). It follows that most scholars analyzed the use of business and social networks or, in other words, formal and informal networks. This perspective gives clear need to investigate networks by adopting a more holistic approach (Jeong, 2016).
Oparaocha (2015) claims that only taking business and social networks into account creates an incomplete understanding of networks. That is, institutional networks are hidden behind business networks. Given that hiding, a growing body of literature argues that there should be a distinction between institutional and business networks as they are separate from one another (e.g. Hånell & Ghauri, 2016; Neneh, 2018). Based on the relied literature, this thesis classifies networks in accordance with recent scholars (e.g. Hånell & Ghauri, 2016; Neneh, 2018; Oparaocha, 2015) and recommends three different network types, which are business, social and institutional networks. The figure below gives an overview of a firm’s possible network types.
Business Network
A Firm‘s Network Social Institutional Network Network
Figure 4: Network classification (Own illustration)
The information presented in the figure above indicates that a firm’s network can consist of business, social and institutional relationships. The weight given to each network type depends on the firm. In addition, the overlap of these three network types exhibits the individual network of a firm. Each of these network types may offer important assistance for SMEs’ internationalization. Outside the overlap, relationships would be available, but these are not part of a firm’s network. This is simply because not everyone can be part of a firm’s network.
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While business networks are about repeated economic exchange with partners such as suppliers or customers, social networks have their roots from personal relationships and represent relatives, friends, colleagues etc. (Hånell & Ghauri, 2016; Vasilchenko & Morrish, 2011). Institutional networks involve the support of institutions (Hånell & Ghauri, 2016). Irrespective of network type, all can serve as a very powerful tool in supporting business activities since valuable resources are pooled in all of the network types (Marcela Herrera Bernal et al., 2002). Each network member has different kinds and amounts of resources and members have different levels of access to them. Even if many resources may be attained, one should not think that networks offer unlimited resources (Todeva, 2006). In the following, business, social and institutional networks including its benefits for firms will be pointed out.
Business Networks
Business networks can be defined as sets of repetitive activities between at least two actors in order to exchange resources (Halinen & Törnroos, 2005; Ratajczak-Mrozek, 2017; Todeva, 2006). A business network of a firm is about formal relationships with other business partners. These relationships are mainly developed with suppliers, customers or competitors. Notwithstanding, it is also possible to build a business network with other entities such as dealers or agents (e.g. Gulati et al., 2000; Mtigwe, 2006; Neneh, 2018; Roseira, Brito, & Henneberg, 2010). What differentiates business networks from other types of networks is that they are always related to business activities (Forsgren & Johanson, 2014).
Since the last decade, the interest in business networks has been increasing, even if these relationships have always been available (Fuller‐Love & Thomas, 2004; Halinen & Törnroos, 2005). This may be due to the growing relevance of knowledge, innovations, competitiveness and overall globalization. A business network is an important concept for dealing with all these issues (Halinen & Törnroos, 2005). This is why nowadays business networks are an extremely popular asset for firms in many countries (Fuller‐Love & Thomas, 2004). The benefits of business networks can be achieved by flourishing relationships with business partners (Todeva, 2006).
Social Networks
Social networks can also be referred to as social relations, interpersonal relationships, personal networks, personal connections, social ties or relational networks. These informal personal relations are formed with family, friends, acquaintances, fellow school friends, students or any people met in a local or foreign country (Jin & Jung, 2016; Neneh, 2018). It involves an accumulation of individuals who may hardly be known or well known and who contribute passively, reactively or proactively to the firm in an elicited or automatic way (Fuller‐Love & Thomas, 2004; Gilmore & Carson, 1999; Neneh, 2018). Social networks are widely viewed as essential due to
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lower set-up, monitoring and enforcement costs and not because of the importance of friendship (Ellis, 2011).
Social networks are said to have changed the way firms are doing business these days (Ioanid, Deselnicu, & Militaru, 2018). Investing in social networks can support the growth possibilities of a firm which can prompt them to exploit the full potential of their social relationships (Franco, Haase, & Pereira, 2016). The social network of a firm is based on the ability to gain benefits from their social structures because social relations can support the decision-making and well-being of the firm (Fuller‐Love & Thomas, 2004; Gilmore & Carson, 1999; Neneh, 2018). Consequently, SMEs striving for a better performance should not only rely on business networks, but also take advantage of non-business actors (Fuller‐Love & Thomas, 2004; Hånell & Ghauri, 2016).
Institutional Networks
Institutional networks may be created with any formal institution such as government officials, government agencies for international development, supporting bureaus, innovation centers, universities, business incubators, professional support associations, financial and research institutions or leaders in regulation (Oparaocha, 2015; Zarei et al., 2011). Subsequently, institutional networks are typically related to relationships that are created between a firm and publicly funded institution (Neneh, 2018).
Businesses are embedded in certain institutional environments and must obey to institutional guidance, such as industry patterns, legal environment and regulatory and policy frameworks. SMEs expect and want a specific service from their institutional network to be able to comply with institutional rules. What SMEs perceive to be most useful is advice and support concerning financing information, help with partner search, foreign business contacts and market information. At the opposite side, institutional agencies provide a wider choice of services and resources to SMEs such as credit and background checks, legal help and support with business plans (Oparaocha, 2015; Shamsuddoha, Yunus Ali, & Oly Ndubisi, 2009).
4.4 The Geographic Location
Every firm is surrounded by borders related to political, economic, and cultural barriers which may restrict firms in doing business (Johanson & Vahlne, 2003). When firms are engaged in networks not only in the home market, local relationships may influence international relationships and vice versa. This may lead to overlapping outcomes of international and local networks (Rundh, 1999; Tang, 2011). Each of the network types, which are business, social and institutional networks, can either be developed in the domestic market or international level (Prashantham, 1999).
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Local Networks
A local network comprises of relationships between firms in the same country (e.g. Lechner & Leyronas, 2012; Montoro-Sanchez et al., 2018). Networks in the domestic market enable firms profiting from a variety of different knowledge and resources (Lechner & Leyronas, 2012). One might assume that local networks yield little resources or benefits for improving a firm’s performance. Indeed, the benefits resulting out of local networks should not be ignored or overlooked as they can also lead to an enhanced domestic and international performance of firms (Narooz & Child, 2017; Prashantham, 1999).
In general, SMEs tend to have a greater number of networks in the local environment compared to the international level since it is usually easier for them to establish relationships with domestic partners (Prashantham, 1999). As networks demand SMEs to dedicate time and effort, they should not strive to maximize their relationship with each network partner. What they should do is to select a position in the local network which is best for developing relevant national and international relationships. This is important because not every position in a domestic network can bring advantages for improving the performance and well-being of firms (Montoro-Sanchez et al., 2018).
International Networks
An international network involves firms operating in at least two different countries. Each country has a management organization that is functioning as a coordinating body and is responsible for the management in its respective country. What is worth stressing is that sometimes international networks are not considered to be very different from local networks. This point of view often occurs when firms cooperate with actors who are located in neighbouring countries such as members within the European Union. In practice, major differences in the regulatory environment and language may be prevailing (van den Broek, 1999). It is also possible that a firm is engaged in several relationships in more countries (Jaklič, 1998). Often, the more geographically distant the target market, the less likely firms have contacts in that market (Shirokova & McDougall-Covin, 2012)
International networks are not always easy to design, build and manage as it crosses national borders (van den Broek, 1999). Relationship building is already a demanding and complex process. If relationships should then be developed in the international environment, obstacles will become more intense. (Rundh, 1999). Especially geography can cause serious challenges (Marcela Herrera Bernal et al., 2002; Jaklič, 1998). If SMEs aim to develop relationships with partners located in distant markets, it will afford more time and complicated procedures to develop well-working relationships (Ratajczak-Mrozek, 2012). Large distances may harbor communication
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barriers whereby different languages may become a burden. The differing national cultures and varying corporate cultures are additional sources of conflicts and need to be managed accordingly in order to make the network work successfully (Mandják et al., 2011). When SMEs believe that the advantages retrieved from cooperating in an international network do not outweigh the costs and efforts which are necessary, the firm will probably withdraw from the process of relationship building. This decision should be carefully made because international relationships may be pivotal for SMEs to stay competitive in the future (Rundh, 1999).
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5. Network Diversity
Network diversity is a topic that has not yet received special attention. This might be the reason why there is little theoretical and empirical grounding available. While networks are extensive and well investigated, their underlying diversity is only being given a brief mention by scholars (e.g. Baum et al., 2000; Beckman & Haunschild, 2002; Chandra & Wilkinson, 2017; Goerzen & Beamish, 2005; Musteen, Datta, & Butts, 2014; Reagans & McEvily, 2003; Ripollés, Menguzzato, & Iborra, 2002; Tang, 2011). For the most part, the literature has hardly made any attempt to deal with a definition of network diversity.
The research related to network diversity has taken place in the period from December 2018 to May 2019. Various databases have been utilized in order to cover a large number of different scholars. The databases included EBSCO, JSTOR, Sage, Elsevier, IEEE, Wiley Online Library, Taylor & Francis, Emerald Insight, Springer and Google Scholar. The publication date of the articles has not been restricted, meaning that recent and old articles were searched. Nevertheless, most of the articles discussing network diversity are found to be published within the last 10 years. For the search term not only network diversity was used, but also other terms were tested such as heterogeneous networks, diverse networks, diversified networks or divergent networks. Instead of the term network also relations, relationships or alliances were tried.
The review in this field has shown that only one scholar has made the attempt to specify this term. For Beckman and Haunschild (2002, p. 99) “network diversity means firms have access to unique information about the premium experiences of their partners and their partners' partners”. In their view, network diversity allows firms to take advantage of a wide range of various information (Beckman & Haunschild, 2002). If one looks back to the previous literature research of this thesis, networks themselves are already characterized as different relationships bringing along different resources, also related to information (e.g. Johanson & Vahlne, 2003; Udomkit & Schreier, 2017; Upson et al., 2017). With this in mind, Beckman and Haunschild’s (2002) definition reminds more on the general concept of networks whereby a lack of consideration is given to the diversity component.
Although other scholars (e.g. Baum et al., 2000; Chandra & Wilkinson, 2017; Musteen et al., 2014; Reagans & McEvily, 2003; Ripollés et al., 2002; Tang, 2011) touch on network diversity, an explicit definition is not available. What all the relied scholars have in common, however, is that diversity and resource variety are more or less obviously connected to another. In light of this connection, it can be assumed that scholars interpret network diversity as having a distinct pool of resources, primarily information and experiences obtainable from many different partners. At this point it must
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be said that all these scholars discuss network diversity vaguely and in very broad terms. This makes it difficult to sufficiently understand the meaning behind it.
The reason for the absence of this definition is unclear. For one thing, it might be attributed to the great complexity of networks (Johanson & Vahlne, 2009). It is known that networks comprise of a large number of different elements such as network ties, network types, interdependencies or any kind of resources just to mention a few of them (e.g. Ratajczak-Mrozek, 2012; Granovetter, 1973; Oparaocha, 2015). For firms, some of these elements might be more of a concern or more visible than others. This might lead to difficulties in integrating only relevant network elements in order to set limits to define this term accordingly. Another reason might be corresponding to human thought patterns. When people think about diversity, they will typically think first and foremost about a variety of different things. When people then think about networks, different partners including their resources will come to their mind. If these two perspectives are combined, it can be well comprehended that scholars believe that network diversity refers to varied resources while unconsciously neglecting a more complete understanding.
The lack of noticing the meaning of network diversity has led to the limitation of theory development. When seen from this perspective, this thesis claims that the definition of network diversity requires a closer exploration. Taking only a wide range of resources into account cannot be adopted as an acceptable definition for network diversity. The rejection of this definition is affirmed by the overall network literature stressing that many different network elements occur to different extents (e.g. Forsgren & Johanson, 2014; Mandják et al., 2011; Tang, 2011). Moreover, Goerzen and Beamish (2005, p. 339) are convinced that “. . . network diversity is a multifaceted latent construct”. These beliefs call for the incorporation of more elements other than just resources when aiming for a definition. As these data limitations constrain this thesis, it will be proceeded with an attempt to comprehensively define network diversity.
Diversity itself is not a new phenomenon. What is striking is that, especially in the team context, diversity is well-researched (e.g. Harrison & Klein, 2007; Horwitz & Horwitz, 2007; Joshi & Roh, 2009). Out of this background, team diversity is used as a guideline to create a definition for the diversity of networks. It is not without good reason that team diversity serves as a point of reference. Teams and networks have similar characteristics since both prioritize relationships and its interdependencies. As already discussed earlier, networks are relationships between interdependent actors (Chetty & Blankenburg Holm, 2000; Ratajczak-Mrozek, 2017). This is the same for teams, because relationships are established between the team members when striving for the achievement of objectives. Likewise, also members of a team constantly show various
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levels of interdependencies related to their tasks, decisions and goals (Beckman & Haunschild, 2002; Joshi & Roh, 2009).
Even diversity itself is rarely clearly defined in the literature. The preponderance of scholars frequently take diversity for granted whereby it still remains somewhat ambiguous. This thesis holds the view of Harrison and Klein (2007, p. 1200) who indicate that diversity may be understood as “. . . the distribution of differences among the members of a unit with respect to a common attribute . . .”. Such attributes may belong to experiences, opinions or power besides many others. This is taken as an overall definition for diversity because describing a certain attribute within a unit makes it possible to look at the entire unit. At the same time, there is no need to put the focus on single members (Harrison & Klein, 2007). This is particularly important when analyzing networks. Networks should be observed as a whole whereby its individual members are not examined in detail.
It is noticeable that scholars usually disregard taking a closer look at the identified differences within a certain group (Harrison & Klein, 2007; van Knippenberg & Schippers, 2007). To warrant attention to this problem, Harrison and Klein (2007) presented a framework recommending that diversity is best analyzed in three ways. In correspondence, network diversity is divided into three different types: separation, variety and disparity. This thesis borrows the diversity typology of Harrison and Klein (2007) because an adequate and detailed definition is provided. In addition, other scholars (e.g. Breitenecker & Khan, 2013; Curseu, Schruijer, & Boros, 2007) analyzed and supported their approach to diversity. The framework introduced by Harrison and Klein (2007) offers new opportunities of looking at diversity (Curseu et al., 2007). This thesis tries to adapt the concept of team diversity to define network diversity. Care must be given to ensure that diversity is appropriately tailored to the unique characteristics of networks.
Diversity is often seen as a so-called double-edged sword. Whereas advocates of diversity believe that diversity yields positive effects, their opponents emphasize that dysfunctional interactions and poor performance are the consequences whereby diversity should be kept at a minimum. With only taking high and low diversity into consideration, the possibility of a middle road is often brushed aside (Horwitz & Horwitz, 2007). For this reason, not only the different types of diversity (separation, variety and disparity) are discussed, but also the possible shapes (minimum, moderate and maximum). With this framework, it cannot only be explored if network elements are the least diverse, but also if they are moderate or most diverse. This is also advantageous because only very few authors discuss minimum, moderate and maximum diversity (Harrison & Klein, 2007).
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5.1 Network Separation
Separation captures network member’s positions, opinions, beliefs, values and attitudes. These separation traits are of particular relevance in dealing with goals and processes. This form of diversity can be demonstrated with a continuum which is expressing the shape of a certain separation trait such as network member’s opinions. The shape shows if a separation trait reaches either a minimum, moderate or a maximum level on the continuum (Harrison & Klein, 2007). The separation continuum can be seen in the figure below.
Figure 5: Possible shapes of network separation (Breitenecker & Khan, 2013, p. 220)
Minimum separation shows up when all network members possess, for example, the same opinion. When looking at the continuum, members occupy the same position, either if it is high, low or in the middle. This implies that minimum separation can take place at any point in the continuum. The lower the separation, the more satisfied the network members are because many similarities are shared. When separation is low and members do not differ significantly from one another, it is said that members within a network enjoy improved performance, higher levels of cohesion, lower levels of potential conflicts and withdrawals of members are more unlikely (Tsui, Egan, & O'Reilly, 1992). These positive effects yielded are based on various factors. While interactions between members reinforce their own opinions and beliefs, low separation also makes it easier to adapt different opinions, beliefs, values and attitudes (Breitenecker & Khan, 2013; Locke & Horowitz, 1990). This is because network members similar to one another tend to like each other and are less likely to challenge other member’s positions (Harrison & Klein, 2007). Opposed to all these positive effects, a relatively small number of studies posit that similarities between members in separation traits may lead to dissatisfaction and disliking (Locke & Horowitz, 1990).
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Maximum separation, in turn, represents a situation with network members who have a position as far from one another as possible. It should also be mentioned that maximum separation is perceived to be symmetrical. The highest separation is then achieved when two balanced groups hold contradicting viewpoints, positions or attitudes. When demonstrating maximum separation on a continuum, two groups of members hold a position at each endpoint. This means that network members are being split equally on the continuum which can also be seen in the figure above in the square on the far right (Harrison & Klein, 2007).
In such a case of maximum separation, differences within network members lead to the creation of subgroups. If some of the members overlap in certain characteristics, opinions will be shared more frequently compared to members not being in this subgroup. The exchange of information and knowledge will be much richer and constructive discussions are the order of the day. Whereas subgroups contribute with new and different standpoints positively to the overall decision-making, the division of members in little groups make others feel irritated and the unity of the entire group may be endangered (Gibson & Vermeulen, 2003). What follows is limited group cohesiveness, increased conflicts, emergence of distrust and poor performance (Harrison & Klein, 2007). By knowing the possible disadvantages of maximum separation, the literature often claims that subgroups are detrimental for the overall group (Gibson & Vermeulen, 2003).
Beyond attaining a minimum or maximum in that respect, also a middle road is possible which is called moderate (or limited) separation. This shape of diversity deals with members having only a few disagreements, slightly opposing viewpoints or diverge only little in their attitudes and values. Here, the network members are spread along the separation continuum. It may be that many of the members possess the same position and only some of them have differing opinions, attitudes or values. For this reason, it may also be that members are uniformly spread across the separation continuum (Harrison & Klein, 2007).
In order to present an example, the member’s attitude towards showing commitment is used. If half of the members within a network are passionately committed to the other members, while the other half is not committed, maximum separation occurs. Minimum separation is achieved when all network members have the same level of commitment, regardless if their commitment reaches a high, moderate or low level on the continuum. A moderate (or limited) separation comes forth when all the network members possess an (almost) evenly disturbed commitment towards the network and its members which is spread along the continuum.
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5.2 Network Variety
Variety is defined as network members being different from each other on a categorical attribute. This can involve member’s functional backgrounds, content expertise, knowledge and experiences. In contrast to separation, variety does not deal with symmetry. The distribution of variety traits simply shows its variety which is about the number and spread of certain traits among the members. Even if it cannot be shown on a continuum, variety can reach a minimum, a maximum or a moderate level. The figure below shows the possible variety shapes (Harrison & Klein, 2007).
Figure 6: Possible shapes of network variety (Breitenecker & Khan, 2013, p. 221)
Variety is minimized when all the members of a network fit in the same category of a certain attribute such as members who have all the same functional background (Harrison & Klein, 2007). Members sharing the same variety attributes will more likely rely on similar or the same information. These rigidities might make it difficult to search and identify new opportunities. Due to this disadvantage of homogeneity in groups, it may be that network members aim at actively promoting variety in their networks. Nonetheless, it may also be that some firms also prefer members being more homogeneous (Mello & Ruckes, 2006).
Network members possessing very different traits find themselves at maximum variety. Variety at its very highest represents the richest distribution of information possible because members are capable of providing unique information, knowledge and experiences to other members. The larger the knowledge repertoire, which is available to the network members, the more advantages are entailed. Knowledge heterogeneity may enhance creativity and innovations through which a higher decision quality may be reached (Goerzen & Beamish, 2005; Harrison & Klein, 2007; Mello & Ruckes, 2006). Drawing from various resources allows network members to better identify and
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solve problems (Ferrier, 2001). Members also tend to be more open and welcoming to other member’s viewpoints (Harrison & Klein, 2007). How maximum variety looks is shown in the figure above.
Otherwise, diversity literature argues that maximum variety in group composition may also has its drawbacks (Williams & O’Reilly, 1998). It is assumed that differences in backgrounds and experiences are not only related to different informational sources, but also to different preferences which can easily result in conflicts between the network members (Mello & Ruckes, 2006). Differences in backgrounds may therefore hinder network members to build sound relationships. If major differences can be noticed, members are often not able to effectively work together (Harrison & Klein, 2007). This can even lead to members becoming excluded or isolated of the network when they are least like the majority and hold a different opinion. Relevant knowledge and experience of outsiders will be lost if they leave the group (Williams & O’Reilly, 1998). Dissimilarities are thus a potential reason why members within a network become divided (Harrison & Klein, 2007).
If at least one member has a categorical attribute different from the other members, one speaks of moderate (or limited) variety. This constellation can bring unpleasant effects to network members. They might not discuss knowledge which is not shared by the majority or all of the network members. Overlapping knowledge therefore appears to be important to avoid that members ignore unshared knowledge (Harrison & Klein, 2007). In spite of this, it is possible that some members may be able to efficiently share information and knowledge (Hansen, 1999). This is important because network member’s interaction including their level of knowledge sharing determines the quality of work and performance (Mello & Ruckes, 2006).
As an example, it should be assumed that a supplier, a customer and a government official are part of a firm’s network. If this is the case, network variety is high because the members involved in the network do not belong to the same category. Network variety will be low if all the network members come from the same category, so if all of them would be suppliers. A network consisting of only suppliers, but one (or more) government official(s) are included, is termed moderate (or limited) variety.
5.3 Network Disparity
Guided by Harrison and Klein (2007), disparity is the third form of diversity. This form encompasses the concentration of valued resources such as pay, income, status, social power and decision-making authority. Network members differ in the extent to which they receive or hold a share, amount or proportion of any of the just mentioned disparity resources. Irrespective of
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resource type, they are socially desired by the members within the network. Hence, disparity can be explained as inequality between members of a network. In other words, it is about a hierarchical arrangement. What is interesting is that the diversity literature looks into the concepts of separation and variety, but very few scholars focus on diversity as disparity (Harrison & Klein, 2007). The figure below presents the different shapes of disparity.
Figure 7: Possible shapes of network disparity (Breitenecker & Khan, 2013, p. 221)
When disparity is at its minimum, disparity traits are equally distributed along the continuum. As can be seen in the figure, minimum disparity means that members have the same amount of certain resources, regardless if this amount is low, medium or high. Disparity traits very often determine network member’s satisfaction. This is the reason why members typically strive for equally distributed resources. This can lead to a positive working atmosphere because no single network member has more traits and therefore it is less likely that they put themselves in the foreground. This also implies that members are not feeling disadvantaged compared to the other members who are part of the network (Breitenecker & Khan, 2013; Harrison & Klein, 2007).
Disparity is asymmetric. With that in mind, disparity within network members reaches a maximum when one member has all of one disparity trait such as decision-making authority. In this case, the highest point of the continuum is reached by one member. All the other members do not possess or have access to this trait. Maximum disparity is predicted to create more competition within the network, less input or even withdrawal of members. Strong disparities might diminish the performance and interrupt the information flow between the members (Breitenecker & Khan, 2013; Harrison & Klein, 2007).
Moderate (or limited) disparity comes into play when network members have some differences regarding a disparity trait. Despite this, the prevailing differences between members can be compressed. This means that at a moderate level, members display more readiness to conform
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to group norms compared to those at the high or low end of the continuum (Breitenecker & Khan, 2013; Harrison & Klein, 2007). How this shape looks like can be seen in the figure above.
In order to portray an example, decision-making authority is taken. Disparity is at a maximum if a positive asymmetric distribution is present. This means that one member of a network is at the top of the continuum and possess all the decision-making authority. All the other members do not have any authority in this regard. A minimum of disparity is attained when the decision-making authority is equally distributed among all network members, meaning that all of them equally execute decisions. When looking at the continuum, members hold the same position. A moderate (or limited) disparity is prevailing when only a few members within the network have decision- making authority. If this happens, members are spread along the continuum.
5.4 Concluding Remarks
All these mentioned diversity forms are distinct from each other and are based on scholarly theories. Separation, variety and disparity demonstrate unique patterns of the members involved in a network. Separation explains the differences among members in their viewpoints. This is about the distribution of where members stand on a value, belief or attitude. Variety deals with the differences between network members coming from different categories and hence possessing different knowledge or experience. Variety reflects information, meaning if members know something that is unique and distinct from other members. Disparity demonstrates the differences of valued resources among members. This is about the distribution of how much a valued commodity each member has (Harrison & Klein, 2007).
Clearly, there are distinctions between their meanings, but there is only little to distinghuish between the three diversity types when a minimum occurs. Where these diversity types profoundly differ from each other is when a maximum is achieved. Maximum separation does not only mean that the members are different, but also that they are polarized into two different subgroups. Maximum variety emphasizes that every member is one of a kind. Lastly, maximum disparity suggests that resources such as power or status are extremely unbalanced between the members (Harrison & Klein, 2007).
With the creation of this network diversity definition, it can be concluded that scholars (e.g. Baum et al., 2000; Beckman & Haunschild, 2002; Chandra & Wilkinson, 2017; Musteen et al., 2014; Reagans & McEvily, 2003; Ripollés et al., 2002; Tang, 2011) who discussed network diversity made a first step in the right direction. This means that varied resources are relevant, but diversity is complex and requires the incorporation of more elements.
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6. Methodology
6.1 The Qualitative Research Design
To satisfy the goal of this thesis, a qualitative approach seems to be most suitable for this study. A qualitative research design offers a rich and holistic view, preserves the chronological flow of events, documents what actions lead to what consequences and interprets the viewpoints of the interviewees. In addition to that, this thesis seeks to investigate a largely unresearched topic whereby a qualitative approach is most effective (Tracy, 2012). With especially these benefits in mind, qualitative research will very likely lead to comprehensive insights which is necessary for answering the research question of this thesis.
In particular, this thesis uses qualitative interviewing. Interviews are the most widely employed qualitative research method and it also represents the method used in this research process (Edwards & Holland, 2013; Qu & Dumay, 2011). With qualitative interviews, people get encouraged to share their experiences and knowledge of a certain topic (King & Horrocks, 2010). This is in alignment with the goals of this study because superior emphasis is placed on the perspective of the interviewees. To achieve the goal of this study, it is required to translate the answers of the interviews into structured findings (Lapan, Quartaroli, & Riemer, 2011).
While it may be assumed that everybody can ask questions, insufficient preparation will cause disappointing results. For this reason, an interview topic guide serves the purpose of directing interviews with the selected SMEs. Such guide should cover topics aimed to discuss during the interviews. An interview guide can take up different forms because they can be very scripted or rather loose. Irrespective of the form, an interview topic guide ensures that the same thematic approach is used during each interview. This does not exclude the possibility of asking additional questions when highly interesting or complex answers are encountered during the interviews (Qu & Dumay, 2011). What is thus seen as a key characteristic of this research design is flexibility. The interviewer has control over the interview in the sense of which questions should be asked in which order (King & Horrocks, 2010).
6.2 Data Collection
6.2.1 The Sample The qualitative part of this thesis is based on interviews carried out with managers of Austrian SMEs. This thesis draws on data from four interviews. In order to answer the research question, all chosen firms are SMEs and align with the definition of the European Commission (2015) in terms of staff headcount and turnover. Attention has also been given to ensuring that the SMEs operate in international markets. Their international reach, meaning the number of foreign
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countries, was not restricted to a minimum or maximum. Differences in their number of international markets may provide rationales about their internationalization process and use of networks. Beyond, SMEs operating in four different industries were selected because network partners and internationalization intentions may vary across industries which will lead to informative comparisons. Austria is characterized by family-run businesses (Wirtschaftskammer Österreich, 2018a) whereby another criterion involves that half of the SMEs are family-run. As a firm’s management is decisive in selecting, entering and expanding into new markets, interviews were held with top-level managers. This is crucial because on that basis, it is ensured that the right people are asked (Qu & Dumay, 2011).
To find appropriate SMEs, it has been made use of the internet. This way, emails were sent to the firms asking for an interview. The e-mails also included a short description of the master thesis topic and the interview topic guide was attached for a better understanding. In total, emails were sent to 15 SMEs. Some of the SMEs did not reply and some had to reject due to a lack of time and resources. For this reason, the personal network of the author was used to increase the likelihood of success. As already covered in the literature part, networks are important. This became obvious during this research process because all of the managers interviewed turned out to be part of the author’s personal network. All of these managers were informed by others first and then the managers were called to arrange a meeting for an interview.
6.2.2 The Interview Interviewers face challenges starting the interview. To circumvent this challenge, an introductory question helps to signal the beginning of the interview. This question is not directly related to the research question and can start with phrases such as “Can you tell me about . . . ” (Qu & Dumay, 2011, p. 250). This was applied during the four interviews, because the interviewees were first asked to tell a bit about their position and their company in order to make them talk. It should be borne in mind that this information is not useless because this information revealed the company’s profiles while a good interview start was created. Nevertheless, the interview should move as quickly as possible to the focus of the research (Qu & Dumay, 2011).
For carrying out the interviews, different options are available (Leonidou, 2004; Qu & Dumay, 2011). Interview topic guides can be set up in a style where full questions are formulated with proper sentences. Another way to structure the interview topic guide is to include merely phrases or single words as a reminder of a topic which can be presented in bullet points (King & Horrocks, 2010). Regarding the form of the interview topic guide, this thesis sheds light on the middle of the structured-unstructured continuum, namely the semi-structured approach. This approach is preferred because it helps that the interviewee’s own stories and experiences are elicited in a
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narrative way. Semi-structured interviews are considered as being very popular because of its flexibility and control during the interview (Qu & Dumay, 2011). Due to the nature of open-ended questions, interviewees enjoy the freedom of answering the questions in their own way (Edwards & Holland, 2013). When creating the topic guide for the interviews, it may be helpful to take into account the focus of the research, what this thesis aims to contribute, how much time available is for the interview, what kind of information access is realistic and how much the researcher already knows about the topic (Edwards & Holland, 2013). As the research continues, it is necessary to respond to what has been learned so that questions may be altered to receive the information actually needed (Rubin & Rubin, 2005).
The topic guide used for the interviews only serves as a broad structure, involves key points and does not include every detail. After the introductory part, the interviewees were asked to describe the internationalization process of the firm. The intention is to find out about the firm’s internationalization motives and barriers. Afterwards, they were asked to explain who supported this process. This belongs to network variety and also covered the resources involved and the geographic location of the partners. In order to receive information about network separation and disparity, interviewees were requested to give a deeper insight about what the cooperation with their network partners looked like. While network separation is predominantly pertained to differences in commitment, network disparity especially referred to decision-making. The member’s willingness to show commitment is examined because this is important in the internationalization process. Decision-making power provides insights into the hierarchy and power differences among the members. An overview of the interview topic guide is presented in Appendix 1 (see page 89).
It is also suggested and preferable in qualitative research to do audio recording so that the interviews can later be transcribed (King & Horrocks, 2010). The interviewees were asked for permission to audio record the interview. The interviews were held in German because interviewees point of views are paramount and it may be that the English language cause barriers for the interviewees whereby they speak less, or they may not be able to convey their opinion. The transcripts do not include gap fillers such as “äh” or “hm” and sometimes the grammar has been corrected. This has been done for better readability. The content has not been modified in any way. Line numbers are incorporated for better traceability regarding the analysis part of this thesis. In this respect, it was also asked if the interviewee and his or her company wanted to remain anonymous. As most of them did not have any preference, all of the companies are anonymized. The interviews were all held between June and July 2019 and took approximately 30 to 40 minutes. Already during the data collection, it was advantageous to read each transcribed interview carefully before preparing the next one. When doing this, important concepts may be
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found which can be asked in more detail in the following interview (Rubin & Rubin, 2005). Therefore, once the first interview was conducted, it was transcribed and analyzed to make sure that the right questions were asked during the interviews.
6.3 Data Analysis
The analysis of the received data is a process of moving from raw interviews to interpretations which are based on evidence. This process involves classifying, comparing, weighing, and combining information obtained from the interviews in order to find out meanings, implications and possible patterns (Rubin & Rubin, 2005). After all the interviews were conducted, the relevant interview answers were labeled which served as a guide for discussion for the analysis. The labeling of the interviews refers to the firm’s company profiles, their internationalization motives and barriers and their network variety, separation and disparity.
The analysis will first be guided by the internationalization of the Austrian SMEs. This will involve the importance the firms place to internationalize and a comparison of their willingness for future internal expansions. This is done to better comprehend the motives set and the barriers the firms are confronted with. Afterwards, the firm’s internationalization motives and barriers will be debated. In order to do so, the motives and barriers will be categorized according to the categorization described in the literature review. The firm’s motives and barriers are matched to these categories and detailed examples will be added. The order of these categories depends upon the number of SMEs who pursue the same motive and face the same barriers. In alignment with the literature review, it is distinguished between intrinsic and extrinsic motives and internal and external barriers.
Second, the focus of the analysis will be brought to the network diversity of the Austrian SMEs. Based on the ambiguity which surrounds the definition of network diversity, the literature has not yet devoted any theoretical or empirical evidence of how network diversity may be linked to internationalization (Musteen et al., 2010). To close this knowledge gap and achieve the objective of this thesis, the link between network diversity and internationalization should provide first insights concerning how diverse a network should be in order to facilitate the internationalization of Austrian SMEs.
It will be started with examining network variety in order to get a good overview of the network partners the four SMEs take advantage of for international matters. Each of the four SMEs’ network partners are listed. It is, however, assumed that the four firms have certain types of network partners in common whereby the different types of network partners will be explained after one another in more detail. The internationalization barriers faced by the selected SMEs
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including their motives are linked to their network partners and their resources provided. In this vein, it can be concluded how much network variety (e.g. minimum, moderate or maximum) within SMEs’ networks is preferable for facilitating a firm’s international expansion.
When analyzing network separation, each firm will be discussed separately because the four SMEs have different experiences with the commitment of their network members. Within each firm’s network, it will be distinguished between the different types of network partners because the level of commitment may very among them. In order to identify the member’s commitment, examples from the interviews will be offered. Even if individual network members will be used to provide examples, it will always be looked at the entire network. This is also in accordance with Harrison and Klein’s (2007) framework because not every single member should be analyzed in detail since the prevailing diversity within the overall network is relevant. Nonetheless, examples should support the choice for assigning a minimum, moderate or maximum separation to the firm’s network.
Network disparity will be analyzed with the same proceeding. The four SMEs will be discussed in detail after one another. It will be again distinguished between the different types of network partners the SMEs are engaged with. This is done because different network partners may have different power with regard to decision-making. As this type of diversity deals with the decision- making authority of the network members, examples in that regard will be given.
After each network diversity type is analyzed, a short conclusion is directly outlined after each diversity type which is based on the analysis. This approach is preferred because the SMEs will probably not always share the same shapes of network variety, separation and disparity. These conclusions then recommend which diversity shape, namely minimum, moderate or maximum concerning variety, separation and disparity seems to be most supportive for facilitating Austrian SMEs’ internationalization.
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7. Research Results and Discussion
The data discussed in this chapter, presented in the table below, is based on four firms located in Austria. Although this thesis does not exclude small businesses, all of the selected firms can be categorized as medium-sized, and half of them are family-run. The positions of the interview partners include an export manager, who also partly owns the firm, a head of production, a CEO (Chief Executive Officer), who is mostly responsible for purchasing, and a head of marketing and communications. The industries the firms operate in are construction, electronics, wholesale, and energy.
Table 2: Company profiles of the four Austrian SMEs
Company Family Staff Turnover Foreign Company Industry Category Business Headcount 2018 Countries
around 50 medium- Company A yes 120-130 € 40 m construction countries sized worldwide
around medium- 80% of Company B no 197 € 49 m electronics sized world markets
medium- 7 markets Company C yes 160 € 12 m wholesale sized in Europe
around 15 medium- Company D no 100 € 31 m energy countries sized in Europe
7.1 Internationalization of Austrian SMEs
The empirical results are broadly consistent with previous studies claiming that internationalization is practically relevant for every firm these days (Kalinic & Forza, 2012; Lin & Chaney, 2007). While all of the interviewed firms expanded within foreign markets, not all of them attach the same value regarding to future international developments. However, what connects all of these firms is that they regard internationalization activities as indispensable. “The more internationally diversified a firm, the more stable it is” (Interview B, p. 106, lines 492-493). Irrespective of how strong SMEs embrace entering into new markets, it can be observed that internationalization is a clear
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trend (Lin & Chaney, 2007). This was also confirmed in one of the interviews: “Internationalization is becoming more and more apparent” (Interview D, p. 118, line 852).
When comparing the selected firms, it must be pointed out that only the SME that operates in the construction industry has a strong desire to further increase its number of international markets. This became apparent in the interview, when the firm emphasized that “we constantly work on finding new markets to operate in” (Interview A, p. 97, lines 189-190). The firm claimed that after serving existing markets properly and sustainably, it “. . . can expand further on a step-by-step basis” (Interview A, p. 98, lines 223-224). These statements reflect how the firm actively attempts to broaden its international orientation over time.
By contrast, the other SMEs find it less important to branch out into new markets. These firms claimed that they “do not intend to grow” (Interview B, p. 100, line 266), that “it is not really the case that [they] are actively searching for new markets . . .” (Interview C, p. 114, lines 734-735), and that they “do not directly look for new countries [themselves]” (Interview D, p. 118, lines 857- 858). Although they consider the foreign markets they are currently serving as quintessential, there are no active efforts to extend their international reach. If potential market opportunities emerge, the firms agree that they will not directly avert them, but it is just as likely that internationalization opportunities will not be seized. There are several reasons why little attention is paid to future international growth. The firm in the electronics industry affirmed that “not bigger is better, but better is better” (Interview B, p. 100, lines 266-267). Moreover, the firm in the wholesale industry focuses on serving existing markets before developing new ones. This applies similarly to the firm operating in the energy industry because existing markets should become more competitive before searching for new internationalization partners.
While it seems advantageous that SMEs seek many cross-border activities, the interview findings differ from the studies identified in the literature research. This means that this thesis cannot reach a consensus with scholars who stress that SMEs that neglect potential internationalization possibilities may expose their firms to great risks due to the prevention of business growth (e.g. Svetličič et al., 2007). After taking a closer look at the international orientation of the four AustrianSMEs, it could be ascertained that “there are situations in which countries offer benefits for us at the moment, but there are also countries that are disadvantageous” (Interview B, p. 106, lines 493-494). Therefore, it cannot be concluded that each possibility to expand internationally is automatically beneficial for SMEs.
In this context, the firms operating in the construction and wholesale industry see their major market in Austria. The focus of both firms on their home country can be explained by the products they offer, because they are tailored to the Austrian market and its customer preferences. In
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contrast to these firms, the firm in the electronics industry claimed that “Austria is absolutely subordinated” (Interview B, p. 99, line 247). The reason why the firm concentrates on international markets is that Austria is not as electronically advanced as countries such as Switzerland or Canada. This corresponds to findings of scholars who suggest that other countries can be more important than the home base (e.g. Julien & Ramangalahy, 2003). When taking the firm in the energy industry into account, it can be observed that their major markets are not as clear-cut because this depends upon their business unit. Thus, it can be confirmed that the company’s products and the target market characteristics occupy key roles in specifying the market focus of SMEs (e.g. PwC, 2018).
Based on the notion that the extent of the international orientation of SMEs is also strongly linked to the motives and barriers involved (e.g. Behyan, 2016; Gallo & Sveen, 1991, Lin & Chaney, 2007; 1991; Santhosh & Bala Subrahmanya, 2016), the table below summarizes the internationalization motives and barriers of the four interviewed SMEs. This makes it possible to analyze the motives and barriers of SMEs in more detail.
Table 3: Internationalization motives and barriers of the four Austrian SMEs
Intrinsic Extrinsic Internal External Company Motives Motives Barriers Barriers
• increasing • tempting target • lack of • foreign market risk customer market knowledge • foreign customers Company A base • improving • geographic distance revenues
• best • tempting target • lack of • foreign market risk Company B high-end market resources supplier • foreign customers
• none • network • lack of • intense competition relationships knowledge • foreign market risk Company C • lack of resources • foreign customers • geographic distance
• improving • tempting target • lack of • foreign customers revenues market resources Company D • network relationships
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Internationalization Motives
The intrinsic internationalization motives the different firms mentioned during the interviews are quite diverse. Nonetheless, half of the SMEs share one intrinsic motive, namely the goal to improve their earnings. In the interview with the firm in the construction industry, it became apparent that it views revenue as very critical. The firm mentioned that as long as it receives money, it is willing to supply its products to different parts of the world. The firm in the energy industry has a similar opinion, asserting that “company growth and company profitability are certainly essential aims” (Interview D, p. 118, lines 865-866).
Another intrinsic internationalization motive of one of the selected SMEs relates to an increased customer base. Once again, this is a motive of the firm operating in the construction industry. The firm is constantly searching for new customers located in different foreign markets in order to internationalize its activities outside of Austria. Since this firm is the only one of the interviewed firms that plans to attract more customers, the interviews do not correspond with the perspective of scholars. Many scholars believe that increasing the customer base represents an extremely important internationalization motive for numerous SMEs (e.g. Glaum & Oesterle, 2007; Lu & Beamish, 2006; Pangarkar & Hussain, 2013).
As has been indicated, the intrinsic motives of SMEs differ from one another. For this reason, not all of the interviewed SMEs aim for an increased number of customers and improved earnings. The firm in the electronics industry confirms this: “If someone visits us at a fair and asks how much our products cost, we immediately send this person away” (Interview B, p. 102, lines 339-340). The goal of this firm was not mentioned by scholars who chiefly address internationalization motives. Its motive for internationalization is to become the best high-end supplier in the electronics industry.
When examining the extrinsic motives, it can been noted that most of the SMEs share similar motives. The interviewees most commonly mentioned a tempting target market as a critical internationalization driver, an observation that has been confirmed by scholars (e.g. Pangarkar, 2008). For instance, the firm operating in the construction industry currently considers the Benelux countries as very attractive because their cement consumption per head is particularly high. Thus, it can be deduced that the market demand is strong in these countries. This also applies to the firm operating in the electronics industry that aims to promote high gloss remotes to hotels in certain countries. By so doing, the firm could increase the hygiene standard, as these remotes make it possible to see whether they have been cleaned or not. The remotes have been met with high acceptance in the market, which is why the firm enjoys a high market demand in certain countries. In addition, the firm in the energy industry claimed that “we are strongly oriented towards
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the demand” (Interview D, p. 118, line 857). This suggests that most of the firms act on the demand in a tempting target market.
During the interviews, another extrinsic internationalization motive became apparent that can be attributed to networks. The firm in the wholesale industry used its existing relationships to enter new markets: “We actually grew internationally with our dealers . . .” (Interview C, p. 108, line 533). Consequently, it not only improved its relationship with dealers, but could also help to find new customers in foreign markets. This international development is similar to that of the firm operating in the energy industry because it believed that its well-established network with dealers made it possible to expand into new international markets.
When examining the motives that were determined during the interviews, it can be observed that extrinsic motives constitute the primary internationalization driver for the selected SMEs. This contradicts observations of scholars suggesting that intrinsic motives often give rise to firms to enter new markets (Lin & Chaney, 2007; Lu & Beamish, 2001). It is interesting to note that the firm operating in the wholesale industry is not intrinsically motivated to enter the international market. The small number of intrinsic motives and the overriding importance of extrinsic motives can be traced to the fact that most of the SMEs focus on Austria and on existing markets. It can be expected that if SMEs want to aggressively expand their international reach, intrinsic motives are in the foreground.
Internationalization Barriers
It can be observed that Austrian SMEs’ attempts to internationalize are disrupted by various barriers (Ratten et al., 2007). The internationalization barriers the selected firms face overlap in certain respects, whereby the most critical internal barrier that was identified was a lack of resources. The interviewees especially drew attention to a shortage of trained employees in charge of international operations. For example, the firm in the construction industry mentioned that “. . . we have 10 sales representatives in Austria. I cannot reach the entire world with this number of employees” (Interview A, p. 96, lines 162-163). Scholars have also confirmed that SMEs are restricted due to a shortage of specialists (Immerschitt & Stumpf, 2014). Moreover, the firm operating in the wholesale industry cannot adequately deal with customs: “Especially for SMEs, this is a difficult topic because we do not have a department with experts for customs . . .” (Interview C, p. 109, lines 555-556). In addition to a shortage of personnel and specialists, the lack of managerial time to deal with foreign business and its related challenges was also addressed. For one of the firms, financial scarcity can also diminish efforts towards internationalization: “Of course, monetary resources would not be a bad thing” (Interview C, p. 117, lines 813-814). As a result, SMEs are not always as actively involved in their international affairs as they would like to
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be. The aforementioned limited resources clearly obstruct the internationalization process of SMEs.
The second most frequent internal barrier that SMEs mentioned is a lack of knowledge. Half of the SMEs experience problems due to inadequate knowledge. For instance, the firm in the construction industry does not have sufficient knowledge of foreign markets and leaves it to dealers to serve customers effectively. In foreign markets, the firm is not able to contact its customers. Scholars confirm that the inability to contact customers is a common hurdle for firms (Leonidou, 2004). In Austria, the firm generates its sales through business to customer (B2C) and business to business (B2B) operations. However, markets outside of Austria only involve B2B clients. In addition to not knowing how to contact customers, the firm in the wholesale industry also perceived limited market knowledge as an internationalization barrier. To be more precise, the firm experiences difficulties in dealing with customs. Despite training courses, employees are not very knowledgeable and confident in this area.
Furthermore, family-run SMEs do not believe that their family status represents an internal barrier for their internationalization process. The firms in the construction and wholesale industry clarified that even though there is no direct connection between their family-run business and internationalization, actions are probably carried out in a less risky way. The reason for this is that they want to protect themselves and keep the risk exposure at a minimum. The literature on family- run SMEs observes that they lack the ambition needed to internationalize and that they are usually less determined to grow (Fernández & Nieto, 2005; Svetličič et al., 2007). Even if this may be the case for some SMEs, this viewpoint cannot be universally accepted. Therefore, it is reasonable to assume that the status of being a family-run SME does not generally inhibit internationalization activities.
Regarding external barriers, all of the SMEs have to combat problems related to foreign customers. This is also corroborated by the literature research, which indicates that customers can have a considerable impact on preventing SMEs from expanding into new markets (e.g. Korsakienė, 2014; Leonidou, 2004; Mandják et al., 2011). One of the SMEs claimed: “A significant hurdle are different cultures coming together. I am not talking about different continents, but about neighboring countries” (Interview D, p. 119, lines 870-872). This problem concerns not only final customers, but also dealers who buy products from the firms for subsequent distribution. The interviews revealed that two SMEs initially did not want to do business with France because the French are often unwilling to converse in English. Another firm indicated that language barriers are especially severe when dealing with contractual issues; therefore, cultural and language barriers should not be underestimated when cooperating with foreign partners.
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When considering foreign customers, it must also be added that some barriers relate to different customer preferences regarding the product. The firm operating in the electronics industry was approached by another firm that produces beds for medical use because they needed a remote control that is attached to the bed with a cable. As a premium supplier, the firm did not want to damage its good image by supplying remotes with a cable. The firm is convinced that cable remotes are inappropriate in modern times. To give another example of diverging preferences, the firm in the construction business is aware that Chinese firms will never use scaffolding made of high-quality steel or aluminium because they use bamboo scaffolding. The firm recognized quite early that “[their] products are not as suitable in every market . . .” (Interview A, p. 95, lines 144- 145). Markets with a completely different product standard or diverging customer preferences will most likely not be entered or at least not be the focus of a firm’s internationalization.
Foreign customers can also cause problems due to their financial strength. Depending on their financial means, foreign customers can have varying expectations. To highlight one viewpoint of the SMEs, the firm operating in the construction industry had to cope with final customers who did not want to buy the product, but rent it. Problems can also occur if customers are not able or not willing to pay the price set by the firm. In Eastern Europe, for example, customers only have modest financial resources and cannot afford high acquisition costs for construction. Based on this background, it can be confirmed that the more different the customer, the more challenging it is for SMEs to successfully tap into a new market (Leonidou, 2004). Whether firms are struggling with differences in culture and language, diverging customer preferences or a customer’s limited financial strength, the foreign customer is the external barrier that SMEs encounter most frequently.
During the interviews, most of the Austrian SMEs identified market risk as another external internationalization barrier. The interviewees referred to the economic situation prevailing in foreign countries. To provide an example, the firm in the construction industry had to stop their cooperation with dealers in the Baltic region due to a downturn in their economy. If they had not exited the market, it would have been too much of a risk for the firm. To gain further insights into market risks, the firm operating in the electronics industry can be mentioned. This firm was confronted with political influences, currency fluctuations, and changing customs. The firm usually distributed its products to England, but since England will leave the European Union (EU), this market is perceived to be too risky. Customs can also be mentioned as a market risk that the firm in the wholesale industry complained about. Moreover, it was underlined that converting currencies is a burden for internationalization. This is why the EU offers advantages for internationalization, as it is much easier to carry out transactions in Euros. These examples from the interviews show the intensity of the market risks associated with the internationalization of
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SMEs. Scholars agree with this, as they have found that market risks can greatly undermine the internationalization process of SMEs (Behyan, 2016).
A further external barrier that was addressed during the interviews is the geographical distance. One of the SMEs claimed that “we concentrate on the countries right on our doorstep” (Interview A, p. 98, line 222). For the majority of the interviewed firms, Europe is most important when considering international markets. The greater the distance, the greater the transport costs that the firms are often reluctant to bear. The firm operating in the wholesale industry provided the example that if they deliver 60 Euros worth of goods and the shipping costs amount to 90 Euros, neither the firm nor the customer wants to bear pointless expenses. Apart from this, the firm in the construction industry admitted that its cooperation with Russia subsided due to the great geographical distance.
It is surprising that intense competition was only mentioned as an external internationalization barrier by one firm. This allows to hypothesize that SMEs are able to keep pace with the competition when acting in the international environment. This is in conformity with the literature that demonstrates that SMEs have become more competitive in foreign markets (Kalinic & Forza, 2012; Ribau et al., 2016). The firm in the wholesale industry explained that since the creation of the EU, competition has become more intense, and this was a noticeable setback for the firm. As only one SME is facing problems due to competitors, this contradicts scholarly findings that competition is still the largest obstacle preventing SMEs from entering international markets (Korsakienė, 2014).
After investigating internal and external barriers associated with internationalization, it cannot be denied that external barriers have greatly handicapped SMEs in their efforts to expand into new markets. The foreign customer proves to be the most difficult obstacle for SMEs. In terms of internal barriers, the present findings do not support the notion that the greatest challenge that SMEs face is a lack of knowledge about foreign markets (e.g. European Commission, 2015; Johanson & Vahlne, 2003; Zarei et al., 2011). However, this thesis agrees that a lack of resources causes SMEs to experience difficulties and exposes them to great risks in foreign countries (e.g. Jaklič, 1998; Lu & Beamish, 2001; Upson et al., 2017; Welch & Welch, 1996).
7.2 Network Diversity of Austrian SMEs
With respect to internationalization, one firm claimed that “relationships helped our firm in several ways” (Interview D, p. 120, lines 901-902). Networks not only help SMEs minimize internationalization barriers, but contribute to achieving internationalization motives (e.g. Gulati et al., 2000; Musteen et al., 2010). This is in good agreement with the findings of this study. The
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interviews suggest that internationalization “largely depends on personal contacts in the local market” (Interview A, p. 97, line 190). Therefore, it must be noted that all of the SMEs show a consensus regarding the imperative nature of network partners in supporting their international growth. One of the SMEs confirmed that their “internationalization process was only possible with the help of relationships. Without relationships, more own resources must be used and this is very difficult, if not impossible” (Interview D, p. 122, lines 976-979). For this purpose, relationships represent powerful means for facilitating SMEs’ entries into foreign markets (Marcela Herrera Bernal et al., 2002).
Network Variety
First and foremost, the interviews confirmed that a firm is not an island (Håkansson & Snehota, 1989). This suggests that all of the selected SMEs engage with network partners in order to internationalize outside of Austria. However, the selected firms differ from one another in terms of the variety in their networks, as can be seen in the table below. It must be kept in mind that this form of diversity focuses on different types of network partners. Depending on the firm, a homogenous or heterogenous network is preferred (Mello & Ruckes, 2006). A closer look at the interviews reveals that the majority of the selected SMEs prefer a slightly heterogenous network when expanding their operations abroad. Therefore, it can be observed that the network variety of the analyzed firms ranges from minimum to moderate.
Table 4: Network variety of the four Austrian SMEs
Company Supporters Network Variety
• dealers Company A moderate • Austrian Chamber of Commerce
Company B • dealers minimum
• dealers • online distributors Company C moderate • Austrian Chamber of Commerce • business associates
• dealers • suppliers Company D • customers moderate • business associate • Austrian Chamber of Commerce
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As can be seen, the individual networks of the four Austrian SMEs were identified. The internationalization network of the firm in the construction industry primarily consists of dealers, but it also includes the Austrian Chamber of Commerce. The firm operating in the wholesale industry is supported by dealers, including online distributors, business associates, and the Austrian Chamber of Commerce. When analyzing the firm in the energy industry, it can be observed that its network for internationalization largely includes dealers. In addition to dealers, the internationalization of this firm is also promoted by a business associate, customers, suppliers, and the Austrian Chamber of Commerce, but to a lesser extent. The network diversity of these three SMEs is moderate because they all enjoy the support of more than one type of network partner. Moreover, all of the firms have more than one dealer, which excludes the possibility of maximum network variety because the dealers have the same functional background. The only firm that has minimum variety is the SME operating in the electronics industry, as it merely relies on dealers for internationalization. The following will evaluate each network partner in detail, starting with the business partners that include dealers, business associates, customers, and suppliers. Afterwards, the institutional network partners will be explored.
In terms of the specific network types of the SMEs, the main focus was on dealers. All four SMEs receive massive support from their dealers in accessing foreign markets. For this reason, dealers seem to be the focal point of their international matters: “Without dealers in the target market, [internationalization] would not be possible” (Interview A, p. 96, lines 161-162). “This way, we can serve many different countries” (Interview D, p. 119, lines 886-887). Hence, dealers make it possible for SMEs to substantially improve their international reach.
The resources offered by the firms’ dealers are fairly similar. Many SMEs struggled with entering new markets due to their lack of resources. Oftentimes, the firms do not have the time to constantly deal with internationalization, or they do not have an adequate number of available personnel. These barriers can be overcome effectively with the help of dealers, who act as an additional employee in the target market and take on internationalization activities. In addition, SMEs are greatly challenged by foreign customers. Dealers can help in this respect, as they are highly knowledgeable about the customers and their preferences. For these reasons, dealers can reduce many of the internationalization barriers that SMEs face due to their understanding of and experience in the target market. They have the necessary skills and networks that the SMEs do not possess outside of Austria. One of the firms admitted: “Actually, I do not need information [about the target market]” (Interview A, p. 95, lines 141-142). Since the dealers are well-informed about the target market, the firms do not have to generate excessive knowledge on their own before expanding their activities.
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In view of all these benefits, it must also be mentioned that dealers cannot eliminate or minimize each internationalization barrier. As an example, the problem of a large geographical distance cannot be solved with dealers. If transportation costs increase, it may be that expanding in very distant markets is not always reasonable. This also depends on the type of product that is offered; for instance, the firm in the wholesale industry ships products larger than two meters, while the firm in the electronics industry ships small electronic devices. Moreover, dealers cannot eliminate barriers related to customs, tariffs or taxes.
Not only can internationalization barriers be minimized through dealers, but the motives of SMEs for entering new markets can be achieved much easier. To provide an example of SMEs’ motives, the firm in the construction industry aims to increase its sales and customer base. This can be achieved with the support of dealers because they have contacts in the target market, which entails growth related to customers and sales. Another example is the firm operating in the energy industry that wants to satisfy the demand in a tempting market. In order to satisfy potential customers, dealers help distribute the products with which the demand in the target market is met.
As with the barriers associated with internationalization, it may also be that not all of the SMEs’ internationalization motives are realized with the support of dealers. It is also possible that these motives are only partly met. Based on the interviews, it can be concluded that the SMEs’ intrinsic and extrinsic motives could be largely accomplished with the assistance of dealers. Solely one firm’s motive is only partly achieved: the dealers of the firm operating in the electronics industry cannot directly help the firm become the best high-end supplier in the international setting. This depends very much on the firm itself, its quality standards, its product availability, and its need for responsibility.
In order to generate contacts with potential dealers, half of the SMEs actively participate in fairs (e.g. construction fairs or electronic fairs). Fairs allow the firms in the construction and electronics industry to enhance their industry knowledge and establish new contacts necessary for successful internationalization. Even if the firm in the energy industry does not particularly focus on fairs, first encounters with partners can very well happen at fairs. What is noteworthy is that the firm in the wholesale industry displays a strongly contrasting development in this regard. This firm attended fairs for many years but has ceased to do so because it finds that visiting fairs is out of date. In the interview, the firm stated that fairs have become less important due to increasing globalization. It must also be mentioned that the fairs the firm visited predominantly involve dealers they already know. The associated costs were also listed as a reason not to attend fairs any longer. Now, the firm chooses personal events over of fairs; it organizes an event and invites those dealers who
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bought the most products from them. This way, the firm aims to indulge its dealers because it believes that personal contact with partners is more important than attending a fair.
In terms of dealership, the firm in the wholesale industry wants to start selling its products through online distribution. This is carried out via platforms such as Amazon. By engaging in online marketplaces, the firm can increase its international reach while accessing markets quite easily. This means that barriers are lowered for market entry and that the final customer can constantly order the desired products. The firm is convinced that online distribution makes it possible to increase its international development by reaching out to one market or another. It can be said that the internet offers the firm an additional channel to successfully distribute its products while it enjoys vital internationalization possibilities. Internationalization barriers such as foreign market risk cannot be diminished. Though online distribution can help achieve most of the internationalization motives, such as increasing the customer base and improving revenues.
When analyzing the use of the network partners of SMEs in more detail, it becomes obvious that half of the SMEs have business associates who build sites in other countries. The firm that is active in the wholesale industry has set up sites in foreign markets, namely in the Czech Republic and in Croatia. Building a site in these countries resulted from the customs the firm was struggling with. Without these local sites, the firm would experience difficulties in serving the markets. Another example is the firm in the energy industry that also has a site in the Czech Republic. It has been observed that SMEs sometimes use other internationalization paths than exporting (Wolfmayr et al., 2006). Building sites in the target market can help SMEs deal with barriers such as customs and great distances (Svetličič et al., 2007). It should also be kept in mind that sites do not help eliminate each internationalization barrier, such as political instability. However, sites in foreign countries can certainly address internationalization motives because operating locally will help meeting the market demand, increasing the customer base or improving the firm’s earnings.
Customers can be further network partners. Whereas the firm in the construction industry claimed that final customers “. . . are not suitable for being a dealer or partner” (Interview A, p. 94, line 93), the firm in the energy industry mentioned that “it is also possible that our customers recommend us”, which can promote international activities (Interview D, p. 119, lines 882-883). The firm in the construction industry has many contacts in foreign countries and continues to create contacts around the world. Despite this, the firm clarified that it considers every partner that does not act as a dealer irrelevant, as customers cannot effectively assist in the firm’s international expansion. For this reason, customers can most likely only be supportive with regard to the barrier of foreign customers. The firm in the energy industry, in turn, can push internationalization forward because customers recommend the firm to potential dealers. Hence, its customers contribute to the firm’s
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internationalization motive and improve its earnings. Not only the interviewees, but also scholars cannot reach a consensus on whether customers are suitable internationalization supporters. On the one hand, some scholars argue that not every type of network partner may be as useful (Kenny & Fahy, 2011). On the other, there are scholars who assert that customers can be very supportive network partners (Neneh, 2018).
Apart from customers, suppliers were also listed as internationalization drivers. The firm in the energy industry has been approached by suppliers who recommended potential customers to the SME. This is a good example of firms that want to increase their customer base, satisfy the market demand or improve their corporate profitability. A closer bond with suppliers may eventually lead to new relationships, which, in turn, can result in further internationalization activities. When looking at internationalization barriers, suppliers may help reduce the barriers relating to foreign customers, but many of their internationalization barriers such as a market risks, will not be overcome.
The business network of firms cannot only consist of dealers, customers, and suppliers; competitors can also be significant. Even if competitors are not part of any of the four firms’ internationalization networks, considering competition as supportive of internationalization may be important, especially in an era where international competition is constantly growing. As the firm in the energy industry states, “the competition indirectly supports us . . .” (Interview D, p. 119, lines 883-884). Although the competitors do not actively support the firm, the competition promotes its internationalization. Therefore, the competition can determine the growth of the firm and the international locations it serves. This can have a positive impact on the firm’s competitiveness, through which internationalization motives such as improving sales or increasing the customer base can be attained. Competition generally represents an internationalization barrier. If, however, a direct cooperation with competitors were pursued, other barriers such as market risks cannot be reduced.
Institutional networks have also been identified as supportive in entering international markets. In this regard, opinions are sharply divided between the four SMEs. While the firms operating in the construction and wholesale industry have a positive attitude towards institutional networks, the firms operating in the electronics and energy industry believe that institutional partners are unsuitable for facilitating internationalization. As the opinions of the interviewees regarding institutional networks greatly differ from one another, it is necessary to distinguish between institutional relationships and business relationships. If this distinction is missing, institutional networks are hidden behind business networks, which would result in fuzzy conclusions about the network partners of SMEs (e.g. Hånell & Ghauri, 2016; Neneh, 2018).
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Starting with the proponents of institutional networks, both firms include the Austrian Chamber of Commerce in their network. For example, the firm in the construction industry benefits from receiving essential business contacts. Although the Austrian Chamber of Commerce forwards contacts, it is up to the firm to utilize them. After all, “. . . one out of ten contacts may one day lead to a sustainable relationship” (Interview A, p. 93, lines 77-78). This corresponds with scholarly findings suggesting that institutional networks may be very helpful for providing foreign business contacts (Oparaocha, 2015). Another example is the firm in the wholesale industry that gathers information from the Austrian Chamber of Commerce. The firm in the wholesale industry also pointed out that it would appreciate more support from the governments in the target markets. The reason why support from the local governments would be gladly accepted is that they are often overwhelmed when managing international matters. Institutional relationships can help overcome barriers such as a lack of knowledge of the target market. When taking internationalization motives into account, institutional relationships can contribute to an increase in a firm’s customer base, which may make it easier to enter a tempting target market.
In contrast, the firm in the electronics industry expressed doubts regarding institutional partnerships. It believes that the downsides of institutional networks outweigh their benefits. In its opinion, economic or political associations can have negative effects on the firm. Oftentimes, these types of networks are not willing to share the same amount of information and knowledge as firms. The firm puts themselves first and merely wants to invest energy in the own firm. Moreover, the firm in the energy industry tends to avoid institutional relationships.
Network variety is about information (Harrison & Klein, 2007). For the four SMEs, it is not necessary to generate a multitude of information regarding the target market; the information and knowledge is pooled by their network partners. According to Reagans and McEvily (2003), network members who have more weak ties than strong ties generate more valuable knowledge and information. One cannot generalize this point of view when specifically looking at internationalization. Most of the firms have strong ties with their dealers, whereby their relationships are based on frequent contact, reciprocal favors, and friendship (Granovetter, 1973; Nelson, 1989). The interviewee in the electronics industry claimed that “we maintain business contacts like friendships” (Interview B, p. 105, lines 440-441). This is also the perspective of the firms operating in the construction and wholesale industry. Only the firm in the energy industry has a different opinion: “I would not describe our cooperations as friendship-like because it is still about business relationships” (Interview D, p. 121, lines 928-929). The firm further mentioned that with some partners, it is possible to cooperate in a more casual and relaxed way, but this is not the rule. After analyzing the interviews, there is strong evidence that weak ties are not more important in the context of internationalization. Even if weak ties may offer several internationalization
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opportunities, internationalization activities are most likely facilitated through strong connections with network partners. Regular and friendly contact, as is the case in strong ties, is elementary because it clarifies unclear situations and strengthens cooperation to achieve common internationalization goals.
With regard to the geographical location, most of the four SMEs’ network partners are located in the international environment. The firm in the energy industry, for example, mentioned that their “support is primarily international . . .” (Interview D, p. 120, line 892). This does not correspond with scholarly findings indicating that SMEs typically have more network partners in the home market (Prashantham, 1999). It must be considered, however, that in this thesis only internationalization partners are examined, whereby the firm’s entire network may consist of relatively more partners domestically. Furthermore, it does not appear that SMEs have difficulties establishing contact with international network partners. This is also inconsistent with the literature, which underlines that SMEs are better at generating domestic contacts (Prashantham, 1999). Despite this, scholars have already identified international networks as requisite for SMEs (Rundh, 1999). This has proven to be true because partners in the target market can offer important market know-how. Therefore, it can be agreed that international networks are very promising for doing business abroad (van den Broek, 1999).
Most Favorable Shape of Network Variety for Internationalization
It is important that SMEs should not seek an unlimited number of network partners (Montoro- Sanchez et al., 2018). For example, the firm in the electronics industry explained that they have many dealers, but the focus is on the 30 dealers that are of utmost importance. This view is shared by the firm in the energy industry that recommends “quality over quantity” in terms of network partners (Interview D, p. 120, line 914). There may be some partners who are more suitable and more effective than others. Although different network partners may push the firm’s internationalization process considerably forward, an increase in the number of partners means additional effort. “This is the reason why generating as many partners as possible is useless” (Interview D, p. 120, line 919).
It can be observed that a moderate level of network variety is most beneficial for SMEs’ entries into foreign markets. The results of the interviews confirm previous studies in which scholars assert that firms can access many types of resources from their network partners (e.g. Mejri & Umemoto, 2010; Upson et al., 2017). Clearly, the key support for facilitating the international expansion of SMEs comes from their dealers. This is not to suggest that minimum variety is more beneficial. There is no doubt that minimum variety facilitates SMEs’ internationalization outside of Austria, but it is very likely that this happens to a lesser extent compared to moderate variety. With
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members that have different variety attributes, SMEs can take advantage of distinct resources from more partners other than their dealers. With a certain partner variety, it is much easier to realize internationalization motives and minimize barriers. Even if prior research recommended that a variety of different partners should be pursued (e.g. Behyan, 2016; Hadley & Wilson, 2003; Jaklič, 1998; Montoro-Sanchez et al., 2018), this thesis does not find that maximum variety is helpful for the internationalization of SMEs. This can be explained by the fact that SMEs’ network partners should not have unique functional backgrounds. If this were the case, SMEs could only rely on one dealer, and this would fundamentally slow down their internationalization.
Furthermore, the findings of this thesis agree with scholars who state that business networks have become popular these days and are used by many firms (Fuller‐Love & Thomas, 2004). Since business networks are directly related to business activities (Forsgren & Johanson, 2014), it can be concluded from the interviews that internationalization requires business partners in order to effectively facilitate this process. This may also be the reason why all of the SMEs prefer business networks for company expansions. While some of the firms consider institutional networks as helpful and would like to have more support from foreign governments, others cannot see the benefits of this type of network. Another common characteristic stands out, namely that social networks are superfluous in terms of internationalization support.
Based on the interviews, there is a consensus that networking and internationalization activities greatly depend on who the SMEs know (Sarasvathy, 2001). In addition, the interviews also confirmed that these activities depend on where the contacts are established. In this context, it seems to be important for SMEs to develop relationships in the target market. With contacts in the markets where the firm aims to carry out business activities, the likelihood of internationalization success is increased. Without any local contacts or relationships, SMEs will experience difficulties in promoting their international growth.
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Network Separation
Turning to network separation, this type of diversity addresses the extent of a network member’s commitment. As can be observed in the following table, the network separation of the selected SMEs ranges from minimum to moderate. Thus, the network partners of the firms have the same or a similar attitude towards commitment.
Table 5: Network separation of the four Austrian SMEs
Company Willingness to Commit Network Separation
Company A no differences minimum
Company B some differences moderate
Company C some differences moderate
Company D no differences minimum
Starting with the network of the firm in the construction industry that comprises its dealers and the Austrian Chamber of Commerce, it can be noted that there is minimum separation. The firm claimed that strong network partners are “those who have the motivation and drive to distribute our products in their country” (Interview A, p. 92, lines 55-56). The firm described its dealers as reliable and committed. To give an example, one of the dealers realized that countries in Eastern Europe prefer renting the firm’s equipment instead of buying it: “. . . if dealers are not committed, it will always become more difficult. There are certain activities I cannot do from Austria” (Interview A, p. 96, lines 181-182). This proves that firms who are confronted with different customer preferences can effectively counteract this type of internationalization barrier with minimum network separation. This is achieved through the continued support of mutual commitment. The likelihood of commitment is improved if partners act “on behalf of [the] firm, but also on their own behalf” (Interview A, p. 95, line 134).
In addition to the firm’s business partners, its institutional network partners can also be examined more closely. The firm in the construction industry mentioned that a few years ago, an employee visited a construction fair organized by the Austrian Chamber of Commerce. At the fair, the employee could not acquire partners for international cooperation. Afterwards, a dealer approached the Austrian Chamber of Commerce, asking for a partner who sells casings and scaffolds. The Austrian Chamber of Commerce immediately forwarded the dealer’s contact details to the SME. As the Austrian Chamber of Commerce is actively engaged with the SME and wants
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to support its internationalization, their cooperation can also be characterized as minimum separation. Institutional relationships that are marked by mutual commitment can thus be beneficial for the international expansions of SMEs.
The firm in the electronics industry exhibits a moderate level of network separation. This means that its network for internationalization, which only consists of dealers, is marked by differences in terms of commitment. The interview showed that, for the firm, commitment is essential, but not always the case. To provide an example, the firm wanted to distribute remotes without attaching a cable to the medical beds. However, the fact that the network partner had different preferences constituted a crucial burden for the firm’s internationalization. As they had very different opinions on how to serve the foreign market, the cooperation would inevitably fail. The underlying reason is that the partners would not have been able to develop mutual commitment. One of the partners would be significantly less committed because of their differing wishes and goals, which shows that this is a case of moderate network separation.
Next, the firm operating in the wholesale industry is analyzed. Its network consists of dealers, business associates, and the Austrian Chamber of Commerce. Based on the interviews, the firm’s network separation also reached a moderate level. Regarding the firm’s dealers, there is clearly mutual commitment. The cooperation with its dealers is based on trust and reliability. This is not the case with the Austrian Chamber of Commerce because the firm does not have a strong relationship with this partner. Since the firm does not always receive the information it needs, the commitment of the Austrian Chamber of Commerce can be described as low. Moreover, the firm was confronted with unshared commitment with regard to its business associates. The firm employed a business associate who was originally from Croatia and proposed to open up a site in Croatia because the country was perceived as very promising. The employee demanded to receive a higher financial reward. If the partner would not have been financially satisfied, the firm’s internationalization would have been hampered because they claimed that: “Eventually, all of our other sites failed because the CEOs did not care about the business because they were not involved enough financially” (Interview C, p. 109, lines 563-564). For these reasons, it can be stated that the commitment of its network partners varies, which thus represents a case of moderate network separation.
The network of the firm in the energy industry consists of dealers, a business associate, customers, suppliers, and the Austrian Chamber of Commerce. During the interview, it became obvious that the firm attaches great value to the trust and motivation of its network members. Even if the firm tries to avoid conflicts, minor differences in opinions regularly occur when cooperating with its dealers. This, however, does not have a negative impact on their commitment, and the
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cooperation with its network partners can be classified as minimum separation. Differences in opinions can also show that the network partners are engaged in the process, which can lead to new insights or procedures. In order to ensure commitment and motivation, the firm makes use of contracts and arranges visits in the target market. As some of its customers and suppliers actively try to support the firm to increase its internationalization, this can also be characterized as mutual commitment. Here, only customers and suppliers the firm has a strong relationship with are internationalization supporters. In addition, the firm does not frequently rely on the Austrian Chamber of Commerce and no great importance is attached to this network partner. If, however, the firm requires information from the Austrian Chamber of Commerce, it usually gets the information it needs. Based on these viewpoints, the firm’s network separation can be characterized as minimum.
The interviews also suggest that commitment evokes motivation. This is why intrinsic motivation is considered essential when SMEs venture into foreign markets. One firm confirmed that “you will not achieve success if actions are based on money, you will achieve success if actions are based on conviction” (Interview B, p. 104, lines 427-428). Network partners who are convinced of the firm’s products will be as committed towards their cooperation as the firm. With equal commitment, internationalization is most likely facilitated. This was affirmed by one of the SMEs: “I can be a good salesman and can talk someone into believing that our products should be distributed . . . . It will be difficult, however, if the dealer is distributing other products from other firms as well. Especially if the dealer distributes products which are not comparable with our products” (Interview A, p. 93, lines 62-66). With this in mind, network partners who ensure mutual intrinsic motivation regarding international activities offer valuable support for SMEs’ expansion into foreign markets.
In addition, “the world has become extremely selfish. Nobody is willing to offer support without being immediately rewarded with a financial benefit” (Interview B, p. 104, lines 433-434). Whereas intrinsic motivation seems to be very powerful, it has also been observed that extrinsic motivation promotes commitment because “. . . dealers do not perform their job just out of altruism” (Interview B, p. 104, lines 426-427). External motivation motivates network partners to cooperate. In principle, “the dealer will be most happy with products which are easy to sell and bring the highest margin” (Interview A, p. 93, lines 66-67). It can be confirmed that network partners who do not receive any benefits through the relationship will be less committed towards the cooperation (Fink & Kraus, 2007; Blankenburg Holm et al., 1996). There is no question that financial incentives are a compelling tool for SMEs to push their network partners’ commitment.
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In today’s fast-paced world, it is vital that SMEs are able to engage their network partners. Even if it appears that the most suitable partners are those who intrinsically strive for cooperation, external motivation is necessary in the long run. Based on the interviews, intrinsic motivation can be achieved with excellent relationships and an interest in the product. As has already been briefly mentioned, the firm in the electronics industry wanted to supply high gloss remotes. Its network partners were very enthusiastic about the firm’s products. The network partner’s confidence in the products increased even more because the products were very well received in the marketplace. Hence, the network partner’s intrinsic motivation was improved, which is why it was interested in a good cooperation with the firm. This shows that intrinsic motivation is mandatory because it provides the foundation for a well-functioning relationship. Extrinsic motivation concerns financial incentives. For instance, it was explained that “dealers get more discounts than others because they have to keep their daily business alive” (Interview A, p. 95, lines 130-131). It can be observed that a mixture of intrinsic and extrinsic motivation is most advantageous. This will probably lead to an outstanding commitment of network partners. In so doing, members are encouraged to stay in the network (e.g. Blankenburg Holm et al., 1999; Provan, 1993).
Regardless of the roots of this commitment, the interviews have clearly shown that mutuality is the key for firms that do business in the international setting. It was noticed that “the more and the better the partners sell the products, the better it is for us, but also for themselves” (Interview A, p. 95, lines 134-136). However, as soon as a network partner’s commitment declines, problems can easily emerge. If there is no longer any mutual commitment, it may be that international markets need to be left. This was the case for the firm in the wholesale industry: “In the past, we had more international markets, I have to admit” (Interview C, p. 108, line 532). This echoes scholars’ observations that internationalization activities are not always sustainably successful (Coviello & Munro, 1995; Wirtschaftskammer Österreich, 2018b). Different levels of commitment can be very harmful because cooperation will not be effective, and this can hinder potential growth in new markets. In such situations, moderate or even maximum separation is predominant.
The interviews indicate that network separation largely depends on the firm’s business partners, namely its dealers. This is also because dealers are crucial for supporting a firm’s entry into a foreign market. What should not be overlooked regarding dealers is that all of the SMEs use contracts and kickoff meetings to avoid ambiguous procedures and future disagreements. One of the SMEs explained that “especially at the beginning it is important to set clear conditions” (Interview D, p. 122, lines 968-969). During kickoff meetings, each party should be entitled to explain its own opinions, wishes, and obligations. With this approach, common goals can be agreed upon, which facilitates not only commitment, but also successful cooperation. This means that contracts help prevent business partners from acting opportunistically (Provan, 1993).
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Most Favorable Shape of Network Separation for Internationalization
What has become apparent is that mutual commitment is required because “the business survives or fails with the people that work locally” (Interview A, p. 92, line 33). The interviews clearly revealed that network partners who are proactive and take the initiative to cooperate are particularly suitable for facilitating internationalization. “The best network partners approach us and have the idea to do business with our products in their countries” (Interview A, p. 92, lines 53- 55). This proactive behavior stems from their network partners’ commitment. Based on this assumption, network partners must have the desire to establish a sound relationship with the firm and the final customers. By interposing proactive network partners, SMEs can benefit from a good cooperation and an easier entry into new markets.
This discussion provides the rationale for the reason why minimum network separation most likely facilitates the internationalization of SMEs. With minimum separation, the network members act in a similar manner, and as it is very likely that they like each other, conflicts are clearly kept at a minimum (Harrison & Klein, 2007). This also implies that their level of commitment is equivalent, which results in good agreement regarding goals and procedures. It can be concluded that this thesis is consistent with literature reporting that minimum separation is helpful because members share similarities, which improves satisfaction within the network (Tsui et al., 1992). The interviews illustrated that not all network partners are always beneficial for facilitating the international expansion of SMEs. Inadequate network partners are those that cannot guarantee mutual commitment. For this purpose, the network partners of SMEs must ensure a positive dependence and support the firm in the international arena (Ritter et al., 2004).
While minimum network separation means that all of the network partners should have the same level of commitment, it must be clarified whether all of them should be passionately committed, a little committed, or not committed at all. Naturally, one may think that partners who are not committed towards a cooperation will not facilitate internationalization. The interviews confirmed this, as the interviewees claimed that their partners’ commitment is critical. Without commitment, network partners will not be able to develop proper relationships and internationalization activities will not be implemented effectively. Although internationalization is not the focus of their business for most of the SMEs, strong commitment must be ensured. Network members who only show little commitment will not considerably facilitate the internationalization of SMEs. The interviews illustrate that strong, mutual commitment is always the best option for facilitating SMEs’ market entries outside of Austria.
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Network Disparity
Networks may also differ in another way, which is termed network disparity. Specifically, this type of diversity deals with the decision-making authority among the network members. The findings of the interviews indicate that the network disparity of the selected SMEs always seems to be moderate, as is shown in the table below. SMEs’ network members differ somewhat in terms of the extent of power they have to execute decisions. With some differences in decision-making, moderate network disparity prevails. Decision-making is also accompanied by influence and power, which indicates the hierarchical arrangement within the firms’ networks (Saaty, 2004).
Table 6: Network disparity of the four Austrian SMEs
Company Decision-Making Authority Network Disparity
Company A some differences moderate
Company B some differences moderate
Company C some differences moderate
Company D some differences moderate
When taking a first look at the internationalization supporters of the firm operating in the construction industry, it must be kept in mind that they mainly have relationships with dealers and the Austrian Chamber of Commerce. The firm has a very clear set of expectations with regard to the cooperation with its dealers: “I only intervene when dealers ask about my opinion” (Interview A, p. 95, lines 124-125). The firm described its dealers as partners who act in a very conscientious manner when performing internationalization activities. This is why their dealers enjoy a great amount of freedom in decision-making processes. This freedom strengthens the cooperation and facilitates the firm’s international growth. In consideration of its institutional relationship, the firm is not able to exert a controlling influence over the Austrian Chamber of Commerce. The Austrian Chamber of Commerce has no direct decision-making authority in terms of how to proceed in the firm’s internationalization process. Instead, the Austrian Chamber of Commerce can determine whether and how it wants to support the firm, for instance in the provision of contacts or information. It can be concluded that the firm’s network disparity is moderate due to differences in terms of influence and decision-making within the network.
The internationalization process of the firm in the electronics industry is only assisted by its dealers. This firm believes that “the dealer always has the last word. If it concerns any market-
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related wishes, the hierarchy is clear, and we are subordinated” (Interview B, p. 105, lines 457- 458). The firm does not intervene in the internationalization process unless it is absolutely necessary, implying that slight differences in terms of power distributions exist. The firm grants its dealers influence because it is aware that its dealers possess extensive expertise about the market, including its customers. The way the firm handles its dealers is quite similar to the proceedings of the firm in the construction industry, as intervention reaches a minimum level. The dealers’ great degree of freedom in decision-making certainly does not mean that the firm is not in charge of the internationalization process. In addition, not all of the dealers have the same autonomy to execute decisions, as the firm concentrates on its 30 most important dealers. Therefore, it can be concluded that the network disparity of the firm in the electronics industry is moderate as well.
It should also be recalled that the internationalization network of the firm in the wholesale industry mainly consists of dealers, but also includes business associates and the Austrian Chamber of Commerce. The firm grants its dealers freedom in decision-making, since they know how the market works. Concerning its business associates, the firm mentioned that “we give our business partner in Croatia plenty of rope as long as it works. We rarely intervene in their business” (Interview C, p. 116, lines 785-786). In doing so, the uncertainty in the new environment is limited. Too much intervention in the business of the network partner can lead to conflicts or distrust among the members. In turn, the Austrian Chamber of Commerce has relatively more power and can decide on its form of support, which can also have a negative impact on the internationalization of the firm. For example, foreign governments are very influential because of their potential to support the firm in the internationalization process. Nevertheless, the firm claimed that it does not receive sufficient aid form the governments to improve its internationalization. In sum, the firm’s network disparity can be defined as moderate.
The firm in the energy industry has a network consisting of dealers, a business associate, suppliers, customers, and the Austrian Chamber of Commerce, and stated that “some partners are more influential than others” (Interview D, p. 121, lines 921-922). “When taking into account small distribution partners, we certainly have the better negotiation position. Despite this, the goal should be to find a common solution. If power differences are consciously shown, other members may not be satisfied with this kind of cooperation, and this is not an ideal basis for cooperation” (Interview D, p. 122, lines 962-966). This is in agreement with scholars claiming that strong disparities can lead to a decrease in performance (Breitenecker & Khan, 2013; Harrison & Klein, 2007). Furthermore, this confirms that decision-making is based on the degree of influence network members have (Saaty, 2004). In terms of decision-making, the firm’s customers and suppliers do not hold a special position because they cannot make decisions in this process. Even
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if they have no decision-making authority, these partners are crucial because they can help the firm connect with potential dealers or customers. Especially the interview with this firm illustrated that the extent of influence and power mostly depends on the type of network partner. While the business partners’ decision-making authority varies, it was observed once again that the Austrian Chamber of Commerce has more influence and power due to the possibility of offering support. Based on the interview, it can be summarized that the firm’s network disparity is moderate.
The cooperation between the four SMEs and their network partners does not necessarily run smoothly all the time, as poor or wrong decisions can be made. One of the SMEs claimed: “If different opinions or attitudes would not exist, it would be great, but this will not happen in practice. The trick here is to find consensus” (Interview D, p. 122, lines 972-973). Concerning poor decisions, network disparity can provide insights into which member has slightly more influence over the other. Poor or even wrong decisions may hurt the cooperation and, as a result, negatively impact international activities. However, if network partners implement poor decisions, the firms will intervene. This implies that the firms have slightly more power and influence compared to their dealers and business associates. Even if some of its network partners possess decision-making authority and influence, the firm still has a say in this process. This way, poor or even wrong decisions can most likely be prevented. In terms of customers and suppliers, firms certainly have a higher hierarchical position. In this sense, it is critical that network members are not extremely unbalanced in terms of power and influence. If this were the case, network disparity would develop to a maximum level, which means that either the firm or one of its network partners would have all the influence and power. To prevent such a situation of maximum disparity, the most important network partners should be entitled to have some influence and decision-making freedom in the internationalization process.
Contracts are an important component of network disparity. Although the members’ contracts basically include everything that is of significance, there may be some areas that are not specified in detail. For instance, the firm operating in the construction industry allows its dealers to make decisions on their own, they do not have to consult the firm for day-to-day work. The dealers are only expected to ask the firm for advice concerning major decisions. The firm in the electronics industry mentioned that if its partners make poor or wrong decisions and do not change their behavior although the firm made them aware of it, contractual changes are made. This is done in order to ensure that correct decisions are made in the future. Again, this shows the slight superiority of the firms over their network partners without having all the power. It also demonstrates that the firm’s network members must be willing to be influenced; otherwise, the network may not be effective (Ritter et al., 2004).
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The SMEs’ network partners do not neatly fit into the category of mutual dependence or followship relationship (Ritter et al., 2004). While the SMEs and their network partners are not equally dependent on each other, some partners may have significantly more influence over others. On the one hand, the Austrian Chamber of Commerce has more power and is not dependent on a firm. On the other hand, the business partners of a firm have less power, and are more dependent on a firm. The firm in the energy industry claimed that if many resources are provided, its partners gain influence and the firm becomes more dependent. Likewise, partners who cannot provide valuable resources do not have as much influence and power, and this also reduces the firm’s dependence. One of the firms explained that “we do not make ourselves dependent on one single partner” (Interview D, p. 121, lines 925-926). A certain extent of interdependence between members can result in positive effects (Ritter et al., 2004), for instance when network members perform good actions.
Most Favorable Shape of Network Disparity for Internationalization
The theory of network diversity is based on the idea that moderate network disparity makes it necessary for network members to differ in their extent of decision-making. Based on the interviews, it became apparent that a moderate disparity shape seems to be most preferable. The interviews suggest that in terms of the market, especially dealers and business associates should be authorized to make decisions due to their experience and skills. Nonetheless, the firm should always have last word. If network disparity reaches a moderate level, network members do not feel disadvantaged yet and work together on a similar hierarchical level. This leads to a situation in which the SMEs and their network partners avoid conflicts and strive for a successful cooperation. It was also noticed that this type of diversity largely depends on the type of network partner.
Network disparity may be an impediment when it is maximized. Great dissimilarities may divide members within a network (Harrison & Klein, 2007). If only one of the network members has a certain disparity trait, e.g. the power to execute decisions, this may lead to conflicts, dissatisfaction, and poor cooperation. If network disparity is at a minimum level, this is likely to harm the internationalization process. The reason for this is that network partners cannot decide anything on their own and always have to consult the firm for advice, even if the firm itself does not possess enough knowledge. Therefore, this thesis finds that internationalization may work best if SMEs can rely on their network partners; if network partners make good decisions, there is no chance of unnecessary risks.
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8. Conclusions
Overall, this thesis has shown that networks constitute both a great opportunity for SMEs as well as an enormous challenge. While networks may remedy SMEs’ resource deficiencies for international actions, developing powerful relationships remains a stumbling block. When tapping into new markets, small-sized firms are dependent on their network partners to enhance the likelihood of successful market entries outside of Austria. Here, it must not be forgotten that every small business is unique and has its own motives and challenges when it comes to enlarging foreign markets. The comparison of the four SMEs unmistakably revealed that even if the internationalization barriers that SMEs face largely overlap, their objectives are considerably different from one another.
The internationalization barriers and internationalization motives of the four SMEs reflect their willingness to pursue international growth. With a relatively small amount of motives and a myriad of barriers, most of the analyzed SMEs do not have the immediate desire to further increase their international presence. Even if all of the analyzed SMEs are operating in countries outside their domestic market, few SMEs are actively searching for new countries to operate in. Regardless of their future internationalization plans, breaking into foreign markets has been recognized as a rising trend, which means that the internationalization of SMEs outside of Austria is no longer optional.
There is ample evidence that networks facilitate the internationalization of SMEs. This thesis discovered that their internationalization is a process in which relationships are continuously developed in order to achieve the firm’s goal. Hence, networks seem to be at the center of the market expansions of SMEs. The embeddedness of SMEs in networks that are relevant for internationalization is considered a critical source for reducing the uncertainty in target markets. Based on this background, network relationships help SMEs make the most of potential foreign business opportunities.
The aim of this thesis was to determine how diverse networks should be in order to facilitate the internationalization of Austrian SMEs. This goal was achieved by using a qualitative approach that yielded extensive information on how SMEs use networks during their internationalization process. Due to the lack of literature, it was necessary to develop a theory relating to network diversity. Given the complex nature of diversity and its consequences, it is useful to rely on a framework to guide the discussion. There are many ways in which networks can be diverse; therefore, the framework integrates different dimensions of diversity and describes its full range of possible shapes, including minimum, moderate, and maximum diversity. This way, it was possible to generate a framework of how to measure a firm’s network diversity.
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The framework defines three paths through which diversity and its effects on internationalization can be analyzed. Although these paths are inspired by team diversity, this study proved that the framework is effective in determining the diversity of the networks of SMEs. The developed framework clearly provides a new way of looking at a firm’s network. Examining the network dimensions made it possible to identify the diversity mixture that appears to be most favorable for facilitating SMEs’ internationalization process. As different shapes of diversity result in different consequences for the internationalization of SMEs, it is necessary to take a closer look at each dimension of diversity in order to answer the research question. The data obtained through the interviews suggest that minimum separation, moderate variety, and moderate disparity tend to be most helpful for the internationalization of SMEs. There are several reasons that confirm these considerations.
It was observed that moderate variety facilitates the internationalization of Austrian SMEs. When taking into account the specific network types, business networks appear to be most helpful in entering new markets. In particular, dealers occupy a major role: they play a pivotal part in supporting the internationalization process of SMEs because dealers connect manufacturers with end customers. Although there was no unanimity regarding institutional networks in the interviews, some SMEs are actively involved in such relationships. Furthermore, it is interesting to note that social networks are insignificant for internationalizing SMEs, as informal relationships do not provide market-specific knowledge. However, such detailed information can be gained from business or institutional relationships because business networks and institutional networks have a sufficient understanding of competitors, customers, or markets.
The network relevant for internationalization only comprises a small amount of different relationships. This suggests that internationalization will be promoted if the networks of SMEs predominantly consist of partners having the same functional background. Nevertheless, there are also other partners aside from dealers that can be extremely helpful in expanding abroad, such as the Austrian Chamber of Commerce or business associates who build sites in foreign markets. The need and desire for additional support may vary among SMEs, but there is no doubt that internationalization is greatly facilitated if there is a slight partner variety, so that not only dealers are included. What must also be mentioned is that network partners located in the target country especially facilitate a firm’s internationalization process.
Moreover, minimum separation is advantageous. The interviews indicated that mutual commitment should be strong among the members in order to facilitate the internationalization of SMEs. This strong, mutual commitment will lead to value creation in the relationship, with the effect that the network members can rely on each other. This will inevitably result in benefits, such
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as conforming to rules and contracts, minimizing difficulties, and increasing the network member’s satisfaction. In such a case of minimum separation, the cooperation will very likely be effective on a friendly basis, which facilitates SMEs’ expansion into foreign markets.
Another factor that facilitates the internationalization of SMEs is moderate disparity. The interviews showed that decision-making depends on the type of network partner and their resources involved. Network partners who are more actively involved in a firm’s internationalization process should have some freedom in the decision-making process. What follows is that influence and power is clearly based on the skills and experience of the network partners. Despite this, it is important that SMEs have more power compared to most of the network partners, such as dealers, business associates, customers, and suppliers. Partners will inevitably have more power if they belong to the institutional network.
This study is the first step towards enhancing our understanding of the network diversity of SMEs. The significance of this study lies in its contribution to the existing literature. To be more precise, these findings add substantially to the very little knowledge of network diversity that is available. The framework developed in this thesis serves as a future guide for analyzing the diversity within a firm’s network. These research results go beyond existing reports by showing how diverse SMEs’ networks should be so that their internationalization is facilitated. Findings such as these also indicate that maximum diversity is not desirable and worthwhile for the international activities of SMEs. As network diversity is a complex construct, SMEs should thoroughly consider it.
In sum, this analysis found evidence for the most beneficial constellation of network diversity when Austrian SMEs aim to expand their sales internationally. Internationalization can be incredibly rewarding for SMEs, but venturing into foreign markets can also be threatening and include great risks. Diversity greatly depends on the network partners SMEs rely on for their internationalization. With appropriate network partners, SMEs can tackle the uncertainties involved when entering new markets. The empirical evidence clearly indicates that a specific network diversity can facilitate SMEs’ operations in the international setting. Although there is no such thing as a one-size-fits-all approach, the identified network diversity appears to be most suitable for facilitating the internationalization of SMEs outside of Austria.
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9. Limitations and Further Research
This study is not without its limitations. First, very little prior research on the topic of network diversity is available. Even if some scholars investigate this topic, there was no great area of debate. It is for this reason that a clear understanding of the term network diversity was missing This created the need to develop a framework for the identification of how diverse a network should be in order to facilitate the internationalization of SMEs. The framework developed in this thesis is borrowed from Harrison and Klein (2007), who recommended three types of diversity related to teams.
Teams and networks can be considered to be very similar. Nonetheless, one must be aware that they are not the exact the same thing. Network partners of firms are not always as actively involved as members within a team. This specifically refers to institutional network members, such as the Austrian Chamber of Commerce that is mostly perceived to offer limited support for internationalization. Whereas team members usually interact with each other, partners involved in an internationalization network interact with the SMEs, but not with each other.
Another limitation relates to the sample itself. The present study only investigated four SMEs. Given the small sample size, it must be mentioned that carrying out more interviews and increasing the sample size could lead to more in-depth results. This small sample size can also be attributed to the qualitative approach that was used as a method in this thesis. Moreover, a smaller sample size was used to clarify whether the developed framework can even be applied to firms. In addition, the sample includes SMEs from four different industries. On the one hand, this sample was selected in order to generate diverse knowledge; on the other, industries can be quite different from one another, and it was found that this has a strong impact on the internationalization intentions of SMEs.
The limitations of this study may offer promising trajectories for future research. Despite efforts to ensure the robustness of this research project and the validity of its findings, the study has certain limitations that can be addressed in future research. An interesting avenue for future research would be to explore SMEs that operate in the same industry in order to draw similarities and discover differences among them. In order to do so, researchers could look at the same country or at regions where the firms carry out their international activities. This could improve the comparability among the SMEs, since they encounter country-specific and industry-specific barriers. In this light, choosing a larger sample should be considered.
The framework developed in this thesis intends to serve as an overall guide for analyzing the network diversity of firms. As already discussed, diversity may refer to a great variety of different
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elements. For this reason, other aspects such as the willingness of network members to take risks could certainly be used for further analysis. The overall networks of SMEs could be analyzed instead of only focusing on internationalization-relevant networks. It would also be interesting to compare the network diversity within networks that is necessary for domestic operations with the network diversity analyzed in this thesis. Care must be taken that the elements are actually applicable when using this framework.
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Appendix
Appendix 1: Interview Topic Guide
Appendix 1.1: English 1. Please tell me shortly about your position and present some key data of your company. a. Number of employees b. Revenue c. Number of foreign markets
2. Please describe the internationalization process of your company. a. Motives and goals b. Challenges and barriers c. Method(s) used
3. Who supported your company’s internationalization process? a. Suppliers, dealers, institutions, …
4. Which resources were involved?
a. Money, contacts, know-how, information, …
5. How does/did the cooperation look like?
a. Frequent contact b. Common execution of decisions c. Interdependencies d. Differences with regard to opinions and work attitudes
6. Which additional resources would have been helpful?
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Appendix 1.2: German 1. Erzählen Sie bitte kurz etwas zu Ihrer Position und nennen einige Eckdaten des Unternehmens. a. Mitarbeiteranzahl b. Umsatz c. Anzahl an internationalen Märkten
2. Bitte beschreiben Sie den Internationalisierungsprozess Ihres Unternehmens. a. Motive und Ziele b. Herausforderungen und Hürden c. Methode(n)
3. Wer hat Ihr Unternehmen beim Internationalisierungsprozess unterstützt? a. Lieferanten, Händler, Institutionen, …
4. Welche Ressourcen wurden durch diese Beziehungen bereitgestellt?
a. Geld, Kontakte, Know-how, Informationen, …
5. Wie sieht/sah die Kooperation aus?
a. Regelmäßiger Kontakt b. Gemeinsame Entscheidungen c. Abhängigkeiten d. Unterschiedliche Meinungen und Arbeitseinstellungen
6. Welche Ressourcen wären außerdem noch hilfreich gewesen?
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Appendix 2: Interview Transcripts
Appendix 2.1: Interview A
1 Interviewer: Können Sie zu Beginn des Interviews kurz etwas zu Ihrer Position erzählen und 2 einige Eckdaten der Firma, wie etwa die Anzahl der Mitarbeiter, nennen.
3 Interviewpartner A: Ok. Ich bin Eigentümer, oder Dritteleigentümer der Firma. Wir haben 120 bis 4 130 Mitarbeiter und sind jetzt bei einem Umsatz von etwas über 40 Millionen Euro. Wir haben 5 voriges Jahr so circa 7 bis 8 Millionen Euro durch Exporte außerhalb von Österreich erwirtschaftet.
6 Interviewer: Gibt es für Ihr Unternehmen hierbei einen wichtigsten Markt?
7 Interviewpartner A: Es ist relativ gut aufgeteilt auf Nachbarländer in Europa momentan.
8 Interviewer: Somit richtet sich der Fokus Ihres Unternehmens auf Europa.
9 Interviewpartner A: Genauso ist es.
10 Interviewer: Ok. Können Sie nun den Internationalisierungsprozesses Ihres Unternehmens etwas 11 näher beschreiben, beispielsweise welche Ziele verfolgt wurden und mit welchen Hürden Ihr 12 Unternehmen konfrontiert war?
13 Interviewpartner A: Ok. Das internationale Geschäft macht eine Mitarbeiterin und ich 14 gemeinsam, also wir sind zu zweit, aber ich mache auch noch ein bisschen was vom Einkauf. Das 15 bedeutet, personaltechnisch sind wir nicht so gut aufgestellt, dass der Fokus auf der 16 Internationalisierung liegen kann. Der Hauptmarkt ist noch immer Österreich. Ich bin im Jahr 2001 17 in das Unternehmen eingetreten, ab dem Jahr 2003 habe ich mich dann um die Geschäfte im 18 Ausland gekümmert. Das war damals relativ einfach, weil da waren diese sogenannten goldenen 19 Jahre von 2004 bis 2008. Danach ist die Krise gekommen, da ist es bergab gegangen. Zuvor 20 waren wir sehr erfolgreich und es hat auch Spaß gemacht. Ganz Europa bzw. Osteuropa war im 21 Höhenflug und dadurch ist das gut gegangen. Wir haben dann einen Einbruch gehabt im Jahr 22 2009. Von 2004 bis 2008 war auch der Fokus auf Europa. Ich hätte aber auch nicht mehr machen 23 können, weil da habe ich die Auslandsgeschäfte alleine gemacht. Wir haben aber vorher schon 24 sehr viel nach Russland exportiert. Wir haben eine Partnerin gehabt in Russland, die damals sehr 25 viel verkauft hatte. Wir haben dann 2008 das erste Mal nach Kanada geliefert. 2009 haben wir 26 sehr viel nach Libyen geliefert. Wir haben 2014 bis 2017 sehr viel nach Australien geliefert. Und 27 das war immer zu Spot Preisen. Das ist ein bis zwei Jahren super gegangen, oder vielleicht auch 28 drei Jahre, aber dann ist es wieder ein bisschen abgeflaut.
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29 Interviewer: Und welche Ziele und Hürden hat es in diesem Zusammenhang gegeben?
30 Interviewpartner A: Ich bin draufgekommen in meiner Tätigkeit, dass es sehr schwierig ist, wenn 31 man sagt man will in einen Markt eintreten. Wenn ich jetzt sage ich will nach Rumänien verkaufen 32 und ich kenne niemanden und habe niemanden und war noch nie so richtig vor Ort, dann ist es 33 sehr schwierig. Das Geschäft steht und fällt mit den Leuten vor Ort. Also wir in Österreich können 34 eine super Qualität produzieren, wir können preislich gut sein, aber ob der Markt dann erfolgreich 35 ist oder nicht hängt von den Personen ab, die dort vor Ort lokal sind. Die Struktur von unserem 36 Auslandsgeschäft ist eigentlich immer die gleiche. In den Ländern, in welchen wir tätig sind, haben 37 wir einen Partner, das heißt wir haben einen Dealer, einen Händler vor Ort im jeweiligen Land, 38 der meistens eine Exklusivität hat für sein Land und der das Geschäft vor Ort macht. Weil ich kann 39 von Österreich keinen Markt bearbeiten bzw. kann ich auch nicht zu den Endkunden gehen. Wir 40 machen im Auslandsgeschäft B2B und mein Händler muss das Geschäft B2C machen. Der muss 41 dann die Kunden abklappern, der muss die die Baufirmen, unsere Kunden sind Baufirmen, der 42 muss dann zu denen gehen. Und es gibt jetzt keine Firmenniederlassung irgendwo im Ausland. 43 Es gibt noch keine Vertriebsgesellschaft irgendwo im Ausland. Unsere Partner sind eigentlich 44 immer Händler.
45 Interviewer: Hat die Tatsache, dass ihr ein Familienunternehmen seid, Einfluss auf die 46 Internationalisierung?
47 Interviewpartner A: Würde ich so nicht behaupten. Ich denke, man versucht vielleicht ein 48 bisschen mehr Risiko zu vermeiden. Aber an sich glaube ich nicht, dass das einen Einfluss darauf 49 hat.
50 Interviewer: Ok. Jetzt zu der nächsten Frage, nämlich welche Partner den 51 Internationalisierungsprozess Ihrer Firma unterstützt haben. Wie Sie bereits gesagt haben, 52 werden dann die wichtigsten Partner die Händler vor Ort sein, oder?
53 Interviewpartner A: Genau, genau. Die besten Partner sind diejenigen die auf uns zukommen 54 und sagen sie haben die Idee und glauben, dass es mit unseren Produkten in ihrem Land 55 funktionieren könnte. Die, die selbst die Motivation und den Drive haben, dass sie unsere Produkte 56 in ihrem Land vertreiben.
57 Interviewer: Gehen Sie auch öfters zu Händler zu und fragen nach, ob es möglich wäre, dass 58 diese Ihr Produkt vertreiben oder ist das nicht der Regelfall?
59 Interviewpartner A: Nein, nein, schon. Wir gehen natürlich auch aktiv auf manche Händler zu 60 oder auf manche Geschäftsleute, die wir so kennen oder die man kennen lernt. Nur bin ich
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61 draufgekommen, wenn man diese überreden muss, dass sie mit uns zusammenarbeiten, dann 62 wird es schwierig. Jetzt kann ich ein guter Verkäufer sein und kann ihm das einreden, dass er mit 63 unserem Material und unseren Produkten ein Geschäft macht. Dann sagt dieser, ja passt, ich 64 nehme Ihr Unternehmen ins Sortiment auf. Aber schwierig wird das, wenn dieser noch andere 65 Produkte von anderen Firmen noch nebenbei vertreibt. Speziell andere Produkte, nicht 66 vergleichbar mit unseren Produkten. Aber der Händler ist am glücklichsten mit Produkten, die sich 67 einfach verkaufen lassen und welche die höchste Marge haben. Und unsere Produkte sind nicht 68 so einfach zu verkaufen, da es sich um die Baubranche handelt. Gerade wenn der Markt nicht 69 wirklich boomt, dann muss der Verkauf intensiver sein. Das heißt, persönlicher Kundenkontakt, 70 persönliche Betreuung, Angebote machen. Es ist ein Investitionsgut und kein richtiger 71 Verbrauchsartikel, wo man immer nachbestellen muss.
72 Interviewer: Und neben den Händlern, hat es noch andere Partner gegeben, welche Sie direkt 73 oder indirekt unterstützt haben?
74 Interviewpartner A: Wir arbeiten in manchen Ländern mit der WKO zusammen, mit der 75 Wirtschaftskammer Österreich. Diese ist sehr engagiert. Sie bringt auch immer gute Kontakte. 76 Aber da ist dann wieder dieses Spiel. Die WKO sucht uns die Kontakte und dann liegt es eh an 77 uns, dass wir weiter aktiv sind und dass wir dranbleiben und so weiter, aber von 10 Kontakten 78 wird dann einer mal irgendwann ein Abschluss. Noch dazu, unlängst oder voriges Jahr oder auch 79 zwei Jahren, da war eine Mitarbeiterin im Oman auf einer Baumesse. Diese ist organisiert worden 80 von der WKO. Direkt auf dieser Messe ist nichts zustande gekommen, aber es hat sich ein paar 81 Monate später eine Firma bei der WKO gemeldet, ob diese nicht jemandem wissen für Gerüste 82 und Schalungen. Die WKO hat dann an uns gedacht und so ist der Kontakt zustande gekommen 83 und das passt und war eine aktive Partnerschaft. Aber hier ist es auch wieder so: der Kunde ist 84 auf die WKO zugekommen und die WKO dann auf uns. Nur dann funktioniert das, weil der Kunde 85 will ja unser Produkt. Umgekehrt, ist es immer schwierig.
86 Interviewer: Also von der WKO hat Ihr Unternehmen dann nur Kontakte zur Verfügung gestellt 87 bekommen?
88 Interviewpartner A: Richtig, ja.
89 Interviewer: Und gab es noch weitere Unterstützung wie beispielsweise Freunde oder sonstige 90 Kontakte im Ausland?
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91 Interviewpartner A: Nein. Es ist schon so dass ich sehr viele Leute kenne im Ausland und man 92 lernt auch immer mehr Leute kennen, aber das sind dann oft Endkunden, also keine Händler. Also 93 die sind nicht geeignet für Händler oder Partner.
94 Interviewer: Und in Österreich verkaufen Sie auch nur an Händler oder auch an Endkunden?
95 Interviewpartner A: Nein. In Österreich machen wir den Verkauf direkt. Wir haben 10 96 Außendienstmitarbeiter in Österreich, die tagtäglich Kunden besuchen. In Österreich verkaufen 97 wir direkt zum Endkunden, B2C.
98 Interviewer: Und dann wahrscheinlich auch noch direkt an Baufirmen, oder?
99 Interviewpartner A: Baufirmen auch, ja. Auch Gerüstverleiher, Maler, Dachdecker. Alle 100 Kundenschichten, quer durch die Bank.
101 Interviewer: Ok. Und die Händler haben dann den Verkauf komplett übernommen, sodass Sie 102 sich gar nicht mehr kümmern müssen?
103 Interviewpartner A: Ja und nein. Ich habe mich nicht kümmern müssen um das Geschäft vor Ort, 104 aber das bedeutet doch sehr viel Aufbauarbeit, weil oftmals sind die Händler nicht so gut mit den 105 Produkten vertraut und wissen nicht so gut Bescheid im Detail. Das heißt, es ist doch ein neuer 106 Händler in einem neuen Land und das bedeutet doch sehr viel aktive Aufbauarbeit. Das heißt, der 107 Händler konfrontiert uns meistens mit Fragen, aber das ist ganz normal Fragen zum Produkt, 108 Fragen zu Preise und Lieferzeiten und so weiter zu fragen. Das muss sich erst mal einspielen, so 109 dass der Händler weiß, wie ticken die in Österreich, wie läuft die Produktion, was ist eventuell 110 noch möglich bei Sonderpreisen. Einfach alle Fragen, die der Händler von Kunden gestellt 111 bekommt, werden zu Beginn an uns weitergeleitet, bis er selbst dann arbeiten kann. Das heißt, 112 am Anfang muss man miteinander arbeiten und muss die Beziehung und das Geschäft richtig 113 aufbauen.
114 Interviewer: Schauen Sie dann auch vor Ort vorbei?
115 Interviewpartner A: Ja, freilich. Normalerweise immer. Es kommt dann drauf an, bei ein paar ist 116 es öfter, bei anderen vielleicht weniger. Und es kommt auch drauf an, wie gut der Kontakt unterm 117 Jahr ist. Also wie oft telefoniert man in der Woche oder mit manchen auch täglich.
118 Interviewer: Vielleicht noch ein bisschen was zu der Zusammenarbeit mit Ihren Händlern. Sie 119 haben bereits erwähnt, dass mit manchen der Kontakt enger ist und mit manchen eben nicht.
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120 Wirkt sich das auch auf Entscheidungen aus? Darf der Händler selbstständig Entscheidungen 121 treffen?
122 Interviewpartner A: Selbstverständlich. Was der Händler seinen Endkunden zusagt und auch 123 die Vereinbarungen, die er mit seinen Endkunden macht, sind unabhängig von mir und da mische 124 ich mich auch nicht ein, außer der Händler fragt mich. Wenn der Händler mich fragt was ich tun 125 würde oder was ich dazu meine, dann mische ich mich ein. Ansonsten bin ich in dem 126 Tagesgeschäft im Land nicht involviert. Das macht dieser unabhängig. Er ist mein Vertragspartner 127 und wir zwei haben engen Kontakt. Wenn es notwendig ist, bin ich auch mit manchen Händlern 128 bei den Endkunden vor Ort, wenn es um größere Entscheidungen geht, damit ich den Händler 129 unterstützen kann. Aber sonst generell sein Tagesgeschäft ist sein Business. Dafür hat er auch 130 einen Händlerrabatt. Der Händler hat auch mehr Rabatt wie ein anderer, damit er auch etwas 131 verdient und damit er auch sein Tagesgeschäft am Leben hält.
132 Interviewer: Ok. Das heißt auch dass die Händler dann eigentlich im Sinne Ihrer Firma handeln 133 und Meinungsunterschiede keine große Rolle spielen?
134 Interviewpartner A: Genau. Im Sinne von unserer Firma, aber auch in seinem eigenen Sinne. Je 135 mehr und auch je besser das der Händler verkauft, umso besser für unsere Firma und für den 136 Händler.
137 Interviewer: Das bedeutet dann eigentlich auch, dass Sie keine oder nur wenige Informationen 138 zum Land oder Kunden benötigen, wenn exportiert wird? Diese Informationen besitzt ja dann der 139 Händler.
140 Interviewpartner A: Eigentlich benötige ich diese Infos nicht, nein. Natürlich interessiert es mich 141 aber. Wenn ich mir anschaue in welches Land wir gehen sollten, interessiert mich natürlich was 142 das für ein Land ist, wie viele Einwohner gibt es, was ist das BIP pro Kopf, wie schaut die 143 Bauindustrie im Land aus. Es gibt zum Beispiel Unterschiede, wenn man in Südamerika baut oder 144 in Afrika baut oder auch in Europa baut. Nicht in jedem Land sind unsere Produkte so einsetzbar 145 wie in Europa. Unsere Produkte sind eben, mehr oder weniger, entwickelt für den österreichischen 146 und europäischen Markt. Und dann tut man sich in anderen Ländern oder anderen Kontinenten 147 schwerer mit den gleichen Produkten, da diese Länder einfach eine andere Art und Weise haben, 148 wie sie bauen. Da können wir nichts dafür, da können auch andere Länder nichts dafür. Das ist 149 einfach so. Genau so wird es in Österreich nie ein Bambusgerüst von China geben.
150 Interviewer: Beschaffen Sie sich diese Marktinformationen selbst oder wird hierbei auf 151 Unterstützung gesetzt?
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152 Interviewpartner A: Ja, meistens selbst. Alle drei Jahre gibt es eine große Baufachmesse in 153 München. Das ist eine internationale Messe, das ist die BAUMA. Das ist die größte 154 Baumaschinenmesse auf der Welt. Und zu dieser Messe kommen eigentlich alle vom Bau. Da 155 sind wir schon seit ungefähr 30 Jahren, oder sogar noch länger. Und das ist ein großer Fixtermin 156 alle drei Jahre. Und auf dieser Messe lernt man eben neue Kontakte kennen und neue Leute 157 kennen.
158 Interviewer: Somit kann man sagen, dass ohne Händler Ihre Internationalisierung ganz schwierig 159 gewesen wäre?
160 Interviewpartner A: Ganz, ganz schwierig! Zumindest nicht mit diesen Personalressourcen, die 161 wir zur Verfügung haben, kann man nicht viel mehr internationalisieren. Ohne diese Händler vor 162 Ort wäre dies nicht möglich. Wie gesagt, in Österreich haben wir 10 Außenmitarbeiter, die täglich 163 unterwegs sind. Ich kann nicht den Rest der Welt mit dieser Mitarbeiteranzahl abfahren. Und das 164 ist auch schwierig, weil dann fängt man an, dass man verschiedene Länder besucht. Im Endeffekt, 165 wenn ich dann irgendwo eine Woche bin, habe ich nicht viel erreicht, wenn ich nicht jemanden 166 habe, der dort weiterarbeitet.
167 Interviewer: Haben Sie sich dann auch von einigen Ländern wieder zurückgezogen?
168 Interviewpartner A: Also wir selbst haben uns nicht zurückgezogen, sodass ich sage das ich 169 keinen Händler mehr beliefere. Jeder Händler, der bei mir etwas bestellt und bezahlt, bekommt 170 auch seine Ware. Alle die zahlen, bekommen was. Aber es gibt so Länder wie Russland, wo nichts 171 mehr geht, oder Baltikum. Estland, Lettland, Litauen war einmal sehr gut, aber jetzt verkaufen wir 172 dort fast nichts mehr.
173 Interviewer: Was ist der Hintergrund für diesen Rückgang?
174 Interviewpartner A: Das einfach die Konjunktur zurückgegangen ist. Die Konjunktur ist 175 zurückgegangen und wir sind vielleicht auch nicht so aktiv, wie wir sein müssten. Aktiv, vor Ort 176 mit einem dementsprechenden Lager. Der Trend bei uns geht weg vom selber kaufen und zum 177 Vermieten. Unsere Kunden, die Baufirmen, die kaufen sich nicht alle eine Schalung und arbeiten 178 damit, sondern sie mieten auch. Und gerade in den osteuropäischen Ländern, welche nicht so 179 finanzstark sind, die können sich oft eine so hohe Anschaffung nicht leisten und mieten sich dann 180 einfach das Material für das Bauvorhaben. Für das Mietgeschäft muss ich einfach vor Ort sein 181 und da brauche ich auch ein Mietmaterial und so weiter und wenn dann aber ein Händler nicht 182 mitspielt, dann wird es immer schwieriger. Ich kann das von Österreich aus nicht machen und will 183 ich auch nicht. Ich will kein Mietmaterial nach Litauen bringen oder Rumänien und dann wieder
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184 zurückbringen. Also da wären die Transportkosten viel zu hoch und so weiter. Und das wäre mir 185 auch zu riskant, weil wenn ich den in Rumänien nicht kenne, dann bekommt der auch keinen LKW 186 mit Ware im Wert von 100.000 Euro, wenn ich nicht weiß, ob ich den LKW dann wieder 187 zurückbekomme.
188 Interviewer: Ok. Gibt es auch zukünftige Internationalisierungspläne?
189 Interviewpartner A: Selbstverständlich. Wir arbeiten ständig daran, dass wir schauen, wo könnte 190 man einen neuen Markt erschließen. Es hängt sehr viel von persönlichen Kontakten ab vor Ort. 191 Zum Beispiel war Frankreich nie auf meiner Liste, auf meiner Priority-List, sodass ich sage, ich 192 muss jetzt nach Frankreich, weil ich weiß, dieses Land und die Leute ticken ein wenig anders. Ich 193 habe auch keinen im Unternehmen, der Französisch spricht. Die Produkte sind auch etwas 194 speziell. Aber im April auf dieser BAUMA, welche in diesem Jahr war, da sind Franzosen 195 vorbeigekommen, die gesagt haben, dass unser Produkt interessant ist und sie das Produkt 196 haben und vermarkten wollen. Natürlich sage ich dann ja passt, ihr seid gerne eingeladen uns an 197 unserem Standort zu besuchen. Dann können wir uns zusammensitzen und reden. So funktioniert 198 das dann. Oder ein zweiter Fall: In diesem Jahr ist zum Beispiel Belgien oder Benelux interessant. 199 Da gibt es von der Bauwirtschaft eine Statistik, den Betonverbrauch pro Kopf, Zementverbrauch 200 pro Kopf. Und er ist in den Benelux Ländern sehr, sehr hoch. Und in diesen Ländern haben wir 201 auch noch nichts. Benelux ist jetzt nicht so weit weg und ist auch von den Produkten her ähnlich 202 wie Österreich und Deutschland, weil wir eh Nachbarn sind. Und jetzt haben wir gesagt, ok, dann 203 schauen wir ob es mal eine Messe, eine Baumesse, gibt in Belgien und die ist im September und 204 da haben wir uns angemeldet. Ja, schauen wir mal. So funktionier das. Oder es klopft wieder mal 205 wer irgendwo an der Tür an und sagt er möchte kooperieren. Sonst liegt der Fokus auf 206 Deutschland. Wir haben heuer schon im letzten halben Jahr einige Container nach Kambodscha 207 geliefert, Schalungen. Das sind so Spot Verkäufe, wo ich nicht weiß, ob das nachhaltig ist und 208 läuft das die nächsten 10 bis 15 Jahre. Oder kann ich von Kambodscha aus Südostasien 209 aufbauen. Weil natürlich ist da ein Potenzial, Thailand, Indonesien, Philippinen, da sind sehr viele 210 Leute und die müssen bauen. Nur ist es einfach ein bisschen weit weg für uns. Für uns relativ 211 kleine Firma ist das halt weit weg und ich weiß noch nicht, was sich dort ergeben kann. Wenn 212 mich heute oder morgen wer anruft von Thailand und sagt, er will eine Aluschalung kaufen, dann 213 sage ich ja super passt, überweis mir das Geld und ich liefere dir die Ware. Kein Problem! Ich 214 liefere überall hin. Wir haben schon Verkäufe gemacht in 49 oder 50 Länder auf der Welt, aber 215 man kann nicht überall nachfahren und schauen. Und nur weil jetzt eine Baufirma zufällig etwas 216 bei uns gekauft hat heißt das nicht, dass das ganze Land jetzt auf einmal Produkte von unserer 217 Firma will. Leider nicht.
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218 Interviewer: Dass auf Deutschland der Fokus liegt, liegt also auch daran, dass es unser 219 Nachbarland ist?
220 Interviewpartner A: Genau, weil es gleich unser Nachbarland ist, weil sie die gleiche Sprache 221 sprechen, weil auch die Produkte grundsätzlich gleich sind. Da brauche ich nicht weit in der Welt 222 umherschauen. Wir konzentrieren uns auf die Länder vor der Haustür sozusagen. Wir bearbeiten 223 Länder, die in der Nähe sind, Nachbarländer. Und das dafür ordentlich und nachhaltig und dann 224 kann man Schritt für Schritt immer weiter exportieren.
225 Interviewer: Befinden sich in Deutschland auch Händler von Ihnen?
226 Interviewpartner A: Ja und Nein. Zum Teil gibt es Händler. Wir haben auch unsere eigenen 227 Außendienstmitarbeiter.
228 Interviewer: Ist auch ein Standort in Deutschland geplant?
229 Interviewpartner A: Ja, es ist einer in Planung. Bayern wird von unserem Standort aus beliefert. 230 Wir fahren nach Wien und wir fahren nach Vorarlberg. Bayern ist eigentlich näher und man fährt 231 sogar durch, wenn wir nach Vorarlberg fahren. So hat das mit Bayern angefangen. Dann habe ich 232 auch einen Außendienst für weiter oben in NRW, im Ruhrgebiet, eingestellt, den ich schon seit 15 233 Jahre kenne und das passt jetzt so.
234 Interviewer: Nun gut. Das wäre es auch schon wieder gewesen. Vielen Dank, dass sie sich Zeit 235 genommen haben.
236 Interviewpartner A: Klar, überhaupt kein Problem, diese halbe Stunde hat man doch leicht.
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Appendix 2.2: Interview B
237 Interviewer: Können Sie mir zuerst bitte kurz etwas zu Ihrer Position erzählen und einige 238 Eckdaten Ihrer Firma nennen.
239 Interviewpartner B: Ja klar. Ich bin jetzt seit 14 Jahren der Produktionsleiter. In der Entwicklung 240 haben wir 38 Personen, in der Produktion 110 Personen, im Vorrichtungsbau sind 23 Personen 241 beschäftigt, 12 Logistiker haben wir und in der Verwaltung sind es 14 Leute. Insgesamt haben wir 242 also 197 Personen. Wir bearbeiten circa 80% der Weltmärkte, über USA, Kanada, China, Japan, 243 Indien, arabischer Raum, skandinavischer Raum und gesamtes Europa. Der Umsatz im letzten 244 Jahr betrug nicht ganz € 50 Millionen.
245 Interviewer: Und wie sieht es mit dem österreichischen Markt aus? Spielt dieser trotz Ihrer starken 246 Internationalisierung eine wichtige Rolle?
247 Interviewpartner B: Österreich ist untergeordnet, dieser Markt ist absolut untergeordnet. Im 248 österreichischen Raum haben wir ungefähr 5%. Wir liefern durchschnittlich ein Drittel unserer 249 Produkte nach Kanada, ein Drittel nach Asien und ein Drittel bleibt in Europa. Das heißt ungefähr 250 vier komplette LKW Züge verlassen jeden Tag unser Unternehmen.
251 Interviewer: Gibt es auch einen Markt, der besonders wichtig ist?
252 Interviewpartner B: In Europa ist unser wichtigster Markt die Schweiz, weil die Schweiz sehr 253 elektronisch bewusst ist. Die skandinavischen Länder auch. Zum Teil auch die Spanier. 254 Deutschland und Österreich sind hierbei sehr weit hinten. Wer sehr weit vorne ist, ist Kanada und 255 auch Amerika ist dabei aufzuholen. Amerika ist aber noch immer beeinflusst von ein, zwei 256 Markenprodukten daher gibt es im Markt weniger Chancen. Deutschland ist ein geiziges Land. 257 Deutschland kauft eigentlich nur billig und wir sind sicher nicht die billigsten. Wir sind qualitativ die 258 höchsten und nicht die billigsten. Der deutsche Markt wird einfach von Asien bedient, weil alle 259 unsere Konkurrenten sitzen in Asien, mit einer kleinen Ausnahme in der Türkei, da gibt es auch 260 noch einen Anbieter. Wir haben etwa einen Weltmarktanteil von 10% und 90% hat Asien.
261 Interviewer: Können Sie nun bitte den Internationalisierungsprozess Ihres Unternehmens 262 beschreiben. Also Ihre Ziele und Hürden, sowie Methoden.
263 Interviewpartner B: Unser Ziel ist es, dass wir weltweit der beste High-End Runner Lieferant in 264 der Oberklasse werden.
265 Interviewer: Bedeutet das dann auch, dass Sie so viele Kunden wie möglich generieren wollen?
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266 Interviewpartner B: Nein. Wir wollen nicht wachsen. Unser Unternehmen sagt: Nicht größer ist 267 besser, sondern nur besser ist besser. Die Größe eines Unternehmens zeigt nicht den Erfolg des 268 Unternehmens, sondern die Treue der Kunden, die Bedienbarkeit der Produkte, die Qualität, das 269 Design und vor allem wollen wir die oberste Linie bedienen, also den teuren Sektor, weil billige 270 Produkte wollen wir nicht. Mit billigen Produkten könnten wir auch an unserem Standort nicht 271 überleben. Wir haben sehr hohe Ansprüche an das Design, weil gekauft wird noch immer mit 272 Gefühl und mit den Augen. Gutes Design und hohe Bedienerfreundlichkeit ist unser Weg. Das 273 Problem ist, dass, wenn man in ein Hotel hineingeht und eine Fernbedienung sieht, die viele 274 Funktionen besitzt, kann diese keiner so wirklich bedienen. Aus diesem Grund machen wir 275 Familienstudien, bei welcher Kinder, Pensionisten und 40-jährige mit Kamera gefilmt werden, 276 wenn sie unsere Fernbedienungen testen. Danach schreiben sie einen Bericht. Wir wollen unsere 277 Produkte so einfach wie möglich gestalten. Und wir sehen auch in Zukunft, dass sehr viele 278 Funktionen unserer Produkte wieder verschwinden, weil diese nicht benötigt werden und nur 279 verwirren. Grundsätzlich braucht man eine Ebene für den Einsteller des Gerätes, das heißt für 280 den Elektriker, der das Gerät aufbaut und das Gerät programmiert. Dann soll man diese 281 Programmierebene ausschalten und die Bedienerebene betrachten. Auf der Bedienerebene 282 kommen halt alle Grundfunktionen zum Vorschein, alle anderen braucht man nicht. Sofern es 283 gewünscht ist, kann man auch die Spracherkennung hinzufügen. Wir wollen eine mechanische 284 Haptik.
285 Interviewer: Wird bei den Produkten unterschieden, wenn es sich um ausländische Länder 286 handelt? Also dass das Produkt anders zu bedienen ist?
287 Interviewpartner B: Grundsätzlich nicht. Aber der Kunde ist immer König und es wird auf 288 Kundenwünsche eingegangen. Und wir bieten ohnehin schon eine Vielzahl an unterschiedlichen 289 Fernbedienungen an.
290 Interviewer: Können Sie mir auch einige Hürden bzw. Herausforderungen Ihres 291 Internationalisierungsprozesses nennen?
292 Interviewpartner B: Ja, politische Einflüsse, Währungsschwankungen und immer wieder 293 wechselnde Zölle. Politische Einflüsse beispielsweise vom amerikanischen Präsidenten. Das 294 verteuert unsere Produkte um etwa 10%. Hierbei muss man sehr vorsichtig sein. Zum Beispiel 295 auch der Brexit in England. Wir beziehen Sachen aus England, wir liefern nach England. Wir sind 296 aber jetzt aus dem englischen Markt raus. Der Austritt von England aus der EU hat uns so sehr 297 verunsichert. Es kann uns passieren, dass der Zoll, der kommen wird, dann unseren Gewinn 298 vermindert. Dann haben wir gesagt, dass brauchen wir nicht mehr machen. Wir steigen aus, denn 299 England ist ein Risikomarkt. Wir wollen dem Unternehmen kein Risiko aussetzen. Wir haben
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300 allerdings in den letzten Jahren sehr viel Umsatz in England gemacht. Das war ein guter Gewinn, 301 aber jetzt hat das Risiko die Überhand bekommen und wir gehen raus aus dem Markt. Wir haben 302 das nicht nötig, wir gehen einfach raus.
303 Interviewer: Und wie funktioniert der Verkauf Ihrer Produkte? Sind Händler zwischengeschaltet?
304 Interviewpartner B: Ja. Wir verkaufen unsere Produkte an Händler, welche dann ganz 305 verschiedene Endkunden beliefern, wie etwa Hotels. Zu den Kunden zählen aber nicht nur Hotels, 306 sondern auch Daimler, Torhersteller, Toilettenhersteller, Duschhersteller oder Hausausstatter. A1, 307 zum Beispiel, oder Sky produziert ihre Fernbedienungen auch nicht selber. Was auch interessant 308 ist, ist das beispielsweise in einem Hotel. Die meisten Leute sagen, dass das ekeligste die 309 Matratzen oder Toiletten sind. Das ist aber nicht richtig, das sind die Fernbedienungen. Die 310 Fernbedienung hat jeder in der Hand und man sieht es nicht, ob diese gereinigt wird oder nicht. 311 Aus diesem Grund haben wir gesagt, wir machen eine Hochglanzfernbedienung. Da sehe ich 312 zwar sofort, ob ich sie berührt habe oder nicht, aber wenn ich sie berühre oder meine Kinder sie 313 berühren, stört mich das nicht. Wenn ich aber in einem Hotel bin, sehe auf einen Blick, ob die 314 Fernbedienung geputzt worden ist oder nicht. Dann habe ich ein hygienisch gutes Gefühl. Und 315 das hat im Markt Anklang gefunden. Wir sind im Hotelausstattungsbereich mit diesen 316 Fernbedienungen. Dieses Produkt ist sehr gut angekommen und es ist auch verstanden worden. 317 Diese Fernbedienungen sind wasserdicht, man kann sie mit Reinigungsmitteln waschen und 318 desinfizieren und somit hat das einen guten Effekt und hat uns auch gute Werbung eingebracht. 319 Das Hotels diese Fernbedienung wollen, haben wir aus eigener Erfahrung. Ich oder auch der Chef 320 der Firma ist auf Urlaub gefahren und uns hat immer geekelt vor den Fernbedienungen. Zuerst 321 haben wir auch begonnen Schutzhüllen zu entwickeln. Sodass man bei der Rezeption einfach 322 neue Schutzhüllen besorgen kann. Das schaut aber einfach nicht ordentlich aus. Durch viel 323 Denken und Fantasie sind wir dann draufgekommen was am besten geputzt wird und das ist der 324 Glastisch. Das ist, weil der Hochglanz ist und diesen muss man immer reinigen sonst sieht man 325 jeden Schmutz. Dann haben wir gedacht, wir brauchen dieselbe Oberfläche auf den 326 Fernbedienungen. Produkte werden auch nur an Händler vertrieben, du kannst zum Beispiel keine 327 Fernbedienung von uns kaufen. Wir haben eine hohe Automatisierung und Einzelstückfertigung 328 wollen wir keine machen, das wäre nicht wirtschaftlich. Unsere Firma ist auch nicht angeschrieben 329 von außen, weil ansonsten würden Personen kommen und jeweils nur eine Fernbedienung kaufen 330 und damit wollen wir uns nicht beschäftigen. Das wäre auch verlorene Energie. Wir haben auch 331 kein Stück auf Lager. Jedes Teil, das produziert wird, ist auch bereits verkauft. Die Durchlaufzeit 332 beträgt ungefähr 48 Stunden. Wir produzieren momentan 11 Millionen Fernbedienungen im Jahr 333 in 1600 verschiedenen Varianten.
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334 Interviewer: Wie haben Sie die Beziehungen zu den Händlern aufgebaut?
335 Interviewpartner B: Über Messen. Wir gehen weltweit auf Messen, aber nicht wie unsere 336 Mitbewerber mit einem Bauchladen mit Tausend verschiedenen Fernbedienungen, sondern mit 337 einem ganz hochdesignten Produkt und mit einem sehr edlen Stand. Wir wollen auf unser Produkt 338 Aufmerksam machen und das wir die Elite sind. Das ist vielleicht etwas hochmütig, aber nur so 339 funktioniert das. Wenn zu uns einer kommt, zu unserem Stand, und fragt was kostet euer Produkt, 340 dann schicken wir ihn sofort weg. Wir erklären dann, dass man auch nicht in ein Autohaus geht 341 und fragt was kostet bei dir ein Auto. Man muss zuerst einmal überdenken welche Marke, wie 342 viele PS, welchen Lack, welchen Motor und welche Reifen und dann kann ich ein Paket 343 zusammenstellen. Unser Händler soll sich für unser Produkt begeistern und sich mit unserem 344 Produkt beschäftigen. Wenn wir die edelsten Fernbedienungen herstellen können, können wir 345 natürlich auch die einfachsten herstellen. Es sind so viele Faktoren beinhaltet und wenn man die 346 Händler damit begeistern kann, dann sind diese auch bereit, den doppelten Preis zu bezahlen. 347 Wir garantieren auch für jede Fernbedienung drei Jahre Garantie und bis zu fünf Jahre auf Kulanz. 348 Kontakte werden also hauptsächlich über Messen hergestellt und der zweite Schritt für uns ist, 349 dass wir uns auf Messen mit Auszeichnungsstände präsentieren. Wir haben eigentlich fast immer 350 den schönsten Stand. Skeptische oder unsichere Kunden laden wir auch dann zu uns ins Haus 351 ein. Wir zeigen denen dann unser Unternehmen, unseren Materialfluss, unsere Produktionsstätte. 352 Wir berühren beispielsweise eine Fernbedienung nur einmal beim Verbauungsprozess. Das heißt, 353 sie wird einmal berührt und alle 30 Sekunden ist sie dann in der Kundenverpackung, alles andere 354 ist automatisiert. Das beeindruckt die Kunden sehr. Wenn man Asien betrachtet, durchläuft eine 355 Fernbedienung verschiedene Märkte bis sie dann am Ende fertig ist und jeder bekommt das 356 Gefühl, es gibt viele Schwachstellen. Wenn aber die Produktion in einer Kette erfolgt, in einem 357 organisierten und automatisierten Prozess, mit menschlicher Begleitung, dann bekommt man ein 358 gutes Gefühl. Dann ist man auch bereit, mehr zu bezahlen. Es hilft keinen Premiumanbieter, wenn 359 man sich drei Euro bei der Fernbedienung einspart, aber man hat ein schlechtes Image. 360 Reklamationen von Händlern ist das schlechteste, das passieren kann. Unsere Firmenpolitik ist 361 eine Null-Fehlerstrategie. Wenn man keine Reklamationen hat, dann ist man vorne dabei. Auch 362 wir haben aber schon Reklamationen gehabt. Wir haben trotzdem bei der Lieferantenbewertung 363 ein Ausgezeichnet bekommen. Wir haben anschließend die Firma kontaktiert und haben gesagt, 364 dass das nicht richtig sein kann. Wir haben eine Reklamation gehabt und sie geben uns ein sehr 365 gut, dass kann nicht sein. Diese haben aber gesagt, das passt so, weil ihr wart am nächsten Tag 366 sofort vor Ort bei uns in Italien und habt uns betreut und das ist wichtig und unser Materialfluss ist 367 auch nicht ins stoppen gekommen. Dieser hat auch noch gesagt, dass dies mit einem Asiaten als 368 Lieferant wahrscheinlich Monate gedauert hätte.
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369 Interviewer: Die Produkte werden somit nur in Österreich produziert?
370 Interviewpartner B: Wir produzieren nur in Österreich. Am 13. August 1906 ist es in der EU 371 verboten worden mit Bleihaltigen Lötzinn zu löten. Man hat das Blei heraustun müssen. Jetzt hat 372 man aber auch die Temperatur erhöhen müssen: Beim Löten mit Blei 245 Grad und beim Löten 373 ohne Blei 280. Jetzt sind alle Bauteile defekt geworden durch die hohe Temperatur. Wir haben 374 dann einen Ausweg gesucht. Wir schicken die Leiterplatten nach Tschechien, dort werden diese 375 dann gelötet und am nächsten Tag wieder retour geschickt. In der EU ist es eigentlich nicht 376 erlaubt, aber Tschechien hat noch eine Übergangslösung und daher ist es dort noch erlaubt. Es 377 gäbe auch eine Ausweichmöglichkeit. Dies wäre ein geklebter Bauteil. Es gibt somit keine 378 Produktionsstandorte außer hier in Österreich, aber wir haben ein Entwicklungszentrum in 379 Toulouse. Das ist in Frankreich aus einem ganz einfachen Grund. Alles, was in der 380 Entwicklungsphase ist, machen wir in Toulouse, weil in Frankreich gibt es wenig elektronische 381 Industrie. Somit gibt es sehr viel Angebot an Facharbeitern, ein Spitzenfacharbeiterangebot und 382 es gibt keine Mitbewerber. Das hat den Vorteil, dass solange es im Entwicklungsstadium ist, sieht 383 das bei uns im Werk kein anderer Händler oder Kunde. Erst wenn es fertig ist kommt es zu uns 384 ins Werk. Wenn die Idee, das Design und die Programmierung fertig sind, kommt es ins Werk und 385 somit sind wir sicher, dass es niemand sieht. Wir haben dadurch auch eine Nation 386 dazubekommen, die anders denkt als wir Österreicher und eine Mischkultur ist immer gut. Speziell 387 wenn man andere Märkte erreichen will, ist es gut, wenn jemand anders denkt als wir Österreicher. 388 Wir haben zum Beispiel auch spanische Entwickler im Haus, wir haben Inder im Haus, die 389 kommen aus regionalen Gebieten, in welchen wir eigentlich kein Gefühl haben und dadurch kann 390 man sich wichtige Informationen holen. Eine Einkäuferin haben wir in China. Sehr viele 391 elektronische Geräte sind in Europa leider nicht mehr verfügbar bzw. nicht mehr kaufbar oder 392 werden nicht mehr hergestellt. Jetzt haben wir extra eine Asiatin, eine Japanerin, eingestellt, 393 welche Bauteile einkauft. Es wird auch immer schwieriger gute Bauteile in China zu bekommen. 394 Sie produzieren sehr gut, aber die besten Bauteile behalten sie selber, die anderen schicken sie 395 nach Europa. Wir brauchen aber die besten Teile. Aus diesem Grund haben wir vor Ort eine 396 Einkäuferin.
397 Interviewer: Markinformationen werden somit eingeholt?
398 Interviewpartner B: Wo wir uns unterscheiden gegenüber anderen, ist dass wir unseren Vertrieb 399 nicht Verkauf nennen, sondern für uns ist das der Markt. Unsere Außendienstmitarbeiter sind 400 daher auch Marktmitarbeiter. Der Inhaber des Unternehmens ist der Chef vom Markt und der 401 Entwicklung. Nur diese Mitarbeiter, die im Ausland Tag für Tag unterwegs sind, wissen was der 402 Markt von uns wünscht. Kein Entwickler, der irgendwo im Büro sitzt, weiß ob der Kunde das
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403 tatsächlich auch will. Der Außendienstmitarbeiter hat den Kontakt zu den Kunden. Entwickler und 404 Außendienstmitarbeiter arbeiten auch zusammen, damit wir so wenig Reibungsverluste wie 405 möglich haben. Das ist auch wichtig, damit ein guter Informationsfluss herrscht. Diese 406 Außendienstmitarbeiter sind auch weltweit unterwegs. Quartalsmäßig wird jeder Kunde besucht. 407 Ob gewünscht oder nicht, wir bieten unsere Besuche an. Das dient dazu, Abstimmungen zu 408 machen und Situationen zu klären. Wenn ein Kunde sagt, dass er das nicht will, dann lassen wir 409 das auch, aber wir bieten es an. Geschäfte werden auch immer noch zwischen Menschen 410 gemacht und nicht über EDV.
411 Interviewer: Gibt es auch Unterstützung von öffentlichen Institutionen?
412 Interviewpartner B: Wir wollen eine absolute Unabhängigkeit und arbeiten mit keinen politischen 413 oder wirtschaftlichen Verbänden zusammen. Es gibt ja zum Beispiel ein Kunststoff Cluster. Ein 414 Mitarbeiter von uns wollte dazu gehen. Meiner Meinung nach sind das alles Gruppen, wo jeder 415 von dem anderen etwas will, aber selber möchte man nichts preisgeben. Ich bin nicht bereit, 416 andere Unternehmen zu unterstützen. Die Energie möchte ich für unser Unternehmen verwenden 417 und nicht für andere. Ich habe keine Zeit, mein Wissen weiterzugeben. Wenn ich in einem 418 Unternehmen beschäftigt bin, ist es meine Pflicht für das Unternehmen da zu sein und für die 419 Mitarbeiter. In der Freizeit muss ich mich erholen und dann kann ich wieder meine Energie in die 420 Firma stecken, aber nicht in andere Firmen. Wir konzentrieren uns auf uns. Ich will keinen 421 kopieren, weil die Kopie ist immer schlechter wie das Original. Man muss ein Original bleiben und 422 keine Kopie werden.
423 Interviewer: Aber die Internationalisierung wäre somit ohne die Händler nicht möglich?
424 Interviewpartner B: Nein, und das wäre auch ohne unser aggressives Auftreten am Markt nicht 425 möglich. Händler sind auch wichtig als Werbeträger. Aber man muss halt schauen wie man an die 426 Spitze kommt. Auf der anderen Seite machen die Händler ihren Job und die machen dies nicht 427 aus Nächstenliebe. Man ist nicht erfolgreich, wenn man etwas macht wegen dem Geld, man ist 428 dann erfolgreich, wenn man etwas aus Überzeugung macht. Geld macht nicht glücklich und Geld 429 führt auch nicht immer zu Erfolg. Man will dann sowieso immer nur noch mehr Geld, aber eine 430 gute Idee kann mir keiner nehmen.
431 Interviewer: Aber dass man Unterstützung annimmt oder sucht, sodass man internationale 432 Märkte besser erreicht, ist trotzdem der Fall?
433 Interviewpartner B: Ja, aber die Welt ist extrem egoistisch geworden. Es ist keiner bereit 434 Unterstützung zu geben, wenn man nicht sofort einen finanziellen Vorteil daraus zieht. Wir betteln
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435 daher auch nicht um Unterstützung. Wir wollen auch keine fremde Unterstützung bezüglich der 436 Produktion. Die Händler sind aber natürlich eine Unterstützung, die benötigt wird. Aber das betrifft 437 halt nur den Vertrieb. In der Entstehung der Produkte wollen wir das nicht. Wir brauchen auch 438 keine Herstellung im Ausland, wir brauchen Marktanteile und natürlich einen gewissen 439 Kundenstamm. Es ist wichtig, dass man sich bei den Händlern nicht einschleimt und im 440 Hintergrund ganz anders von den Händlern denkt. Wir pflegen berufliche Kontakte 441 freundschaftlich. Wir sagen, wenn uns etwas nicht passt, wir bleiben ehrlich. Wir erwarten dies 442 aber auch von unseren Händlern. Ich kann keine nachhaltige Beziehung aufbauen, wenn ich nur 443 einen Vorteil für mich daraus ziehen möchte und Lüge. Das kann dann nicht funktionieren. Sollte 444 eine Partnerschaft nicht mehr funktionieren, ist es auch wichtig, dass man in Frieden auseinander 445 geht, ansonsten wird das Image geschädigt und der Markt zerstört. Ein Händler von uns war 446 finanziell so schlecht dargestellt und konnte sich unsere Produkte nicht mehr leisten, daher haben 447 wir angeboten, dass sie sich einen billigeren Lieferanten suchen.
448 Interviewer: Ist die Kooperation mit den Händlern vertraglich geregelt?
449 Interviewpartner B: Zuerst gibt es bei uns immer ein sogenanntes Kickoff Meeting. Jede Partei 450 bringt seine Standpunkte vor. Auch kommt von jeder Seite der Rechtsanwalt mit. Von beiden 451 Seiten werden die Wünsche und Pflichten festgelegt. An diesen Vertrag hat sich dann jeder zu 452 halten. Das Meeting ist sehr wichtig, denn ab dann ist alles eingefroren. Jegliche Änderungen 453 muss dann der Händler bezahlen. Wenn der Händler nach drei Wochen kommt und etwas ändern 454 möchte, dann muss dieser auch die Kosten übernehmen, außer es handelt sich um Kleinigkeiten.
455 Interviewer: Und die Entscheidungen, dass Produkte anders angeboten werden liegt dann beim 456 Händler?
457 Interviewpartner B: Das letzte Wort hat immer der Händler. Wenn es marktbezogene Wünsche 458 anbelangt, steht dieser ganz klar über uns. Wenn dieser eine Fehlentscheidung macht und wir 459 erklären ihm 50 Mal, dass das nicht richtig ist, dann werden wir halt noch vertragliche Änderungen 460 machen, damit wir uns absichern. Wir werden aber keine Konflikte anfangen. Wir machen den 461 Händler, auch mehrfach, darauf aufmerksam, dass es Schwierigkeiten geben wird. Wir wollen 462 Konflikte vermeiden. Bei dem Kickoff Meeting wird auch der Händler eingeschult und 463 Bedienungsanleitungen sind auch schon fertig. Es ist schon alles erprobt. Händler kommen auch 464 daher nicht regelmäßig mit Fragen auf uns zu. Beim Kickoff Meeting hat der Händler die ersten 465 Muster in der Hand. Wir gehen auch immer eine Versuchsphase durch mit so ungefähr 100 Stück, 466 welche am Markt getestet werden. Danach wird das Feedback vom Markt eingeholt, dann gibt es 467 je nach Land eventuell noch Änderungen. Das wird dann noch angepasst und danach gibt es
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468 dann das Kickoff Meeting. Wir haben einfach ein enormes Wissen in unserem Haus, auch weil 469 Mitarbeiter lange in der Firma bleiben.
470 Interviewer: Welche Ressourcen wären für Sie sonst noch hilfreich, wenn Sie 471 internationalisieren?
472 Interviewpartner B: Der momentane Facharbeitermangel im elektronischen bzw. 473 handwerklichen Bereichen geht auch nicht spurlos an uns vorbei. Die Politik hat versagt in der 474 Industrie ausreichend qualifizierte Mitarbeiter auszubilden und die Wertigkeit dessen nicht den 475 Ansprüchen angepasst. Aus diesem Grund versuchen wir verstärkt, junge dynamische Mitarbeiter 476 in den Entwicklungs- und Arbeitsprozess einzuführen und zu fördern. Das Unternehmen versucht 477 im Rahmen des Möglichen das Arbeitsumfeld so angenehmen wie möglich zu gestalten. Wir sind 478 auf einen sehr hohen technischen, automatisierten, zukunftsorientieren Stand in allen Bereichen. 479 Den Mitarbeitern wird eine ständige Weiterbildung ermöglicht, die Kosten werden vom 480 Unternehmen getragen. Zusätzlich gibt es bei außergewöhnlichen guten Erfolgen Prämien zur 481 Motivation. Wir nehmen alle Anregungen von den Mitarbeitern sehr ernst und versuchen diese 482 umzusetzen. Mit unserer uneingeschränkten Kundenorientierung und marktgerechten Preisen ist 483 es uns möglich erfolgreich zu sein. Gerade bei einer Fernbedienung gibt es die Möglichkeit an die 484 Händler zu liefern. Beispielsweise hat ein Fernseher eine Lebenszeit von 10 Jahren, dann wird er 485 ausgetauscht und geht meistens an den Second Hand Laden und wird noch mal verkauft, auch 486 mit einer neuen Fernbedienung. Man kann also etwa alle 15 Jahre für einen Fernseher zwei 487 Fernbedienungen verkaufen. Die Großhersteller, wie Sony oder LG haben selbst ihre 488 Fernbedienungswerke. Wir sind aber auch im Markt mit diesen Setter Boxen von A1 zum Beispiel. 489 Das sind Großteils Mietboxen. Der Vorteil ist, dass diese eine schnelle Änderungsphase haben. 490 Wenn diese Boxen eine neue Software brauchen, wird auch wieder eine neue Fernbedienung 491 dazugegeben. Das passiert ungefähr alle zwei Jahre. Das ist auch der Markt, den wir anstreben. 492 Umso breiter man international gefächert ist, umso stabiler ist aber natürlich auch das 493 Unternehmen. Es gibt Situationen, wo Länder momentan für uns Vorteile bieten, es gibt aber auch 494 Länder, welche Nachteile haben. Das heißt umso breiter gestreut dass man ist, umso besser ist 495 man. Wir wollen aber nicht die Masse bedienen. Wir wollen die Nische bedienen. Nur in der Nische 496 können wir Geld machen. Die Masse bedienen die großen Firmen wie etwa LG oder Sony.
497 Interviewer: Abgesehen von den Händlern, gibt es noch andere Partner, welche 498 zwischengeschaltet werden?
499 Interviewpartner B: Ja und Nein. Vorwiegend haben wir aber unsere Händler, den 500 Endverbraucher wollen wir auch nicht erreichen. Ein Teil passiert auch durch klein wachsende 501 Kunden wie verschiedene zwischengeschaltete Firmen. Ich kann dir auch noch ein interessantes
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502 Beispiel nennen. In Deutschlandsberg gibt es eine Firma, welche medizinische Betten baut und 503 die brauchen auch eine Fernsteuerung dazu, sodass der kranke Patient den Kopf oder die Füße 504 heben kann. Die sind an uns herangetreten, aber diese haben wir zum Beispiel abgelehnt. Das 505 war eine neue Nische für uns, aber die haben wir abgelehnt, da diese uns alles vorschreiben 506 wollten. Wir wollen selber entscheiden was wir machen. Wir versuchen den Kunden bzw. Händler 507 oder die Firmen bestmöglich zu betreuen mit unserem Know-How. Wir lassen uns nichts einreden, 508 wenn wir nicht überzeugt davon sind. Wenn der zu uns kommt und eine Fernbedienung mit einem 509 Kabel will dann sagen wir, dass das nicht zeitgerecht ist. Das ist nicht mehr Stand der Technik. 510 Wir hätten das natürlich problemlos machen können, aber das ist nicht unser Markt, denn das ist 511 technisch gesehen ein Rückschritt. Wenn aber jemand mit guten Ideen kommt und 512 zukunftsorientiert ist, machen wir das. Unsere bestehenden Kunden wollen wir aber 513 zufriedenstellen. Wir haben ungefähr 30 sehr wichtige Händler, wir haben aber auch noch mehr, 514 aber diese 30 sind am wichtigsten.
515 Interviewer: OK. Das war dann auch schon alles. Danke, dass Sie sich so schnell Zeit genommen 516 haben für ein Interview.
517 Interviewpartner B: Bitte, gerne. Ich könnte dir auch noch viel mehr erzählen. Du kannst mich 518 auch jederzeit anrufen, wenn etwas unklar ist.
519 Interviewer: Danke, das ist sehr nett.
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Appendix 2.3: Interview C
520 Interviewer: Können Sie mir zuerst bitte etwas zu Ihrer Position erzählen und kurz einige 521 Eckdaten Ihrer Firma nennen, wie etwa Mitarbeiteranzahl und Umsatz.
522 Interviewpartner C: Ja, also ich bin CEO. Das heißt, alles was so im Betrieb passiert, wie etwa 523 Mitarbeiterführung, Qualitätsmanagement, Produktionsplanung, um das kümmere ich mich. 524 Großteils kümmere ich mich aber um den Einkauf. Zu dem bin ich gekommen, weil ich mitunter 525 noch am besten Englisch spreche von uns. Dieses Geschäft ist auch nicht immer einfach. Gerade 526 von China sind es meistens auch sehr große Aufträge, wo ich dann schon genau sein sollte. Das 527 hat sich dann einfach so entwickelt seitdem ich in der Firma bin, also seit meinem Studium. 528 Mitarbeiter haben wir bei uns in der Zentrale 85 und europaweit mit unseren Tochtergesellschaften 529 dann 160, also alle zusammen. Umsatzmäßig machen wir in der Zentrale 7 Millionen Euro und 530 mit allen Töchtern zusammen 11, eher 12 Millionen Euro, so in dem Dreh herum.
531 Interviewer: In wie viele internationale Märkten ist Ihre Firma tätig?
532 Interviewpartner C: Internationale Märkte haben wir schon einmal mehr gehabt, muss ich sagen. 533 Wir sind damals mit Händlern und Kunden von uns eigentlich damals gewachsen. Diese haben 534 expandiert als diese Expansionswelle war und wir sind dann auch in einige internationale Märkte 535 mitgegangen. In manchen dieser Märkte sind wir jetzt nicht mehr vertreten aus diversen Gründen. 536 Jetzt sind wir noch in sieben Märkte, in welche wir noch liefern. Wirklich vor Ort vertreten sind wir 537 noch in vier Märkte.
538 Interviewer: Kann man daher sagen, dass der österreichische Markt am wichtigsten ist?
539 Interviewpartner C: Ja, absolut. Wir beliefern von uns von der Zentrale aus den gesamten 540 österreichischen Markt, den schweizer Markt, den italienischen Markt und den deutschen Markt. 541 Das machen wir alles ohne Niederlassung. Im Osten arbeiten wir mit eigenen Niederlassungen, 542 weil sich das einfach bewährt hat und weil wir auch schon sehr lange am Markt sind. Gerade in 543 Kroatien, da sind wir Marktführer in unsrem Bereich.
544 Interviewer: Und in welcher Branche ist Ihr Unternehmen genau tätig?
545 Interviewpartner C: Die Branche, in der wir tätig sind, ist eigentlich der Großhandel. Wir sind 546 zwar ein produzierendes Unternehmen, aber eigentlich sind wir im Großhandel tätig. Wir 547 verkaufen nicht an Endkunden, sondern nur an Händler-Kunden.
548 Interviewer: OK, sehr gut. Dann zum Internationalisierungsprozess. Können Sie diesen etwas 549 näher beschreiben? Hier geht es vor allem um die Ziele und Hürden.
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550 Interviewpartner C: Ja zu den Zielen. Wie gesagt, früher war es so, das ist schon ziemlich lange 551 her, so um die 30 Jahre, dass die Welle angefangen hat mit unseren großen Kunden, welche sehr 552 stark in den Osten expandiert haben. Ungarn, Tschechien, Kroatien, Bosnien, Bulgarien, alles 553 was so Ostblockmäßig ist. Diese haben uns dann als Lieferant mehr oder weniger mitgenommen. 554 Wir haben dann zum Teil zu Beginn von hier aus runtergeliefert, das war immer ganz schwierig 555 mit Zöllen und so weiter bevor dann die EU gekommen ist. Gerade für KMUs ein sehr schwieriges 556 Thema, weil wir doch jetzt keine Abteilung für Zollexperten haben, sondern das irgendwer 557 mitmacht so gut er kann und dann auf eine Schulung geht, aber dann doch wieder nicht so sicher 558 ist. Deshalb haben wir dann auch angefangen, dass wir eigentlich in diesen Ländern 559 Niederlassungen aufmachen. Da hat es sich sehr bewährt, dass man das mit beteiligtem 560 Geschäftsführer macht. Deshalb sage ich auch immer Tochtergesellschaften, weil wir nicht der 561 komplette Eigentümer sind, sondern das immer mit einem Geschäftsführer vor Ort aufgebaut wird. 562 Beziehungsweise jetzt gibt es halt nur mehr die, die wir mit einem Geschäftsführer aufgebaut 563 haben. Alle anderen Niederlassungen sind früher oder später daran gescheitert, dass es dem 564 Geschäftsführer vor Ort relativ egal war, weil dieser einfach nicht beteiligt war. Dem war das dann 565 egal was dort passiert. Zum Beispiel in Ungarn haben wir einmal fast 40 Mitarbeiter gehabt, aber 566 mittlerweile sind wir gar nicht mehr dort. Das ist aber auch politisch bedingt. Das ist eine sehr 567 schwierige Gegend momentan. Wir wissen eigentlich gar nicht so genau wie es dort weiter geht. 568 Als ausländische Firma haben wir es dort immer sehr schwierig gehabt Fuß zu fassen, deshalb 569 haben wir uns dann von dort zurückgezogen. Unsere Ziele waren sehr einfach, weil wir dadurch, 570 dass unsere Händler expandieren und gesagt haben wir dürfen sie auch dort beliefern, wenn wir 571 liefern können. Daher stellte sich für uns nicht wirklich die Frage, ob wir mitgehen, weil wir haben 572 ja den Kunden schon gehabt. Auch diese Händler haben sich dann in gewisse Länder wieder 573 zurückgezogen und somit sind dann auch die Kunden weggefallen in gewissen Maßen und somit 574 ist jetzt dann am Ende noch als große Niederlassung Tschechien und Kroatien übriggeblieben. 575 Hier machen wir noch sehr viel und haben auch marktanteilsmäßig sehr viel. Da haben wir eine 576 eigene Produktion und eigene Geschäftsführer, die beteiligt sind bei uns und das funktioniert auch 577 ganz gut soweit. Herausforderungen waren, wie schon erwähnt, der Zoll. Wenn man da keine 578 Spezialisten hat, ist das sehr schwierig. Daher sind wir auch oftmals sehr zurückgeschreckt. Das 579 war als die EU eröffnet wurde etwas einfacher. Man muss sagen, wir haben den großen Vorteil in 580 Kroatien gehabt, dass wir vor der EU schon in Kroatien tätig waren, schon sehr gut vertreten 581 waren, weil seitdem die EU die Grenzen aufgemacht hat natürlich auch Mitbewerber sehr einfach 582 runterkommen. Das war in diesem Land sogar ein bisschen eine Hilfe, weil sich die anderen dann 583 ein bisschen schwerer getan haben zum runter liefern und wir vor Ort produziert haben. Das gibt 584 es halt jetzt nicht mehr, aber grundsätzlich sind wir da schon sehr froh über die EU, gerade auch 585 mit Deutschland. Das war früher schon immer richtig anstrengend eigentlich dort runter zu liefern.
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586 Interviewer: Können Sie vielleicht noch ein bisschen näher auf die Methoden eingehen, da sie ja 587 schon erwähnt haben, dass sie auch Standorte außerhalb von Österreich haben.
588 Interviewpartner C: Wir haben halt sehr viel auf mitbeteiligte Geschäftsführer gebaut. Das hat 589 sich bei uns sehr bewiesen. Wie auch schon erwähnt, es sind nur mehr die Firmen da, die 590 beteiligte Geschäftsführer haben. Die anderen sind eben aus verschiedensten Gründen nicht 591 mehr vertreten oder gibt es nicht mehr, wie gesagt. Einerseits dadurch, dass die Geschäftsführer 592 nicht beteiligt waren und ihnen es relativ egal war, ob es gut oder schlecht geht. Und andererseits 593 einfach die politische Lage. Zum Teil haben sich dadurch unsere Kunden wieder zurückgezogen 594 aus diesen Gebieten. Ja, zum Teil einfach auch weil wir zu klein waren. Mit eigener Produktion, 595 mit drei Leuten, mit vier Leuten, ist es zum Teil einfach relativ schwierig. Dann brauchst du einen 596 Grund, zahlst Miete und dann hat sich das in gewisse Länder einfach wieder zurückgezogen. Aber 597 ich sage einmal, für denen, die sich bewährt haben, zahlt es sich sehr aus, bei den anderen hat 598 das natürlich einfach mal ein bisschen ein Geld gekostet, aber das ist halt so.
599 Interviewer: Genau, das ist immer so. Und welcher internationale Markt ist am wichtigsten?
600 Interviewpartner C: Für uns, Kroatien eigentlich. Wir sind dort eigentlich Marktführer mittlerweile, 601 weil wir schon extrem lange dort sind. Wir haben einen super Standort, fast direkt in Zagreb, ein 602 paar Minuten von Zagreb weg. Dort haben wir vor 30 Jahren viel Grund gekauft, der war fast 603 gratis, den haben sie uns fast geschenkt. Alleine der Grund ist jetzt schon echt was Wert. Da 604 haben wir einen Geschäftsführer, der früher bei uns im Betrieb gearbeitet hat. Also das war ein 605 Einwanderer, oder Auswanderer von Kroatien nach Österreich und hat dann, glaube ich 15 Jahre 606 bei uns im Betrieb gearbeitet. Wie es dann dazu gekommen ist, ist dass der gesagt hat, dass 607 Kroatien ein spannender Markt ist, dann hat dieser gesagt ihm würde das interessieren, aber nur 608 wenn er auch beteiligt ist. Der hat dann einen Kredit von uns gekriegt für die Gründe und so weiter 609 und wir haben ihm geholfen beim Firmenaufbau vor Ort. Ja, mittlerweile sind wir um die 610 40 Mitarbeiter dort und eigentlich am Markt sehr etabliert. Wir waren sehr lange und sind auch 611 immer noch Marktführer mit einem sehr bescheidenen Markt in unserer Branche. Trotz allem hat 612 man es ein bisschen gespürt seit die EU geöffnet hat, weil einfach viele Mitbewerber jetzt 613 reinliefern können, ohne jetzt vor Ort zu sein, aber da hat es sich dann ausgezahlt. Der spricht 614 auch kroatisch, hat super Beziehungen und ja über die Arbeitsweise von Kroaten und so weiter 615 kann man jetzt ein bisschen streiten, aber so lange am Ende vom Jahr dann die Zahlen passen, 616 kann man da überall ein bisschen hinweg schauen.
617 Interviewer: OK, und habt ihr auch zukünftige Internationalisierungspläne?
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618 Interviewpartner C: Es ist eigentlich nicht so, dass wir in andere Länder gehen bis auf Belgien 619 vielleicht. Wir haben erste Kontakte mit Belgier gehabt. Nach Belgien haben wir vor einigen Jahren 620 schon einmal Großkunden beliefert. Der hat dann angefangen, das Ganze selber zu produzieren, 621 weil es eben sehr gut gegangen ist. Das war ein sehr gutes Geschäft muss man sagen. Wir haben 622 jetzt schon seit zwei Jahren einen Belgier, den wir immer wieder Kleinigkeiten machen. Der 623 möchte das auch ausbauen, aber der belgische Markt ist ein bisschen anders als unserer in dieser 624 Branche. Jetzt ist das noch nicht so wichtig geworden. Vor zwei Monaten war eine französische 625 Firma da. Das ist eine große Firma, die hat glaube ich 60 Niederlassungen in Frankreich. Da gibt 626 es unsere Produkte in ganz anderer Form,und die Produkte, die wir haben, haben sie gar nicht 627 und sie möchten unsere Produkte aber einführen, weil sie in Europa mit unter den Besten sind 628 und in Frankreich aber nicht so. Da ist es angedacht, dass wir einmal in der Woche dann nach 629 Frankreich liefern, was wieder kein Problem ist, weil sie eh bei der EU sind. Aber wie gesagt, das 630 wäre jetzt noch ein bisschen früh darüber etwas zu sagen. Es gibt aber erste Gespräche. Was 631 noch gerade auch Internationalisierung vielleicht betrifft, wir starten seit einem Jahr jetzt ungefähr 632 sehr stark mit Internetvertrieb, aber nicht wir selber, sondern wir arbeiten immer mehr mit Otto, 633 Amazon und den ganzen Internetvertrieben zusammen und die liefern natürlich sowieso 634 international. Das ist sowieso EU-weit, da wissen wir auch gar nicht genau wo hin geliefert wird. 635 Da starten wir jetzt eben, sind aber eh ein bisschen zu spät dran eigentlich. Hätten wir schon vor 636 ein paar Jahren machen sollen.
637 Interviewer: Aber besser spät als nie.
638 Interviewpartner C: Genau. Das gehen wir jetzt an und da kommt sicher noch das eine oder 639 andere Land noch dazu. Gerade auch einkaufsmäßig sind wir eh schon fast überall vertreten. Wir 640 haben Lieferanten aus Spanien, die liefern uns Stoffe. Wir haben viele Schienenhersteller aus der 641 Türkei, die uns Schienen liefern. Wir haben Stofflieferanten aus Australien. Wir kaufen 642 Selbstbedienungsware aus China. Gerade was den Einkauf anbelangt, sind wir eigentlich eh 643 schon fast überall außer in Amerika.
644 Interviewer: Und wer hat den Internationalisierungsprozess unterstütz?
645 Interviewpartner C: Wirklich unterstütz haben uns unsere Großkunden, die mit uns expandiert 646 haben, die gesagt haben ihr kommt mit. Aber die Unterstützung war eher überschaubar. Wir haben 647 gewusst, wir haben einen Abnehmer dort unten und deshalb zahlt es sich aus. Bezüglich des 648 kroatischen Markts haben wir eigentlich keine Unterstützung bekommen. Wir haben uns das 649 eigentlich alles selbst aufgebaut. Was man schon sagen kann ist, dass wir zum Beispiel einige 650 Schulungen im Wifi für Zolldeklarationen gemacht haben, das haben wir gebraucht. Es haben
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651 auch zwei von uns einen Kurs, bei welchem du ein Zertifikat bekommst, damit du das überhaupt 652 machen darfst.
653 Interviewer: Wie seid ihr dann eigentlich zu den Großhändlern im Ausland gekommen? Also wie 654 ist der Kontakt entstanden?
655 Interviewpartner C: Teilweise eben das wir mit denen expandiert haben. Das heißt, wir haben 656 sie in Österreich als Kunde und sie haben gesagt sie gehen nach Kroatien, in diesem Fall. Wir 657 haben gesagt, wir gehen mit und beliefern sie dann mit demselben Sortiment von dort aus weiter. 658 Das war einmal das erste und das zweite war eigentlich so wie man sich das früher vorstellte, weil 659 wir ja international schon sehr lange vertreten sind. Damals hat es ja noch nicht so die 660 Möglichkeiten gegeben, im Internet zu suchen und so weiter. Wir sind dann den einfachen Weg 661 per Fuß gegangen und sind halt nach Kroatien gefahren. Der hat sich in das Auto gesetzt und ist 662 gefahren und hat geschaut, wo Händler für unsere Produkte sein könnten. Der hat sich dann 663 vorgestellt und so sind wir eigentlich zu den Kunden gekommen damals.
664 Interviewer: Also sozusagen durch Außenmitarbeiter?
665 Interviewpartner C: Genau, durch Außendienstmitarbeiter mehr oder weniger, auch der 666 Geschäftsführer war vor Ort. Die fahren wirklich durch oder haben sich im Internet erkundigt, ab 667 dem Zeitpunkt, wo das Internet und Google und so dann gekommen ist. Auch davor sind wir schon 668 gefahren, auch wenn ich das nicht mehr weiß wie das war. Wir sind also vorher schon gefahren 669 und da war halt wirklich alles so mit Landkarte, da es noch kein Navi gegeben hat. Die Firmen auf 670 der Landkarte markieren und dann ist man halt dort hingefahren und hat einmal geschaut, ob die 671 Interesse haben und mit uns arbeiten wollen.
672 Interviewer: Und auf Messen, zum Bespiel, seid ihr da auch vertreten?
673 Interviewpartner C: Das war früher extrem. Wir waren immer nur auf der CASA, da geht alles 674 rund ums Bauen. Alles das ist auf der CASA vertreten. Die ist alle drei Jahre in Salzburg. Dort 675 stellen wir jetzt schon seit 30 Jahren aus, glaube ich. Werden aber heuer das erste Mal nicht mehr 676 ausstellen, weil das Thema Messen für uns und für unsere Kunden gerade durch die 677 Globalisierung immer unwichtiger wird. Es geht einfach schon alles so schnell, gerade wenn man 678 ein neues Produkt hat, oder einen neuen Katalog hat und ich weiß in vier Monaten ist die Messe 679 angenommen, dann kann ich trotzdem nicht vier Monate warten, ich muss ja das meinen Kunden 680 vorher zeigen. Oder diese lesen das selbst schon auf der Homepage, bevor ich das überhaupt 681 herzeigen kann. Oder sie erfahren es von jemand anderen oder ich rufe ihn per Telefon an. Solche 682 Sachen sind einfach nicht mehr so. Früher ist man auf eine Messe gefahren und hat einmal
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683 geschaut wen es überhaupt gibt, weil da hat man ja keine andere Möglichkeit gehabt. Also gerade 684 mein Vater, der hat nur über Messen Kontakte gekriegt, weil man ist ja sonst zu nichts gekommen 685 und auf Messen haben sich halt alle getroffen und dann halt geredet drei Tage lang. Jetzt sind 686 halt Messen so, dass wir hinfahren und gehen ein bisschen durch und denken: Kenne ich, kenne 687 ich auch, habe ich im Internet schon gesehen. Dann wird gegessen und dann fahren wir eigentlich 688 schon wieder heim und nach dem Tag denkt man sich dann: Das war schön, aber das hätten wir 689 uns auch sparen können, weil das haben wir eh schon alles gewusst. Gerade bei eigenen Messen, 690 wo wir selber vertreten sind kostet das halt extrem viel Geld und da muss man sich dann einfach 691 die Frage stellen, ob es das Wert ist was es kostet. Wir machen zum Beispiel heuer statt der 692 Messe ein großes Event für unsere besten Kunden mit ein paar Show Acts, mit Musik, mit Essen, 693 das ist so eine Art Galadinner. Ein Comedian tritt auf und so weiter. Wir wollen unsere Kunden 694 einfach gescheit verwöhnen, weil wir einfach glauben, dass das gerade bei persönlichen 695 Kundenbeziehungen mehr bewirkt wie wieder auf der Messe zu sein. Wenn es etwas Neues gibt, 696 kommt eh der Vertreter. Wir glauben einfach, dass das nicht mehr so viel Wert hat wie früher. Wir 697 haben auch schon sehr viel positive Rückmeldung gekriegt. Die Mitbewerber werden 698 wahrscheinlich ein bisschen jammern, weil wir nicht mehr da sind, aber wir haben gesagt, dass 699 nehmen wir in Kauf und sind heuer nicht mehr vertreten.
700 Interviewer: Und was wäre, wenn auf der Messe aber ein potentieller Kunde kommt und Interesse 701 hätte?
702 Interviewpartner C: Das ist das große Problem, dass auf den Messen nur Kunden eigentlich 703 sind, oder zu 90 Prozent Kunden sind, die uns eigentlich kennen und wissen wer wir sind und 704 unsere Produkte kennen. Gerade Neukunden in unserem Bereich sind schwierig. Wir beliefern 705 knapp 5000 verschiedene Händler in Österreich, oder haben diese zumindest gelistet, aber 706 beliefern sie nicht. Also es gibt natürlich welche, die wir noch nicht kennen, eh klar, aber das ist 707 sehr überschaubar und das sind auch meistens die, die dann nicht unbedingt auf Messen sind, 708 zu denen kommt man dann oft per Zufall, weil man es irgendwo liest oder vorbeifährt, aber die 709 Hauptplayer oder die Mainplayer, die kennen wir eigentlich alle, weil wir auch schon über 60 Jahre 710 am Markt sind. Die kennen erstens uns, wenn Sie wissen OK es geht um Sonnenschutz, auch 711 wenn uns der Endkunde nicht kennt.
712 Interviewer: Und beispielsweise die WKO oder andere Institutionen, wird darauf zurückgegriffen?
713 Interviewpartner C: Wir informieren uns dort öfter über einzelne Dinge, wie zum Beispiel, über 714 den Zoll, um wieder darauf zurück zu kommen. Da gibt es Zolltarifnummern oder -tabellen, die 715 sind auch von der WKO, wenn mich das nicht täuscht. Da kann man halt die Zolldeklarationen 716 nachlesen, sodass man Bescheid weiß. Und es gibt auch eine Stelle, ich weiß nicht genau wo, ob
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717 das nicht Land Salzburg ist, da kann man anrufen, wenn man Zollnummern benötigt oder Hilfe 718 braucht. Aber ansonsten ist das sehr überschaubar. Was ich glaube, ist gerade bei Unternehmen, 719 die noch wirklich klein sind, also so fünf bis zehn Mitarbeiter, da kann ich mir schon vorstellen, 720 dass solche Hilfestellungen noch viel mehr gebraucht werden. Weil wir haben halt doch schon 721 jemanden, der sich um das Marketing kümmern kann, da haben wir schon eine Dame angestellt. 722 Wir haben eine eigene Buchhalterin, das ist halt anders bei kleineren Firmen. Ich sage mal, da 723 muss man das sonst alles in einer Person vereinen. Da haben halt wir das Glück, dass wir ein 724 bisschen eine Größe haben.
725 Interviewer: Also der Aufbau von weiteren Beziehungen, also dass man noch mehr Kontakte 726 bekommt, sodass man weitere Märkte erreicht, ist dann relativ unwichtig?
727 Interviewpartner C: Ja, also auch von dem Franzosen, von dem ich vorher gesprochen habe, 728 der ist auch auf uns zugekommen. Also der hat halt uns irgendwo gesehen und von uns gehört 729 und ist dann auf uns zugekommen. Das ist auch relativ schwierig in Länder, wenn du dann 730 eigentlich dort nicht vor Ort bist, so wie Frankreich in dem Fall, dass du jetzt sagst OK da suche 731 ich mir jetzt große Kunden heraus. Ich kann zwar im Internet ein bisschen schauen, aber da ist 732 einerseits schon wieder die Sprachbarriere, gerade bei Franzosen, die ja eigentlich nur 733 Französisch mit dir reden wollen, was ein bisschen ein Problem ist, weil das kann niemand bei 734 uns. Und ansonsten ist es wirklich eher so, dass wir nicht aktiv auf der Suche nach neuen Märkten 735 sind, weil auch noch der Kuchen groß genug ist von Leuten, die wir kennen, aber die halt noch 736 nicht so viel bei uns kaufen. Und um diese bemühen wir uns halt, weil der Kontakt schon da ist, 737 weil man weiß wo sie wohnen, weil man weiß was sie brauchen. Da setzten wir eher an, dass wir 738 uns um die besser kümmern, damit die einfach mehr kaufen, weil der Kuchen noch sehr groß ist.
739 Interviewer: Also, wenn jetzt zum Beispiel wer anruft und gerne kooperieren möchte, wird sehr 740 bedacht darauf geschaut, ob das angenommen werden soll?
741 Interviewpartner C: Genau, wie gesagt, wir haben einige schweizer Kunden, die wir beliefern, 742 das ist eh mit Zoll und so nicht ganz einfach. Die Schweiz ist ja anders. Grundsätzlich sagen wir 743 natürlich zu keinem sofort nein wenn jemand möchte bei uns kaufen möchte, aber man muss sich 744 natürlich schon vorher den Aufwand anschauen, gerade auch die Lieferung wird immer ein 745 größeres Thema. Wir haben leider oft das Problem, dass unsere Pakte eben über 2 Meter 30 lang 746 sind und dann wird es schon wieder mit der Lieferung ein bisschen ein Problem. Und wenn ich 747 jetzt um 60 Euro Ware irgendwo hin liefern muss, dass ich mit Spedition schicke und die Spedition 748 90 Euro kostet, dann will das ich nicht zahlen und natürlich der potenzielle Kunde auch nicht und 749 dann macht das keinen Sinn, weil er nichts verdient und wir nichts verdienen. Also brauch ich das 750 nicht machen. Grundsätzlich sind wir für alles offen. Da ist halt gerade in unserem Bereich die
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751 Lieferzeit ein großes Thema und wenn ich von innerhalb einer Woche das Produkt bis zum 752 Endkunden bringen muss, ist auch immer die Frage, wo der sitzt. Wenn ich jetzt nach England 753 das Zeug verschiffe, dann wird das irgendwann zu teuer oder der Transport schon zu aufwendig, 754 sodass es nicht dafürsteht.
755 Interviewer: Hat das auch damit zu tun, dass Ihr ein Familienunternehmen seid?
756 Interviewpartner C: Ja, auch. Grundsätzlich wirkt sich die Tatsache, dass wir ein 757 Familienunternehmen sind, nicht auf unsere Internationalisierung an sich aus. Aber man muss 758 schon sagen, dass dadurch, dass wir ein Familienbetrieb sind, wir generell in allen Gelegenheiten 759 etwas vorsichtiger arbeiten und natürlich Risiko vermeiden wollen.
760 Interviewer: Und noch einmal in Bezug auf das Event, dass Sie angesprochen haben, kommen 761 da eigentlich nur österreichische Kunden?
762 Interviewpartner C: Fast nur. Wir laden nach Umsatz ein, also sprich, die, die brav kaufen, dürfen 763 auch kommen. Und die größten Kunden sind in Österreich. Also von dem her, ich glaube es sind 764 auf der ersten Liste jetzt ein schweizer und zwei deutsche Unternehmen. Alles andere sind 765 Österreicher. Aber wie gesagt, das ist jetzt nicht, weil wir sie nicht dabeihaben wollen, das ist 766 umsatzbezogen gewesen. Und das ist jetzt sozusagen die erste Einladungsrunde und wenn dann 767 halt noch 50 Plätze frei bleiben, dann kommen die nächsten 50 dran. Und dann fallen auch mehr 768 von anderen Ländern rein, weil die natürlich dann vom Umsatz her nicht mehr so viel brauchen, 769 dass sie kommen dürfen.
770 Interviewer: Aufgrund dieses Events gehe ich davon aus, dass die Kooperation auf regelmäßigen 771 Kontakt aufgebaut ist?
772 Interviewpartner C: Ja. Wir haben Vertreter in ganz Österreich und in Deutschland, die eigentlich 773 alle zwei Monate unsere Kunden besuchen, im Normalfall. Wir haben zusätzlich noch eine 774 Telefonzentrale, also Telefonservice heißt das bei uns. Die sitzen in Wien, die rufen die Kunden 775 auch zusätzlich durch, damit auch der Vertreter nicht so viele sinnlose Wege fährt. Weil wenn der 776 sagt, er braucht nichts, dann braucht der auch nicht dorthin fahren.
777 Interviewer: Und das passiert nur in Österreich und in Deutschland?
778 Interviewpartner C: Genau. Das passiert in Österreich, Deutschland und in der Schweiz. Und um 779 ehrlich zu sein, die Ausländer, sprich Kroatien undTschechien kümmern sich um Ihre Kunden 780 komplett eigenständig. Ich könnte nicht einmal genau sagen wie viele wir haben oder wo die genau 781 sitzen. Ich könnte das anfordern natürlich, aber ich wüsste das jetzt nicht auswendig. In Kroatien
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782 haben die auch zwei, die in Kroatien herumfahren und die arbeiten auch mit Vertretern. Das wird 783 ähnlich ablaufen wie bei uns, weil im Grunde der Aufbau der Organisation ja gleich ist.
784 Interviewer: So besteht auch kein Kontakt mit denen?
785 Interviewpartner C: Also zwischen uns und Firmen in Kroatien nicht. Wir lassen unserem 786 Geschäftsführer in Kroatien freie Hand, solange es passt natürlich. Wir mischen uns da kaum ein. 787 Ich kenne halt die größten Kunden ein bisschen vom Namen her, weil ich sie halt laufend sehe 788 auf Berichten und so weiter, aber ich könnte jetzt nicht sagen OK wir haben 1000 Kunden. Das 789 wüsste ich jetzt gar nicht, müsste ich anfordern.
790 Interviewer: Und mit den Großkunden ist die Kooperation auch vertraglich abgeregelt, oder? 791 Haben die einen Entscheidungsspielraum bezüglich Preise, zum Beispiel?
792 Interviewpartner C: Bei uns gibt es immer eine Standardpreisliste, die gilt für Österreich, 793 Deutschland und Schweiz. Da sind Bruttopreise drinnen, also empfohlene Brutto VK Preise und 794 bei uns hat jeder Kunde dann seinen speziellen Rabatt auf diese Preise, das weiß auch jeder 795 Kunde. Der weiß, um was er bei uns einkauft und um was er dann verkauft, also ob der dann den 796 Kunden auf den empfohlenen Brutto VK Preis fünf Prozent gibt, zehn Prozent, oder gar nichts ist 797 uns egal. In der Schweiz machen sie es auch so, dass sie sogar sagen es sind Nettopreise, weil 798 dann kann man nochmal 20 Prozent aufschlagen, weil dort ist eh alles viel teurer. Das obliegt 799 eigentlich komplett den Kunden. Also wenn sich einer fast selbst nichts aufschlägt ist es uns im 800 Grunde auch recht. Er kriegt seine Prozentsätze auf die Brutto VK Preise, dann weiß er um was 801 er einkauft und dann muss er die Spanne mit sich selbst ausmachen.
802 Interviewer: OK. Also da gibt es in der Kooperation nichts, wo irgendwelche Konflikte oder 803 Meinungsverschiedenheiten entstehen können?
804 Interviewpartner C: Genau, genau. Also es gibt zu Beginn schon eine Unterschrift und ein 805 Konditionsblatt, also auf die Produktgruppe bekommst du das, auf den Prozentsatz dies und so 806 weiter. Alles was du aber dann weitergibst, sind die empfohlenen Verkaufspreise der Liste laut 807 unserer Verkaufsunterlagen. Was er aber dann damit tut bei seinen einzelnen Kunden ist uns 808 eigentlich egal. Wenn er es verschenkt, soll er es verschecken. Weil er muss es uns sowieso 809 zahlen.
810 Interviewer: Passt. Vielleicht jetzt ganz zum Schluss noch, wenn Sie jetzt denken, dass Sie 811 vielleicht doch noch mehr expandieren möchten, was wäre denn da sonst noch hilfreich, zum 812 Beispiel an Ressourcen oder Unterstützung?
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813 Interviewpartner C: Naja, also an Ressourcen wären natürlich monetäre Ressourcen nicht 814 schlecht. Es gibt ja auch gewisse Förderungen, aber ich sage einmal, das ist bei uns sehr 815 überschaubar. Wir nutzen es für gewisse Sachen. Wir haben jetzt zum Beispiel in der Zentrale 816 neue Absaugungen eingebaut, da sind wir mit ein paar 1000 Euro gefördert worden. Aber das ist 817 sehr überschaubar muss ich sagen, was man da so zusätzlich bekommt. Hilfreich wäre in dem 818 Sinn, wenn ich mir es aussuchen könnte, mehr Support von Regierungen oder von den Stellen 819 eben im jeweiligen Land. Man muss sich eigentlich immer um alles selber kümmern. Gerade wenn 820 man jetzt vielleicht noch keinen Geschäftsführer von diesem Land hat, der dort wohnt und dort die 821 Sprache spricht, dann wird das schon richtig schwierig das Ganze zu managen. Gerade auch mit 822 Grundkauf, das ist alles schwierig, wenn man das von Österreich aus macht und einen Grund 823 kaufen will, das ist alles eine Baustelle, dass man das auch wirklich dann bekommt. Und da war 824 für uns zum Beispiel der Euro schon eine riesige Hilfe. Über den kann man jetzt jammern, was 825 man will, aber gerade bei hierbei, beim Umrechnen und so weiter, da ist es schon wesentlich 826 einfacher geworden. Auch mit den Grenzen. Es macht es natürlich auch für andere einfacher, 827 dass sie kommen, das ist klar und das ist halt so, aber in Summe ist es schon ein großer Vorteil 828 das EU Thema, auch wenn es nicht immer ganz einfach ist.
829 Interviewer: Ja passt, das war es auch schon. Vielen Dank, dass Sie so kurzfristig Zeit für ein 830 Interview hatten.
831 Interviewpartner C: Gut, sehr schön! Ja gerne.
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Appendix 2.4: Interview D
832 Interviewer: Können Sie mir zunächst vielleicht kurz etwas zu Ihrer Position erzählen und 833 anschließend einige Infos zum Unternehmen nennen wie etwa Mitarbeiteranzahl, Umsatz und die 834 Branche, in der Sie tätig sind.
835 Interviewpartner D: Ich habe die Leitung vom Marketing und Kommunikation über. Bin auch 836 schon einige Jahre in dieser Firma tätig. Wir beschäftigen ungefähr 100 Mitarbeiter und haben 837 einen Umsatz von 32 Millionen Euro.
838 Interviewer: Und in welcher Branche ist Ihr Unternehmen tätig?
839 Interviewpartner D: In der Energiewirtschaft sind wir tätig.
840 Interviewer: Wie viele Länder werden von Ihrem Unternehmen bearbeitet?
841 Interviewpartner D: Wir sind in ca. 15 Ländern tätig wobei der Großteil der Wertschöpfungskette 842 in Österreich erfolgt. Wobei zu unterscheiden ist zwischen Vertriebsstandorten und 843 Produktionsstandorten. Die Produktion erfolgt in Österreich und in Tschechien. Die restlichen 844 Länder werden mit Vertriebspartner abgedeckt.
845 Interviewer: Ist der österreichische Markt am wichtigsten?
846 Interviewpartner D: Kommt drauf an welchen Geschäftsbereich man anschaut. Betrachtet man 847 die Heizwerke ist hier der österreichische Markt am wichtigste, weil die Heizwerke werden 848 vorwiegend in Österreich gebaut. Schaut man allerdings die restlichen Produkte an, wie 849 beispielsweise die Wärmeübergabestationen, ist der deutsche Markt am wichtigsten 850 beziehungsweise auch am größten und somit am wichtigsten.
851 Interviewer: Wie wichtig ist generell die Internationalisierung für das Unternehmen?
852 Interviewpartner D: Die Internationalisierung wird immer spürbarer. Grundsätzlich ist unser 853 Hauptexportmarkt Deutschland. In letzter Zeit sehen wir jedoch, dass auch in anderen Ländern 854 vermehrt Bedarf besteht und neue Märkte erschlossen werden, wie zum Beispiel die Niederlande 855 oder eventuell auch Estland.
856 Interviewer: Gibt es auch zukünftige Internationalisierungspläne?
857 Interviewpartner D: Wir richten uns sehr stark nach dem Bedarf. So direkt von uns aus werden 858 keine neuen Länder gesucht. Wenn ein potentieller Kunde oder Partner mit einem großen 859 Auftragsvolumen an uns herantritt wird der Internationalisierungsprozess angestoßen. Bei
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860 bestehenden Märkten, wie beispielsweise Frankreich, wird versucht diese Märkte weiter 861 auszubauen.
862 Interviewer: Jetzt kommen wir zum Internationalisierungsprozess Ihres Unternehmens. Was sind 863 die Motive beziehungsweise die Ziele Ihres Unternehmens und welche Herausforderungen sind 864 in diesem Prozess involviert?
865 Interviewpartner D: Zu den Zielen. Natürlich sind das Unternehmenswachstum und die 866 Unternehmensstabilität ein wesentliches Ziel. Darüber hinaus kann durch Vertriebspartner leichter 867 ein neuer Markt erschlossen werden. Für uns hält sich dann der Aufwand in Grenzen. Durch 868 unsere Komplettlösung erschließen wir auch manchmal Märkte, da dort einfach der Bedarf besteht 869 und von keinem Anbieter so bereitgestellt werden kann wie von uns. Genau, und bezüglich der 870 Herausforderungen, ja da haben wir auch so einige. Eine ganz klare Herausforderung ist, dass 871 verschiedene Kulturen aufeinandertreffen. Dabei spreche ich jetzt nicht mal von einem anderen 872 Kontinent, sondern schon in den Nachbarländern sieht man das schon deutlich. Natürlich gibt es 873 auch sprachliche Barrieren, gerade wenn es sich um vertragsrechtliche Angelegenheiten handelt. 874 Aber auch bei der weiteren Zusammenarbeit ist die sprachliche Herausforderung dann nicht zu 875 unterschätzen beziehungsweise bei der Spezifikation von Anlagen und auch bei der Erstellung 876 von richtigen Angeboten. Natürlich muss auch das Vertrauen zu dem Partner da sein, 877 beispielsweise wenn ein Katalog auf Niederländisch übersetzt wurde, kann von keinem im 878 Unternehmen nachvollzogen werden, ob die Übersetzung auch richtig ist. Das müsste dann unser 879 Vertriebspartner übernehmen.
880 Interviewer: Wer hat Ihr Unternehmen beim Internationalisierungsprozess unterstützt?
881 Interviewpartner D: Das ist eigentlich sehr unterschiedlich, es kommen Lieferanten auf uns zu, 882 welche potentielle Kunden vermitteln, da diese Gesamtlösungen suchen. Es kann aber auch sein, 883 dass unsere Kunden uns weiterempfehlen. Indirekt wird uns sicher auch der Wettbewerb 884 unterstützen, denn wird nach einer Alternative zu unserem Wettbewerb gesucht, kommen diese 885 auch auf uns zu. Außerdem haben wir auf unserer Homepage die Möglichkeit, dass sich neue 886 potentielle Partner bei uns melden können. So decken wir auch unseren Service in den 887 unterschiedlichsten Ländern ab. So können diese auf unserer Homepage ein Anfrageformular 888 ausfüllen und bei uns wird dann intern geprüft, ob der Servicepartner aufgenommen wird. Je nach 889 Geschäftsbereich, muss dieser Servicepartner dann auch Schulungen von uns erhalten, um 890 unsere Produkte auch tatsächlich warten zu können.
891 Interviewer: Somit ist die Unterstützung vorwiegend international?
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892 Interviewpartner D: Ja, genauso ist das. Die Unterstützung ist hauptsächlich international, 893 national decken wir eigentlich fast alles selbst ab, sowohl Service als auch Vertrieb.
894 Interviewer: Bestanden diese Beziehungen bereits zuvor oder wurden diese aufgrund der 895 Internationalisierungsabsichten entwickelt?
896 Interviewpartner D: Also manche Beziehungen ergeben sich von selbst ohne konkrete Absicht. 897 Dies ist allerdings nur, weil wir ein Produkt am Markt haben, welches wenig Konkurrenten hat und 898 deshalb kaum Mitbewerber vorhanden sind.
899 Interviewer: Welche Ressourcen hat Ihr Unternehmen durch diese Beziehungen bekommen? 900 Also beispielsweise Ressourcen wie Know-How oder Geld.
901 Interviewpartner D: Durch diese Beziehungen wurde uns in unterschiedlichsten Formen 902 geholfen. Beispielsweise kann auf ein Netzwerk der Partner zurückgegriffen werden. Unter 903 Umständen verfügt der Partner auch über Erfahrungen, von denen wir profitieren können. 904 Erfahrungen sind natürlich auch immer hilfreich gerade bei internationalen Aktivitäten. Genau, 905 Erfahrungen würde ich sagen, ist hierbei einfach am wichtigsten.
906 Interviewer: Wird auch aktiv nach Partnern gesucht? Und spielen hierbei Messen auch eine 907 Rolle?
908 Interviewpartner D: Nein aktiv wird nicht nach Partnern gesucht. Allerdings kann eine 909 Partnerschaft auch mit Kunden entstehen. Auch, dass dieser Erstkontakt auf Messen stattfindet 910 kann durchaus vorkommen. Trotzdem legen wir eigentlich gar keinen besonderen Fokus auf 911 Messen.
912 Interviewer: Wie wichtig ist Ihnen die Anzahl an Partnern? Beziehungsweise denken Sie, dass 913 viele unterschiedliche Partner den Internationalisierungsprozess vorantreiben?
914 Interviewpartner D: Kurz und knapp: Qualität vor Quantität. Es gibt Partner, welche das 915 zehnfache leisten als andere. Das kommt immer auf das Geschäftsfeld des Partners drauf an 916 beziehungsweise auch auf deren Netzwerk und Kundenstamm. Ich denke schon, dass viele 917 unterschiedliche Partner den Internationalisierungsprozess vorantreiben, allerdings muss auch 918 beachtet werden, dass jeder zusätzliche Partner einen Aufwand bei uns im Headquarter darstellt. 919 Deshalb bringt es meiner Meinung nach nichts, möglichst viele Partner zu generieren.
920 Interviewer: Wie abhängig seid ihr von den Partnern beziehungsweise die Partner von euch?
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921 Interviewpartner D: Das kann man nicht verallgemeinern. Manche Partner haben einen größeren 922 Einfluss als andere. Beispielsweise müssen mehr Ressourcen zur Verfügung gestellt werden, 923 eventuell müssen Produktionsflächen geschaffen oder zusätzliche Mitarbeiter eingestellt werden. 924 Andere Partner haben weniger Einfluss und diese ziehen dann auch kaum oder keine Änderungen 925 mit sich beziehungsweise besteht dann kaum eine Abhängigkeit. Das wir uns allerdings von einem 926 einzigen Partner abhängig machen ist nicht der Fall.
927 Interviewer: Wird mit den Partnern freundschaftlich umgegangen?
928 Interviewpartner D: Als freundschaftlich würde ich das nicht bezeichnen, denn immerhin ist es 929 noch eine Geschäftsbeziehung. Aber auch hier kann nicht verallgemeinert werden. Mit manchen 930 Partnern ist es möglich lockerer umzugehen und manche Organisationen lassen solche 931 freundschaftlichen Partnerschaften nicht zu.
932 Interviewer: Gab es auch schon mal Konflikte mit den Partnern?
933 Interviewpartner D: Natürlich gibt es auch Konflikte, das ist ganz klar. Gerade wenn einzelne 934 Projektelemente fehlerhaft sind kann es zu Konflikten kommen. Beispielsweise wenn Anlagen 935 nicht wie geplant eingebaut werden können oder es zu Problemen von der Einhaltung 936 vertraglicher Inhalte kommt. Das wichtige daran ist, dies offen zu kommunizieren und eine 937 Möglichkeit zu suchen, wie dieser Konflikt beziehungsweise das Problem schnell beseitigt werden 938 kann. Sicherlich wurden auch schon mal Fehlentscheidungen getroffen, das gehört dazu und 939 dessen muss man sich auch bewusst sein, dass sowas vorkommt. Ich weiß, dass Partnerschaften 940 auch wieder aufgelöst werden, ich denke das ist normal. Gerade bei Servicepartner kann das 941 vorkommen.
942 Interviewer: Welche Rolle spielen öffentliche Institutionen beim Internationalisierungsprozess? 943 Also beispielsweise die WKO oder ausländische Regierungen.
944 Interviewpartner D: Aus meiner Perspektive wenig. Es gibt zwar laufend Veranstaltungen, an 945 denen wir teilnehmen können, allerdings wird dies von uns nur wenig in Anspruch genommen.
946 Interviewer: OK. Jetzt noch ein bisschen etwas zu der Kooperation mit den Partnern Ihres 947 Unternehmens. Gibt es regelmäßigen Kontakt mit den Partnern?
948 Interviewpartner D: Das ist immer unterschiedlich und kann nicht wirklich verallgemeinert 949 werden. Es gibt sehr enge Kooperationen, wo man sich mehrmals am Tag oder in der Woche 950 abstimmt, es gibt aber auch welche, wo man länger nichts hört. Das ist auch etwas auf die 951 vertragliche Gestaltung zurückzuführen beziehungsweise auch wie viele Aufträge von dem
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952 Partner erteilt werden. Wenn in einem halben Jahr nur ein Auftrag gemacht wird, ist der Kontakt 953 natürlich nicht so eng.
954 Interviewer: Werden Entscheidungen gemeinsam getroffen?
955 Interviewpartner D: Grundsätzlich werden Entscheidungen von der Geschäftsleitung getroffen. 956 Auch mit den Partnerunternehmen muss gemeinsam ein Konsens getroffen werden. Gerade weil 957 eine Partnerschaft meistens auf einen Vertrag basiert, ist es kaum möglich Entscheidungen 958 vollkommen alleine zu treffen.
959 Interviewer: Können Machtunterschiede entstehen?
960 Interviewpartner D: Ich denke, dass es schwierig ist, Machtunterschiede zu definieren, wenn 961 zwei Organisationen aus unterschiedlichen Bereichen aufeinandertreffen. Gerade bei öffentlichen 962 Institutionen kann man nur schwer die Machtunterschiede umgehen. Bei kleinen Vertriebspartner 963 ist es natürlich so, dass wir in einer besseren Verhandlungsposition sind. Trotzdem soll das Ziel 964 sein, gemeinsam eine Lösung zu finden. Wenn man Machtunterschiede zu sehr ausspielt, kann 965 es sein, dass die andere Partei damit nicht zufrieden ist und das wäre somit eine suboptimale 966 Ausgangsbasis.
967 Interviewer: Gab es unterschiedliche Meinungen oder Verhaltensweisen?
968 Interviewpartner D: Ja, das ist glaube ich immer in gewisser Weise der Fall. Gerade am Anfang 969 ist es wichtig, klare Rahmenbedingungen festzulegen. Dabei ist es oftmals auch wichtig, dass 970 man vor Ort ist. Wir erleben es immer wieder, dass so auch Vertrauen aufgebaut werden kann. 971 Wir besuchen den Partner vor Ort und er schaut sich die Produktion und das Unternehmen an. 972 Wenn es keine unterschiedlichen Meinungen oder Verhaltensweisen geben würde, wäre es 973 schön, kommt aber in der Praxis nicht vor. Die Kunst dabei ist dann einen Konsens zu finden.
974 Interviewer: Haben diese Beziehungen den Internationalisierungsprozess Ihres Unternehmens 975 wesentlich erleichtert?
976 Interviewpartner D: Ja, ganz klar. Nur durch diese Beziehungen konnte der 977 Internationalisierungsprozess so stattfinden. Würden diese Beziehungen nicht bestehen, müsste 978 man viel mehr eigene Ressourcen aufwenden, was aber eigentlich nur sehr schwer oder gar nicht 979 möglich ist. Dies betrifft zum Beispiel regionale Mitarbeiter oder regionales Marketing.
980 Interviewer: OK. Das wäre dann alles gewesen. Vielen Dank, dass Sie sich Zeit genommen 981 haben, um meine Fragen zu beantwortet.
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982 Interviewpartner D: Natürlich, gar kein Problem. Ich hoffe, ich konnte Ihnen weiterhelfen für Ihre 983 Masterarbeit.
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