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1、THE INTERNATIONALIZATION STRATEGIES OF SMEs:THE CASE OF THE SLOVENIAN HOTEL INDUSTRYMitja Ruzzier Mitja Ruzzier, PhD, Arc - Kranj, Hrastje 52, SI-4000 Kranj, Slovenia, E-mail: mitja.ruzzieremail.si & associate faculty member (assistant) at the Faculty of Economics Ljubljana., Maja Konenik Maja Konen
2、ik, PhD, Faculty of Economics Ljubljana, Kardeljeva pload 17, SI - 1000 Ljubljana, Slovenia, Phone: +386 1 589 25 22, E-mail: maja.konecnikef.uni-lj.si Received: 19. 5. 2005.Original scientific paperAccepted: 20. 2. 2006.UDC: 640.4 (497.4)The paper presents the theoretical background to internationa
3、lization strategies for the case of the hotel industry. However, although the hotel industrys internationalization has already been analyzed, the paper presents a rare example of its application to small and medium-sized hotel firms. In order to reveal the distinctive internationalization developmen
4、t strategies of SMEs we propose a framework for analyzing and understanding the four main internationalization dimensions: operation, market, product, and time. The characteristics of the proposed dimensions were analyzed by examining four Slovenian small and medium-sized hotel firms. Our findings i
5、mply that internationalization is a necessary step for small and medium-sized hotel firms, but each hotel company should find the proper combination of all four dimensions that matches the resources available to it. 1. INTRODUCTIONRecent research studies on the internationalization of the hotel indu
6、stry mostly cover large hotel firms or hotel chains that operate in the international environment (Go, 1989; Go et al., 1990; Litteljohn & Beattie, 1992; Contractor & Kundu, 1998a & 1998b; Rodriguez, 2002). However, although large hotel enterprises are the main players in the supply for tourists ove
7、rnight stays, smaller suppliers and their important role for the local environment should not be neglected. However, small and medium-sized enterprises (SMEs) have attracted more attention in recognition of their economic role and contribution to growth. Their role in OECD economies continues to be
8、crucial for boosting economic performance, particularly in light of the recent slowdown seen in economic growth. SMEs represent over 95% of enterprises in most OECD countries and generate over one-half of private sector employment. Smaller firms in the 1990s increased their share of exports and inwa
9、rd and outward foreign direct investment in both OECD and many Asian countries. Given global trade and investment patterns, SMEs are becoming increasingly important pillars of the economies of the main trading partners (OECD, 2002; Green Paper, 2003).Man et al. (2002) assert that a small firm is not
10、 a scaled-down version of a larger firm. Smaller firms differ from larger firms in their managerial style, independence, ownership and scale/scope of operations (Coviello & Martin, 1999). They have different organizational structures, responses to the environment and ways in which they compete with
11、other firms (Man et al., 2002). Erramilli and DSouza (1993) identified two important interrelated characteristics of small firms: resource constraints, and resource commitments in conditions of environmental uncertainty. Limited resources (especially capital resources) were identified as an importan
12、t factor that distinguishes the strategic behavior of small firms from that of larger firms, while environmental uncertainty forces these firms to approach new investments cautiously and to minimize resource commitment (Erramilli & DSouza, 1993). In the context of internationalization, the resource
13、scarcity of SMEs may impact on their ability to enter foreign markets and can also limit a smaller firms ability to reach more advanced stages of internationalization (Westhead et al., 2001 & 2002). As we can see, insurmountable obstacles for SMEs may occur when starting with international activitie
14、s. Compared to their larger competitors, SMEs seem to have to overcome greater obstacles but, by utilizing SMEs specific advantages and discovering niche markets, they may be able to compensate for their disadvantages (Pleitner et al., 1998; Buckley, 1993). This paper study investigates the internat
15、ionalization strategies for SMEs. In particular, it seeks to explore the strategies of the SMEs in the Slovenian hotel industry. Its main purpose is to propose a theoretical framework for crafting the internationalization strategies of SMEs and to investigate the studys findings in the context of th
16、e Slovenian small and medium hotels. How international strategies differ between SMEs and what is the best way to combine different strategic decisions to enter and operate on international markets are examined in this study. 2. THE SLOVENIAN HOTEL INDUSTRYLike other industries, Slovenias hotel indu
17、stry remains heavily dominated by SMEs (Table 1). Of the 178 hotels operating in 2003, 171 are SMEs (96 percent) and just 7 of them (4 percent) can be categorized as large enterprises. Altogether, they provided the approximately 7.5 million overnight stays made by tourists in 2003, of which more tha
18、n one-half of all overnight stays (57 percent) were made by foreign tourists. The relatively high share of foreign tourists can be explained by the following factors: first, tourists growing interest in visiting foreign destinations and, second, the limited number of domestic tourists. However, as o
19、ne of the smallest countries in the world Slovenia has somewhat less than 2 million inhabitants which, in absolute numbers, represent a small pool of potential domestic hotel guests. Table 1: Categorization of the Slovenian hotel industry according employee numbers in 2003. Type of hotel firmNumber
20、of employeesHotel firms(number)Hotel firms(percent)Small0 4914883%Medium50 2492313%Large250 and more74%Source: Novi Forum, 2003.The limited number of domestic tourists and increasing foreign and domestic competition has been forcing Slovenian SMEs to start international activities. Therefore, intern
21、ationalization is recognized as a necessary step for their future survival and growth. Contrary to the almost natural decision to undertake hotel internationalization, hotel management should more carefully craft their hotels internationalization strategy. The fundamental problem hotel managers must
22、 resolve is the decision as to which international activities and resources to develop in an attempt to survive and become more international. 3. AN SMES INTERNATIONALIZATION STRATEGY AND DIMENSIONSWhen an SME decides to engage in international activities, regardless of their nature, it has to follo
23、w some pattern of activity that is or is most likely to be consistent or logical over time. This pattern can be called the internationalization development strategy of the firm. This or any other strategy the firm may seek to apply should be based on resources to sustain the development of its inter
24、national activities (Ahokangas, 1998). SMEs may, in turn, have insufficient or inaccessible resources and this may limit the range of feasible strategic alternatives (Edelman et al., 2001).SME internationalization behavior or strategy should not be seen as a separate and distinct object of research,
25、 separated off from the firms overall behavior and strategy (Welch & Welch, 1996) because internationalization is part or a consequence of a firms strategy (Andersson, 2000). There are perhaps some distinctive development strategies or configurations of internationalization that small firms pursue o
26、ver time. In order to be able to reveal such development strategies, we need a better understanding of the dimensions that might be related to these strategies.For the purposes of internationalization strategy and process analysis, Luostarinen (1979) modified Ansoffs product-market concept of strate
27、gic decision-making related to growth of the firm. The product concept is widened to include all possible major sales objects of the international company and to incorporate a third concept of operation mode resulting in a three dimensional model. Some authors (Chetty, 1999; Welch & Luostarinen, 198
28、8) have proposed that examining the various dimensions in the model gives an overview of a firms internationalization so as to allow a comparison with other firms. Firms in fact internationalize in various dimensions and can be more advanced in some aspects than in others. In their attempt to provid
29、e an alternative perspective and overcome most of the weaknesses of the stage model, it seems they neglected an important dimension the time dimension of internationalization.In recent years researchers have found (Oviatt & McDougall, 1994 & 1995; Bloodgood et al., 1996; Shrader et al., 2000; McAule
30、y, 1999) that the number of firms which are international from their inception is reportedly increasing. For that reason, and as a result of the very fast changing economic, technological and social conditions, we argue that the time dimension is another strategic decision in the internationalizatio
31、n process that has to be considered. Therefore we propose expanding Luostarinens (1979) and Welch and Luostarinens (1993) three main internationalization patterns (product-market-operation) with a fourth dimension, namely the time dimension of internationalization. A comprehensive framework for the
32、dimensions of an internationalization strategy and the central role of resources is presented in Figure 1 and will form the theoretical background to our analyses on Slovenias SME hotel industry.Operation patternFor most entrepreneurs the most significant international marketing decision and critica
33、l first step they are likely to take is how they should enter foreign markets, as the commitments they make will affect every aspect of their business for many years ahead (Doole & Lowe, 1999; Benito & Welch, 1994). There is, however, no ideal market entry strategy and different market entry methods
34、 might be adopted by different firms entering the same market and/or by the same firm in different markets. Operating modes have been considered a very important way of assessing the pattern of internationalization involved. Figure 1: Main dimensions of internationalization and the central role of r
35、esources, capabilities and routines in an internationalization strategy.Source: ownAs international operations are very dynamic in their nature, the modes of entry and operations are also very different and evolve with them. Market entry mode selection is a particular case of wider decision processe
36、s often referred to in the literature as market-servicing decisions (Koch, 2001). It has recently been possible to see many new combinations and modes of entry and operations as a result of the dynamic nature of internationalization.For the present study we use the classification of Root (1994) who
37、classified them in export entry modes, contractual entry modes and investment entry modes. Each method we present has a variety of subtypes and the interactions between the methods are, in practice, very important. Exporting is the most commonly used entry mode for SMEs. It has many sub-modes that c
38、an be classified within indirect exporting (the exporting company uses some intermediary agents in the home or foreign country) and direct exporting (the exporting company goes directly to the customer). Applying the discussion of export entry modes to the service sector and hotel industry, we have
39、to note that exporting in fact implies importing foreign tourists. Contractual entry modes are long-term, non-equity associations between an international company and an entity in a foreign target country that involve the transfer of technology or human skills from the former to the latter (Root, 19
40、94). He distinguished them from export entry modes because they are the primary vehicles for the transfer of knowledge and skills although they may also create export opportunities. Contractual entry modes include franchising, licensing, strategic alliances and other entry modes (turnkey contracts,
41、sub-contracting and different management contracts). Investment entry modes involve ownership by an international company of manufacturing plants or other production units in the target country (Root, 1994). In terms of ownership and control, foreign production affiliates may be classified as sole v
42、entures with full ownership and control by the parent company, or as a joint venture with ownership and control being shared between a parent company and one or more local partners which usually represent the local company. An international company may start up a sole venture from scratch (new estab
43、lishment or Greenfield investment) or by acquiring a local company.Once a company starts in international business it will gradually change its entry mode decisions in a fairly predictable fashion. According to Welch and Luostarinen (1993), Nordic studies indicate that as companies increase their le
44、vel of international involvement there is a tendency for them to change in the direction of increased commitment. Increasingly, they will choose entry modes that provide greater control over foreign marketing operations (Erramilli & Rao, 1993; Doole & Lowe, 1999). But to gain greater control, the co
45、mpany will have to commit more resources to foreign markets and thereby assume greater (market, political and other) risks. Growing confidence in its ability to compete abroad generates progressive lifts in the companys trade-off between control and risk in favor of control. Consequently, the evolvi
46、ng international company becomes more willing to enter foreign target countries as an equity investor (Root, 1994).Market patternTarget markets may differ greatly from each other and from the market of the home country. These differences essentially effect the determination of the companys target ma
47、rket strategy. Johanson and Vahlne (1990:13) hypothesized that companies start internationalization by going to those markets they can most easily understand where they will see opportunities and the perceived market uncertainty is low and thus enter new markets with successively greater psychic dis
48、tance. Traditionally, physical or geographical distance has been included in explanations of the direction of international trade (Luostarinen, 1979). Johanson and Wiedersheim-Paul (1975) expanded the concept of psychic distance with other dimensions such as cultural, political and environmental and
49、 proposed the following definition, later also adopted by Johanson and Vahlne (1990:13). Psychic distance is a sum of factors that prevent the flow of information between firm and the market. Definitions were further developed and the concept was applied to other contexts and dimensions.As to the target market determination, the distance involved is assumed
