Strategic orientations towards countertrade opportunities in emerging markets

Abstract

Recession and competitive pressure in the global arena, allied to the emergence of large, long‐term potential markets, have intensified both the incentives and the opportunities for countertrade. Examines findings on the generic countertrade approaches of major British companies and analyses attitudes concerning proactivity towards countertrade. Unexpectedly, finds that proactivity varies inversely with the value of individual one‐off contracts and directly with the degree of repeat business. Explores the merits of a proactive approach to countertrade, contingent on business environment dynamics and reflecting organizational competences.

Citation

Egan, C. and Shipley, D. (1996), "Strategic orientations towards countertrade opportunities in emerging markets", International Marketing Review, Vol. 13 No. 4, pp. 102-120. https://doi.org/10.1108/02651339610127275