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Program evaluation as a methodology is discussed, and its application to government export promotion programs is examined. Because the variety of approaches to export program evaluation, resulting data are often of limited usefulness. A programmatic approach to program evaluation is proposed. (TJH)

This paper examines the behaviour of firms at international trade fairs (ITF). It advances the idea that prior ITF exhibiting experience shapes practice and performance. ITF usage is used as a proxy for experience and two groups identified — “heavy users” and “light users.” Propositions are developed and tested on data collected from 303 Canadian companies. Key findings are that (1) fair selection practices appear to differ only marginally between heavy and light ITF users, whereas (2) exhibit planning and management practices, and (3) performance levels, differ sharply between heavy and light ITF users. Thus, experience impacts on ITF planning and management practices, and on performance levels, but less so on ITF selection. [ABSTRACT FROM AUTHOR]

Presents information on a study which analyzed the operational aspects of export promotion in developing countries. Research design and methodology; Characteristics of export promotion organizations (EPO); Policy participation and activities of EPO.

Management's decision to involve the firm in export markets heightens the need for information, knowledge and expertise. Awareness of these needs, which are relatively greater in small and medium-sized firms than larger firms, is a function of management's perspective. Part of such perspective is the recognition of the potential importance of externally available sources of such know-how, in the form of information and experience. The acquisition of this know-how is influenced by management's orientation and information search and use behaviour[1,2]. As the lack of information and experience is a critical problem for export management[3-6], access thereto is of considerable importance. Among the broad range of export support services offered by government and other institutions in many exporting nations, trade missions seem particularly well-suited to a firm beginning foreign market involvement. They combine several important export marketing facets such as first-hand assessment of market opportunities, establishment of direct contacts and a high profile in a target market, assistance in seeking representation or indeed prospective customers, experience exchange with other participants: in sum, a learning experience in export marketing. As these aspects are associated with a firm's early export involvement, trade missions appear to be an appropriate and potentially useful export marketing stimulator[5,7,8]. [ABSTRACT FROM AUTHOR]