Abstract:

The objective of this study was to compare the factors influencing the internationalization process at different companies located in Portugal. Given the domestic crisis in various countries in Europe, Portugal included, the internationalization process has gained added significance, providing a means for companies to expand to more profitable markets. Thus, what should higher education institutions focus on? Cross-cultural sales aspects? Finding international distribution partners? Setting up new subsidiaries abroad? In order to shed light on the internationalization process in the midst of a recession, three companies were part of this study – one SME (small and medium-sized enterprise) and two multinationals – where qualitative interviews were undertaken. The firm Valart is owned by three partners, with a family relationship, with majority ownership by Valdemar da Silva Coutinho. Valart was founded in 1978 and is considered an SME, operating in the metalomechanic industry, located in Albergaria-a-Nova, district of Aveiro. Five interviews were performed at Valart. The commercial director of Valart was interviewed, Mr. Armelim Amaral, as was Mr. Joaquim Coelho, currently the only sales rep at Valart. The three managing partners were also interviewed. The interviews followed the same interview script, however the answers were quite diverse. Of note is actually how, despite working closely to one another, the vision of reality was so different in each case. The product made by the company is large containers for maritime shipping (sideloaders). 95% of sales are international and Valart is one of the only companies worldwide making sideloaders. There are no immediate plans for expansion and with the current structure production could increase, if so desired, a view shared by all of the interviewees. The company appears to be satisfied with its current market presence, preferring not to risk expanding aggressively. Other companies studied were the German Stuttgart-founded (1886, by Robert Bosch) multinational firm Bosch (initially a mechanical precision and electrotechnical unit) and Spanish-based Quimialmel, which have achieved marked growth worldwide. How was this achieved? Mr. Paulo Pinho, vice- president of product management in the Bosch hot water business unit, was interviewed, as was Mr. Joaquim Soares, managing director of Quimialmel. These two multinationals operate in very distinct areas, with different management philosophies and internationalization processes. Bosch operates in various industries, namely auto technology, industrial technology (automation and packaging equipment), construction technology (electric tools), producing consumer products (thermotechnology, home appliances and safety systems). Quimialmel belongs to the Quox Group (Quox Corporation), established in Spain but operating worldwide, with over 30 years of experience in the market for prime resources for the transforming industry in general. Bosch has 92% of its sales internationally, whilst Quimialmel has only 35% (2013). Both Bosch and Quimialmel belong to industrial associations and have good international network contacts, and both make use of sales tactics to expand globally. The internationalization processes of these companies are thus described in the article and an internationalization model is proposed by the authors.

Keywords:

Internationalization process, teaching curricula, Bosch, Quimialmel, Valart, case studies.