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14www.zenithresearch.org.inZENITH International Journal of Business Economics & Management ResearchVol.2 Issue 3, March 2012, ISSN 2249 8826Online available at http://zenithresearch.org.in/the customer relationship, both in the preparation phase of contacts and negotiation of offers inthe monitoring of this relationship (Vandermerwe and Chadwick, 1989), and similarly, thedistance (e.g. prospecting) leaders, those Marchesnay (2000) calls „nomadic‟ or „enterprising‟seemed possible in better conditions, through a link easy, frequent and inexpensive place withtheir anchor.Some studies emphasise the facilitating role of information and technology communication(ICT) in relation to the environment or the client (Desmet 2000, Abidi in 2001), while others,particularly researchers' PMIstes, highlight the use of partial (Gadille and Irribarne, 2000;Boutary, 2001).I want to explore this paradoxical observation. The aim of this paper is to analyse, throughthe review of the key factors in export, the relationship between ICT and export relationshipsthrough innovation, collaboration, intelligence activities and research marketing information,also taking into account the profile and objectives of the Chief of the SME.2. KEY FACTORS IN THE EXPORT2.1. THE IMPORTANCE OF INNOVATIONThe development of exports requires that innovation effort is sustained via an adaptationof certain product characteristics or requests the client partners and distributors. To avoid aposition that Marchesnay (2003) describes of „interstitial‟ requires a deliberate effort to stand outat all times of competition. Moreover, as shown by several studies, SME exporters appear moreinnovative than others (St-Pierre, 2003), market mainly of medium and high technology(Mahone and Choudhry, 1995), have specific expertise very oriented towards the needs of theircustomers (Ageron, 2001), and their employment a team deeply rooted in the field (Fimbel andGomez, 2003). The work of Yang and al. (2004) on Taiwanese manufacturing SMEs alsohighlight the positive impact of R & D on the propensity to export, these activities thusincreasing the rate of business innovation and their ability to offer the market products abroaddistinctive. For their part, Tseng et al. (2004), in a survey of U.S. SMEs, show that technologicalcapability (the ability to develop new products and new processes) help SMEs improve theirinternational expansion.2.2. THE BUSINESS INTELLIGENCE AND MARKETING RESEARCHAs shown by Julien et al. (1995) is a strategic decision that leads managers to undertake atechnological and marketing and not the reverse. The choice of position in the internationalmarket led SMEs to pursue a policy of access and information flow dynamics. Even if theknowledge is original, even if the passion lives on the leader and he can communicate it to histeam leader is the ability to capture the information, control and circulation that leads to Results(Leo 1995; Monnoyer, 1995) and reduces the risks associated with the distance and culturaldifferences.Based on a survey of 50 exporting SMEs in the UK, and Tzokas Hart (1999) have shown alink between the formalism of the research activities of marketing information and exportperformance. Behind the term formalism, the authors imply a structured collection, reliable
15www.zenithresearch.org.inZENITH International Journal of Business Economics & Management ResearchVol.2 Issue 3, March 2012, ISSN 2249 8826Online available at http://zenithresearch.org.in/sources, and a specific data processing both externally and within the company (Diamantopoulosand Souchon, 1999 and 1997, Leonidou and Theodosiou cited, 2004). If knowing its market andits customers are recognised as a key driver of business performance, the expertise to transforminformation into business value is not always available in SMEs and the presence of a skilledmarketing manager is a catalyst for performance (Williams, 2003).2.3. THE BUSINESS PARTNERSHIPS OR COLLABORATIONSConsciousness to have an original or a specific expertise doesn‟t necessarily lead behaviour„isolationist‟ in the SME export. Whether observations made by economists space (Perrin, 1990),or findings issued by the managers (Fourcade, 1994), the need for closeness with partners is suchthat SMEs are building a network of contacts with both suppliers and subcontractors, clients andcontractors, research centres and educational institutions as well as with public support agenciesand parastatals (Stevenson and Lundström, 2001). Collaborations or partnerships are a way toaddress the lack of resources or expertise that could hinder SME development in the internationalarena (Gemser et al., 2004). In addition, increased international competition, the advancement ofknowledge in all economic activities, reducing the product life cycle warrant even more,according to Hollenstein (2005), the interest or the need for collaboration with partners in order,as outlined Riddle and Gillespie (cited Etemad and Wright, 2003) of access to strategicinformation required to export efficiently.The owner-managers of networks (information on foreign markets: demand, design, price,distribution channels, trade fairs abroad, etc.), Can facilitate the development of internationalactivities (and Rutashobya Jaensson, 2004). These relational networks play an active role inissues such as difficult choices about computerisation. But they can be more secure thaneffective because of the highly tacit knowledge exchanged between firms (and Sgobbi Piscitello,2004; Boutary, 2001). Tseng et al. (2004) also noted that as the company focuses on domesticnetworks of relationships, the lower the degree of international expansion. The role of networksgrows with the intensification of international engagement. Antennas, partnerships help tomaintain a presence with the customer and understanding their expectations (Leo and Philippe,2006). Without assuming the reasons for their introduction, the work of the OECD (2004) havealso reported a doubling of participation of SMEs in more or less formalised networks between1988 and 2000.3. THE ROLE OF ICT ON THE DEGREE OF SME EXPORTThe ICT are very diverse. In concrete terms in business, ICT is considered quite different intwo ways: first, technologies that are around the Internet and facilitate the collection andreporting, on the other hand, computer applications developed through the digitisation ofinformation (Salançon, 2005). They allow too, and this leads to talk of ICT on them, easiercommunication of data to different people, from the simple exchange of information (setting upan accounting and transmission to the Heads workshop or project) at a networking company. TheICT technology project is to facilitate information management (collection, processing, anddissemination) in the problem areas mentioned above in SMEs: lack of financial resources,human resources or time. The use of the Internet is a form of easy answers, quick andeconomical to the question of information. The consultation of websites provides access, with
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