Carlos Roberto Rodrigues
Universidade Municipal de São Caetano do Sul (USCS), Brazil
E-mail: cr.rodrigues@hotmail.com
Paolo Edoardo Coti-Zelati
Universidade Municipal de São Caetano do Sul (USCS), Brazil
E-mail: coti_zelati@outlook.com
Davi Lucas Arruda de Araújo
Universidade Presbiteriana Mackenzie, Brazil
E-mail: davi_lucas89@hotmail.com
Submission: 23/07/2015
Revision: 19/08/2015
Accept: 02/09/2015
ABSTRACT
This research proposes an
analysis about the capacity of the Trader on the internationalization of auto parts manufacturers and exporters. The
goal of this study is to contribute to the knowledge and for the awareness of key managers of auto parts
manufacturers and exporters, for the Automotive
Aftermarket business, about the importance of hiring a qualified professional
to manage this area. To that end, it was
adopted a descriptive research of
qualitative nature. By the end of this study, it is
considered that the Trader must have deep theoretical knowledge
of the subject and the skills to
do good use of the tools and techniques
of International Marketing. Moreover,
he must convey honesty, seriousness,
professionalism, adaptability, punctuality, reliability, quick mental
acuity and contemplate knowledge
on universal culture. The Trader must
also have a global view of
businesses, be creative, be able to speak foreign languages, have knowledge about the product to be traded, be knowledgeable about the
target market, be available for constant trips and always be prepared to learn.
Keywords:
Professional Capacity, Internationalization, Trader.
1. INTRODUCTION
The
figure of international seller, also known as Trader, emerges as an important
ally in promoting medium and long terms trade links. According to Kalafatás
(2008) it seems that when travelling to prospect new markets, the Trader will
represent the company and Brazilian images in the foreign markets. Thus, his
attitude should reveal evidence of honesty, integrity and professionalism.
Colaiácovo
(1979) understands that the ability to negotiate is an attribute of an
individual or a team. He also suggests that this ability can be developed
through both formal training processes, which can include practical exercises
of idealized operations, as well as with the practice in actual operations from
day-to-day work.
Thus,
it is understood that formal training can improve a Trader’s negotiation
skills, putting aside the concept that learning can only be obtained with
practice. Colaiácovo (1979) also suggests that in an individual, there are some
features like control, educated “aggressiveness” and the control of emotions,
which can be "personality aspects that influence the ability to negotiate,
pointing out people who have natural advantages or disadvantages to
negotiate." (COLAIÁCOVO, 1979, p. 48).
Panosso
(2000) comments about the attributes and the characteristics of the negotiators
who are in full swing and already have experience, since this profile can be an
enabler in decision-making in more consistent businesses and thus, fulfill the
wishes of the parties involved. According to Minervini (2005), the profile of
the professional exporter, being the manager of the export department, for
example, should cover knowledge related to universal culture, in order to allow
treatment with markets that may be significantly different, such as the Chinese
and Venezuelan markets, the American and German as well as South African and
Thai.
Other mentioned
qualities refers to having a global view of the business; have the flexibility
to handle the most different and unusual situations; be creative, to promote
opportunities for new sales; to master foreign languages; know the product and
markets; be willing to learn new and
different topics and issues, among others (MINERVINI, 2005). The scope of this
research is limited to South American countries in the last six years, as these
markets are of vital strategic importance to the company and together
represents more than 95% of the volume of goods exported by this company.
It
was at this time, when the Brazilian business units actually started to export
and there was an exponential increase in the volume of international business
with the countries of this continent.
As a problem to
be studied, is to identify the competencies, abilities and skills needed for a
foreign trade professional, in this case a Trader, acting in his field of
activity and on these markets in a efficiently and effectively way, and the
need of the company to adapt its business model to meet the relevant
differences in international markets and therefore achieve the expected
results.
Thus,
the main target of this research was to reveal the abilities and skills of the international trade area professional
(Trader) so that he can act in a more active way in the internationalization of
companies and therefore more professionally in the auto parts sector.
The relevance of this study is justified due
to the difficulties experienced by companies in recruiting suitable qualified
professionals with adequate knowledge of the South American markets, especially
in the auto parts replacement segment (Automotive Aftermarket), so that the
internationalization process occurs in a satisfactory way and in accordance to
the plans and targets set by the company.
This
research wants to contribute to the knowledge and awareness of the main
managers of producers and exporters of auto parts companies, to the Automotive
Aftermarket, about the importance of hiring highly qualified professionals for
the specific management of this area. It also seeks to identify what is the
real importance of professional competency of the international trade area
professional (Trader) so that it can act in a more active way in the internationalization
of companies and an even more professional way in the auto parts sector.
This
research is organized into six sections. Along with the introduction, section
two, develops the theoretical framework on Trader´s Competences and Strategies
for Internationalization. Later, on section three, it draws up a brief
description of the auto parts sector. Section four describes the methodological
procedures. On section five, the results are presented and analyzed, and
finally, the section six provides the concluding remarks of this research and
suggestions for future studies.
2. THEORETICAL FRAMEWORKS
In
this section, are presented, the theoretical concepts related to a Trader´s
competences, abilities and skills in the formation of a foreign trade
professional and strategies for internationalization.
2.1.
Trader's
competences in the formation of foreign trade professional
According to Kalafatás (2008) it is clear that
as we try to outline an ideal profile for the professional of export business,
the requirements are physiological, technical and behavioral. The author
believes that the foreign trade professionals must be constantly up to date
with regard to the tendencies, because otherwise, their theoretical references
would be lost in the complex environment of constant changes that is a striking
feature of the international trade area. For this reason, Kalafatás (2008)
highlighted the importance of using formal training to instill some skills
inherent in the export and import business professional.
Colaiácovo
(1979) explains that as far as the team is concerned, the ability to delegate
tasks, screen the staff, lead and coordinate people is important requirements
for the ability to negotiate. The dynamics of the group plays an important role
in helping to develop these capabilities.
According
to Kalafatás (2008), taking into consideration the various existing positions
in an export department, usually defined by the size of the company, we have
the export manager profile, it can usually match the international salesman /
Trader.
Even
from the point of view of Kalafatás (2008), note that the profile of an
international salesman / Trader should combine negotiating skills, personal and
intercultural characteristics.
The
ideal profile [...] mix throughout: the energy of an Olympic runner, mental
Einstein´s agility, mastery of language as a teacher of foreign languages, the
balance of a judge, the tact of a diplomat and the perseverance of a pyramid
builder. (MINERVINI, 2005, p. 229).
Up to
this moment note the relevance of each of these attributes in a Trader which
already gives us an idea of the complexity of the issue treated in this
research.
Le Boterf (2003) states that
the international salesman´s behavior refers to what he calls know how to be.
Thus,
[…]
it is clear that what is called, sometimes, 'behavioral skills' is increasingly
important in a profession: the ability to listen, welcoming attitudes, their
initiative, tenacity and self-confidence are qualities every increasingly
required in professional situations. It is normal for a human resources policy
seeks to obtain 'professional behavior' desired. Professionalism is not only a
matter of know-how: it also pertains to learn to be. The knowledge is a result
from a given situation. Knowledge is the result of interaction between a
personality and a specific situation. (LE BOTERF, 2003, p. 125).
"The
author proposes that the professional is truly competent, when he is able to
put together internal and external resources in a troubled situation faced in
his day to day activities." (KALAFATÁS, 2008, p. 21).
According
to some North-American authors, the concept of competence refers to a set of
knowledge, skills and attitudes that a professional possesses. These sets of
knowledge are the stock of accumulated information that will provide the
professional know-how and expertise why to do. The skills include technical
knowledge, dexterity and know how to do. Attitudes concern the interest,
determination and want to do (DURAND, 1999).
Le
Boterf (2003, p. 11) states that "the economy of skills is not limited to
the economy of knowledge, and skills are nothing without people. [...] the
labor market will demand professionals who make use of his personality.".
"Other
internal resources should be mobilized in a professional problem
situation." (KALAFATÁS,
2008, p. 40).
2.2.
Strategies
for Internationalization
The world is in
the era where the products are produced in one country, shipped to another -
where additional processes may still finish the product. After ready they can be
stored and / or sold in different countries, often repaired or reused, recycled
or discharged (FERDOWS, 1997a).
To Jussani
(2013, p. 41), "[…] for a company to be international it is necessary to
have offices in several countries. However, for a company to be global you
need: adaptation, understanding and multicultural sensitivity - spread across
the whole company.".
"International
strategy is the one through which the company sells its products or services
outside the sphere of their local market. One of the main reasons for
implementing an international strategy is the potential that international
markets have to generate new opportunities." (HITT et al., 2008, p. 211).
Levitt (1983)
apud Kraus (2000, p. 6), "[…] the interest in the topic 'company´s internationalization'
has also grown internationally, driven by Levitt´s (1983) arguing, regarding to
the emerging emergence of global organizations that, in the author's opinion,
it will replace the current Multinational Corporations, by delivering standardized
products and sell them in the same way in the global market.".
According
to Kraus (2006, p. 27):
In
the specialized literature, however there is no, solid theoretical structure on
the internationalization process, or about the development of businesses
internationally. The great majority of accredited authors conducted case
studies, experience reports, or consulting work.
The
lack of a solid theoretical structure is one of the major challenges for
scholars. However, in an attempt to integrate knowledge in the area of
international business, included Czinkota (1986), Sullivan (1996), Caves
(1998), Toyne and Nigh (1997). These sought to organize the different pieces of
the mosaic that were turned away by the difficulties of generalization, the
work of most authors.
Deresky
(2003, p. 206) describes globalization as "[…] a process by which a
company gradually changes due to the international competition, saturation of
domestic markets and the need for expansion, new markets and
diversification.".
Fleury
(1999) apud Jussani (2009) states that the process of internationalization of
leading companies from developed countries already have a long history. History tell us, that the first company to
internationalize itself was the French Saint-Gobain in the XVIII century.
Jussani
(2009, p. 34), says that:
Theories
of internationalization process of companies can be divided into two distinct
theoretical lines:
a)
Economic theories talk about the internationalization process based on economic
rationality and the optimal allocation of resources globally. One can mention
as an example the model of Dunning (1993).
b)
Behavioral theories tend to concentrate focus on subjective factors of
decision-making overseas investment, assuming the process of internationalization
as a gradual evolution in operating in global markets. One can mention as an
example the model of Uppsala School. (JOHANSON; VAHLNE, 1990).
"In
the specialized literature, many researchers have tried to understand the
factors that drive a company to the international market. The qualities and
managerial skills of the managers involved in decision making seem to be a
strong key indicator." (KRAUS, 2006, p. 28).
To
Czinkota and Ronkainen (1993, p. 247), "[…] success in the early stages,
when the first export shipments take place, seem to be a motivating factor to
take bigger steps toward a greater commitment.". According to these
authors a strong academic background, combined to fluency in foreign languages
are essential factors.
Leonidou
and Katsikeas (1996, p. 519) agree with the arguments of Czinkota and Ronkainen
(1993) and states that "[…] exporting is the first and decisive step to
expand the internationalization process, or for the development of
international business.". For them, there is a sequential learning
process, such as: export, licensing, joint venture formation, or the holding of
own investments in foreign territory.
Kamath
et al. (1987, p. 405) mention four factors as predominant in the development of
exports:
1)
the quality of human resources both in management level, as the workforce on the factory floor;
2) a clear view of the corporative mission; 3) ability to set in motion the
corporative strategy; 4) special attention to the details of export
transactions (market-to-market, product-to-product, contract-to-contract,
linked to the business).
In
accordance to Kraus (2006, p. 29):
In
specialized literature, it is also clear that, when passing the exporting
process to stages of greater commitment, the Brazilian company, or foreign, assume
long-term risks, and, for example, after installing a subsidiary abroad, these
ties are difficult to be undone. In exports, on the other hand, the company can
come back and withdraw from a market with a volume of reduced costs involved in
that decision.
As
for the factors used by producers of auto parts companies, to choose the target
market for the initiation and development of their exports, and there is some
agreement in the literature. Cooper and Kleinschmidt (1985) point to a trend
among producers and exporters to seek initially geographically or culturally
close markets.
In
the initial stage of exports, "The company carries out scarce export
transactions, and can decide between a higher degree of involvement in the
international market or not" (LEONIDOU; KATSIKEAS, 1996, p. 524).
To
Leonidou and Katsikeas (1996, p. 525), "[…] the companies classified as
belonging to the advanced stage are those that often export and acquire on
these activities, experience in several markets.".
Leonidou
and Katsikeas (1996) developed their own classification and has some advantages
over other classifications, because in this way, any producer of goods,
exporters or not, can be classified. This model covers from the apparently not
interested companies in foreign trade and focused only on the domestic market,
even those fully engaged and committed to international export operations.
3. AUTO PARTS SECTOR CHARACTERIZATION AND EXPORT TO SOUTH
AMERICAN AFTERMARKET
According
to Santos and Pinhão (2000, p. 72):
The
auto parts industry has responded to many challenges to meet automakers, which,
pressed by growing worldwide competition, pass on the pressure to their
suppliers. Internal programs to reduce costs, productivity increase and
earnings and margin gains are large companies’ common practices, as well as
implementation of joint ventures and acquisitions to expand the product range
and geographic coverage.
Santos
e Pinhão (2000) states that the consequences of the changes placed in practice
in the domestic auto industry were significant on the auto parts sector, which
consist of heterogeneous companies in terms of technological expertise,
management and quality and productivity standards.
Large
Brazilian auto parts companies located in the country came under pressure to
build capacity in order to remain suppliers to the automakers. Thus, there was
a high level of investments in this sector, as well as the search for
associations, mergers and technological agreements (SANTOS; PINHÃO, 2000).
For
Santos and Pinhão (2000, p. 80), "[…] to meet the new production
automakers concepts, it was found not only the entry but also the strengthening
of global manufacturers. Several were already present, but are extending their
lines of action and consolidating its position in the new spaces [...]".
Also
according to Santos and Pinhão (2000, p. 80):
Accordingly,
we have put in place in the country previously announced strategies of
automakers in reducing the number of suppliers, to modularization, reducing the
number of manufactured components and operation with a few key suppliers
participating in the vehicle development. At the same time, they observe the
internationalization of manufacturers and the use of common platforms in
Mercosur.
There
were no academic studies addressing this specific issue. Even so, it is worth
highlighting the importance of this market for Brazilian and multinational
companies, auto parts manufacturers, operating in Brazil. For many of these
companies, this market has been explored for several years; but is still far
from its peak; and represents an important part of its operating and financial
results. It is a market with great growth potential. It can be said that there
are several advantages and facilities for a company to act and expand its
business in these markets.
Among
the thirteen countries that make up South America, excepting Brazil, nine of
them have very interesting auto spare parts markets to local manufacturers.
They are, in alphabetical order: Argentina, Bolivia, Chile, Colombia, Ecuador,
Paraguay, Peru, Uruguay and Venezuela. It can be pointed out among the
commented above facilities: the similarity of the current car park compared to
the Brazilian fleet; similar cultural environment, geographical proximity and
customs benefits.
4. METHODOLOGICAL PROCEDURES
For
this study a descriptive qualitative research was adopted. As for the method of
qualitative research, some types and data collection and analysis strategies
can be adopted. Godoy (1995b, p. 21) states that "[…] the qualitative
approach offers three different possibilities of carrying out a research:
documental research, case study and the ethnography.".
4.1.
Kind
of research
Gil
(2008) classifies the research into three big groups: exploratory, descriptive
and explanatory. Descriptive researches have as main target, as its name
implies, describe characteristics of a given population or phenomenon or, else,
the establishment of relationships among variables. Using standard techniques
of data collection is one of its most highlighted characteristics.
4.2.
Data
collection instrument and the research´s subject
For Godoy
(1995), the data obtained in researches can appear as: the transcription of
interviews, field notes, photographs, videos, drawings and various other types
of documents. With the aim of a broad understanding of the phenomenon being
studied, all reality data are important and should not be disregarded. All
aspects, how people and the environment where they are inserted must be viewed
holistically, so, not being reduced to variables, but seen as a whole.
Data
collection occurred through semi-structured interviews in order to capture the
opinion of international business industry executives about their perception
regarding the proper skills of the trader who acts on producers and exporters auto
parts companies.
The
interviews were conducted individually with executives of several companies
that have relevant experience in foreign trade and international logistics in
the automotive industry. The same occurred between June and July of 2014 and
were recorded with the agreement of each of the participants. Then the content
of the recordings were transcribed for facilitating data analysis.
Note
that respondents were previously informed that it was an academic research
only, in order to understand the perception of each one about this matter and
that all data, concerning both the company and the participants as well, would
be kept under secrecy.
The
respondents work in the Foreign Trade area in a solid and relevant way and most
of them with tradition and experience in the auto parts / automotive sector
(Table 1).
Table
1: Profile of respondents.
|
Respondents |
Graduation |
Position |
Time in that function |
Time in the company |
Time performing in foreign trade |
|
Respondent 1 (E1) |
Graduation in Administration |
Foreign Trade Manager |
More than 10 years |
More than 10 years |
More than 10 years |
|
Respondent 2 (E2) |
Pos Graduation in International Marketing |
Managing Partner |
More than 10 years |
More than 10 years |
More than 10 years |
|
Respondent 3 (E3) |
Graduation in Administration with emphasis in
Foreign Trade |
Export Sales Analyst |
Up to 5 years |
Up to 5 years |
Up to 5 years |
|
Respondent 4 (E4) |
Pos Graduation in Logistics Management |
Logistic Manager |
Up to 5 years |
Between 6 and 10 years |
Between 6 and 10 years |
|
|
|||||
4.3.
Data
processing
Merriam
(2002) explains that the data gathered through interviews should be analyzed to
detect patterns or commonalities. Finally, the results should be presented and
correlated with theoretical work.
Miles
and Huberman (1994) apud Gil (2008) suggest three steps for data analysis:
reduction, display and conclusion/verification. The presentation, which is
relevant at this point, should organize the collected and selected data so to
be possible to create a systematic analysis of the differences and similarities
of their interrelationship as well.
4.4.
Delimitation
of the study
This
study considered cases of national and foreign companies, producers and
exporters of auto parts to international markets and located in Brazil. In
summary, it was especially considered the reports of some of its employees and
executives who have direct involvement in the foreign trade area and some
relevance regarding the work and functions of a Trader.
4.5.
Limitation
of the method
According
to Vergara (2009), the data collection process, which is accomplished through
interviews, has some peculiar limitations. Here are some highlighted examples
of these possibilities: difficulty in communication between the researcher and
the respondent; the available time for the interviews; the possibility that the
respondent withholds or distort data and information; presenting partial truths
or even lie.
Therefore,
the results obtained from interviews should be excluded due to the limitations
of this kind of approach (VERGARA, 2010).
5. PRESENTATIONS AND ANALYSIS OF RESULTS
In
this section it was presented and analyzed the data and results obtained in
field research.
5.1.
Competence
of Trader
The
foreign trade professionals must have extensive knowledge to properly perform
their functions. Considering the function of the Trader as extremely important
for the internationalization of Brazilian companies, according to E1:
[...]
this professional carries the virtues and faults of the Brazilian industry.
Therefore, many of the strengths or weaknesses of a Brazilian Trader, are the
reflexes of the company he represents, and for being in Brazil, they suffer
from many typical vicissitudes of our country [...]
They
often must know foreign languages and have some knowledge about the general
aspects of the culture of the country with whom they are negotiating, such as:
customs, habits, tastes, symbols, religions, laws, legislations, among others
(KEEDI, 2004).
To
this topic the respondents reported:
If
the company is in a hurry to get results in the Foreign Trade area, the best
solution is to hire a Trader with experience in company line of business. If,
however, this hurry is not a major factor, it can "create" your own
Trader from any employee who already knows very well its range of products
manufactured by the company or someone from the import area, and since he has
the right profile to be a salesman, highlighting: flippancy, command of English
and Spanish languages. The process is lengthy, but the contact with the
professional associations is important, as well participating in fairs and
exhibitions in Brazil and internationally. Of course, a foreign trade
graduation will be of capital importance for the Trader to meet, at least the
practices and the laws governing the export sales. (Stretch of interview with E1).
Companies
should invest in competence providing language courses, courses in the area of
trade marketing, economics and trends broadening the strategic vision,
maximizing sales and having better knowledge of the several markets and their
particularities (economic, political and cultural). Currently, the companies do
not invest in professionals of this area, because they hope that they already
have this knowledge when hired (basic requirement). (Stretch of interview with
E3).
Forms
of competence can vary from training in specialized companies, seminars,
workshops, benchmarking with companies of other sectors and also travels abroad
to contact customers and suppliers, up to a more technical competence and
qualifying as a specific Post Graduation. (Stretch of interview with E4).
5.2.
Strengths
and weaknesses of the Brazilian Trader
There
were no scholarly work or research on this query in particular, however, with
the reports described below; it is possible to have a reasonable understanding
of some of the potential strengths and weaknesses of the Brazilian Trader.
With
the above, follow the impressions of respondents:
A
good Trader first of all, has to know well the products produced by his
factory, its applications in the international motor vehicles, in the case of
Aftermarket business. Participation in block, of several auto parts industries
in international trade fairs, often draw attention and facilitate foreign
buyers´ visits and the exchange of information among exhibitors about a
particular customer, Also, many Traders usually have local sales
representatives, which enhances contacts and the "follow-ups". As
weaknesses of the Brazilian Trader, I mention the difficulty of complying with
the deadlines agreed with the customer, and also the difficulty of maintaining
prices at medium and long terms, since the exchange rate variation is a factor that is out the control
of the companies, but it has a direct impact on revenues. Also mention as a
deficiency of the Brazilian Trader, which of course reflects the deficiency of
his Brazilian industry of auto parts, the low capacity to develop and produce
exclusive pieces to overseas markets, due to the long lead times for
development and due to tooling costs. Thus, the product range offered by the
Brazilian auto parts industries often is very limited, contrary to what the
Eastern and even the Italians do. (Stretch of interview with E1).
I
believe that the strengths of the Brazilian Trader are: good relationships,
empathy and flexibility. Their weaknesses, according to my understanding are:
lack of punctuality; change of opinions and delay in information. (Stretch of
interview with E2).
The
weaknesses of the Brazilian Trader in the auto parts sector are: lack of
monitoring of new market trends (lack of update / market study by the
professional); threat of new entrants (lack of knowledge of potential new
competitors); threat of new products / services (lack of vision to expand the
product range and meeting trends / demand of a specific country), and
bargaining power among suppliers - buyers (lack of feedback to the Purchasing
Department in relation to the market prices changing that can endear the
product, resulting in lost sales and directly affecting the sector). On
strengths, I can mention: search for knowledge / update by the professional
side; professional hospitality with the customers; flexibility in the
negotiations and be facing different cultures, people, policies and economics,
making the professional rich in knowledge / experience. (Stretch of interview
with E3).
I
think the Trader's strengths are: empirical knowledge; knowledge gained from
Brokers, Customers and Logistic Operators. On the other hand, I believe that
the Trader has some weaknesses, such as: difficulty in interpretation of
legislation and lack of knowledge of foreign markets. (Stretch of interview
with E4).
5.3.
Characteristics
of a Brazilian Trader
Martinelli and
Almeida (1998, p. 44) understands that "[…] children are always considered
excellent negotiators, due to the following factors: are persistent, do not
know the meaning of the word no. But they know that the word no often means
perhaps; they never get embarrassed, always have a ready answer to every
situation; and often they read the adults better than those read them.".
To
this topic the respondents reported:
Investment
in their own human capital, through exchange in international markets,
understanding the culture and habits of every continent. (Stretch of interview
with E2).
The
famous 'Brazilian way' devalues in any way the Brazilian professional in front
of negotiations. The Trader could show him more serious, have more focus and
honor with the established deadlines in the negotiations to ensure the trust of
customers and establish new partnerships. (Stretch of interview with E3).
Deepen
knowledge on the rights offered by the tax legislation, increase knowledge in
tax benefits that can be obtained with the countries of potential customers,
knowledge of the market potential in countries with large automotive fleet,
explore the diversity of fleets in the countries of customers. (Stretch of
interview with E4).
5.4.
Capabilities
for the Trader formation
Grostein
(2006) reports that someone who wishes to become and act as a Trader, must
invest in his technical-professional training, seeking formal courses, at the
graduate level and subsequently post-graduation in the international trade
area; plus learn languages, but also should not ignore their knowledge about
the history, culture, customs and traditions of different countries and peoples
where he will act.
In
this question, respondents answered:
The
Trader of auto parts, besides knowing very well the product of his industry,
has to know the products of his competitors. He also has to know the rules of
international trade, thus a degree in Foreign Trade is desirable. The command
of the English and Spanish languages is absolutely necessary. It is important
to attend meetings and lectures promoted by classes of entities, to exchange
experiences. It is very important that the trader can stitch within his company,
the real desire of foreign trade because often, his efforts cannot find
resonance in other departments of the industry, notably engineering,
production, expedition, even in the financial department. (Stretch of interview
with E1).
Graduation
course, specific training for the area of operation and mainly the command of
foreign languages. (Stretch of interview with E2).
To
join the foreign trade area, as a Trader, the professional must first seek a
degree in Foreign Trade and / or International Relationships. For this function
it is essential to attend and master any languages, preferably English and
Spanish. After some years of experience, for a more strategic position, the
trader must have international experience and attend an MBA course in Marketing
and / or International Economics. Updating courses and internal training (SAP,
Product Range, and Leadership), are essential to making the professional more
and more qualified and able to take on bigger positions. (Stretch of interview
with E3).
Knowledge
on international law and international trade relations. Training abroad,
Graduation in specific area and experience abroad. (Stretch of interview with
E4).
5.5.
Trader
Natural skills
Fisher
and Ertel (1997) apud Saavedra and Santos (2007, p. 106),
An
ideal negotiator is firm, friendly and creative. States that in order to have
an efficient negotiation, every negotiator must have the following skills:
generate effective communication, create good relationships, find out the
interest of the other part, prepare the several possible agreements, convince
the other part that he is being treated with justice, define what are the
options for the agreement and reach the final compromise.
For
the respondents:
It
is required from the Trader, many skills, either being natural or acquired. The
first of these skills is to enjoy what he does professionally and in addition
easiness of communication, often in a foreign language. It is also required
from the Trader, the ability to travel often lonely for a long period, without
affecting his ability to work. He will have to be organized with the account of
travel expenses, because it is generally required to report these expenses
after the trip. He must have his own initiative, because he will not have at
his side a "boss" all the time, saying what to do. (Stretch of
interview with E1).
Empathize.
Really know the customer´s needs and what he wants from your company. (Stretch
of interview with E2).
Communication,
good personal presentation, charisma, initiative, focus on the customer and
passion for sales. (Stretch of interview with E3).
The
Trader also has to have fluency in a foreign language; cross-cultural
knowledge; skillfulness in negotiations (purchases and sales) and deep
knowledge about the products being traded. (Stretch of interview with E4).
5.6.
Posture
of a Trader
Lewicki
and Hiam (2003) apud Dias (2008) reports that:
Each
trader reacts differently in conflicting situations. Some defend with tooth and
nail in a typical fight reaction. There are those who make concessions and are
in the middle ground between fight and escape. Finally, there are those who
want to seek creative collaborations in the effort to transform conflicts into
cooperation and problems solving. Knowing how a person reacts, provides some
predictability on the way of negotiating, unless he learns how to use in a
contingent way the trading styles. Knowledge of negotiator types contributes to
better understand the emotional reactions to conflict of each part, to gain
objectivity and so the negotiator can self-manage on the reactions and answers
to the other.
Therefore
respondents commented:
Each
market has typical habits and requirements. For example, in Latin America, as a
rule, the customer always asks in which hotel you are staying. Therefore, it is
always advisable to stay in a hotel that offers a good image because the Trader
is representing an important auto parts industry. I've seen Traders who were
staying in a third-class hotels and this, as a rule, caused bad impression to
customers. Generally they were Traders that 'earned on a daily basis' and used
this expedient, to make 'some extra money.' It is important, therefore, to
cause good impressions to the customers. Another interesting habit is that in
Latin America there is a great tendency to be invited from a customer to have
lunch or dinner. You need to know the local habits, as well as typical food,
not to be surprised or commit some 'gaffe'. For example, Mexicans usually have
lunch around 15hs and if the Trader did not know that, he can become stressed
by not leaving toward the restaurant at 12pm. The food there is also very
different from ours, many things based on corn and quite spicy, which can
easily result in a stomach disorder. Americans do not use to ask about hotels
and invitations to lunch, usually has to come from the Trader part. To the
Eastern people, especially the Japanese, punctuality is a determining factor.
And note that when it talks about punctuality, is not to arrive half an hour
before the scheduled time, you get five minutes before. Arrive very early, it
is also considered lateness. You have to know the habits and know how to
interpret the answers. For example, a 'maybe', said in Japanese certainly means
a negative answer. (Stretch of interview with E1).
First
like what he does. Later know how to represent your company, knowing how to
sell the product and especially know the habits and customs of their country.
(Stretch of interview with E2).
Charisma;
seriousness; punctuality; sales expertise and command of foreign languages;
good presentation; hospitality; flexibility and focus are key features for good
representation of the Trader in the international market. (Stretch of interview
with E3).
Regarding
professional attitude, I would point: ethics; moral; objectivity; reliability;
focus and concentration, and with respect to personal posture highlight:
politeness; seriousness; honesty; the integrity and keen insight on analysis of
people. (Stretch of interview with E4).
6. CONCLUSIONS
The starting
point for any closing remarks was the analysis about the competence of the
Trader in the internationalization of producers and exporters of auto parts, in
other words, discover and understand what the requirements and skills that
professionals of the Foreign Trade area must have or get to work in the
function of International Trader and get satisfactory results.
The purpose of
this research sought to contribute to the knowledge and awareness of the main
managers of producers and exporters of auto parts companies, to the
Aftermarket, about the importance of hiring a highly qualified professional for
the specific management of this area. It also sought to identify what is the
real importance of the professional competency of international trade area
(Trader) so that he can act in a more active way in the internationalization of
companies and an even more professional way in the auto parts sector.
For
this work, a descriptive qualitative research was adopted, with the collection
of data and then the analyses of it. As a result of this study, in a generic
way, we can attest that it has been identified, besides the proper formal
training specific to the area; the professional in question must also have
innate abilities to be a high profile and proven excellence Trader.
Thus
it is considered that for the professional in question, the Trader, get full success in his export
sales activities to replacement markets (Aftermarket) of South American
countries, is not enough to have a deep theoretical knowledge about the subject
and the needed skills to make good use of the tools and techniques of
international marketing. It is also essential that this professional, who
represents the export company, transmit honesty; seriousness and
professionalism, as well as being flexible; reliable; be prepared to perform
their tasks; have quick mental processing and even contemplate knowledge
related to universal cultural. Other suggested and needed features to this
professional are: have a global view of the business; have flexibility to
handle the most different and unusual situations; be creative to promote sales
opportunities; to be able to speak foreign languages; know about the product to
be traded and also about the target market; show willingness to travel, be
prepared to learn, among others. He also should not ignore that some skills can
be developed through a formal training process. The use of formal training can
help instill some skills inherent to the international seller. It is also
suggested that certain individuals may have natural advantages or disadvantages
for negotiations, observing if that individual has features like domination,
polite aggression and control over its emotions.
To
continue on this line of research, it is suggested to deepen the research on
natural and instinctive skills of a professional who acts as International
Trader, to try to understand and try to maximize their potential for human and
personal interrelationship (Relationship Marketing) and thereby, increase their
capacity to perform and development of new businesses and keeping the existing
business. Coupled with this, it would also be interesting to work in the
research on the improvement of learning the universal culture of the countries
and peoples where they intend to do business.
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