Managers appear to be oriented toward short-term sales when they assess the performance of a particular export venture. Furthermore, they often use a benchmarking approach, comparing the results of a particular export venture with results of other export markets or the domestic market. Consequences of such practices are explored, and alternative managerial judgment criteria are discussed. Today's fast-paced business environment is characterized by chaotic markets with constantly evolving global customers, competitors and suppliers. Product life cycles are becoming ever shorter, demanding more rapid and complex product development processes that are uniquely tuned into ever-changing customer demands.
Global customers demand consistency in service and quality at globally competitive prices.
Tomorrow's winners will be determined by those few firms that create the ability to develop constant and continuous innovation and transformation. This ability will be successfully manifested by those enterprises that understand, properly harness and exploit globally learning and the use of the organization's intellectual capital. Factors contributing to international competitiveness, in the context of SME software developers and engineering consultants, are examined using case research. Results indicate that universal prescriptions of international competitiveness measures are inappropriate. Implications are drawn for research and practice.