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ARTICLES • Rev. adm. empres. 64 (2) • 2024 • https://doi.org/10.1590/S0034-759020240202 copy

DETERMINANTS FOR THE INTERNATIONALIZATION OF MEXICAN MEAT COMPANIES

Determinantes para la internacionalización de empresas cárnicas mexicanas

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

This article discusses the importance of small and medium-sized enterprises (SMEs) competing in global markets. The main objective of the empirical research presented is to identify the determinants that enable Mexican companies classified as TIF (Tipo Inspección Federal) to export their products to international markets. The research methods used included a Likert scale survey, targeting CEOs and managers in the Mexican meat industry, and the probit econometric technique that demonstrate two hypotheses. The results suggest that food safety (HACCP- H14) is an important factor for exporting, and customer-supplier satisfaction (SCPEXP- H12) makes it possible to aspire to internationalization. These findings support classical internationalization theories, such as the Uppsala model, which are discussed in the theoretical framework.

Keywords:
SMEs internationalization; meat industry; innovation; network trust; food safety

Ranking	Country	Exports	Trade balance
1	USA	8040	6029
2	Brazil	7477	7420
3	Europe	6150	5207
4	Canada	2147	1420
5	Australia	1530	1294
6	India	1051	1051
7	Argentina	1017	974
8	Thailand	855	854
9	Mexico	706	-1169
10	New Zealand	623	551
Total		29596
Ranking	Country	Imports	Trade balance
1	China	8875	-8358
2	Japan	3255	-3237
3	USA	2011	6029
4	Mexico	1875	-1169
5	South Korea	1290	-1234
6	Hong Kong	1230	-1230
7	Europe	943	5207
8	Philippines	735	-733
9	Canada	727	1420
10	Saudi Arabia	675	-637
Total		21616

Country	Internationalization approaches and strategies	Conclusions or findings	Authors - year
Ukraine	1. “Myronivsky Hliboproduct” (a technique that consists of the application of several strategies with innovative marketing); 2. Co-Branding.	It will be possible to increase the level of formalization of international marketing activities and provide a systematic and integrated approach to planning, implementing, and controlling the internationalization process. 2. The participants of this industry (suppliers, producers, intermediaries, competitor’s partners) will have loyal consumers of their products (as followers, associates) who will want to be involved in the life of this club and be really involved in the promotion of their brands (product distribution) in the national and international market.	Tanasiichuk et al. (2020)
Brazil	Acquisitions of companies with financial support from BNDES (Brazilian Development Bank).	The main strategy implemented by Brazilian companies has been productive diversification through the acquisition of companies (processing and distribution industries) in producing countries that do not face great resistance to exports (Uruguay, Argentina, Australia) and in the main consumer markets (USA and Europe).	Pigatto, G., & Pigatto, G. A. S. (2015)Pigatto, G., & Pigatto, G. A. S. (2015). The strategy for internationalization of Brazilian meat industries and the role of the Development Bank. Gepec Report, 19(2), 126-146. https://doi.org/10.1108/gs-10-2018-0048 https://doi.org/10.1108/gs-10-2018-0048... .
China	Several economic factors such as GDP, exchange rate, and common language have helped China to internationalize and export pork.	Using a single panel dataset of China and its 31 pork-importing countries for the period 1997-2016, the authors found several factors influencing China’s pork exports. In line with the research question and objective, the findings reveal that China’s WTO membership, BRI, and common borders have a significant positive impact on pork export flows.	Shahriar, et al. (2019).
Brazil	Geographic spatial strategy adopted by Brazilian companies.	In assessing the trade barriers affecting Brazilian beef exports, it was found that restrictive measures in the international beef trade encouraged the geographic dispersion of Brazilian companies outside the national territory, with the aim of increasing their share of the global market. The case study of multinational corporations JBS and Minerva has found that opening branches in foreign territories is a spatial strategy adopted by the companies, as the location of production facilities aims to access domestic and foreign target markets. By having a large production and marketing platform strategically positioned, Brazilian meat multinationals have established direct integration with major global markets and leveraged their operating revenues.	Neto, (2019)Neto, O. A. (2019). The spatial strategy for the internationalization of brazilian companies in the meatpacking sector: the case of jbs and minerva. Boletim Goiano de Geografia, 39, 1-25. https://doi.org/10.5216/bgg.v39i0.57403 https://doi.org/10.5216/bgg.v39i0.57403...

Phases of the company’s internationalization process (Cavusgil, 1980Cavusgil, S. T. (1980). On the internationalization process of the firm. European research, 6, 273-281. https://www.researchgate.net/publication/302560081 https://www.researchgate.net/publication... )
PHASES	CRITICAL ACTIVITIES
Domestic marketing	Local market concerns
Pre-export phase	Deliberate search for information and preliminary assessment of the feasibility of undertaking an international marketing activity
Test implementation	Initiation of limited international marketing
Active involvement	Systematic exploration to expand marketing activity (sales, direct export).
Committed participation	Asset utilization based on international business opportunities

Topic in general	Indicator
Product innovation/value-added products	Participation of innovative products in companies with one or more types of product innovation.
Product innovation development method.	Share of companies with one or more types of product innovations that developed these innovations through imitation, adaptation, collaboration, or entirely in-house.
Collaboration	Collaboration participation of companies that collaborated with other parties on innovation activities (by type of partner or location of partner)
Digital platforms	Percentage of business using digital platforms or software to sell or buy goods or services.
Advanced use of technologies	Proportion of companies in the industry using advanced, enabling, or emerging technology.

ITEM Definition	Hypothesis
Ad1= Adoption of machinery	H1. The adoption of machinery is positively associated with the internationalization of meat firms.
Ad2= Adoption of software - digital platforms	H2. The adoption of software - digital platforms - is positively associated with the internationalization of meat companies.
Adexp= Adoption of cutting-edge technology	H3. The adoption of cutting-edge technology accounts positively for the internationalization of companies.
Ctech= Collaboration with other companies to acquire technologies	H4. Collaboration with other companies to acquire technology is positively associated with the internationalization of meat enterprises.
Cinprods= Collaborations to innovate in meat products	H5. Collaboration to innovate in meat products is positively associated with the internationalization of the firms.
Innovaprod= Innovation and design of meat products	H6. Innovation and design of meat products are positively associated with the internationalization of enterprises.
Inprodex= Product innovation for export	H7. The innovation of exportable products is positively associated with the internationalization of meat companies.
Icomp= Information sharing with customers	H8. Sharing information with customer is positively associated with the internationalization of meat companies.
Icomp2 = Sharing information with suppliers	H9. Sharing information with customer and suppliers is positively associated with the internationalization of meat companies.
Scli= Customer Satisfaction	H10. Customer satisfaction is positively associated with the internationalization of meat firms.
Spro = Supplier Satisfaction	H11. Supplier satisfaction technology adoption is positively associated with the internationalization of meat enterprises.
Scpexp= Customer-supplier satisfaction for export aspiration	H12. Customer and supplier satisfaction to aspire to export is positively associated with the internationalization of meat companies.
Communicacp= Effective customer-supplier communication	H13. Effective customer-supplier communication is positively associated with the internationalization of meat firms.
Haccp= Food Safety	H14. Food safety is positively associated with the internationalization of meat companies.

Authors	Theoretical support	Variablecategories support	Model items that support the theory	What is the relationship between the empirical model and theory?
Johanson & Vahlne (2009)	Uppsala (U)	TRUST	SCLI-SPRO (Customersupplier satisfaction). SCPEXP (Trust with customer-supplier to aspire to export).	The affective dimension of building trust is stronger, as the authors believe it deserves a similar status to the cognitive dimension. Relationships are characterized by specific levels of knowledge, trust, and commitment that may be unevenly distributed among the parties involved in the network, therefore, may differ in how they promote successful internationalization.
Paterson et al. (2008)Paterson, I., Maguire, H., & Al-Hakim, L. (2008). Analysing trust as a means of improving the effectiveness of the virtual supply chain. International Journal of Networking and Virtual Organisations, 5(3/4), 325-348. https://doi.org/10.1504/ijnvo.2008.018826 https://doi.org/10.1504/ijnvo.2008.01882... . Fischer (2013)Fischer, C. (2013). Trust and communication in European agrifood chains. Supply Chain Management: An International Journal, 18(2), 208-218. https://doi.org/10.1108/13598541311318836 https://doi.org/10.1108/1359854131131883... . Johanson & Vahlne (2009)	EMPIRICAL STUDIES Uppsala (U)	TRUST	COMUNIEXP (share information that assists the exports). ICOMP (Share information with customers). ICOMP2 (Share information with suppliers).	The factors: “Shared information” and “reliability” have a relative importance to build trust among the members of the industry or food chain. Effective communication seems to have an immediate impact on building trust.
Johanson & Vahlne (2009) Murphy et al. (2015)	Uppsala (U) EMPIRICAL STUDIES	FOOD SAFETY	HACCP (food safety processes).	RELATIONSHIP COMMITMENT DECISIONS: This variable implies that the firm decides to increase or decrease the level of commitment to one or more relationships in its network. In an extreme case scenario, if companies want to comply with commitment, they must provide food safety. International meat importers have a high degree of willingness to pay for food safety.
Bilkey & Teaser, (1977; Cavusgil, 1980Cavusgil, S. T. (1980). On the internationalization process of the firm. European research, 6, 273-281. https://www.researchgate.net/publication/302560081 https://www.researchgate.net/publication... & Reid, 1981Reid, Stan D. (1981). The decision-maker and export entry and expansion. Journal of International Business Studies, 12(Fall), 101-12. https://doi.org/10.1057/palgrave.jibs.8490581 https://doi.org/10.1057/palgrave.jibs.84... ). Oslo Manual (2018).	INTERNACIONALIZATION INNOVATIÓN MODEL (IM)	INNOVATION	INNOVAPROD (Products innovation). INPRODEX (Product innovationadded value products for exports).	INNOVATION IN THE MANAGEMENT OF THE COMPANY. This model (IM) assumes that each step to export is considered an innovation. The beginning of internationalization is the acquisition of knowledge to introduce innovations and new developments related to management.
Manual de Oslo (2018). Bilkey & Teaser, (1977; Cavusgil, 1980Cavusgil, S. T. (1980). On the internationalization process of the firm. European research, 6, 273-281. https://www.researchgate.net/publication/302560081 https://www.researchgate.net/publication... & Reid, 1981Reid, Stan D. (1981). The decision-maker and export entry and expansion. Journal of International Business Studies, 12(Fall), 101-12. https://doi.org/10.1057/palgrave.jibs.8490581 https://doi.org/10.1057/palgrave.jibs.84... ) Sereia & da Camara (2015Sereia, V. J., Stal, E., & Câmara, M. R. G. D. (2015). Fatores determinantes da inovação nas empresas agroindustriais de carne. Nova Economia, 25(3), 647-672. https://doi.org/10.1590/0103-6351/2344 https://doi.org/10.1590/0103-6351/2344...	INNOVATION (Companies cooperation)	INNOVATION	AD1, AD2 (Collaboration for the acquisition of technology & software) ADEXP (Adoption of cutting-edge technology). CINPRODS (Collaboration to innovate in exportable products) CTECH (Collaboration with other companies to acquire technologies)	Proportion of companies in the industry using advanced, enabling, or emerging technology. Participation of companies with one or more types of product innovations that developed these innovations through imitation, adaptation, collaboration, or entirely in-house. Proportion of collaboration of companies that collaborated with others on innovation activities (by partner type or partner location).

Item	Obs	Sign	Item-test correlation	Item-test correlation	Average Interitem correlation	alpha
y	99	+	0.7412	0.6890	0.3129	0.8723
ad1	99	+	0.5894	0.5158	0.3270	0.8793
ad2	99	+	0.4900	0.4057	0.3361	0.8837
mejproces	99	+	0.6584	0.5937	0.3206	0.8762
adexp	99	+	0.7227	0.6676	0.3146	0.8732
ctech	99	+	0.6440	0.5774	0.3219	0.8769
cinprods	99	+	0.6272	0.5582	0.3235	0.8776
innovaprod	99	+	0.4360	0.3469	0.3411	0.8859
inprodex	99	+	0.7542	0.7041	0.3117	0.8717
icomp	99	+	0.4424	0.3538	0.3405	0.8857
icomp2	99	+	0.3396	0.2439	0.3500	0.8898
comuniexp	99	+	0.7889	0.7448	0.3085	0.8700
scli	99	+	0.5130	0.4309	0.3340	0.8827
spro	99	+	0.5319	0.4518	0.3323	0.8819
scpexp	99	+	0.8024	0.7606	0.3073	0.8693
haccp	99	+	0.6189	0.5489	0.3242	0.8780
Test scale					0.3254	0.8853

Variables	y	ad1	ad2	mejproces	adexp	ctech	cinprods	innovaprod	inprodex	icomp	icomp2	comuniexp	scli	spro	scpexp	haccp
y	1
ad1	0.263^* * p<0.05.	1
ad2	0.262^* * p<0.05.	0.504^* * p<0.05.	1
mejproces	0.414^* * p<0.05.	0.634^* * p<0.05.	0.406^* * p<0.05.	1
adexp	0.589^* * p<0.05.	0.368^* * p<0.05.	0.171	0.457^* * p<0.05.	1
ctech	0.352^* * p<0.05.	0.444^* * p<0.05.	0.308^* * p<0.05.	0.413^* * p<0.05.	0.478^* * p<0.05.	1
cinprods	0.475^* * p<0.05.	0.339^* * p<0.05.	0.115	0.329^* * p<0.05.	0.444^* * p<0.05.	0.486^* * p<0.05.	1
innovaprod	0.252^* * p<0.05.	0.154	0.077	0.318^* * p<0.05.	0.297^* * p<0.05.	0.324^* * p<0.05.	0.217^* * p<0.05.	1
inprodex	0.610^* * p<0.05.	0.406^* * p<0.05.	0.103	0.426^* * p<0.05.	0.660^* * p<0.05.	0.463^* * p<0.05.	0.681^* * p<0.05.	0.369^* * p<0.05.	1
icomp	0.174	0.117	0.288^* * p<0.05.	0.145	0.152	0.285^* * p<0.05.	0.15	0.188	0.15	1
icomp2	0.072	0.038	0.255^* * p<0.05.	0.078	0.113	0.157	0.038	-0.03	0.055	0.617^* * p<0.05.	1
comuniexp	0.718^* * p<0.05.	0.392^* * p<0.05.	0.285^* * p<0.05.	0.403^* * p<0.05.	0.646^* * p<0.05.	0.429^* * p<0.05.	0.521^* * p<0.05.	0.331^* * p<0.05.	0.716^* * p<0.05.	0.194	0.079	1
scli	0.301^* * p<0.05.	0.263^* * p<0.05.	0.188	0.312^* * p<0.05.	0.275^* * p<0.05.	0.189	0.118	0.157	0.257^* * p<0.05.	0.219^* * p<0.05.	0.275^* * p<0.05.	0.266^* * p<0.05.	1
spro	0.306^* * p<0.05.	0.211^* * p<0.05.	0.249^* * p<0.05.	0.250^* * p<0.05.	0.328^* * p<0.05.	0.194	0.182	0.141	0.285^* * p<0.05.	0.139	0.300^* * p<0.05.	0.323^* * p<0.05.	0.630^* * p<0.05.	1
scpexp	0.757^* * p<0.05.	0.352^* * p<0.05.	0.313^* * p<0.05.	0.368^* * p<0.05.	0.631^* * p<0.05.	0.416^* * p<0.05.	0.590^* * p<0.05.	0.339^* * p<0.05.	0.721^* * p<0.05.	0.192	0.115	0.899^* * p<0.05.	0.285^* * p<0.05.	0.342^* * p<0.05.	1
haccp	0.646^* * p<0.05.	0.233^* * p<0.05.	0.232^* * p<0.05.	0.435^* * p<0.05.	0.401^* * p<0.05.	0.311^* * p<0.05.	0.397^* * p<0.05.	0.09	0.415^* * p<0.05.	0.281^* * p<0.05.	0.127	0.452^* * p<0.05.	0.240^* * p<0.05.	0.281^* * p<0.05.	0.463^* * p<0.05.	1

Variable	All variables		Selected variables
Variable	Marginal Effects	Delta method std. error.	Marginal Effects	Delta method std. error.
ad1	-0.115^ p<0.05,	-0.0541
ad2	0.046	-0.0433	0.00326	-0.0375
Mejproces	0.0552	-0.0414	0.0152	-0.0285
Adexp	-0.0161	-0.0472
Ctech	0.00174	-0.0272
Cinprods	-0.0147	-0.0234	-0.00619	-0.0238
Innovaprod	-0.00941	-0.0214	-0.0185	-0.0183
Inprodex	0.00109	-0.0343
Icomp	-0.0652	-0.065
icomp2	0.0291	-0.0478	-0.00752	-0.0251
Comuniexp	0.042	-0.0482	0.0403	-0.0354
Scli	0.0207	-0.0803	-0.00646	-0.0731
Spro	-0.104	-0.0966	-0.0378	-0.0746
Scpexp	0.123^* * p<0.1	-0.0643	0.0820^ p<0.05,	-0.0345
Haccp	0.150^ p<0.05,	-0.0601	0.118^* ***** p<0.01,	-0.028

Variable	Factor1	Factor2	Factor3	Factor4	Factor5	Factor6	Factor7	Uniqueness
ad1	0.3087	-0.0121	0.1409	0.6129	0.1989	0.0619	0.0636	0.4615
ad2	0.1823	0.2508	0.119	0.628	-0.0756	-0.0513	-0.048	0.4846
adexp	0.6488	0.0577	0.1922	0.1114	0.2004	0.101	0.2552	0.4109
ctech	0.3994	0.1983	0.042	0.3414	0.3507	0.2132	0.1265	0.4984
cinprods	0.5815	0.0465	-0.0078	0.0878	0.5171	-0.0228	-0.0277	0.3833
innovaprod	0.3353	0.0619	0.0604	0.0335	0.0896	0.4193	0.0256	0.6945
inprodex	0.7553	0.0071	0.1311	0.0314	0.3994	0.1231	0.0919	0.2283
icomp	0.1327	0.7423	0.0541	0.1099	0.0658	0.0748	0.0057	0.4064
icomp2	0.013	0.7055	0.2328	0.0513	-0.0161	-0.0627	0.0061	0.4411
comuniexp	0.9104	0.059	0.1041	0.1485	-0.0158	0.029	0.0291	0.1328
scli	0.1883	0.1652	0.676	0.1068	0.0296	0.0527	0.0168	0.465
spro	0.2534	0.1395	0.691	0.0975	0.0198	-0.0253	0.0084	0.4282
scpexp	0.9195	0.0848	0.1249	0.1223	0.0292	-0.0032	-0.0742	0.1104
haccp	0.451	0.1949	0.1506	0.1191	0.1943	-0.1834	0.0632	0.6464
Higher factor loadings	scpexp^* * Items correctly classified in their respective categories.	icomp^* * Items correctly classified in their respective categories.	spro^* * Items correctly classified in their respective categories.	ad2^* * Items correctly classified in their respective categories.	cinprods^* * Items correctly classified in their respective categories.	innovaprod^* * Items correctly classified in their respective categories.	adexp	Innovaprod
	comuniexp^* * Items correctly classified in their respective categories.	icomp2^* * Items correctly classified in their respective categories.	scli^* * Items correctly classified in their respective categories.	ad1^* * Items correctly classified in their respective categories.	inprodex			haccp^* * Items correctly classified in their respective categories.
				Ctech	ctech^* * Items correctly classified in their respective categories.
Category	Exports trust	Sharing information	Customer-supplier satisfaction	Tech adoption	Innovation cooperation	Product innovation	-	Global certification

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