Public policy makers: Improving export promotion programmes and entrepreneurial development in a lower emerging economy

Abstract

Purpose

Although there is great deal of research on export assistance programmes in developed countries, studies on developing countries in Africa has received scant attention in the literature. Lack of detailed information in many developing African countries makes it difficult to assess the effect of export promotion programmes (EPPs) on the firm’s export performance in foreign markets. The purpose of this paper is to explore entrepreneurial development in the value-added export sector of Ghana and screen EPPs provided by public policy makers to examine the impact of these programmes on export performance of Ghanaian firms in foreign markets.

Design/methodology/approach

A conceptual/exploratory paper is developed with discussion.

Findings

The paper suggests that the ability of exporters to enhance their performance is driven by the usage of outside market access, export development/training and information related export assistance programmes offered by public policy makers. Utilisation of EPPs builds experiential knowledge which serves as a source of competitive advantage for exporters to implement effective marketing mix strategies to enhance performance.

Practical implications

The study underscores the specific EPPs export managers can utilise to enhance performance and improve their international marketing strategy in foreign markets. Public policy makers need to work together with exporters to incorporate and develop programmes to suit the idiosyncrasies of foreign markets and boost the growth of value-added exports.

Originality/value

The study explores past literature to screen and evaluate the effect of EPPs and entrepreneurial development to boost export growth in Ghana – Sub-Sahara Africa.

Citation

Sraha, G. (2015), "Public policy makers: Improving export promotion programmes and entrepreneurial development in a lower emerging economy", African Journal of Economic and Management Studies, Vol. 6 No. 1, pp. 55-71. https://doi.org/10.1108/AJEMS-07-2013-0060