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Many small‐ and medium‐sized firms lack the resources to conduct adequate foreign market research. Inexperienced managers often do not know where to begin. Once the decision has been made to investigate foreign opportunities, the new‐to‐international manager is faced with more than 200 alternative potential markets. Internationally experienced firms have a shorter list of alternatives because they are already operating in some of these markets, yet the number of possible alternatives is likely to exceed 100 countries. It is not feasible to fully assess all these alternatives. A more practical approach is to begin by screening these alternatives in order to identify a small number of potential markets. Subsequent to screening, potential markets should be subjected to an in‐depth analysis of cultural, legal, local cost, intermediary availability, and other vital environmental conditions.

Two hypotheses concerning two variables that potentially influence the “add/drop” foreign market decisions of U.S. exporters of sewing machines are developed and empirically tested. The variables are import market potential, and a surrogate measure of import market competitiveness. A third variable, concerning a developing country’s “trade regime” – Import Substituting, Export Promoting (Bhagwati, 1978) – is employed as a control variable in the tests. The two hypotheses are confirmed, and the results shed light on how U.S. exporters of sewing machines should analyze data on the three variables en route to adjusting their respective portfolios of export markets in a context of making add/drop foreign market decisions. The results of the research potentially contribute to three different literatures: the international marketing literature, the competitiveness literature and the “trade regime” literature in international economics.

Examines the impact and significance of marketing strategy variables on performance in a developing country which has instituted market reform measures. Changes in marketing strategy and performance were expected. Results were obtained from a survey of chief executive officers of the top 200 manufacturing companies in Nigeria. The findings suggest that customer service and reinvestment of profits had a significant positive effect on market performance. However, reduction of subsidiaries and employee were negatively related to performance.

Aims to identify and test criteria useful in screening potential worldwide opportunities. International business literature suggested the criteria which were applied in six product samples to determine whether the same criteria could be used across products. Accepts this proposition. Also shows that four criteria: product‐specific market size growth, indirect market size, trade, and level of economic development contributed most to the discriminating capabilities among potential markets.