The findings reveal that customer focus is significantly positively related with export performance (t=2.663). This finding is consistent with that reported by other researches, inter-alia Marscherpa (2011), Asikhia and Binuyo (2012), Alam (2013), Mukerjee (2013), Verhoef and Lemon (2013), and Yaacob (2014).
However, the results need to be tempered by the views of Mahmoud, (2011) who argues that the idea of being customer focused is very noble, but it is not quite relevant for SMEs in developing countries as it is difficult to achieve. Nevertheless, Mahmoud (2011:242) further asserts that “the fact that the market orientation concept was developed largely from studies of large organizations makes it timely to examine the appropriateness of the construct to SMEs.”
Despite the above contrary results, it can be concluded that H1 which was stated as „There is a significant positive relationship between customer focus and the export performance of SMEs in Zimbabwe,‟ is supported by the findings of this study.
Drawing from the results of this study, it can be pointed out that by being „Customer Focused‟ manufacturing SMEs in Zimbabwe could improve their export performance.
It was also ascertained that the relationship between distinctive capabilities and the export performance of SMEs is positive, albeit not in a significant way (t= 0.681). This was evidenced by the fact that the majority of respondents stated that they do not have manufacturing experience, their products are imitable and not quite reputable, they do not
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have credible reputation in the export market and, they do not have marketing resources to undertake exports. All of the aforementioned were regarded as being necessary distinctive capabilities to enhance export performance (Junaidu, 2012; Freeman & Styles, 2014;
&Othman et al., 2015).
The results of this study therefore reveal that the above mentioned scenarios have implications on the export performance of SMEs, albeit not significantly. However, this was expected since some researchers inter-alia, Freeman and Styles (2014:187) opine that “due to the lack of resources, SMEs exhibit a haphazard approach with regards to the acquisition and use of export market information and consequently, the firm‟s risk in exporting increases, as decisions are often based on pure „gut feeling‟ as opposed to informative strategic decision making.” Furthermore, there is a notion that firms should selectively target different marketing capabilities to improve their export performance (Al-Aali, Lim, Khan & Khurshid, 2013). Thus, the results confirm that this notion cannot specifically apply to SMEs‟ in the developing countries as capable and reliable human resources are needed to target different marketing capabilities that will result in enhanced export performance (Khan, 2013).
Freeman and Styles (2014:186) also argue that “the combination of the internal firm assets (available resources) and market-based assets (capability development), enable exporting firms to identify opportunities and respond quickly to improve their export performance.”
However, these resources are not available to an SME, thus confirming that the results are insignificant. Therefore, based on the results it is apparent that although distinctive capabilities play a pivotal role in enhancing the export performance of SMEs; its impact on Zimbabwean manufacturing SMEs is not significant. Thus, the findings do not support the hypothesis (H2), which was stated as „There is a significant positive relationship between distinctive capabilities and the export performance of SMEs.‟
Another objective of this study was to determine the influence of customer value on the export performance of SMEs, since customer value was identified as one of the internal influences and part of the market-driven strategies that could enhance export performance of SMEs.
The findings revealed that there is a positive relationship between customer value and the export performance of SMEs, however the relationship is insignificant (t= 0.753). This could have been attributed to the fact that the majority of the respondents highlighted that they do not export products that effectively meet the expectations of the target customers, their
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exports do not encompass desired and perceived value, they do not export products that create long lasting impressions and their products have no co-creation value. All of the aforementioned are requirements for the creation of customer value and improving export performance (Ching-Hsun, 2012; Shanker, 2012; Allahham, 2013).
The relationship explored in this study was positive yet insignificant, implying that the products produced by Zimbabwean SMEs for export are not adequately meeting customer needs in the foreign market. The findings of this study differ somewhat from those reported by other researchers (Shanker, 2012; Yu-Shan & Ching-Hsun, 2012), which were positive and significant. This could be attributed to the availability of resources and location of the study; for example, developed countries tend to have adequate resources to finance exports compared to developing countries, more especially Zimbabwe, a country which does not have adequate resources. The aforementioned is supported by Ngugi et al. (2010) who argue that SMEs in developing countries may not be able to match customer value and organisational capability due to the nature of their size and resource constraints. Thus, the findings confirm that the direct effects of customer value on the export performance of manufacturing SMEs in Zimbabwe are insignificant (t= 0.753). Thus, H3 which was stated as „There is a significant positive relationship between customer value and the export performance of SMEs‟ in Zimbabwe‟, is not supported.
This study also endeavoured to determine the effect of cross-functional cooperation, on the export performance of SMEs. It emerged from this study that cross-functional cooperation influenced the export performance of SMEs; however the results of the study (t= 0.234) reveal that the influence is insignificant, implying that the effect of cross-functional cooperation and involvement on the export performance of manufacturing SMEs in Zimbabwe is minimal.These findings are different from that reported by some other researchers (Topolšek & Čurin, 2012), who reported a positive and significant relationship between cross-functional cooperation and a firm‟s performance. This could be linked to the size of the firms considered for the study as indicated by Mahmoud (2011). Drawing from the research findings, it can be pointed out that the surveyed SMEs in Zimbabwe have not fully embraced cross-functional cooperation to enhance their export performance. Thus, H4 which was stated as “There is a significant positive relationship between cross-functional cooperation and the export performance of SMEs‟ in Zimbabwe,” is therefore not supported.
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