Document Type : Research Paper

Authors

• Maryam Rahimi ¹
• Roohollah Ghasemi ²
• Ali Mohaghar ³

¹ Department of Industrial and Technology Management, Faculty of Industrial and Technology Management, College of Management, University of Tehran, Tehran, Iran

² Department of Production and Operations, Faculty of Industrial Management and Technology, College of Management, University of Tehran, Tehran, Iran

³ Department of Production and Operations Management, Faculty of Industrial Management and Technology, College of Management, University of Tehran, Tehran, Iran

Abstract

In the competitive international market space, a company's export performance has been recognized as a key indicator of its success, and identifying the factors influencing it is of particular importance. Therefore, this study, with the aim of examining the simultaneous impact of "production capabilities" and "competitive strategies" on "export performance" through the "marketing capabilities" pathway in the AmadehLaziz Company, was conducted. This was an applied, descriptive correlational study. The sample size was calculated at 320 individuals, and the sampling method was stratified random. Data collection was done through questionnaires, and the validity and reliability of these questionnaires were examined and confirmed. The data was analyzed using structural equation modeling. The results indicated that production capabilities have a direct impact on marketing capabilities. Additionally, competitive strategies play a determining role in strengthening marketing capabilities. On the other hand, marketing capabilities have both direct and indirect impacts on export performance.
Introduction
The ready-to-eat and semi-prepared food industry in Iran has experienced considerable growth and now meets both domestic and export demands. The success of firms in this sector is highly dependent on their production capabilities—namely, the ability to design, manufacture, and deliver products that effectively meet customer needs. At the same time, competitive strategies play a vital role in positioning companies within domestic and international markets, ultimately influencing their export performance. Nevertheless, export success cannot be solely attributed to production capabilities or competitive strategies; marketing capabilities are equally essential for translating internal strengths into actual market achievements. Therefore, this study investigates the combined impact of production capabilities and competitive strategies on export performance, emphasizing the mediating role of marketing capabilities. The aim is to provide a comprehensive understanding of how these organizational drivers interact to enhance export outcomes in companies operating within the ready and semi-prepared food industry.
Literature Review
Production Capabilities: Production capability refers to the utilization of technology in the market. According to Makhmudov and Bustonov (2021), production capacity is the most critical phase of the feasibility factor. Serious opportunities can be gained to achieve an advantage in this area, but merely paying attention to these changes is not enough. Moreover, if you do not have the power to supply to the market or produce, the other capabilities will not hold meaning. Therefore, companies must always keep units such as equipment, human resources, and technical support ready in their operations for production power (Marx, 2020).
Competitive Strategies: Competitive strategies, depending on the characteristics and goals of each organization, are known as strategic guidelines that help enhance competitive advantage and maintain market position. These strategies can include choices such as cost leadership with a focus on process optimization, concentrating on specific markets or particular customer segments (Oyewobi et al, 2016).
Marketing Capabilities: Marketing capability is a set of skills, behaviors, tools, procedures, and knowledge that marketing specialists must possess to deliver a business strategy. Apasrawirote et al (2022) define marketing capability as the integrated process of utilizing the company's resources (tangible and intangible) to identify specific consumer needs, achieve competitive product differentiation, and deliver the brand's unique value.
Export Performance: The success or failure of a company in exporting products or services to foreign markets through strategic planning and implementation is known as export performance (Chugan & Singh, 2015). Export performance is also recognized as the share of a company in the export sector. For instance, a company attempts to sell goods in foreign markets, modify the product, and set the product price in the international market (Kambey et al, 2018).
Methodology
This research is applied in purpose, as its outcomes can support real-world improvements in firms’ export performance. From a methodological standpoint, it is a descriptive-correlational study employing survey data. Structural equation modeling (SEM) was used due to its capacity to assess complex causal relationships among latent variables. The statistical population comprised experts, managers, and specialists in production, marketing, and export departments at AmadehLaziz Company—one of the leading firms in the Iranian ready and semi-prepared food sector. Based on the general guidelines for SEM sample size, 320 participants were selected through stratified random sampling. Reliability was assessed using Cronbach’s alpha, while construct validity was examined through exploratory factor analysis (in SPSS 26) and confirmatory factor analysis. Data analysis was conducted using LISREL 8.83.
Results and Discussion
SEM results demonstrate that production capabilities significantly and directly enhance marketing capabilities. Competitive strategies also exert a strong positive effect on marketing capabilities, suggesting that companies equipped with robust strategic approaches and strong production foundations are better positioned to achieve superior marketing outcomes. Moreover, marketing capabilities have a direct and significant effect on export performance, indicating that firms with stronger marketing competencies achieve more favorable export results. The study further confirms the mediating role of marketing capabilities: production capabilities and competitive strategies influence export performance indirectly through marketing capabilities, while their direct effects on export performance are not significant.
Discussion and Conclusion
The findings highlight the critical role of production capabilities, competitive strategies, and particularly marketing capabilities in shaping export success within the ready and semi-prepared food industry. Companies aiming to enhance their export performance should develop integrated strategies that strengthen all three dimensions. The study emphasizes that effective marketing functions as a strategic bridge connecting production strengths and competitive positioning to tangible export outcomes. Enhancing marketing capabilities can therefore serve as a powerful lever for improving competitive advantage and international market performance.

Keywords

• Competitive strategies
• AmadehLaziz Company
• export performance
• production capabilities
• structural equation modeling

Main Subjects

• production and operations management