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ion of forms. These essential prerequisites are not written down in a format that is accessible for exporters, especially a small business from the UK. Company A, which exports to a wide range of countries, also reported the ongoing need to learn about the correct shipping procedures for any new order, conscious that the wrong documentation will inevitably result in the non-delivery of the product and a delay of a number of weeks in correcting the error and moving the process forward. This type of learning was not perceived as difficult to undertake. Company B, for example, had sent the sales office manager on an export documentation course and the same company also found it relatively easy to seek advice on regulations or even to outsource many parts of these ‘technical’ processes. Similarly, the warehouse manager in Company C had attended a course about exporting and the company had obtained useful advice on the technicalities of exporting from a major supplier. Company F does not engage in any marketing specific to its export activities and there is no pattern to the countries from which they may attract an export order, the most recent contracts being for equipment in Austria and Ghana. Indeed, one of the two partners in the business is concerned that rapid development of international activity might threaten the stability and character of the firm. As such, there is little enthusiasm for export orders and they are treated in the same way as any UK order would be. Where procedural and technical advice is needed, it is usually obtained from haulage companies and from Customs and Excise. Overall, therefore, the use of books and manuals, the occasional off-the-job course for one or two people in the organisation, and the advice of contacts within their network of business relationships generally, enables firms to meet the ‘technical’ problems associated with international activity. Learning about markets and customers Some, but not all, of the case study companies also cited the importance of gaining local market knowledge. Company E, for example, invests considerable effort in sustaining business contacts with bigger customers. Likewise, the MD and the Technical Director within Company A spend considerable time out of the country visiting agents, and establishing and developing lasting working relationships. Within this organisation, the company is explicit about the need for two-way trust with their distributor network, feeling that business will be sustained only if there is a mutual acceptance of capability on both sides of the sales relationship. In Company B, the approach is very similar. The MD confirms the importance of effective relationships for sustained international business. Only a few people in his organisation have experience of international customers and know the sorts of behaviour and sensitivities that are important. Company D places great importance on the development of appropriate behaviour and relationships through the linguistic ability of key players within the organisation on the overseas side of the business. Company E was formed from a management buy-out of a large, multinational chemical company. Having worked within the larger organisation prior to the buy-out, the MD has previous experience of working internationally. In order to develop the business overseas further, the MD appointed a new person to run the UK operation in the late 1990s and redeployed himself and his family to Hong Kong for two years,