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5.5 The Cross Case Analysis
The purpose of the cross-case analysis in this research is to go beyond
initial impressions of the data from the individual within case analysis and
see the findings from diverse and broader perspective. It follows that this
analysis technique improves the likelihood of accurate and reliable theory,
which is a theory with a close fit with the data as the researcher can capture
the novel findings which may exist in the data (Eisenhardt, 1989).
Thus, the central idea in cross-case analysis is that a researcher constantly
compares theory and data-iterating toward a theory which closely fits the
data. Besides, the researcher is guided by dimensions which can be
suggested by the research problem or by existing literature, or the
researcher can simply choose some dimensions (Eisenhardt, 1989). Thus,
the fit between the conceptual framework and the themes which emerged
from the within case analysis framed the structured data analysis detailing
each of the constructs presented in the conceptual framework as they fitted
into the themes of the empirical data of this research. As a result, the cross-
case analysis begins with the presentations and discussion of cases which
appeared different in terms of the key constructs concerned. Hence, the
comparison between most successful case company (case four) and least
successful companies (case two and three) are discussed. The purpose of
discussing apparently opposite firms is to give an insight regarding key
factors of differences and thereby to facilitate the details cross case analysis
as it is framed based on the key constructs later.
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In view of the above logic, Case four (code 4) is found to be the most
successful company compared to the other case companies in export
performances. Even in the local market, the company sets a relatively higher
price than competitors but still customers pay for the difference "… in the
local market, we can sell what we produce with above average price,‘‘ the
marketing manager explained. On the other hand, cases two and three are
relatively the lowest performers in export market. However, still they claim
to have good reputation in the local market and the local sales volume is
still encouraging as a result. The remaining case companies have more or
less similar results with case company five which is judged to be relatively
average performer for this research purpose. So, further explanation is
required to attempt to answer why case company four is more successful
and why case companies two and three are less successful than others.
The critical analysis of the key success factors of the case companies
presented (as indicated by bold in the within case analyses tables) indicates
some level of differences in the companies‘ marketing plan focus, enabling
environment, and marketing strategies which may be regarded as the
possible explanations for their differences in performances.
It was theoretically presented in chapter three (resource base view chapter)
of this research that companies‘ internal strength is the major determinants
of their competitiveness. Such theory makes sense that under normal
circumstances, the external environment has similar influences for all of the
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case companies and hence it should be held constant. This implies a bold
claim that to the extent companies have appropriate internal strength, they
become competitive.
In connection to this, the RBV claim is well supported by the within case
analysis that even the ability to exploit the government‘s support depends
on each company‘s own strategy.
The government‘s support is varied which includes covering half of the
salaries of foreign expertise if a company wants to hire because of a
relatively higher wage rate for foreigners (evidence from case company four).
However, from the within case analysis, it was found out that only case four
(a relatively most successful company) has made use of such opportunities.
Moreover, producing better quality product and being perceived by
customers as such is the other marketing strength (core competency) of case
company 4 accompanied by higher price than industry average with more
sales volume even in the local markets. This finding confirms the prior
findings of (Aschalew & Elias, 2014) who argued that Ethiopian consumers
(if they are able to buy) are less price sensitive and give more weight to
perceived brand image in their purchase intentions. In brief, the following
table presents the key differentiating factors of best and least performing
case companies in this study.
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