현재 우리나라에서는 중소기업의 수출을 촉진하기 위해 중소기업청 및 지식경제부 등 중앙정부와 지방정부, 중소기업진흥공단, 한국무역협회, KOTRA 등 무역유관기관들이 다양한 지원제도를 실행하고 있다. 그럼에도 불구하고, 대다수의 중소기업들이 이러한 지원제도에 대해 잘 모르고 있거나, 이를 효과적으로 활용하고 있지 못한 실정이다. 또한 일부 수출지원제도의 경우에는 중소기업들의 정책수요와 수출발전단계 등 특성을 고려하지 않은 채 시행되고 있으며, 유사한 지원제도가 여러 유관기관에 의해 중복적으로 도입되어 예산이 효율적으로 집행되지 못하고 있다는 지적도 있다.
그동안 국내에서 수행된 수출지원제도에 대한 연구는 인지도 및 활용도에 대한 실태조사에 그치고 있는 경우가 연구가 대부분이며, 수출지원제도의 실질적인 성과분석에 대한 연구는 아직까지 매우 부족한 실정이다. 따라서 본 연구에서는 중소수출기업들을 대상으로 수출지원제도에 대한 인지도와 활용도, 그리고 수출지원제도에 따른 수출성과를 분석하고자 한다. 특히 본 연구에서는 수출발전단계에 따라 수출지원제도에 대한 구체적인 수요가 다를 것이라는 관점에서 수출발전단계에 따라 다양한 수출지원제도의 인지도 및 활용도, 수출성과에 차이가 있는지 알아보고자 한다.
이러한 실증연구의 결과에서 도출한 정책적 시사점을 토대로 본 연구에서는 중소기업의 수출경쟁력을 향상시키는 데 도움을 줄 수 있는 보다 효과적인 수출지원제도의 개발과 실행방안을 제시함으로써 정책연구로서 소기의 목적을 달성하고자 한다.There are various export support programs(ESPs) in Korea to promote the export of small and medium enterprises(SMEs) by the central government, such as SMBA and MKE, the local governments, and the export promotion agencies such as Small Business Corporation(SBC), KOTRA, KITA, etc.
However, since such programs are not widely known, most of the Korean SMEs cannot enjoy the benefit of them. Also, some of those programs do not consider the needs or the characteristics of the export development stages(EDS) of Korean SMEs. Thus, some programs are redundantly introduced by several organizations, causing an inefficient use of government funds.
Therefore, we analyzed the present level of perception and utilization of ESP, and the relationship among the perception level, the utilization level and the export performance of the SMEs. Specifically, based on the assumption that SMEs in different EDS will require different types of ESPs, we will empirically test whether there are differences in the perception or the utilization of the ESP in the EDS of SMEs.
An empirical study was conducted in order to verify the hypotheses,with 117 samples obtained through online and offline surveys of SMEs based in Daejeon. In this study, several statistical techniques, such as descriptive analysis, factor analysis, cluster analysis, reliability testing, ANOVA testing, and path analysis, are used to analyze the causal relations among the level of perception and utilization of the ESP and the performance of them.
The main results of this study are as follows.
First, the research revealed that the higher the level of perception, the higher the level of utilization of the ESP. This means that the level of perception should be increased in order to raise the level of utilization of the ESP. Also, the research result shows that the utilization of the ESP has a positive effect on both economic and strategic performance. Since it is prerequisite to raise the level of perception and utilization of the ESP In order to improve SMEs' export performance, it is required to intensify publicity activities and to develop more business-fiendly programs for SMEs such as ‘Reach Out Program'.
Second, the utilization of ESP has a higher effect on strategic performance than on economic performance. Also, it is revealed that economic performance is influenced by the indirect effect rather than the direct effect. More precisely, the utilization of EDS influences positively strategic performance such as SMEs' brand image, competitive power, etc. After that, the increased strategic performance make the economic performance higher. Therefore, it is required to focus not on improving the economic performance in a short term, but on modifying and reforming the current ESP to increase the strategic performance which will make eventually the economic performance in the long term.
Third, there are differences between the level of perception and utilization according to the EDS. Thus, a customized plan for increasing the level of perception and utilization for each EDS is required.
Finally, based on export development stages, there are differences in the relationship between the level of utilization and the performance of the ESP. This means that an ESP, customized to each firm's EDS, is required in order for the ESP to be a more effective and efficient program. The research revealed that the education/promotion support program and the export-promising SME support program are effective for the first EDS the foreign market penetration program and the education/promotion support program are for the second EDS and the foreign market penetration program is expected to be effective in the last EDS.
In conclusion, if we summarize implications of the existing literature and the result of this study, we can suggest several policy alternatives from 3 perspectives, 1) EDS perspective, 2) ESP problem perspective, 3) policy beneficiary and policy maker perspective to solve various problems of current ESP.
EDS
Policy Objectives
Support Programs
1st?EDS
(Export Introduction Stage)
Expanding Export Infrastructure
?Supporting domestic demand-bound companies to export
?Export incubating
?Domestic exhibition
?Foreign market information and Overseas marketing supports
2nd?EDS
(Export Growth Stage)
Intensifying Export Ability
?Sending trade promotion mission
?Training human resources for overseas expansion
?Supporting overseas branch opening
?Global networking
3rd?EDS
(Export Maturity Stage)
Improving
Export Structure
?Global brand support
?Supporting to receive global certification
?Foreign currency transaction supports and funding for SMEs
Problems
Suggestions
High Cost, Low Efficient Structure of ESP
?Reforming problems and building long term plan with verified ESPs
?Customized ESP for each firms considering its’ export capability and EDS
Policy-driven ESPs
?Modifying current ESPs and preparing new ESP from a demand perspective
?Benchmarking programs of foreign countries and customizing them
Lack of Objective Evaluation System
?Introducing periodical evaluation about ESPs to preventing budget mismanagement and efficient resource allocation
?Operating evaluation committee for developing and evlauating policies regarding SMEs
Low level of Perception and Utilization of ESP
?Intensifying P.R. of administering organizations of ESP
?Raising SMEs’ awareness of ESPs’ importance and effects
Lack of connection system among ESPs
?Strengthening the control function for preventing redundant supports and for utilizing budget efficiently
?Operating trade council consisting of MKE, SMBA, Local Governments, Agencies concerned with trade, Academic world, Market experts
Subjects
SMEs
(Policy Beneficiaries)
?Increasing the ratio of matching fund of benefitted firms
?Introduction of graduation of ESP benefit
?Establishing Internalization strategy in stages or Born Global Strategy by firm’s or overseas countries’ characteristics
?e-Transformation to learning organization considering rapid changes in trade environment in digital era
Government and Agencies
(Policy Maker)
?Changing support policy from direct support to Indirect support with global standards
?Building effective and efficient overseas marketing supporting system
?Developing objective and systematic evaluation tool
?Building cooperation system to utilize resources and budget among industry, academic world, research institutes, and governments
?Increasing education opportunities for policy maker about? overseas marketing