Abstract
The lessons emerging from firms established expressly from their inception to serve foreign markets (innate exporters) differ from the lessons of firms that first served domestic markets and later included foreign markets (adoptive exporters). Innate and adoptive exporters differ in terms of their respective assessment processes, reasons for export involvement, managerial attitudes, and risk profiles. Successful Israeli innate exporters surmount their distinctive challenges with flexible managerial attitudes and practices. Their strategies and key success factors in 4 competitive scenarios (leaders, challengers, high performers, and nichers) are contrasted with those of other exporters. It is shown that the managerial attitudes and behavior of innate exporters are more conducive to eventual success than those of adoptive exporters. However, their limited resources and experiences limit their success. Adoptive exporters that are willing to change have profited in foreign markets.