...Zoontjes Jost Pannhausen Thomas Kodden Magdalena Sztych - de Vries Saxion University of Applied Sciences Enschede, The Netherlands 18 December 2015 Preface This assignment is written by four first year students of the IBMS course at Saxion Enschede. This final assignment will cover the overall recommendations and evaluation for the export plan of Albert Heijn supermarket stores to Austria. For this assessment we have overviewed the internal analysis and external analysis, the external analysis being the macro environment and meso environment. There was also the SWOT analysis with the confrontation-matrix. This all has been used to conclude the entry strategy and introduction plan. Ahnaíssa Christiaans, Esmay Zoontjes, Jost Pannhausen & Thomas Kodden December, 2015 Table of Contents Preface 1 Executive Summary 3 Introduction 5 1. Internal Research 6 1) Markets 6 2) Strengths & Weaknesses 6 2. External Research 7 1) Macro Environment 7 2) Filtering Process-1 9 3) Meso Environment 9 4) Filtering Process-2 11 5) Opportunities & Threats 11 3. SWOT, Export strategy & Introduction plan 11 1) SWOT Analysis & Confrontation Matrix 11 2)...
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...shops and hotels. Secondary target: Canada: This will be our secondary target market since its industry grew by 21% in retail value reaching $1.9 billion only in 2013. Making this country one of the highest per capita coffee consumption in the world. Canada has a population of 35.16 million people making it a tremendous market for global expansion. In Canada the distribution channels that will be used are representatives, distributors, and foreign retailers. Product selection Coffee beans roasted nondecaffinated 1. At what price should your firm sell its product in the foreign market? $6.50 2. What type of market positioning (that is, customer perception) does your company want to convey from its pricing structure? 3. Does the export price reflect your product’s quality 4. Is the price competitive? 5. What type of discount (for example, trade, cash, quantity) and allowances (for example, advertising, trade-offs) should your firm offer its foreign customers? 6. Should prices differ by market segment? 7. What should your firm do about product-line pricing? 8. What pricing options are available if your firm’s costs increase or decrease? Is the demand in the foreign market elastic or inelastic? 9. Is the foreign government going to view your prices as...
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...Free business plan workbook This workbook asks you many questions. The more you answer the more you understand of your new business. If some questions do not fit to your kind of business - just delete them. If you miss important questions - then insert them. The workbook is that flexible. You are the one in charge of developing your new business. A business plan A business plan is a description of the firm you are to establish and a plan for how to run and develop it. The plan will gather up the threads from all your other preparations and in this way guarantee that you get around all aspects at business start. A business plan is also a basis for negotiations with the bank and possibly business connections to convince them to give credit or a loan. It can also help you to convince family/ friends/ partners that it is a serious plan to start your own business. Follow the chronology of the workbook and you will bit by bit build your own business plan. The Dynamic Business Plan – the book behind the workbook |This workbook is short and concrete. To benefit fully from the workbook and to make sure you |[pic] | |cover all aspect of your start-up, you should read the book: The Dynamic Business Plan. | | |The book explains all the questions asked in the workbook. | | | ...
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...Intern. Mkt 4410 Export Plan Grieve case- Export Plan 1) Product: Laboratory and Industrial ovens and furnaces Tariff Number: 8417.80.00 2) Target Market: Singapore [pic] [pic] Singapore is located in Southeast Asia in between Malaysia and Indonesia. With a population of about 5.3 million, the people of Singapore are divided ethnically but mostly, about 75%, are Chinese. The next two ethnic groups are Malaysian and Indian. Mandarin and English are the two prime languages spoken in Singapore. The economy they have adopted is the free market economy, they have an open and corruption free environment, and have a GDP that ranks 7th in the world at approximately $62,000. With their stable prices and high levels of exports, Singapore is on its way to be one of the most established countries in Southeast Asia. 3) Market Entry Requirement: The Singapore market is easier to enter for Grieve because of the Free Trade Agreement that Singapore and the U.S. created in 2004. This agreement has been mutually beneficial for both countries, increasing their trade by 54% and making the U.S. the 3rd largest supplier of goods to Singapore. The agreement states that there are zero tariffs between the two, and there can not be an increase of any duties on U.S. products. Due to the open relationship, Grieve should be able to jump into the equation and utilize the free trade laws that in place to his advantage. It is the ideal location for market penetration due to...
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...Project International Marketing Final Export Plan Saxion University of Applied Sciences International Business and Management Studies Mr. Thierry Tartarin Mr. Roel Rietberg By: Group 10 – DIM1VC Garmy Busweiler (342693) Lennart de Jonge (351359) Jin Liu (326206) Hien Nguyen (350829) Yen Hai Pham (351894) Navar Rodriguez (328198) Table of Contents I. Executive Summary Page 5 II. Company description Page 6 1. History Page 6 2. Management Page 7 3.1. Ownership of the company Page 7 3.2. Mission and Vision structure Page 7 3.3. Organizational structure Page 7 3.4. Sustainability Policy Page 8 3.5. Qualifications and Key personnel Page 8 3. Export team Page 9 4.6. Member profile Page 9 4.7. Skills set and Knowledge Page 9 4. Financial Stability Page 10 5. Goals and Objectives Page 11 6.8. Corporate goals of Descol Page 11 6.9. Export goals and objectives Page 11 6.10. Constraints Page 11 6.11. SW analysis Page 12 III. Product/Service description Page 13 1. Domestic and International products/services Page 13 2.1. Typical profiles of end users Page 13 2.2. Product attributes Page 13 2.3. Life cycle of product Page 13 2. Growth potential Page 14 3.4. Domestic and Existing export markets Page 14 3.5. New product Research & Development Page 14 IV. New foreign market Analysis...
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...EXPORT STRATEGY ASSESSING A PRODUCT'S EXPORT POTENTIAL There are several ways to gauge the overseas market potential of products and services. (For ease of reading, products are mentioned more than services in this guide, but much of the discussion applies to both.) One of the most important ways is to assess the product's success in domestic markets. If a company succeeds at selling in a domestic market, there is a good chance that it will also be successful in markets abroad, wherever similar needs and conditions exist. In markets that differ significantly from the domestic market, some products may have limited potential. Those differences may be climate and environmental factors, social and cultural factors, local availability of raw materials or product alternatives, lower wage costs, lower purchasing power, the availability of foreign exchange (hard currencies like the dollar, the British pound, and the Japanese yen), government import controls, and many other factors. If a product is successful in a domestic market, one strategy for export success may be a careful analysis of why it sells here, followed by a selection of similar markets abroad. In this way, little or no product modification is required. If a product is not new or unique, low-cost market research may already be available to help assess its overseas market potential. In addition, international trade statistics (available in many local libraries) can give a preliminary indication of overseas markets for a...
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...mineral extraction) and to help find new export markets" The Political Environment - rules and regulations to protect the host country "as a reflection of political and economic policies which seek to plan and balance overseas trade" "to gain a competitive advantage over competing suppliers." .Money - some people cannot pay in the currency you want "to enable trade to take place in markets which are unable to pay for imports. This can occur as a result of a non-convertible currency, a lack of commercial credit or a shortage of foreign exchange" The Political Environment - local jobs and industry "to protect or stimulate the output of domestic industries (including agriculture and mineral extraction) and to help find new export markets" The Political Environment - rules and regulations to protect the host country "as a reflection of political and economic policies which seek to plan and balance overseas trade" "to gain a competitive advantage over competing suppliers." .Money - some people cannot pay in the currency you want "to enable trade to take place in markets which are unable to pay for imports. This can occur as a result of a non-convertible currency, a lack of commercial credit or a shortage of foreign exchange" The Political Environment - local jobs and industry "to protect or stimulate the output of domestic industries (including agriculture and mineral extraction) and to help find new export markets" The Political...
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...of commercial and industrial pumps, there is no export controls placed on the selling of the company’s product to the target primary market. There is no validated export license required to export the product to the primary target market. Product can be exported under the NLR (no license required) provision. Licensing requirements were determined from the Department of Commerce’s Bureau of Export Administration. Government regulations and standards do exist in the primary market of Kazakhstan. These requirements govern material contents, labeling requirements, electric current cycles and voltage, environment standards, CE marking requirements, and ISO compliance. With the use of an outside partner agency, the company can easily fulfill these standards and regulations. There are no geographic or climate differences that will affect product functions. The product is impervious to humidity, heat and/or cold conditions. With the product being sold to industrialized and commercial operations, there are no buyer preferences that must be acknowledged in this new buyer group. There are no product size, packaging or color preferences that need to be addressed. There are no outside preferences that will influence buying decisions. Cultural aspects might influence acceptance of the product. Religious beliefs, taste preferences, habits and lifestyles will need to be discovered and addressed prior to the implementation of the plan to distribute product in Kazakhstan. All of...
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...EXPORT STRATEGY ASSESSING A PRODUCT'S EXPORT POTENTIAL There are several ways to gauge the overseas market potential of products and services. (For ease of reading, products are mentioned more than services in this guide, but much of the discussion applies to both.) One of the most important ways is to assess the product's success in domestic markets. If a company succeeds at selling in a domestic market, there is a good chance that it will also be successful in markets abroad, wherever similar needs and conditions exist. In markets that differ significantly from the domestic market, some products may have limited potential. Those differences may be climate and environmental factors, social and cultural factors, local availability of raw materials or product alternatives, lower wage costs, lower purchasing power, the availability of foreign exchange (hard currencies like the dollar, the British pound, and the Japanese yen), government import controls, and many other factors. If a product is successful in a domestic market, one strategy for export success may be a careful analysis of why it sells here, followed by a selection of similar markets abroad. In this way, little or no product modification is required. If a product is not new or unique, low-cost market research may already be available to help assess its overseas market potential. In addition, international trade statistics (available in many local libraries) can give a preliminary indication of overseas markets for a...
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...Business Investments Brazil’s diversity places it in a position of distinction in the South American continent and strongly influences the attraction of foreign investment. It is the fifth largest country on the planet, with a population of 180 million inhabitants, responsible for a very promising, predominantly urban, market. The country has the possibility to overcome the situation of exclusion from the digital world for a large portion of its population (approximately 28 million Brazilians have internet access, the highest rate in Latin America), due to an increase in telephone services, particularly in the case of prepaid mobile telephones. In addition, the development of a specific model of digital television makes the Brazilian market a gigantic laboratory for the use of applied technology. Furthermore, Brazil has the largest and most diversified system of science, technology and innovation in Latin America, a result of the accrual of accomplishments in the last 50 years, which include the capacity for oil prospection in deep waters and the ability to build aircrafts. Furthermore, the country invests in space and nuclear programs, as well as in new areas currently at the border of knowledge, such as nanoscience, nanotechnology and biotechnology. Infrastructure and partnerships Within the area of infrastructure, due to the urgency in the social agenda, the demand for modernization is shared between the State and capital from the private sector, in initiatives...
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...idea in order to improve the unfavorable business condition of Blade in its host country, America. This policy suggested by Ben Holt, the company's CFO, is expected to likely bring significant benefits to the company and its shareholders. However, opportunities always come with challenges. The risks for international trade need to be carefully considered to ensure the effectiveness of the import from and export to Thailand. The advantages and disadvantages that Blade could gain from importing from and exporting to a foreign country such as Thailand will be presented in the following manners: a. Advantages Blade could gain from importing from and/or exporting to Thailand As a financial analyst for Blade, I suggest there are two advantages from exporting to and importing from Thailand's market: increasing domestic competitiveness, and sales and profits (Ashish, n.d.). This policy will increase domestic competitiveness, which can dramatically improve the competence level of Blade in the eyes of the opponents. The biggest benefit is clearly shown, as the company can import/export products from/to Thailand at a much lower cost. If the company can have a smooth negotiation with suppliers and distributors in Thailand, the profits earned will mark a remarkable success, which ensures a cheaper price of products for consumers and higher revenue for shareholders. Thus, sales and profits will be gained as expected. b. Disadvantages Blade could face as a result of foreign trade The...
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...The Australian Industry Group Business prospects in 2013: Australia’s gap year? februAry 2013 national CEo survEy: Principal contact person for this report: Julie Toth Chief Economist THE AUSTRALIAN INDUSTRY GROUP Direct Tel: (03) 9867 0124 Julie.Toth@aigroup.asn.au This report was produced with financial support from the Government of Australia’s Productivity, Education and Training (PET) Fund. © THE AUSTRALIAN INDUSTRY GROUP, 2013 The copyright in this work is owned by the publisher, The Australian Industry Group, 51 Walker Street, North Sydney NSW 2060. All rights reserved. No part of this work covered by copyright may be reproduced or copied in any form or by any means (graphic, electronic or mechanical) without the written permission of the publisher. ISBN 978-1-921768-44-6 2 Ai Group National CEO Survey 2013 Business prospects in 2013 Australian Industry Group National CEO Survey Business prospects in 2013: Australia's gap year? Ai Group National CEO Survey 2013 Business prospects in 2013 3 Key messages Business prospects in 2013: Australia's gap year? The Australian economy is going through significant change, with multiple, long-term forces restructuring our economy (such as global growth shifts and our own demographic changes), and ongoing challenges in our immediate outlook (such as the high Australian dollar and our relatively high business cost base). Recent drivers of growth are waning, with capital investment by the mining industry due to peak soon...
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...BALANCE OF TRADE Italy recorded a trade surplus of 1,907 EUR Million in April, 2013 as exports recovered and imports shrank. Total exports rose 4.4% yoy and imports declined 2.6%. The recovery in exports was broadly driven by the rise in shipments of pharmaceuticals products towards Belgium (+30.2%), Mercosur countries (+21.9%) and Asean countries (+19.1%). There was an increase in sales of pharmaceutical products, medicinal chemical and botanical products (+29.2%) and leather goods (+13.4%). Imports from OPEC countries (-34.0%), United States (-16.0%), and Switzerland (-7.9%) registered a sharp decline. With European Union countries, there was a trade surplus of € 441 million, narrowing from a surplus of € 650 million in April 2012. Exports to EU nations were up 3.1% yoy as Italy posted a global trade surplus of 4.626 billion EUR, compared with a deficit of around 4.2 billion EUR in Jan-April 2012.Historically, from 1991 until 2013, Italy Balance of Trade averaged a surplus equivalent to 248.45 EUR Million reaching the best surplus at 6382.91 EUR Million in July, 1996 and the worst deficit at 6389.31 EUR Million in January, 2011. In 2012, Italy was able to re-balance its foreign trade flows because the reduction in imports enabled the country to invert its long term trade deficit into surplus. Main exports included precision machinery (18%); metals and metal products (13%); clothing and footwear (11%) and motor vehicles (10%). Main imports included fuel (17%), motor vehicles...
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...countries have the potential to change the geopolitical dynamics of Asia.We shall first explore the history of bilateral trade relations between the two nations. History of Trade between India and Pakistan Bilateral trade between India and Pakistan could be of mutual gain to both as they were not separate once. Mumbai and Karachi, their major business centres are near each other, which serves another advantage. But these advantages are marred by disadvantages such as, non-tariff barreiers, poor trade facilitation measures like customs and porcedural barriers, difficult visa regime, poor infrastucture resulting in costly transportation, and many more. At the time of independence, almost3/5th of Pakistan’s total exports were directed towards the Indian market, and 1/3rd of its imports came from India (Sangani and Schaffer 2003). But discord in political relations obstructed bilateral trade. After India’s devaluation of its currency in 1949, Pakistan refused to devalue its currency and later imposed import restrictions, thus making the situation worse. Due to political and other tensions and conflicts, bilateral trade declined sharply. Trade between India and Pakistan almost ceased from the mid-1960s to mid-1970s due to the 1965 India–Pakistan war and the 1971 East-Pakistan war, which led to the creation of Bangladesh. More recently, bilateral relations between the two countries became tense after the...
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...push exports on anvil Our Economy Bureau 3 September 2004 New Delhi: A day after doling out sops to exporters, commerce and industry minister Kamal Nath today said that the government would bring out a trade leveraging policy apart from a special package for textiles, tea and coffee sectors to further push up exports. "India is one of the few countries in the world which will have incremental growth in its human skill resources in the coming years. We have never leveraged trade. I am going to work on trade leveraging policy. We have to see trade not only as a foreign exchange earner but also as a net employment generator," Nath said at a FICCI seminar on the foreign trade policy. Since the multi-fibre agreement is coming to an end in 2005, the minister said that the government would look at the entire textile chain and come out with a textile policy. Nath said that his ministry would also organise a seminar on textiles in the next one month to discuss issues emerging in the post quota regime. Stating that the days of government subsidising inefficiency were over, Nath said that the industry would have to match the strength of its competitors in order to achieve a quantum jump in its exports. He said issues like the inverted duty structure needed to provide a level playing field to the domestic industry particularly under regional and bilateral agreement would be addressed soon. The minister also admitted that infrastructure was the weakest link in the export chain...
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