...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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...目前难以逾越同时又必须逾越的一道障碍。那么目前中国企业面临着怎样一个现状呢？而我们又应如何应对这种状况，采取怎样的措施来加强防范？已被指控具有反倾销行为的企业又应采取怎样的应对措施呢？本文首先阐述了目前中国遭遇国外反倾销调查的现状、特点，接着分析了国外对我国进行反倾销调查的影响和原因，最后着重论述我国应对国外对华反倾销的策略建议——构建政府、行业协会和企业“三位一体”的反倾销应对体系。希望可以加强我国出口企业的国际竞争力，加快我国对外贸易的发展和我国经济的发展步伐。 关键词：我国出口企业，反倾销，现状，原因，应对策略 A trial research on coping strategies for China's export enterprises with anti-dumping under the new situation Abstract In recent years, anti-dumping issue has been a hot topic in China's foreign trade. Chinese products have become the world's NO.1 target in anti-dumping investigations for 14 consecutive years. Moreover, more than 1 / 3 of the anti-dumping investigations is against Chinese products in the last 3 years. With the rapid growth of exports, China is facing the growing threat of anti-dumping. Particularly after the outbreak of the international financial crisis in 2008, Europe and the United States implemented trade protectionism under the guise of anti-dumping investigation so vigorously that anti-dumping investigation on China has reached an unprecedented heat and created great obstacles and pressures to exports of the Chinese enterprises’ product. Now anti-dumping has become an obstacle of Chinese enterprises that is insuperable but has to overstep. Then what situation are the Chinese enterprises facing...
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...Chapter THIRTEEN Export and Import Strategies Objectives • To introduce the ideas of export and import • To identify the elements of export and exporting strategies • To compare direct and indirect selling of exporting • To identify the elements of import and import strategies • To discuss the types and roles of third-party intermediaries in exporting • To discuss the role of countertrade in international business Chapter Overview The first part of Chapter Thirteen is devoted to an examination of export and import strategies. Table 13.1 identifies the steps to consider when developing an export (or import) business plan. Next, the roles of a wide variety of third-party intermediaries are discussed. The chapter concludes with a discussion of the major issues related to export financing, including the use of countertrade as a form of payment mechanism. Chapter Outline OPENING CASE: Grieve Corporation—A Small Business Export Strategy A small firm located near Chicago, Grieve Corporation manufactures laboratory and industrial ovens, furnaces, and heat processing systems for the U.S. market. Grieve began losing business as (i) foreign competitors began to penetrate the U.S. market and (ii) its customers began to move overseas and started sourcing locally. With the help of the International Trade Administration of the U.S. Department of Commerce, Grieve was able to identify potential Asian distributors. During a business trip to Asia, the...
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...EXPORT STRATEGIES AVAILABLE TO FIRMS INTERNATIONALISING This report gives an insight into exporting, its definitions and other international business transactions, it goes on discussing the different strategies available to a firm internationalizing for the first time, and these include both direct and indirect strategies available, and provides examples of firms that use export strategies. It also gives the advantages and disadvantages of such strategies. At the end of the report it provides a conclusion and recommendations to what strategies a firm can adopt depending on the situation. 2.0 INTRODUCTION AND BACKGROUND The most conventional forms of international business transactions are international trade and investment. International trade refers to an exchange of products and services across borders. Exchange can be through exporting, importing or countertrade. Exporting is an entry strategy involving the sale of products and services to customers located abroad from the home base or third country. Importing is the buying of products abroad and bringing them to the home market. Countertrade is a business transaction where all or partial payments are made in kind rather than cash. Both finished and intermediate goods, such as raw materials and components are subject to trade. While on the other hand international investment refers to the transfer of assets to another country, or acquisition of assets in that country through foreign direct investment and contractual...
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...economic development strategies relate to economic growth/ development strategies and based on that discussion, what is actual today with regard to economic development? Development Economics Arman Poghosyan Yerevan, 2011 Growth and development are usually discussed in the same context while the goals of each are very different. Growth is mainly the process of expanding the size of community through the use of natural resources, economic resources and land. While development, on the other hand, is the process of improving living standards of community. Growth is critical for any community, but it doesn’t necessarily lead to development. Though usually there is no development without growth. One way to develop without growing is through two main economic development strategies, which are import substitution strategy and export promotion strategy. These two strategies were used by many countries to develop their economy. The choice between these two competing strategies is often difficult and subject of discussion of policy makers. And this choice often can be crucial. Import substitution strategy promotes domestic industry by substituting externally produced goods and services. Generally, countries applying import substitution strategies start with producing goods that don’t need an advanced technology. These goods usually are basic necessities such as food, water and energy. This strategy encourages development...
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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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...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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...| | Recent Trends in India ‘s foreign trade India's Trade PerformanceIndia’s merchandise exports reached a level of US $ 185.3 billion during 2008-09 registering a growth of 13.6 percent as compared to a growth of 29.1 percent during the previous year. Notwithstanding the deceleration of the growth in 2008-09, India’s export sector has exhibited remarkable resilience and dynamism in the recent years. Our merchandise exports recorded an Average Annual Growth Rate (AAGR) of 23.9 per cent during the five year period from 2004-05 to 2008-09, as compared to the preceding five years when the exports increased by a lower AAGR of 14.3 per cent. According to latest WTO data (2009), India’s share in the world merchandise exports increased from 0.8 per cent in 2004 to 1.1 per cent in 2008. India also improved its ranking in the leading exporters in world merchandise trade from 30th in 2004 to 27th in 2008. Box: 2.1 Export Target and Achievement during the last five years The Government had initially set an export target of US $ 200 billion for 2008-09, which was later revised downward to US $ 175 billion because of global slowdown in the second half of the year. With merchandise exports reaching US $ 185.3 billion in 2008-09, the actual exports exceeded the target by 5.9 per cent which is a remarkable achievement during a period of recession in countries of India’s major export destinations. | ExportsExports recorded high growth during the first half of 2008-09 although a...
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...Regulatory Procedures Customs Clearance Procedure for Exports Prepared By: Policy Planning & Strategy (Revised on July 15, 2002) Small and Medium Enterprise Development Authority Government of Pakistan www.smeda.org.pk HEAD OFFICE Waheed Trade Complex, 1st Floor , 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore Tel: (042) 111-111-456, Fax: (042) 5896619, 5899756 Helpdesk@smeda.org.pk REGIONAL OFFICE PUNJAB Waheed Trade Complex, 1st Floor, 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore. Tel: (042) 111-111-456 Fax: (042) 5896619, 5899756 helpdesk@smeda.org.pk REGIONAL OFFICE SINDH 5TH Floor, Bahria Complex II, M.T. Khan Road, Karachi. Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk REGIONAL OFFICE NWFP Ground Floor State Life Building The Mall, Peshawar. Tel: (091) 9213046-47 Fax: (091) 286908 helpdesk-pew@smeda.org.pk REGIONAL OFFICE BALOCHISTAN Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 831623, 831702 Fax: (081) 831922 helpdesk-qta@smeda.org.pk Customs Clearing Procedure for Export Policy, Planning & Strategy TABLE OF CONTENTS 1. Introduction to SMEDA 2. Role of Policy Planning and Strategy Group 3. Custom Clearing Process for Exports 4. Flow Chart Custom Clearing Process of Exports 5. Annexes: Sample Forms & Certificates 02 02 03 05 06 1 Customs Clearing Procedure for Export Policy, Planning & Strategy Introduction of SMEDA The Small and Medium Enterprise...
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...A SWOT Analysis on RMG Sector in Bangladesh RMG is the leading industry in Bangladesh. It is basically a labor-intensive industry and it needs limited financial investment and relatively simple technology compared to other high technical industries. The success story of Garment Industry in Bangladesh is the story as to how the readymade garments starting in the late seventies as an insignificant non-traditional item of export. In 1998-99 this sector has earned 4019.98 million US$ through exporting which is 75.67% of the total export. The tremendous success of Readymade Garment (RMG) exports from Bangladesh over last two decades has surpassed the most optimistic expectations. At present Bangladesh is the 6th largest exporter to USA and in 1997 Bangladesh becomes 18th largest exporter in the world. Now Bangladesh ranks first export of T-shirts to Europe (BGMEA, 1997-98). The overall impact of the readymade garment export industry is certainly one of the most significant social end economic developments in contemporary Bangladesh. The remarkable achievement of RMG sector is now exposed to each and every country. Despite these impressive achievements and the probable challenges in the near future, if properly managed, the prospects for further expansion and growth for this sector remain bright. There are some major threats still exits in this sector but Bangladesh has the ability to overcome these threats. Readymade Garment (RMG) industry holds a key position in the...
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...Export Readiness Analysis 2XU is an Australian sports apparel company established in 2005, the firm employs 45 full time employees making the firm a SME (Small and Medium Sized Enterprise) (Global Execellance, 2013). The firm specialises in producing compression clothing in the growing international sportswear market, which is worth US$244 billion (Heathcote, 2013). 2XU began as born global, with goals to establish itself as a global brand from conception. These goals were achieved in 2007, with direct exports to distributors based in the United States. Since, 2007 the firm has established itself as a gloabal brand with exports to 57 countries world wide (Heathcote, 2013). A crucial aspect of 2XU establishing itself as an international firm, has been the successful application of Export Market Development Grants from Austrade totalling $500,000 (Australian, Business Financing Centre, 2013); with the EMDG, reducuing the initial costs of exporting. While 2XU, has already established itself as a global firm, the company needs to continue its expansion into new markets, if it is to achieve is goal of $1 billion of sales within the next 10 to 15 years. Therefore it must be asked, is 2XU is ready to begin exporting to a new market? Export readiness measures how prepared a firm is to conduct its business within a new export market. An Export ready firm must fufill three criteria, it must have; a competitive advantage, suitable and adequete resources and have a clear strategy...
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...TABLE OF CONTENTS CHAPTER ONE - INTRODUCTION 1.1 BACKGROUND 1.2 OBJECTIVES 2 2 3 4 4 5 5 5 6 7 11 12 CHAPTER TWO - THEORETICAL ASPECTS 2.1 2.2 2.3 2.4 2.5 2.6 2.7 INTERNATIONAL TRADE – EXPORT & IMPORT LICENSING FRANCHISING JOINT VENTURES ACQUISITIONS FOREIGN SUBSIDIARIES FDI IN INTERNATIONAL BUSINESS CHAPTER THREE – BANGLADESH PERSEPECTIVE 3.1 INTERNATIONAL BUSINESS MODES USED IN BANGLADESH CHAPTER FOUR - CONCLUDING REMARKS 4.1 CONCLUDING REMARKS REFERENCES © Ferdous Mahmud Shaon, Student ID: 12164052 1|P age CHAPTER 1 - INTRODUCTION BACKGROUND If we spend a day looking around us, the importance of international business will become very obvious. We don't have to look far to see this. For example, if we have a mobile phone or MP3 player, then we can quickly find out at where they were made. What about the computer that was used to prepare this article, or the printer that was used for printing? When we eat, how much of the food we consume was actually produced in Bangladesh? In short, our lives and living standards are heavily influenced by the amount of international business and trades, we conduct with the rest of the world. Due to remarkable initiatives in regard of financial and trade liberalization over the last three decades, there has been remarkable increase in the volume of international business and trades. In Bangladesh, the policy of trade liberalization & free market economy in the 1980s has created both challenges and opportunities for our...
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...ABSTRACT The objective of this group project is to study the company to deal and manage the export activity within the foreign country. From the project will be discussed the incentives and activities to operate in export processing zone (EPZ) and what mode of transport available and suitable to use for sending the product. Besides that, type of packaging the herb for export to India and the main office activities and export market entry strategies to India also discovered in the project. The last part of the discussion in our project is discussed the export financial, all the export documentations and export procedures involved in the exporting activity. 1.0 COMPANY BACKGROUND Dherb is a one of the famous herb company in Malaysia. Dherb holding established in September 2010 and operates on a small scale for 2 years. Dherb holding founded by Dato’ Shazana binti Amiruddin. After 2 year operation, D'Herbs have now become a brand that has captured the hearts of consumers either in Malaysia, Singapore and Brunei with the operation formally in Wisma D'Herbs in Kota Damansara and our aim to become one of the famous brands in health and state nationalized neighbors and our goal to worldwide. In the year 2012, was the peak year for D'Herbs products in which we have under Label Company Berhad. We have developed our business by opening several branches around the country. With the opening of new branches,it will be easier for the customers to find our health products. So far, the...
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...core skill is in the design, manufacture, and installation of TV and radio broadcast systems, including broadcast and news-gathering vehicles with satellite links. In 1998, Megahertz’s managing director, Ashley Coles, set up a subsidiary company, Megahertz International, to sell products to the Middle East, Africa, and Eastern Europe. While the EU market for media and broadcasting is both mature and well served by large established companies, the Middle East, Africa, and Eastern Europe are growth markets with significant long-term potential for media and broadcasting. At the time, they were not well served by other companies, and all three regions lacked an adequate supply of local broadcast engineers. Megahertz International’s export strategy was simple. The company aimed to provide a turnkey solution to emerging broadcast and media entities in Africa, the Middle East, and Eastern Europe, offering to custom design, manufacture, install, and test broadcasting systems. to gain access to customers, Megahertz hired salespeople with significant experience in these regions and opened a foreign sales office in Italy. Megahertz also exhibited at a number of exhibitions that focused on the targeted regions, sent mailings and e-mail messages to local broadcasters, and set up a Web page, which drew a number of international inquiries. The response was swift. By early 2000, Megahertz had already been involved in projects in Namibia, Oman, Romania, Russia, Nigeria, Poland, South Africa...
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...STRATEGIC ALLIANCE: 1. This strategy seeks to enhance the long-term competitive advantage of a company by forming alliance with its competitors. 2. The objective of this alliance is to leverage critical capabilities, increase the flow of innovation and flexibility in responding to market and technological changes. 3. Similarly, a company may enter a foreign market by forming alliance with a company in the foreign market for marketing or distributing its products. 4. Strategic alliance, more than entry strategy, is a competitive strategy. 5. It enables companies to increase resource productivity and profitability by avoiding unnecessary fragmentation of resources and duplication of investment and efforts. 6. Such alliances are normally used in pharmaceutical, computer, nuclear and telematics industries, which have high fixed costs in research and development and manufacturing and high and fast changing technology. 7. The automobile industry has been witnessing several alliances for overseas operations. 8. An alliance in the telematics sector which essentially brings together two separate streams of technology related to information gathering and processing and also related to information transmission. 9. An example is IBM’s agreements with STET, Italy’s state owned Telecommunication Company and Nippon Telegraph and Telephone to develop computer communications services and a joint research venture with Ericson (Sweden) to explore...
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