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1) Countries benefit a lot based on their facilitating of export and import business. For example, China has attracted increased foreign investment from DaimlerChrysler, Hewlett-Packard, GM, and other similar corporations by accommodating them to set up production facilities that will support local sales as well as exports to world markets. Governments commonly use four activities to support and encourage firms that engage in exporting. These are tax incentives, subsidies, export assistance, and free trade zones. Tax incentives treat earnings from export activities preferentially either by applying a lower rate to earnings or by refunding taxes already paid on income associated with exporting. Also, tax benefits are offered by governments which may include tax exemption or tax deferral on export income, accelerated depreciation of export-related assets, and generous tax treatment of overseas market development activities. Governments also support export performance by providing outright subsidies. Subsidies are direct or indirect financial contributions or incentives that benefit producers. Governments also provide assistance to exporters. Companies can avail themselves of a great deal of governmental information concerning the location of markets and credit risks. Assistance may also be oriented toward export promotion. Various agencies at different levels hold trade fairs and trade missions designed to promote sales to foreign customers. In an effort to facilitate exports, countries are designating certain areas as "free trade zones" and particular "special economic zones." These zones are geographic entities that offer manufacturers simplified customs procedures, operational flexibility, and a general environment of relaxed regulations. Thus, these ways are very helpful and have helped several companies.
3) The stages can be divided as shown in the following points:
1. If the firm is unwilling to export; it will not even fill an unsolicited export order. This may be due to perceived lack of time or to apathy or ignorance.
2. The firm fills unsolicited export orders but does not pursue unsolicited orders. Such a firm is an export seller.
3. The firm explores the feasibility of exporting.
4. The firm exports to one or more markets on a trial basis.
5. The firm is an experienced exporter to one or more markets.
6. After this success, the firm pursues country- or region-focused marketing based on selected criteria.
7. The firm evaluates global market potential before screening for the "best" target markets to include in its marketing strategy and plan. The probability that a firm will advance from one stage to the next depends on different factors. Moving from stage 2 to stage 3 depends on management's attitude toward the attractiveness of exporting and confidence in the firm's ability to compete internationally. However, commitment is the most important aspect of a company's international orientation. Before a firm can reach stage 4, it must receive and respond to unsolicited export orders. The quality
and dynamism of management are important factors that can lead to such orders. Success in stage 4 can lead a firm to stages 5 and 6. A company that reaches stage 7 is a mature, geocentric enterprise that is relating global resources to global opportunity. To reach this stage requires management with vision and commitment.
4) In order to promote domestic industries and agriculture and restrict the inflow of materials from unfavored nations, some governments impose certain barriers. The tariffs, which can be regarded as the three R's of global business: rules, rate schedules, and regulations, are imposed by countries. Duties can be imposed on goods and services, thereby making it difficult for importers to import as well as for consumers to buy. A Harmonized Tariff System (HTS) has been adopted by the majority of trading nations, under which importers and exporters have to determine the correct classification number for a given product or service that will cross borders. This classification helps in the identifying of the product and applicable tariff. A nontariff (NTB) can also be imposed which is any measure other than a tariff that is a deterrent or obstacle to the sale of products in a foreign market. This includes quotas, discriminatory procurement policies, restrictive customs procedures, arbitrary monetary policies, and restrictive regulations. A quota is a government-imposed limit or restriction on the number of units or the total value of a particular product or product category that can be imported. In addition, discriminatory procurement policies can take the form of government rules and administrative regulations specifying that local vendors or suppliers receive priority consideration. Customs procedures are also considered restrictive if they are administered in a way that makes compliance difficult and expensive. Discriminatory exchange rate policies are imposed to distort trade in much the same way as selective import duties and export subsidies. Finally, restrictive administrative and technical regulations can create barriers to trade. These may take the form of antidumping regulations, product size regulations, and safety and health regulations. Some of these regulations are intended to keep out foreign goods; others are directed toward legitimate domestic objectives.
8) Key export entities include purchasing agents, export brokers, and export merchants. They have no responsibility from the client. Others are export management companies, manufacturer's export representatives, export distributors, and freight forwarders. They are assigned responsibilities by the exporter. Foreign purchasing agents operate on behalf of, and are compensated by, an overseas customer known as a "principal." They generally seek out the manufacturer whose price and quality match the specifications of their principal. They often represent governments, utilities, railroads, and other large users of materials. Purchases may be completed as domestic transactions with the purchasing agent handling all export packing and shipping details, or the agent may rely on the manufacturers to handle the shipping arrangements. The export broker receives a fee for bringing together the seller and the overseas buyer. This fee is usually paid by the seller. The broker takes no title to the goods and assumes no financial responsibility. A broker usually specializes in a specific commodity, such as grain or cotton, and is less frequently involved in the export of manufactured goods. Export merchants are sometimes referred to as "jobbers" and they identify market opportunities in one country or region and make purchases in other countries to fill these needs. They typically buy unbranded products directly from the producer or manufacturer. The export merchant then brands the goods and performs all other marketing activities, including distribution. "Export management company" is the term used to designate an independent marketing intermediary that acts as the export department for two or more manufacturers whose product lines do not compete with each other. It may act as an independent distributor, purchasing and reselling goods at an established price or profit margin. It may also act as a commission representative taking no title or financial risk. Manufacturer's export agent acts as an export distributor or as an export commission representative. On the other hand, an export distributor assumes financial risk, whereas the export commission representative assumes no financial risk. The cooperative exporter is an export organization of a manufacturing company retained by other independent manufacturers to sell their products to foreign markets. Freight forwarders are licensed specialists in traffic operations, customs clearance, and shipping tariffs and schedules. A licensed forwarder receives brokerage fees or rebates from shipping companies for booked space.
9) Outsourcing refers to shifting production jobs or work assignments to another company in order to cut costs. When the outsourced work moves to another country it becomes "global outsourcing" or "offshoring." Due to intense competition in the marketplace, more and more companies are under pressure to lower costs. One way to do this is to locate manufacturing or consumer relation activities in China, India, Philippines, or other low-wage countries. In theory, this situation bestows great flexibility on companies and in reality, the consumer is unaware of the country where a product is manufactured or service is delivered. However, in the case of call centers, consumers get in direct contact with the service provider or its representative. Call centers also perform outbound services such as telemarketing. A variety of tasks such as airline reservation, completing tax returns, reading medical charts, and drawing up manufacturing blueprints are done by persons who do the job at a fraction of the cost compared to what it will cost in the home country. The decision to use outsourcing requires careful analysis since saving cost may not be the only factor for success of many products or services. This requires careful consideration of management's vision, costs and conditions, customer needs, logistics, country infrastructure, political factors, and foreign exchange rates. In formulating a sourcing strategy, company managers and executives should also recognize the declining importance of direct manufacturing labor as a percentage of total product cost. For example, Compaq found that the human labor portion in manufacturing a PC is only about 15 minutes. Thus, the cost involved in saving human labor is not as high as one would imagine and outsourcing may not be the best choice for all products or services. Also, the company image and customer loyalty can be adversely affected if outsourced
services are not quality conscious.
13) Many companies have experienced difficulties, some serious, when working with partners under joint venture agreement. Anheuser Busch first entered the Japanese market in order to cross the difficult barrier by entering into a licensing agreement with Suntory, the smallest of the brewers in Japan. Although Budweiser became popular, it had a minuscule share of the market. Anheuser-Busch then created a joint venture with Kirin Brewery, the market leader with a 90 percent stake in the venture. Kirin's distribution channel was very helpful, and Anheuser-Busch was able to use some of Kirin's facilities. On the other hand, Kirin gained a lot of knowledge about the beer market globally. The beer market did not increase substantially for Anheuser-Busch, and the joint venture was losing money. Finally, Anheuser-Busch decided to dissolve the joint venture and reverted to a licensing agreement with Kirin. Thus, joint venture does not work in all circumstances and at times licensing works as well. In order for the joint venture relationship to work well, both partners must share rewards as well as risks. The main disadvantage associated with joint venture is that a company may incur very significant costs associated with control and coordination issues that arise when working with partners in another country. Another disadvantage is that of potential for conflict between partners. These often arise out of cultural differences. Corning Glass and Vitro, Mexico's largest industrial manufacturer had a joint venture. Mexican managers viewed the Americans as too direct and aggressive, whereas the American managers believed Mexicans took too much time to make important decisions. Another disadvantage is that a dynamic joint venture partner can evolve as a stronger competitor. GM and South Korea's Daewoo had joint venture to produce cars for the Korean market. GM developed Daewoo's competitiveness, and finally Daewoo terminated the venture since their cars were not allowed for exportation. Thus, all the disadvantages have to be taken into account when entering into a joint venture agreement.