International Boardroom Exportplan OE3
Afgerond met een 6
Dit Exportplan is gericht op de opdrachtgever Dutchweek. Dit is slechts een voorbeeld van het verslag. De inhoud mag niet worden overgenomen.
,Engelse samenvatting
We are Brainfreezers, a young professional commerce team. In this essay we have discussed the
positive and negative aspects of exporting Dutchweek’s service to Yukon, Canada. Firstly, we will take
a look at the central question and the corresponding sub-questions we will be answering in this essay.
The questions we will discuss and answer are the following:
The central question: ‘Is it realistic and achievable for Dutchweek to export to Canada?’
The sub-questions:
- ‘On the basis of which value-creating strategies can the export of the service/product be
realized?’
- ‘What does the implementation of the Ps (product, price, place, promotion, process, physical
evidence and personnel) look like?’
- ‘What cultural differences are there between the Netherlands and Canada, and how should
Dutchweek adapt to them?’
These questions will be the basis of our research method and our problem analysis.
To formulate a usable business plan, we will use the SDP model to have an understanding of the
important customer segments, which we will use to determine the correct target audience, which in
turn is used to determine the correct positioning Dutchweek will have to apply to their business. To get
an accurate analysis of the industry, we will make use of the five forces model by Porter. Based on this
research, and using different business models, like Porter's Three Generic Strategy model, among
others, we will examine the strategic choice of exporting to Canada.
The internal culture of Dutchweek, including internal rules and regulations, internal values, strengths
and weaknesses of the company will be assessed using various business models, like the ESH, DOR
and swot-model. Customer segments are further examined using the DESTEP and ABCD model.
In the chapter Chosen Business Model we will delve further into Dutchweek’s most important business
aspects using the Business Model Canvas, and we’ll look at the customer experience using the
Customer Journey Canvas. We will also look at the value of exporting to Canada using the
confrontation matrix, and touch on the legal aspects and implications. Next we will implement the
value proposition canvas to explore Dutchweek’s value proposition (how does Dutchweek create value
for its customers?).
To see how doing business in Canada compares to the Netherlands, we will research the cultural
differences, trends and developments, and the associated action plan.
To see how Dutchweek will generate revenue, we will discuss the transaction model.
In the chapter on corporate social responsibility, we look at people, planet and profit and the product-
market combination.
In our marketing plan we will take a look at the marketing mix, the deployment of people and
resources and the financial aspects of the export to Canada. Using the SMART method, two concrete,
directional and achievable goals have been formulated. These are short-term goals for the export of
Dutchweek to Canada.
Based on our research of the internal and external situation, the export country itself and the needs
and wants of the target audience, we have come to the conclusion that Canada is a plausible,
interesting option to export winter sport holidays organized by Dutchweek to. Lastly we will formulate
our advice to Dutchweek, in which we advise Dutchweek to export to Canada, based on our extensive
research, and the expected positive outcome of exporting to Canada.
*De verbeterde stukken zijn niet gearceerd of rood gekleurd, omdat (te) veel tekst is aangepast voor de
herkansing. Dit is makkelijker met het lezen en het nakijken. Sommige hoofdstukken beginnen niet op een nieuwe
pagina, om niet over het maximale aantal pagina’s heen te gaan.*
4
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