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Exportbeleidsplan
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Export beleidsplanExport beleidsplan Girav
Esmee Zuijdijk
Alicia Slootjes
Sita Pynacker
Ruqiya Yusuf
Gamze Demirel
Business Studies
Januari 2021
, Export beleidsplan
Export beleidsplan Girav
Esmee Zuijdijk (648919)
Alicia Slootjes (647440)
Sita Pynacker (647276)
Ruqiya Yusuf (654589)
Gamze Demirel (654168)
Opleiding: Business Studies
Klas: ROBSFVT2D
Beoordelaar: Meneer T. Holtgrefe
Datum: 10 januari 2021
,Voorwoord
Voor u ligt het exportbeleidsplan dat is opgesteld voor Girav. Dit verslag is geschreven voor de
onderwijseenheid OE31 voor de opleiding Business Studies. Hier zijn wij aan het begin van het
schooljaar mee begonnen en wij hebben onze uiterste best gedaan dit tot een goed resultaat te
brengen.
Voor het schrijven van dit verslag is vooral gebruik gemaakt van deskresearch. Graag willen wij
iedereen bedanken die heeft bijgedragen aan dit verslag. Meneer T. Holgrefe willen wij graag nog
extra bedanken voor de feedback die hij ons gedurende deze periode heeft gegeven. Ook heeft hij ons
goed geholpen wanneer wij vragen hadden.
Wij wensen u veel leesplezier toe.
Alicia Slootjes, Sita Pynacker, Esmee Zuijdijk, Ruqiya Yusuf en Gamze Demirel.
Rotterdam, januari 2021.
, Management Summary
This advisory report examines the export options for Girav. Girav strives to organize its business
activities in such a way that maximum profit is achieved. In order to realize this, Girav is open to new
possibilities. To explore new possibilities, research has been done into what a potentially suitable
country would be for Girav to export to. The current strategy was evaluated to get a good picture of
Girav’s working method.
At first there were four potential export countries: Turkey, Iceland, Croatia, and Greece. After
extensive analysis, Iceland had emerged as the most favorable country. After choosing a suitable
country, we looked at the market entry strategy, the international marketing strategy and finally the
implementation and coordination thereof. In the last chapter, a conclusion is drawn, and some
recommendations are made.
Direct export mode has been chosen as the market entry strategy. The international marketing
strategy revealed that various marketing activities will have to be organized. The costs for these
marketing activities are €12.672, - per year. Finally, based on the investment forecast and the break-
even sales and turnover, it was analyzed whether the investment is feasible. This takes into account
the high marketing costs that will have to be incurred when entering the Icelandic market.
This report showed that Iceland is the best new export country for Girav. However, the total
investment is too high to recoup within three years. Girav will therefore have to decide after the first
year whether the marketing activities will continue in the second year. The turnover from sales in
Iceland and depreciation should be considered. The advice to Girav is to decide after the first year how
many marketing activities will take place in year two. This will depend on the turnover realized by
exporting to Iceland.
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