This summary is written on the entire course of Introduction to Export Management given at European Studies at THUAS. It includes chapter 1-11 of the book Export Planning and some extra's from the lectures.
Summary Exportplanning Leeman - 2nd edition 2017 - All Chapters
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Haagse Hogeschool (HHS)
European Studies
ES-2SEM-E4-17
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Introduction to Export
Management Summary
Phase 1 – Export Policy
Chapter 1
Country Position and Market Attractiveness
Countries compete with each other:
- Innovation
- Logistic ports
- Distribution
- Financial centers
- Health centers
- Medication
- Tourism
Internationalization of companies
Drivers for internationalization:
1. Market development as a strategy
Refers to the growth model of Ansoff. When companies reach a mature stage in their
home market, market development (internationalization), is one of the possibilities
to further grow the business
2. Need to follow its customer
Refers to the demand/requirement of the company to follow its customer abroad
3. Competition
4. Opportunities
Types of internationalization
- Ethnocentric (home country orientation)
Do not adapt their products to the needs and wants of other countries where they
have operations. They believe their home country is superior.
- Polycentric (host country orientation)
Equal importance to every country’s domestic market. They believe in uniqueness of
every market.
- Regiocentric (a regional country orientation)
Economic, cultural, or political similarities among regions.
- Geocentric (a world orientation)
The main idea is to target ‘global consumers’ who have similar tastes. They aim to
borrow from every country what is best.
,Export planning process
1. Export policy strategy development
Why?
Do we want to internationalize our company?
Vision/mission
External/internal analysis/ SWOT
International strategy definition
2. Export audit market entry analysis
Where?
Do we want to focus on the selected countries or markets?
Country/region selection
Value chain setup
Market entry options & choice
3. Export plan international marketing plan
How?
Is this export plan a sound proposal?
Marketing mix
Logistics and organization
Financial plan
4. Export roll-out implementation
What/When?
Has our first sales and shipping order been successful?
Milestones and scorecard
CRM and sales plan (front end)
Logistics and SCM plan (back end)
Chapter 2 – internal and external analysis
Company overview
Vision and Mission
Vision provides a big picture perspective of ‘who we are, what we do, and where we are
headed’.
Mission describes how to fulfill the vision.
Business Definition
The business definition according to Abell:
- The needs of customers (what)
- The customer groups which have these needs (who)
- The technologies used to fulfill these needs (how)
Product lines and markets
- Product portfolio of a company
- Geographic coverage of export markets
, Internal Analysis
Organization Structure
Overview of how a company is structured in terms of its functions, regions, and decision
lines
Management framework (7S model)
The 7S Model describes seven factors to organize a company in a holistic and effective way
- Hard factors:
Strategy
Structure
Systems
- Soft factors:
Staff
Style
Skills
Shared values
Capabilities
Whether or not a company is capable of going international depends on:
- Size of the company
- Company culture
- Experience of the company
- Type of product
External Analysis
DESTEP analysis
Analysis of the external environment of the existing markets of the company:
Demographic forces
Economic forces
Socio-Cultural forces
Technological forces
Ecological forces
Political forces
new (potential) markets will be analyzed later.
Trends analysis
The results of your DESTEP analysis. It is a summary of the two most important trends
impacting the business, and what conclusion can be drawn for the future of the firm’s
division/product line.
Five main steps to take when performing a DESTEP analysis:
1. Understand a product line’s relevant trends
2. Understand trend interdependencies
3. Distil likely issues from the identified trends
4. Forecast the direction of issues
5. Derive implications for the organization
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