國(guó)際管理教程和案例Chapter4 Managing Export Operations

Chapter4ManagingExportOperationsKeyPointsStepstoManagingExportOperationsPricinginExportMarketsStagesofExportMarketInvolvementTradeIntermediariesVitalQuestionstobeaskedPresentdayexporttradeMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigStepstoManagingExportOperationsStep1-SegmentWorldmarketsProductQualityandProductfeaturesegmentationFactorsinfluencingsegmentationPurchasingpowerConsumertastesWeatherconditionsLevelanddispersionofwagesandtechnicalskillsImportantfactorsinanalysisEmergingdemandmetbyinnovationsinproducttechnologyinonecountrythataremirroredinothercountriesDeregulationandrestructuringofmarketsGovernmentpoliciesandprogramsMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-2INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigStepstoManagingExportOperations(contd..)Step2-SelectanEntryStrategytoPromoteSustainableCompetitiveAdvantageStandardizedproducttoallmarketsProduct-LifecyclestrategyLocalizedmarketstrategyAcombinationofstrategiescanalsobefollowedStep3-Takealong-runPerspectiveInitialcostsmustbeviewedasinvestmentsReturnsoninvestmentswillnotbeimmediateinexportmarketsMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-3INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigPricinginExportMarketsStrategy1-RequiringpricesinexportmarketsthatyieldhigherreturnsthanareavailableindomesticmarketsBasedonthebeliefthatexportoperationsaremoreriskyrelativetodomesticsales-canresultinuncompetitiveprices.Strategy2-PricingtoyieldsimilarreturnsindomesticandexportmarketsBasedontheviewpointthatexportmarketsdonotnecessarilydifferfromdomesticmarketsStrategy3-Pricingtoyieldlowerreturns,orevenlosses,inexportmarkets—atleastintheshortrunReflectsanapproachthatviewsexportmarketsasthepotentialgrowthmarketsofthefuture-firmvulnerabletoantidumpingactionStrategy4-PricingtosellproductioninexcessoftheneedsofthedomesticmarketsolongasthesesalesmakeacontributiontofixedoverheadandprofitViewofexportmarketsasadumpinggroundforproductionintimesofexcesscapacity-firmsveryvulnerabletoanti-dumpingactionsMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-4INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigStagesofExportMarketInvolvementStage1–UnplannedentryUnsolicitedorderfromabroad,overproduction,decliningdomesticsales,pressures,“followtheleader”behavior,government-sponsoredtradefairs,andfundedexportmissionsStage2–SystematicevaluationoftheimpactofexportsStage3-Exportsbecomeamajorfactorinthefirm’sstrategyandoperations.McGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-5INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigTradeIntermediariesImportTradersForeveryexport,thereisanimportPureimportersaremarketconnectors;theycreatevaluethroughlinkingproducersabroadtobuyersinthedomesticmarketPureimportersusuallyhaveanadvantagesuchasknowledgeofthedomesticmarketandpracticesExportTradersTheyarealsomarketconnectorsTheiradvantageslieinknowledgeofmarketsinparticularcountriesorinknowledgeofworldwidemarketsforparticularproducts.TradingHousesPureimportoperationsandpureexportoperationsarejoinedtogetherin

thetradinghousesMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-6INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigVitalQuestionstobeaskedDoesourproductandfirmhaveasustainablecompetitiveadvantageinexportmarketsand,ifso,why?Whataretheexportmarketsandthesegmentsofthosemarketsthatwillvalueourproductsufficiently(relativetoothercompetingproducts)tooffsetourcostsofproductionanddistribution?Shouldthefirmexportastandardproductwithastandardmarketingmixworldwideorshouldittailoritsproductsandmarketingmixtoindividualexportmarkets?Whatnaturalandgovernment-imposedtradebarriersimpedelinkingproductioninonecountrytopurchaseinanother,andwhatfactorsmightfacilitatethislinkage?Whatarethemostappropriatechannelsofdistributionforourproducttoachieveourgoalsinexportmarkets?McGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-7INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigPresentdayexporttradeTariffandnontariffbarrierstotradehavefallengloballyandfreetradeareashavedeveloped.Firmsoftennowanalyzetradeopportunitiesonaregional,andsometimesevenbroaderbasisProductsareoftennotsentdirectlyfromonehomeproductionsitetoanexportmarketabroad.Inputsaresourcedinanumberofcountriesandassembledinothercountries,andthefinalproductissoldinyetothercountriesTradeintricatelylinkedwithforeigninvestment,jointventures,licensing,franchising,contractproduction,andcomponentsourcingMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-8INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigCountertradeAspecialformofexportingiscountertrade,thelinkedexchangeofgoodsforgoodsininternationaltradeCountertradecovers-Barter

,Counterpurchase,Compensationorbuyback,Productionsharing,Industrialoffsets,Switches,UnblockingfundsandDebtforequityswapsCanbecomplicatedandcostlytonegotiateandexecuteImportantcharacteristicsofcountertradecontractsneedtobeattendedtocarefullybyanexporterGenerallycountertradeisaninefficientformoftrade.ItcreatescostsandrisksforbothimportersandexportersMcGraw-Hill?2003TheMcGraw-HillCompanies,Inc.Allrightsreserved.Slide4-9INTERNATIONALMANAGEMENT5/eBeamish,Morrison,InkpenandRosenzweigMajorProjectDevelopmentImportanceandinvestmentincreasedduringthe1990s–likelytocontinuetoincreaseinthefuture.Generallyforinfrastructuredevelopment-electricitygeneration,telecommunications,waterandsewagetreatmentfacilities,andevenroadsandports.TypesofMajorprojectsTurnkeyprojectsFirmundertakestoconstructamajorproject,thenturnsitovertoitsownerswhenitisinfulloperationBuild,operate,andtransferprojects(BOT)Firmsbidfortherighttoconstructtheproject,thewinningfirmalsooperatesthefacilityafteritiscompleted.Ownershipislimitedtoacertaintimeperiod,afterwhichtheprojectistransferredtoanotherorganizationBuild,operate,andownprojects(BOO)Firmsbidfortherighttoconstructtheproject.Thewinningfirmalsooperatesthefacilityaf