International entry modes

International entry modes http://cnettv.cnet.com/tata-nano/9742-1 53-50000141.html

The five-phase relationship model

Types of entry modes Exporting (indirect and direct) Inermediate entry modes Hierarchical entry modes

EXPORTING - number and type of intermediaries, functions performed – fullservice high specialization (clearing goods) PARTNER MINDSHARE ( the measurement of the strength of a relationship between manufacturer and export-partner in terms of trust, commitment, and cooperation - drivers: (1) commitment and trust; (2) collaboration; (3) mutuality of interest and common purpose product, brand and profit 3 major types: a) indirect export – through usually another domestic company – export house, trading company that performs exporting activities b) direct export – company performs exporting activities (majority of or all) itself c) cooperative export – collaborative agreements with other organizations – some exp. activities

Export modes

Indirect export modes Limited international expansion objectives Minimal resources Gradual market entry Test of market Little or no control over the way the product is marketed No contact Little or no information 1. Export buying agent (export commission house) – the overseas customer's hired purchasing agent operating on basis of orders received from the customer/buyer – scan domestic market 2. Broker – to bring a buyer and seller together; performs a contractual function; does not actually handle the products sold or bought; the broker is paid a commission (cca 5%); commodity specialist 3. Export management company (export house) – „export department“ for a range of companies; conduct business in the name of each manufacturer it represents; knowledge of the market!!!; specialization by geographical area, product or customer type; paid a commission; - competitive products, interest in high profitable products, lower specialization 4. Trading company – colonial times, Africa and East Asia, in Japan over 50% of whole export; barter – or counter trade, financing 5. Piggyback – non-competitive but related and complementary products; SME with a larger eporting company – full utilization of export facilities of a larger company

Direct export modes Manufacturer sells directly to the importer located in the foreign market DISTRIBUTOR independent company that stocks the manufacturer's product It has freedom to choose own customer and price Profit from the differences between seller and buyer price Exclusive representatives sole distributors in a country Buy on their own accounts Usually represents the manufacturer in all aspect of sales and servicing AGENT Independent company that sells on behalf of the manufacturer Usually it will not see or stock the product Exclusive, semi-exclusive, non-exclusive Commission on a pre-agreed basis Sells to wholesalers and retailers Gathering some market and financial information- but not always – depends on contract

Cooperative export - export marketing groups Functions: - exporting in the name of the association - consolidating freight, negotiating rates and chartering ships - performing market research - appointing selling agents abroad - obtaining credit information and collecting debts - setting prices for export - allowing uniform contracts and terms of sale - allowing cooperative bids and sales negotiation Usually SMEs – more effective

What to look for in an intermediary Size of firm Physical facilities Willingness to carry inventories Knowledge/use of promotion Reputation with supplier, customers, and banks Sales performance record Cost of operations Overall experience Knowledge of English or other relevant languages Knowledge of business methods in manufacturer’s country

Intermadiate export modes

INTERMEDIATE ENTRY transfer of skills and knowledge MODES Contract manufacturing – (1) outsourced to an external partner specialized in production and production technology – lower risk, lower costs, appropriate foreign market demand; better interaction with local market, high level of control; high flexibility; product could be exported (2) Licensing – patent covering a product or process, know-how, technical/marketing advice and assistance, use of trade mark/name – concentration on core competences - R&D, lower expertise for overseas, the end of the PLC in home country, government regulations restrict foreign direct investment (3) Franchising – product and trade name, business format package (trade mark/name, copyright, design, patent, trade secret, business and management know-how, geographic exclusivity, market research for the area ) (4) Strategic alliances/joint ventures – new opportunities, speed up market entry, lower costs compared to solely business; up-stream collaboration – on R&D and/or production; down-stream – marketing, distribution, sales, service - Y coalition; both streams – X coalition

Seeking for resources: Development know-how Sales and service expertise Low-cost production facilities Strategically critical manufacturing capabilities Reputation and brand equity Market access and knowledge Financial resources ? Who is the leading company? ? Double.management? ?Repatriation of profits? ? Shared equity? Mixing different cultures! Developing trust! Providing and exit strategy!

Contract manufacturing Contract manufacturing is the term used to refer to manufacturing which is outsourced to an external partner, one that specializes in production and production technology. Factors encouraging foreign market production Desirability of being close to foreign customers Foreign production costs are low Transportation costs may render heavy products noncompetitive Tariffs can prevent entry of an exporter’s products Government preference for national suppliers

Licensing the exchange of rights, such as manufacturing rights, to another in exchange for payment Rights that may be offered in a licensing agreement Patent covering a product or process Manufacturing know-how not subject to a patent Technical advice and assistance Marketing advice and assistance Use of a trade mark/trade name

Motives for licensing IN Licensor firm will remain technologically superior in its product development Licensor is too small to have financial, managerial or marketing expertise for overseas investment Product is at end of product life cycle in advanced countries but stretching product life cycle is possible in less developed countries OUT Opportunity for profit on key components Government regulations may restrict foreign direct investment or, if political risks are high, licensing may be only realistic entry mode Constraints may be imposed on imports

Franchising the exchange of rights between a franchisor and franchisee, such as the right to use a total business concept including use of trade marks, against some agreed royalty Types: Product and trade name franchising Business format ‘package’ franchising

Business format ‘packages’ Trade marks/ trade names/ designs Patents and copyrights Business know-how/ trade secrets Geographic exclusivity Store design Market research Location selection Human resources training Supply resources

Interdependence between franchisorfranchisee Franchisor-franchisee Fast growth Capital infusion Income stream Community goodwill Franchisee-franchisor Trade mark strength Technical advice Support services Marketing resources Advertising

Joint venture and strategic alliances Reasons for using joint ventures - an equity partnership between two or more partners? A B C – JOINT VENTURE A B STRATEGIC ALLIANCE Complementary technology or management skills can lead to new opportunities Firms with partners in host countries can increase speed of market entry Less developed countries may restrict foreign ownership Costs of global operations in R&D and production can be shared Entering new markets

Factors to consider within the cost/benefit analysis when deciding about JV/SA Financial commitment Synergy Management commitment Risk reduction Control Long-run market penetration Resources (own and of partner): critical manufacturing capabilities, low-cost production facilities, reputation/brand equity, market access/knowledge, development know-how, sales and service expertise.

Collaboration possibilities in the value chain Research and development Production Upstream 3 1 Upstream Research and development Marketing Sales and services Downstream 2 Downstream Production Source: Source: Adapted from Lorange and Roos, 1995, p. 16. Marketing Sales and services

HIERARCHICAL ENTRY MODES (1) (2) (3) (4) (5) The firm completely owns and control foreign market entry mode Allocation of responsibility and competence between head office and subsidiaries: Domestic-based sales representatives/manufacturer s own sales force Resident sales representatives/sales subsidiary/sales branch Sales and production subsidiary Region centre Transnational organization(globally integrated)

Type of modes Domestic-based sales representative type of sales representative resides in the home country of the manufacturer and travels abroad to perform the sales function Advantages Better control of sales Close contact with customers Disadvantages High travel expenses Too expensive for markets far from home subsidiary a local company owned and operated by a foreign company under the laws and taxation of the host country REASONS: To defend existing business To gain new business To save costs To avoid government restrictions

Methods of establishing a wholly-owned subsidiary and site selection criteria Methods: Acquisition and Greenfield investment Criteria: Investment climate Investment incentives Operational costs Workforce considerations Corporate tax advantages Quality of living Infrastructure in place Business services available Sufficient office space Presence of other companies

Foreign sales, sales and production subsidiary Advantages Full control of operation Market access Market knowledge Reduced transport costs Access to raw materials Disadvantages High initial capital investment Loss of flexibility High risk Taxation problems

Region centres Advantages Synergies on regional/global scale Scale efficiency Ability to leverage learning on crossnational scale Disadvantages Potential for increased bureaucracy Limited national level responsiveness Missing communication between head office and centre

Acquisition Advantages Quick access to Distribution channels Labour force Management experience Local knowledge Local contacts Established brand names Disadvantages Expensive option High risk Integration concerns

Greenfield investment Advantages Optimum format possible Optimum technology possible Disadvantages High investment cost Slow entry of new markets