Leeman Export Planning

A 10-step approach -2nd edition-
2. Auflage 2018
ISBN: 978-3-7528-7491-4
Verlag: BoD - Books on Demand
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 308 Seiten

When a company initiates export development and internationalisation, it is essential to follow a systematic strategy formulation and decision-making process. Export Planning (2nd edition) provides a methodology to plan and achieve globalisation. This process of export planning consists of four phases: export policy, export audit, export plan, and export roll-out. Export Planning describes these 4 phases, and provides a 10-step guide for the construction of an international marketing plan. Export Planning will enable readers to: 1. systematically select and plan entries into new international markets; 2. enhance the chances of success through an integrated review of analysis and strategy by means of marketing, logistics, organization and finance; 3. assemble a sound line of reasoning from strategy to implementation. Export Planning is a practical book. It describes export and international marketing at a strategic, tactical and operational level, and combines theoretic models with relevant practical experience. New to this 2nd edition is an additional chapter on the implementation of the export transaction. This book is intended for bachelor and graduate students at business schools and universities. This book is also useful for anyone who wants to know more about export planning, international marketing and international market development.

Joris J.A. Leeman MBA is a consultant, trainer and author. He is founder of the Institute for Business Process Management (Institute-BPM.com) and a part-time lecturer at Arnhem Business School in the Netherlands.

Autoren/Hrsg.

Leeman, Joris

Leseproben

CHAPTER 2
Internal and external analysis

At the end of this chapter you will be able to:

1. describe a company briefly in terms of its vision and mission, its business definition, and its product lines and markets;
2. explain how to set up an internal analysis based on organisation structure, the 7S model, and organisational capabilities;
3. explain how to set up an external analysis by means of the DESTEP and trend analysis;
4. put together a SWOT analysis and TOWS matrix with its strategic options.

Case Coca-Cola: behind the brand

The world is changing all around us. To continue to thrive as a business over the next ten years and beyond, we must look ahead, understand the trends and forces that will shape our business in the future and move swiftly to prepare for what’s to come. We must get ready for tomorrow today. That’s what our 2020 Vision is all about. It creates a long-term destination for our business and provides us with a “roadmap” for winning together with our bottler partners.

Our mission

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions.

• To refresh the world...
• To inspire moments of optimism and happiness...
• To create value and make a difference.

Our vision

Our vision serves as the framework for our roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth.

People: Be a great place to work where people are inspired to be the best they can be.

Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people’s desires and needs.

Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.

Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.

Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.

Productivity: Be a highly effective, lean and fast-moving organization.

“The Next Generation of Sustainable Leadership – Making a Real Difference” Speech by Muhtar Kent, CEO of Coca-Cola on June 23rd, 2008.

“Today, I was asked to share some insights about ‘the next generation of sustainable leadership... and how it can make a real difference.’ Specifically, I’m going to frame my remarks around the responsibilities and demands facing the next generation of global food and beverage industry leaders. What do we expect from them? What do they expect from us?

I’m also going to talk about the need to adapt our business models to serve not only the most affluent markets through the most progressive outlets... but also the most under-served consumers in some of the most underprivileged regions of the world. Many of these consumers will be rising to the middle class in the coming decades and they will take their brand loyalties with them. Engaging this important – and overlooked – consumer bloc will be essential to sustaining global market leadership in the future.

Sustainable leadership will also require us to build cultures of sustainability within our companies. This will be the final area I will touch on today.

So, let’s start with the responsibilities and demands facing the next generation of leaders. Tomorrow’s leaders will need to be prepared to manage in an environment where the balance of global economic power is shifting dramatically.

The “new equilibrium”

Several new realities are emerging... and I refer to them collectively as the “new equilibrium”. They include:

• rising oil prices;
• rising food prices;
• growing middle class consumption;
• and rapid, rapid urbanization.

For the present and future leadership of the food and beverage industries, the implications of the New Equilibrium are profound. First, most experts believe the price of oil is no longer spiking. It’s simply rising as global demand increases and oil deposits become harder to access. The world is now paying about $5 billion more a day for crude oil than just five years ago. This is fuelling one of the largest transfers of wealth in history. It’s now estimated that oil-rich nations have a $4 trillion-dollar cache of petrodollar investments around the world. That figure could increase rapidly in the months ahead. Perhaps the most telling and recent example of this shifting influence is the fact that the Abu Dhabi Investment Authority is now one of the largest shareholders in Citigroup. Singapore’s GIC now owns a $15 billion dollar stake in UBS. Of course, oil booms and busts are not exactly uncommon. What is different now, however, is that we’re seeing solid, gradual gains as opposed to sudden peaks and valleys. This is also producing some unintended and far-reaching consequences, which is the second component of this shifting landscape. The surge in production of bio-fuels like ethanol is partly responsible for rising food prices around the world. So here we are with higher energy costs... and higher food costs. Now... factor in the sustained increase in demand for food and energy that’s being prompted by rising living standards in emerging nations. So, the third major shift we’re seeing is the growing global middle class. In fact, by 2015, some 700 million new consumers will be ascending to the middle class. Most of them will be found in emerging nations. That’s two markets the size of the United States added to the world economy in less than a decade! These new middle class consumers strive for the same things we want out of life – including better quality food and beverages. And like their counterparts in the developed world, most of these middle class consumers will reside in urban areas. Urbanization is the fourth component of the New Equilibrium. For the first-time in history, the majority of the world’s population is now living in urban areas. The urbanization trend is just beginning. For the next decade, 65 million people annually will migrate to urban centers. That’s roughly the equivalent of adding a city the size of metro Tel Aviv to our planet every 18 days. Every 18 days, another Tel Aviv is born. Clearly, what you see here with these four global shifts are significant challenges and opportunities that impact the sustainability of our industries – and our planet. Cost pressures... infrastructure pressures... distribution challenges... cultural challenges... training and development challenges – the list goes on. For all of us, it’s going to require shifts in thinking... shifts in behavior... indeed, shifts in our world view. How well our future leaders understand these new realities... accept them... and prepare for them… will determine our success in the coming years. The more we can do – together – as an industry to develop leadership will only strengthen the sustainability of the food and beverage businesses. Our strategy has always been to be the first to gain access to a market and to grow along with that market by providing jobs and economic opportunities. […]

Under-served markets in Eastern Europe

I’ve seen the power of investing in under-served markets first hand. One of the most exhilarating moments in my career came right after the Berlin Wall fell. In 1989, at the age of 36, I was promoted to president of Coca-Cola’s East Central European Division to spearhead the entry of Coca-Cola into the former Soviet Union and Eastern Europe. This was a group of 23 countries where for between 45 and 70 years some 350 million people had lived literally behind a wall. Concepts like basic human rights, freedom of speech, democracy, free enterprise and land ownership were all novelties. From the Baltics to the Balkans I saw new economies emerge and entrepreneurs born. One of my favorite entrepreneurs was a gentleman by the name of Nistor Branescu, who worked for me in Romania as a Coca-Cola truck driver. Nistor had “fire in the belly” and saw how much his fellow countrymen and women were yearning for our products. I encouraged him to set up his own distribution network to serve an industrial city not far from Bucharest. Nistor rented a truck and began canvassing neighborhoods, first selling to kiosks and state food stores. In his first year, he sold 300,000 cases – about as much as a typical distributorship in a major market like New York at the time. Nistor continued to invest in the business and within two years was selling well over a million cases a year – creating jobs and even more opportunity as he grew.”

Source: Case ‘Behind the brand’ is written by Joris Leeman, based upon material from Coca-Cola’s website: www.thecoca-colacompany.com, July 20th, 2009.

2.1 Export policy

This chapter focuses on how to create the basics for the export policy plan. It explains the elements of how to put together a company overview and internal analysis: mission, business definition, organisation, and capabilities. It then looks at the external analysis: DESTEP and trend...