Chapter 8 Exp MKT
Chapter 8 Exp MKT
Entry Modes
Export Marketing
Spring 2024
Export Entry Mode: Introduction
• Choice between using direct and indirect
exporting organizational forms involves:
MEAs play a crucial role in helping manufacturers expand their global reach and
increase sales in international markets.
Cooperative Organization
Piggyback marketing:
Export Combination
•Export combination refers to the cooperative effort of multiple
exporters or producers to enter foreign markets together.
•By pooling resources and expertise, exporters can benefit from
economies of scale, reduced costs, and increased market
penetration.
•Export combinations may involve joint marketing efforts, shared
distribution networks, or coordinated export strategies.
•This approach allows exporters to overcome barriers to entry
and compete more effectively in international markets.
Direct export
23
Licensing
• Franchising in Pakistan
– SBP limits the initial franchise fee up to $100,000
(regardless of the number of outlets) for lifetime.
– SBP also limits the continuing franchise fee to 5% of their
monthly net sales.
Contracting
• Contract Manufacturing:
– Contracting for the manufacture or assembly of products
by manufacturers established in overseas markets
– Advantages
• Minimum investment of cash, time, and executive talent
• Control over marketing, after-sales service and
protection of trademark.
– Disadvantages
• Potential competitor
• Control of manufacturing quality
Joint Venture
• Strategic focus:
– Expanding sales volume
– Improving productivity and cost reduction
28
Gray Market Exporting
31
Manufacturing Facilities:
General Considerations
• Three questions to answer:
– Location of facility
• Climate of the foreign capital
• Production considerations
• Special condition
– Degree of ownership
• Wholly owned
• Partially owned
– Implementation of the decision
• Start from scratch
• Use the acquisition route
Assembly Operations
33
Strategic Alliances:
Nature of Strategic Alliances
• Companies from two or more countries forming long-term
collaborative arrangements for mutual gain
• Core dimensions:
– Goal compatibility
– Strategic advantage
– Interdependence
– Commitment
– Communication and conflict resolution
– Coordination of work and planning
• Strategic alliances are necessary because of increasing
competition
34