1 chapter xiii selecting and managing entry modes
TRANSCRIPT
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CHAPTER XIII
SELECTING AND MANAGING ENTRY MODES
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Learning ObjectivesExplain why and how companies use exporting, importing, and countertrade.Explain the various means of financing export and import activities.Describe the different contractual entry modes that are available to companiesExplain the various types of investment entry modesDiscuss the important strategic factors in selecting an entry mode.
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I. EXPORTING, IMPORTING, AND COUNTERTRADE
1. Why Companies Export
2. Developing and Export Strategy: A Four-Step Model
3. Degree of Export Involvement
4. Avoiding Export and Import Blunders
5. Countertrade
6. Export/ Import Financing.
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I.1 Why Companies Export
Three reasons:
Expand Sales
Diversify Sales
Gain Experience
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I.2 Developing and Export Strategy: A Four-Step Model
Step 1: Identify a Potential Market
Step 2: Match Needs to Abilities
Step 3: Initiate Meetings
Step 4: Commit Resources
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I.2.1 Step 1 Identify a Potential Market
Market research should be performed and the results interpreted
Novice exporters should focus on one or only a few markets.
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I.2.2 Step 2: Match Needs to Abilities
Assess carefully whether the company has the ability to satisfy the need of the market
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I.2.3 Step 3: Initiate Meetings
Having meeting early with potential local distributors, buyers, and others is a must
Initial contract should focus on building trust and developing a co-operative climate among all parties.
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I.2.4 Step 4: Commit Resources
After all the meetings, negotiations, and contract signings, it is time to put the company’s human, financial, and physical resource to work.
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I.3 Degree of Export Involvement
Direct Exporting
Indirect Exporting
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I.3.1 Direct Exporting
Direct Exporting
Practice by which a company sells its products directly to buyers in a target market.
• Sales Representatives
• Distributors
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I.3.2 Indirect Exporting
Indirect Exporting
Practice by which a company sells its products to intermediaries who resell to buyers in a target market.
• Agents
• Export Management Companies (EMC)
• Export Trading Company (ETC)
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I.3.2 Indirect Exporting
• Agents
Individuals or organizations that represent one or more indirect exporters in a target market
• Export Management Companies (EMC)
company that exports products on behalf of indirect exporters
• Export Trading Company (ETC)
Company that provides services to indirect exporters in addition to activities related directly to clients’ exporting activities.
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I.4 Avoiding Export and Import Blunders
Freight Forwarder
Specialist in export-related activities such as customs clearing, tariff schedules, and shipping and insurance fees.
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I.5 Countertrade
Countertrade
Practice of selling goods or services that are paid for, in whole or part, with other goods or services.
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I.5 Countertrade…
Types of Countertrade
Batter
Counterpurchase
Offset
Switch Trading
Buyback
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I.5 Countertrade…
Batter
Exchange of goods or services directly for other
goods or services without the use of money.
Counterpurchase
Sales of goods or services to a country by a
company that promise to make a future
purchase of a specific product from the
country.
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I.5 Countertrade…
Offset
Agreement that a company will offset a hard- currency sale to a nation by making a hard- currency purchase of an unspecified product from that nation in the future.
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I.5 Countertrade…
Switch Trading
Practice in which one company sells to another its obligation to make a purchase in a given country.
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I.5 Countertrade…
Buyback
Export of industrial equipment in return for products produced by that equipment.
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I.6 Export/ Import Financing
Advance Payment
Documentary Collection
Letter of Credit
Open Account
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I.6.1 Advance Payment
Advance Payment
Export/ Import financing in which an importer for merchandise before it is shipped.
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Documentary Collection
Export/ Import financing in which a bank acts as an intermediary without accepting financial risk.
I.6.2 Documentary Collection
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I.6.2 Documentary Collection
High
HighLow
Exp
orte
r’s
risk
Importer’s risk
Open Account
Document Collection
Letter of Credit
Advance Payment
Risk of Alternative Export/ Import Financing Methods
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Exporter Importer
Importer’s Bank
Exporter’s Bank
1
3
5
8
2 4 9 7 6
1. E/ I contract to sell/ buy goods2. E’s bank gives draft to E3. E ships goods to I4. E delivers documents to its bank5. E’s bank sends documents to I’s bank
6. I delivers payment to its bank 7. I’s bank gives bill of lading to I 8. I’s bank pays E’s bank 9. E’s bank pays E for goods.
I.6.2 Documentary Collection Process
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Draft (bill of exchange)
Document ordering an importer to pay an exporter a specified sum of money at a specified time.
Bill of Lading
Contract between an exporter and a shipper that specifies merchandise destination and shipping costs.
I.6.2 Documentary Collection
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Letter of Credit
Export/ import financing in which the importer’s bank
issues a document stating that the bank will pay the
exporter fulfills the terms of the document.
Several types of letters of credit:
An irrevocable letter of credit
A revocable letter of credit
A confirmed letter of credit
I.6.3 Letter of Credit
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Exporter Importer
Importer’s Bank
Exporter’s Bank
1
5
8
10
4 6 7 11 2
1. E/ I contract to sell/ buy goods2. I applies for letter of credit (L) 3. I’s B issues L to E’s B on I’s behalf 4. E’s B informs Economic of L5. Economic ships goods to I 6. E delivers documents to its B
7. E’s B checks documents & pays E 8. E’s B delivers documents to I’s B9. I pays its B for value of goods 10. I’s B sends payment to E’s B11. I’s B delivers documents to I
I.6.3 Letter of Credit
3
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Open Account
Export/ import financing in which an
exporter ships merchandise and later
bills the importer for its value.
I.6.4 Open Account
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II. CONTRACTUAL ENTRY MODES
1. Licensing
2. Franchising
3. Management Contracts
4. Turnkey Projects
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II.1 Licensing
Advantages of Licensing
Disadvantages of Licensing
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II.1 Licensing
Licensing
Practice by which one company owning
intangible property (the licensor) grants
another firm (the licensee) the right to
use that property for a specified period
of time.
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II.1 Licensing…
Cross Licensing
Practice by which companies use licensing agreements to exchange intangible property with one another.
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II.1 Licensing…
Here are few examples of successful licensing agreements:
NOVELL (US) licensed its software to three HK
universities that installed it as the campus-wide
standard.
HITACHI (Japan) licensed from Duales system
Deutschland (Germany) technology to be used in the
recycling of plastics in Japan.
HEWLETT-PACKARD (US) licensed from Canon (Japan) a
printer engine for use in its monochrome laser
printers.
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II.1 Licensing
Advantages of Licensing Licensors can use licensing to finance their
international expansion. Licensing can be a less risky method of
international expansion for a licensor than other entry modes.
Licensing can help reduce the likelihood that a licensor’s product will appear on the black market
Licensees can benefit from licensing by using it as a method of upgrading existing production technologies.
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II.1 Licensing
Disadvantages of Licensing
Licensing can restrict a licensor’s future activities.
Licensing might reduce the global consistency of the quality and marketing of a licensor’s product in different national markets.
Licensing might amount to a company “lending” strategically important property to its future competitors.
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II.2 Franchising
Franchising
Practice by which one company (Franchiser) suppliers another (the franchisee) with intangible property and other assistance over an extended period.
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II.2 Franchising
Some examples of the kinds of companies involved in international Franchising:
OZEMAIL (Australia) awarded Magictel (HK) a franchise to operate its Internet phone and fax service in HK
JEAN-LOUIS DAVID (France) awarded franchises to more than 200 hairdressing salons in Italy
BROOKS BROTHERS (US) awarded Dickson Concepts (HK) a franchise to operate Brooks Brothers stores across Southeast Asia.
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II.2 Franchising
Advantages of Franchising
Franchisers can use franchising as a low-
cost, low risk entry mode into new markets.
Franchising is an entry mode that allows for
rapid geographic expansion.
Franchiser can profit from the cultural
knowledge and know-how of local
managers.
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Disadvantages of Franchising
Franchisers may find it cumbersome to manage a
large number of franchisees in a variety of national
markets.
Franchisees can experience a loss of organizational
flexibility in franchising agreements. Franchise
contracts can restrict their strategic and tactical
options, and they may even be forced to promote
products owned by the franchiser’s other divisions.
II.2 Franchising
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II.3 Management Contracts
Management Contracts
Practice by which one company
supplies another with managerial
expertise for a specific period of
time.
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II.3 Management Contracts
Some examples of Management Contracts
BBA (Britain)
DBS Asia (Thailand)
LYONNAISE DE EAUX (France)
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II.3 Management ContractsAdvantages of Management Contracts
A firm can award a management contract to another company and thereby exploit an international business opportunity without having to place a great deal of its own physical assets at risk.
Governments can award companies management contracts to operate and upgrade public utilities, particularly when a nation is short of investment financing.
Governments use management contracts to develop the skills of local workers and managers.
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II.3 Management Contracts
Disadvantages of Management Contracts
Management contracts reduce the exposure
of physical assets in another country
Suppliers of expertise may end up nurturing
a formidable new competitor in the local
market.
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II.4 Turnkey Projects
Turnkey (Build- Operate-Transfer) Projects
Practice by which one company designs, constructs, and test a production facility for a client firm.
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II.4 Turnkey Projects
Here are two examples of International Turnkey Projects
Telecommunications Consultants India constructed telecom networks in both Madagasca and Ghana
Lubei Group (China)
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II.4 Turnkey Projects
Advantages of Turnkey Projects
Turnkey Projects permit firms to specialize in their core competencies and to exploit opportunities that they could not undertake alone.
Turnkey projects allow governments to obtain designs for infrastructure projects from the world’s leading companies.
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II.4 Turnkey Projects
Disadvantages of Turnkey Projects
A company may be awarded a project
for political reasons rather than for
technological know-how
Turnkey projects can create future
competitors
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III. INVESTMENT ENTRY MODES
1. Wholly Owned Subsidiaries
2. Joint Ventures
3. Strategic Alliances
4. Selecting Partners for Cooperation
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III.1 Wholly Owned Subsidiaries
Wholly Owned Subsidiaries
Facility entirely owned and controlled by a single parent company.
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III.1 Wholly Owned Subsidiaries…
Advantages of Wholly Owned
Subsidiaries
Managers have complete control over day-
to-day operations in the target market and
over access to valuable technologies,
process, and other intangible properties
within the subsidiary.
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III.1 Wholly Owned Subsidiaries…
Disadvantages of Wholly Owned
Subsidiaries
Companies must finance investment
internally or raise funds in financial
markets.
Risk exposure is high
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III.2 Joint Ventures
Joint Venture Configurations
Advantages of Joint Ventures
Disadvantages of Joint Ventures
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III.2 Joint Ventures
Joint Venture
Separate company that is created and
jointly owned by two or more
independent entities to achieve a
common business objective.
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Examples of Joint Ventures
SUZUKI MOTOR CORPORATION (Japan & India
government)
BILTRITE CORPORATION (US & China)
III.2.1 Joint Venture’s Examples
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III.2.2 Joint Venture Configurations
Forward Integration Joint Venture
Backward Integration Joint Venture
Buyback Joint Venture
Multistage Joint Venture
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III.2.3 Joint Venture Advantages
Companies reply on joint ventures to reduce
risk
Companies can use joint ventures to penetrate
international markets that are otherwise off-
limits.
A company can gain access to another
company’s international distribution network
through the use of a joint venture.
Companies form international joint ventures for
defensive reasons.
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III.2.4 Joint Venture Disadvantages
Joint Venture ownership can result in
conflict between partners.
Loss of control over a joint venture’s
operations can also result when the local
government is a partner in the joint
venture.
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III.3 Strategic Alliances
Strategic Alliances
Relationship whereby two or more entities
cooperate (but do not form a separate company)
to achieve the strategic goals of each.
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Examples of Strategic Alliance
SIEMENS (Germany) + HP (US)
NIPPON LIFE GROUP (Japan) + PUTNAM
INVESTMENT (US)
III.3.1 Strategic Alliance’s Examples
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Companies use strategies alliances to
share the cost of an international
investment project.
Companies use strategies alliances to tap
into competitors’ specific strengths
Companies turn to strategic alliances for
many of the same reasons that they turn to
joint ventures.
III.3.2 Strategic Alliance’s Advantages
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To create a future local or even global competitor
A company can reduce the likelihood of creating a competitor that would threaten its main area of business
A company can insist on contractual clauses that constrain partners from competing against it with certain products or in certain geographic regions.
Conflict can arise and eventually undermine cooperation.
III.3.3 Strategic Alliance’s Disadvantages
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III.4 Selecting Partners for Cooperation
Partner selection is a crucial ingredient for success. Now focus on partner selection on joint ventures and strategic alliances
Every partner must be firmly committed to the goals of the cooperative arrangement
Cooperation should be approached with caution.
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IV STRATEGIC FACTORS IN SELECTING AN ENTRY MODE
1. Cultural Environment
2. Political and Legal Environment
3. Market Size
4. Production and Shipping Costs
5. International Experience
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IV.1 Cultural Environment
The dimensions of culture-values, beliefs, customs, languages, religions- can differ greatly from one nation to another.
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IV.2 Political and Legal Environments
Political instability in a target market
increase the risk exposure of investments.
A target market’s legal system influences
the choice of entry model.
Firms tend to prefer investment when a
market is lax in enforcing copyright and
patent laws.
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IV.3 Market Size
The size of a potential market influences the choice of entry mode
Rising income in a market encourage investment entry modes
High domestic demand is attracting investment in joint ventures, strategic alliances, and wholly owned subsidiaries.
A market is likely to remain relatively small exporting, contractual entry.
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IV.4 Production and Shipping Costs
Setting up production in a market is desirable when the total cost of production there is lower than in the home market.
Low cost local production: Licensing, franchising
Turn out products with high shipping costs typically prefer local production Contractual and investment entry modes
There are fewer substitutes, discretionary items higher shipping and production costs Exporting.
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IV.5 International Experience
Illustrate the control, risk, and experience relationships of each entry mode
Most companies enter the international marketplace through exporting
Explore the advantages of licensing, franchising, management contracts, turnkey projects.
To become comfortable in a particular market: joint venture, strategic alliances and wholly owned subsidiaries.
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IV.5 International Experience
Con
trol
Risk
Experience
Exporting
Licensing
Franchising
Management Contract
Turnkey Project
Wholly Owned Subsidiary
Joint Venture/ Alliance
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V A Final word
Explained the important factors in selecting
entry modes and key aspects in their
management.
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THE END