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Make Decisions. Take Action
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Elizabeth Binning
GrowthWheel International Inc. Product and Learning Specialist
Best Practices in Choosing Foreign Markets To Do Export, Think Like a Start-up
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Webinar Program45 minutes
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Content today
Prioritizing Markets Keys to International Success
Step 1: Consider the ApproachReactive vs. Proactive
Step 2: Choose CriteriaWhat predicts demand?
Step 3: Weigh the CriteriaNot all equally important
Step 4: Consider Barriers What can be overcome?
Step 5: Analyze ResultsNext Steps
Reality, Not TheoryCase Study
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Your TurnTest Drive Tools
Burning questions at this point Experiences to share
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Prioritizing MarketsKeys to International Success
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Selecting the best foreign market Is a first choice in their
international growth strategy
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360º Perspective on Decisions and Actions Before
Exporting
Export ReadinessIs there financial and HR support committed to exporting?
Adaptation of products or servicesProduct standardization vs. adaptation?
Development of Country-specific Marketing PlansModifying domestic advertising & direct international advertising?
International PricingCurrency exchange pressures, local market conditions, tariffs?
Logistics and DocumentationShipping, insurance, and payments?
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All of these tasks will be uselessIf the company chooses markets
that have poor demand, are overly risky, or are not
competitive
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Why do companies choose the wrong markets?
Too often they rely solely on reactive market selection
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PollWhat percentage of your clients do you
help with loan applications?
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Identify & Rank Opportunities
Selection Criteria What is important?
Weigh the Indicators Not all equally important
Analyze Results But make an intuitive call
Rank Before Further ResearchSaves time and money
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Step 1: Consider the Approach
Reactive vs. Proactive
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Reactive Market SelectionCompanies enter a market based on “reacting” to opportunities or
from following competitors
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Reactive Market
Selection
Past leadsLook for trends in similar countries or regions
Past salesEven better than leads
Competitor BehaviorMaybe they know what they are doing?
Domestic Trade ShowsSuddenly you are an exporter!
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Date: Name: Company:
BUSINESS CONCEPT
v2.0
Licensed to:
Developed by:
DECISION SHEET
grow
thw
heel
.comGlobal Market Focus
Decide which geographical areas to focus on
Intention
Often some international markets seem more obvious to enter than others.
By having all the global markets in mind, we may think of new areas as potential export markets.
Process
Start by marking out the geographic areas that your company covers at the moment.
Continue by circling the company’s most attractive new export markets. Remember to go through all the global areas that are listed in the table.
Finish by listing the most relevant countries by continent or region.
Next Step• Explore which of the potential export markets
are most attractive. • Find out more about the most attractive
markets.• Make contact to possible associates with
connections in the relevant markets.
Y4.16+
/Customer Portfolio
North America South America Europe Africa Middle East Asia Oceania
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Proactive Market SelectionA more planned approach that
lists potential markets, anticipates demand, and ranks opportunities
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Why do companies choose the wrong markets?
Sometimes they rigidly adhere to their proactive market selection
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Step 2: Choose Market Selection Criteria
What is Predictive?
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What Data do We Need?Depends on what indicators are
important for the company’s products/services
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Selection Criteria
Product SpecificTrade stats, trade barriers, past sales
Industry SpecificProjected industry growth rates, level of competition
Economic & Political SpecificGDP, income distribution, risks
Demand# households, population, density
InfrastructurePaved roads, access to internet
NatureClimate, natural resources
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Date: Name: Company:
BUSINESS CONCEPT
v2.0
Licensed to:
Developed by:
DECISION SHEET
grow
thw
heel
.comMarket Criteria
Choose the right international markets
Intention
Choosing the right foreign markets to explore further can save time and money.
By ranking markets, whether they be whole countries or regions, based on criteria that makes our success more likely, we make it easier to choose between the potential options.
Process
Start by looking at the different types of criteria for selecting international markets and mark out how important each one is. Then make some notes to each of the relevant items about why it is important or why it is not.
Continue at the bottom table by writing down the potential markets. Give them scores from 1 to 5 according to how well they fit the company’s selection criteria for markets.
Finish by calculating the total score to decide on the best fit market.
Next Step• Call for a meeting with the team to talk over
the choice of market.• Look more into how attactive the market is to
weight importance of each market.• Draft next steps for further research including
potential travel.
CATEGORY MARKET CRITERIAIMPORTANCE
WHY IS THIS (NOT) IMPORTANTLow Med. High
Product Specific
Trade statisticsTrade barriersPast sales
Industry Specific
Projected industry growth ratesLevel of competition
Economic and Political
GDPIncome distributionProjected GDP growth ratesPolitical risks
Demand
PopulationPopulation growth ratesDensity of populationNo. of households
Infrastructure
No. of facilities linked to demandExtent of paved roadsAccess to internet
Nature
ClimateNatural resourcesSize of country
MARKET #1____________
MARKET #2____________
MARKET #3____________
SELECTION CRITERIA SCORE (1-5)
#1:
#2:
#3:
#4:
#5:
TOTAL SCORE
Y4.16.7+
/Customer Portfolio
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Tips for Selecting
Market Criteria
Total Size of the MarketWhat is the total market available?
Use a Single SourceEnsures the numbers are consistent
Incorporate Trade StatisticsEspecially if there is not a strong local industry
Demand for Comparable ProductsHS codes may be misleading
Quantitative Measures are BestDifficult to compare attitudes
Foreign Market Entry ModeRisks higher with DFI
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DiscussionYour reflections so far
Burning questions at this pointExperiences to share about GrowthWheel
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Step 3: Weigh the CriteriaNot All are Equally Relevant
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Weighing the FactorsDepends on what indicators are
important for the company’s products/services
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Date: Name: Company:
BUSINESS CONCEPT
v2.0
Licensed to:
Developed by:
DECISION SHEET
grow
thw
heel
.comMarket Attractiveness
Review attractiveness of the focus markets
Intention
Often we can choose from several different international markets and they may seem equally attractive.
By reviewing the markets on a set of attractiveness parameters, we can get closer to selecting the most relevant market(s).
Process
Start by making a list of countries and cities in the continents that the company is considering exporting to.
Continue by writing down what you find most and least attractive, respectively, about the markets. Find inspiration in the checklist.
Finish by giving points to the markets according to how attractive you think they are.
Next Step• Use evaluation to decide which export
markets to focus on.• Explore selected focus markets more in
depth. • Make action plan where you prioritize sales
and marketing efforts towards new focus markets.
CONTINENT COUNTRY CITY OR SEGMENT MOST ATTRACTIVE ABOUT THE MARKET
LEAST ATTRACTIVE ABOUT THE MARKET
ATTRACTIVENESS(TICK OFF)
1 2 3 4 5
CHECKLIST: MARKET ATTRACTIVENESS ✓The market Market size and growth
Competitiveness of environment
PricingNational conditions
Political conditions
Legal conditions
Language and culture differencesRelations Existing customer and supplier relations
Potential for partnerships
Personal network in the market
Personal preferencesResources Distance to home market
Cost levels
Y4.17+
/Customer Portfolio
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Weighing Each Criteria
for Importance
Is it Directly Related to Demand?Higher connection to demand = higher weight
Accuracy & Dependability of Data?Out of data or suspect data = lower weight
Barrier to Entry?If barriers can be mitigated = lower weight
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Step 4: Consider BarriersWhat Can be Overcome?
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Map the barriers to
entry
EconomicPrice level, purchasing power, financing
Competitive# competitors, barriers to switch
CostDuties, taxes, freight/storage costs, exchange rate stability
Technical Lack of Tech, Local standards, infrastructure
Legal & Political Product approval, sanctions
Cultural Customs, religions, language
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Date: Name: Company:
BUSINESS CONCEPT
v2.0
Licensed to:
Developed by:
DECISION SHEET
grow
thw
heel
.comBarriers to Entry
Map the barriers to entry in international markets
Intention
Entering an international market often involves bigger or smaller barriers.
By mapping out the barriers to entry and their significance we can focus on actions that can help us overcome the most important barriers.
Process
Start by noting for which market you are mapping the barriers to entry. Go through the listed examples of export barriers and add more points yourself if needed.
Continue by deciding how significant the barriers are.
Finish by describing the actions you can take to overcome the most significant barriers and note who is responsible for each task.
Next Step• Explore the barriers you know little about.• Figure out if some barriers are related and
the actions to overcome them can be combined.
• Make action plan to carry out actions to overcome most significant barriers.
MARKET:
CATEGORY EXAMPLES OF EXPORT BARRIERSSIGNIFICANCE
ACTIONS TO OVERCOME BARRIERS
PERSON RESPONSIBLELow Med. High Don’t
know
Economical
Price levelPurchasing powerExchange rateFinancing
CompetitiveMany competitors (local/international)Customer barriers to change of supplier
Cost related
Duties and taxesFreight costsExchange rate stabilityStorage costs
Technical
Poor production conditionsLack of technologyDifferent local technical standardsInfrastructure, logisticsAdministrative import barriers
LegalProduct approvalRules of dismissal (partners, employees)
Political
Political instabilityLegislationExport controls prohibiting exportSanctionsTrade barriersQuotas
Cultural
Cultural differences and dress codeReligious considerationsLanguage competences, dialectsPoor understanding of consumer behaviorBusiness customsCorruption and bribery
Y4.18+
/Customer Portfolio
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Step 5: Analyze ResultsNext Steps
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Goal of the Market ScreeningNarrow down choices before
doing in depth research
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Date: Name: Company:
BUSINESS CONCEPT
v2.0
Licensed to:
Developed by:
DECISION SHEET
grow
thw
heel
.comMarket Check
Do a market check before market entry
Intention
Before investing vast resources in a market entry, it may be a good idea to do a market check.
By describing the results we want to get from a market check and the resources it requires we can more easily prioritize the possibilities.
Process
Start by noting the market that you want to do the market check for. Then, get an overview of the different types of market checks. Add more activities if you like.
Continue by writing down how each market check should be carried out. Note also which results you want to end up with. Next, figure out how much time and money you want to spend on the market check.
Finish by prioritizing the different types of market checks.
Next Step• Explore more in depth the market checks you
have given the highest priority.• Make action plan for market check(s) to make
clear if you should enter the new market. • Delegate tasks to team members.
MARKET:
TYPE OF MARKET CHECK
HOW TO CARRY OUT MARKET CHECK THE RESULTS WE WANT TIME TO
SPENDMONEY TO
SPENDPRIORITY
Low Med. High
Individualmarket visit
1.
days2.
3.
Joint export campaign(Business delegation)
1.
days2.
3.
Participation in trade fairs
1.
days2.
3.
Participation in conferences
1.
days2.
3.
Pilot marketing campaign
1.
days2.
3.
Invitation to visit home market
1.
days2.
3.
Host trade missionin home market
1.
days2.
3.
1.
days2.
3.
✓ CHECKLIST: DESIRED RESULTS
Get more information
Find partner candidates
Identify possible facilities
Get market insight
Make the first sale
Y4.29+
/Customer Portfolio
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Primary Vs. Secondary DataFurther research
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Putting Results in PerspectiveTop performing markets should
be seen as likely candidates, but more research will be needed
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Current level of international experience
International expansion goals
Consider similarities of markets - geographic and cultural
Do trade agreements (eg, NAFTA) have impact?
Put Rankings in Perspective
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Hypothesis - Test - RevisitExperiment with an Iterative
Process
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Reality, not TheoryCase Study
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Small manufacturer in Central IL
Tents on trailer bases
So light weight, motorcycles can pull
Customers are baby boomers
Not the cheapest option
Tent Trailer Co
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Past Leads - Costa Rica
Past Sales - Canada
Not sure where competitors are selling
Step 1: Consider the
Approach
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Step 2: Choose Criteria
Population, ages 55+
Motor vehicles per 1000 people
US export of 871610
GDP per capita (PPP)
# of Camping Participants
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Step 3: Weigh the Criteria
Population, ages 55+ - 1.0 (neutral)
Motor vehicles per 1000 people - 3 (predictive)
US export of 871610 - 2
GDP per capita (PPP) - 3 (predictive)
# of Camping Participants - 3 (predictive)
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Heavy to ship (freight & storage costs)
CE Mark needed for recreational vehicles in EU
Local Competitors with lower costs
Step 4: Consider Barriers
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Top 5: Canada, Australia, New Zealand, Japan, EU
Because client was new to exporting, they chose to focus on Canada
Pilot program with N. American trade shows (Cabin Living)
Will look into finding a manufacturing facility in Oceana area to reduce costs
Step 5: Analyze Results
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PollHow many hours do you typically spend
helping clients with their loan applications?
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TO EXPORTTHINK LIKE A START-UP
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Be the Best Advisor You Can Be
GrowthWheel is the FrameworkJust add your expertise
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Thank youLet’s continue the conversation
Elizabeth @ growthwheel.com