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Welcome and programme
Session 2-3
02/05/2015
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Geneva goals
• Critical thinking process to further develop and organize your export marketing activities (knowledge, instruments and skills)
• improving the export possibilities (preparation) and success rate (implementation) of your own companies export activities.
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Geneva outcomes
• Market intelligence for decision making!
• Matching internal audit with market realities• Verification of market assumptions• Verification of first ideas on market entry strategy
• Discussion with your pears and expert• First steps to (writing) your market entry strategy• Understanding of next steps
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Geneva programme
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Date Morning Afternoon
Fri 1-5
Sat 2-5 training training
Sun 3-5 training EMP
Mon 4-5 Shop visits ???????????
Tue 5-5 Vitafoods Vitafoods
Wed 6-5 Vitafoods Vitafoods feedback
Thu 7-5 training
1 Introduction
2 EMP recap
3 EMP II
4 The EU NIHP market
5 Consumer trends
6 Industry trends
7 Segments and channels
8 Market access requirements
9 Market access requirements
10 Opportunities for NIHP
11 Opportunities for NIHP
12 Market intelligence
13 Market intelligence
14 Market intelligence
15 Programme close
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Export marketing plan – Part II
Session 2-3
02/05/2015
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The EMP - a recap
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• Very useful tool for: – Newcomers to international trade, – Entrepreneurs with export
experience/presence– internal and external analysis– From price-taker to price-maker
• Marketing and management instrument – Shared vision of your company.– Based on evidence – Living document
• Structuring and systemizing your market approach
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The Export Marketing Plan
❑ Your company and your role in the supply chain❑ The opportunities for your company in the export market❑ How to match what you offer to what the market wants❑ Focus on USPs, offering value to customers and communicating this
effectively❑ Who are your possible clients❑ Where to find these clients❑ How to get to these clients❑ Predict the profitability of the export venture
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D. Sales & Marketing PlanMarket Entry Strategy – Action Planning – HR and
management - Budgeting
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CBIs EMP process for South Africa
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Pretoria
EMP IUnderstanding EMP
structureYour internal audit
First ideas on market entry
Geneva
EMPIIMarket intelligence
Market confrontation – SWOTRoad to market entry strategy
Follow up training/guidance
EMP IIIAction planning
Human resource / management needs
Budgeting
Next to other training and guidance on product development, marketing, promotion, etc.
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EMP Structure
• Chapter 1, 2 and 3 Situation analysis• Chapter 4 and 5 Market research and audit• Chapter 6 SWOT Conclusions• Chapter 7 Competitor analysis• Chapter 8 and 9 Market assumptions and export objectives• Chapter 10 Export market strategy• Chapter 11, 12, 13 Planning, management and budgeting
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Step A: Business audit
Internal analysis: Strengths & Weaknesses
–Strategic profile:
› Who are you?
› What do you do?
– Identification of your current product-market combinations
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Step A: Business audit
Internal analysis: Strengths & Weaknesses
– What are your current results in these markets?
– What do you need to be successful in these markets (Critical Success Factors)? And how well do you score on these CSFs?
– What are your gaps in terms of current practice?
– Is your company ready to export to the EU?
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Step B: EU market audit
External analysis: Opportunities & Threats
• What’s the business environment? Look at developments at levels and factors below. Translate this into opportunities and threats
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Factors
Socio-cultural
Technological
Economic
Environmental
Political
Demographic
Levels
Consumer
Industry
Global/EU
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Step B: EU market audit
External analysis: Opportunities & Threats
• Market research can help you find the right market for your product market combinations
• Find your MARs and best markets Translate into Opportunities and Threats
CBI and partner organisations can help you!
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Step B: EU market audit
Competitive Environment:Identify your competitive edge and your critical success factors (CSFs) compared to your competition!
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Competitive Rivalry
within an industry
Bargaining power of suppliers
Bargaining power of
customers
Threat of new entrants
Threat of substitute products
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Internal analysis –SW-
External analysis -OT-
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SWOT: Extracting conclusions
!! Weaknesses to be addressed in ECP action plan!!
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Strengths vs Opportunities = Primary focus in EMP; Core competencies
Weaknesses vs Opportunities = Secondary focus in EMP; Internal action points
Strengths vs Threats = Possible future focus; Competitive strategy
Weaknesses vs Threats = Problem areaNo focus
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Step C: SWOT
Where does your company have the best chances? Define your:
• Products• Markets• Sales proposition (USPs)
Weaknesses?
Make note of your weaknesses and take them up in your ECP action plan
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Sales objectives and export targets
Verify your market assumptions
• Economic developments
• Difficulty of market entry
• External developments
Check export objectives
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SMART Objectives
• Specific: the product(s) and market(s) should be specified • Measurable: the objectives should be quantitative, expressed in
terms of sales value, sales growth, market share, number of customers etc.
• Achievable: the objectives should be based on your company’s strengths and its critical success factors (the internal potential) and market opportunities (external potential)
• Realistic: do not bite off more than you can chew! Results in relation to investments (and vice versa)
• Time-bound: use a planning horizon to reach your goals and limit the pay back period
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Market Entry Strategy
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Export Marketing Strategy
• Market Entry Strategy– Market selection and positioning– Product strategy– Pricing strategy– Distribution strategy– Promotion strategy– People strategy– Planet strategy
• What is your USP for each
• Management responsibilities• Export Action Plan• Budget and sales forecasts
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Positioning strategy
• How your business offering meets the perceived customer needs in the target markets
• Product/market mix – what you sell– at what price– where you sell– how you sell it – How does your product/market mix compare to the competitors’
marketing mix? – To what extent and in which areas do you differentiate from the
competition
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Positioning strategy
• Your product/market mix should make it clear for customers whether you are aiming for the top end of the market, at medium level, or at the lower end
• Positioning, based on a blending of perceived and physical added value, impacts on the choice of distribution channel, product quality and warranty, business communication and pricing
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Product strategy
• Develop product range in accordance with customer needs and market conditions (competition, market access requirements) in your target market.
• Can you use your existing product assortment or does it need adaptation?
• What is your product development capacity
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Kotler’s product review
Core product: • The product BENEFIT S• Meeting requirements for
product and the accompanying claim (HEALTH EXAMPLE)
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Kotler’s product review
Actual product:What features add value? Feature –benefit analysisAdding tangible product features to become competitive and build your USP, e.g.• Quality & consistency• Sustainability• Assured availability• Story telling
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Kotler’s product review
Augmented product: Additional benefits to strenghten your USP
Customer service
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Pricing strategy
• Often you cannot dictate your price.• If you can, what will the market
accept?• How will competitors respond?• Different strategies
–Cost-plus pricing–Competitive–Penetration–Perceived value pricing
Beyond price taker to real cost-based pricing
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Distribution strategy
• Which players through which channels?
• Direct or indirect to the new market?
• Cost-benefit analysis• Know you capacities
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Promotion
Market research needed to determine promotion strategy!
What is your message?What is the promotional mix
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PullPush
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Matching message and audience (1/2)
Who are we targeting?• To consumers?
–Different segments• To/in the companies?
–Different roles (purchasing, product development, quality control, marketing)
• To policy makers?
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Matching message and audience (2/2)
What is the message?
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Step
Establish your identity
What characteristics make up your identity?
Developing a Theme
What characteristics appeal to buyers?
Objectives Who to reach, what change to achieve?
Content • Informative?• Persuasive?
• Rational (claim linked to evidence)• Motivational (claim linked to needs/desires)
Format and delivery
• Advertising (media)• Personal selling (visits, fairs)
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Follow-up steps
• Additional training to look at• Management responsibilities• Action planning• Budgeting and forecasting
• In addition to training and guidance on key aspects to develop your product, business and marketing mix
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People
Do you have a team that is up for the task at hand?• Training• Service oriented• After sales support
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Process
As an exporter, you provide a product. Make sure that the process of delivering this product to your client is in order.
• Focus on customer satisfaction• Are your customers well informed?• Are your services efficient and helpful?
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Proof
A product is difficult to check before delivery, which is a risk for a buyer. Make sure that your buyers can ‘see’ what they are buying.
For example: • Certification standards• Safety datasheets• Technical datasheets
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Action plan
How do you go from ideas to action?• Make an action plan based on
your SWOT and marketing mix. –EMP actions: actions that
support strengths, maximise opportunities and minimise threats.
–ECP actions: actions that confront your company’s weaknesses.
• Check financial feasibility!–Budget
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