Objectives to Achieve Goals

Accomplishing a goal requires establishing and achieving several specific objectives, which must

• Be clear, concise and attainable.
• Be measurable.
• Have a target date for completion.
• Include responsibility for taking action.
• Be arranged according to priority.

External Opportunities and Threats

The external environment is even more diverse and complex than the internal environment. There are many effective models to discuss, measure, and analyze the external environment (such as Porter's Five Force, SWOT Analysis, PESTEL framework, etc.). For the sake of this discussion, we will focus on the following general strategic concerns as they pertain to opportunities and threats:

· Markets (customers): Demographic and socio-cultural considerations, such as who the customers are and what they believe, are critical to capturing market share. Understanding the needs and preferences of the markets is essential to providing something that will have a demand.

· Competition: Knowing who else is competing and how they are strategically poised is also key to success. Consider the size, market share, branding strategy, quality, and strategy of all competitors to ensure a given organization can feasibly enter the market.

· Technology: Technological trajectories are also highly relevant to success. Does the manufacturing process of the product have new technologies which are more efficient? Has a disruptive technology filled the need that was currently being filled?

· Supplier markets: Suppliers have great power as they control the necessary inputs to an organization's operational process. For example, smartphones require rare earth materials; if these materials are increasingly scarce, the price points will rise.

· Labor markets: Acquiring key talent and satisfying employees (relative to the competition) is critical to success. This requires an understanding of unions and labor laws in regions of operation.

· The economy: Economic recessions and booms can change spending habits drastically, though not always as one might expect. While most industries suffer during recession, some industries thrive. It is important to know which economic factors are opportunities and which are threats.

· The regulatory environment: Environmental regulations, import/export tariffs, corporate taxes, and other regulatory concerns can poise high costs on an organization. Integrating this into a strategy ensures feasibility.

While there are many other external considerations one could take into account during the strategic planning process, this list gives a good outline of what must be considered in order to minimize unexpected threats or missed opportunities.

11. Organizing operation of the IBM. Managing export/import operations.

Operations –it’s about implementation of the strategy negotiating and signing foreign contracts

Exporting- selling and shipping raw materials ,products or services to other nations

Importing – purchasing raw materials,producs or services through his own bringing the into one’s own country.

Direct export/import- a producer commercializes his goods rthrough his own commercial structures and agents

Indirect export/import – differentiation of commercial functions from those of production. Producer appeals to autonomus commercial entities to commercialize his goods.

Channel of distribution – the way that a good follows from a producer to a final consumer, as for its design is distinguished by its lengths,breadth,depth.

Lenghts- the nr of intermediaries in each chain ( producer,wholesale)

Breadth – the number of intermediaries of each type in each market intensity of market

Depth of Cd- how close or far is a good to the final consumer

12. Methodology for the identification of an appropriate export/import market in a global economy.

Exporting is the act of producing goods or services in one country and selling or trading them to another country.
METHODS OF EXPORTING

DIRECT EXPORTING.

The typical exporting system is a company-owned export department, in which a manufacturer sells directly to companies or consumers in foreign countries. In this arrangement, the company has complete control over the marketing and distribution of its goods and services, distribution, sales, pricing, and other business choices.

INDIRECT EXPORTING.

When a company uses a home-based merchant or agent to find and deliver goods to foreign buyers it utilizes indirect exporting. This method of exporting poses the least amount of risk and expense because it is relatively easy to start up and has a moderate up-front capital investment. Indirect agents act as intermediaries between the exporter and buyer and facilitate the flow of goods.

IMPORTING

Importing products into countries is often dependent on what product, commodity, or service is being imported. Importing into any country should involve communicating with that country's customs agency to determine the necessary licensing and logistics issues. Often a customs broker is necessary to facilitate the smooth transfer of goods and services between countries.

BARRIERS TO EXPORTS

Barriers to the export and import of goods have been widely established by governments. These barriers serve a number of purposes such as protecting industries, national employment levels, and improving trade balances.

REASONS TO EXPORT

The most important reason a company begins exporting is to maximize profits by exploiting opportunities in foreign markets that are not available in domestic markets. A product may become obsolete in one country, but may be able to be sold abroad. By doing so, a manufacturer can reduce new product development costs and take advantage of learned efficiencies related to the product dealing with production, distribution, and marketing.

Date: 2016-03-03; view: 630