（营销报告）国际营销报告
InternationalMarketing:AnIntroduction
Outcome1,2
TheOutlookofPKElectrics
CandidateName:XiongFeng
GradeandClass:Business4
Returndate:21/06/2011
Introduction:
Thereportwillanalyzethings;includingPKElectricfactoryinvolvestheknowl
ngbo,Zhejiangprovince,’scopeofsupplyinc
ludes:cableextensively,socks,switch,andelectrical,
mistoprovideareportthatwillexplainandidentifywhyPKelectrictoenterthei
,namely
thePKwillusechosenmarketaccess,andwhatawaytoenterthemarketwillbethemo
stsuitableforPKelectricproducts.
WhyPKelectricisconsideringenteringinternationalmarkets?
First,alongwiththedevelopmentofthedomesticmarketeconomy,similarproduc
tcompetitionbetweenmorefierce，domesticmarketriskincrease，
theenterpriseneedtoexpandmarket.
And,PKElectricsoverthelasttwoyearstherateofgrowthhasbeguntodeclinewit
hsalesrising5%andprofitsby2%
twithoutapparentgrowthprospects
Atthesametime,
rtheChineseenterprisestoentertheworldmarkethastheinternationalinstitu
tionalsafeguard.
TwosourcesofinformationPKshouldaccessbeforetodecidingwhichi
nternationalmarketstoenter.
InPKdecidedtoentertheinternationalmarket,itwillmakesomeinformationsuc
hastheinternationaltradeenvironment,clear,governmentpolicy,thesituati
onofthecountrydevelopment,
esomeinformationsourcessuchastheWTO,foreigninvestmentconsultingservic
es,theinternationaltradecentre(ITC),theAsiansourceonline,theassociati
onofsoutheastAsiannations(asana),andsoon.
Kshouldpreparesomequestionnaireanddelivertothepeopleinordertoknowt
,thecompetitor'sproductspro
duction,
nationalmarket.
ccesstheinformationofWTO,becauseitexistregulationofinternationaltr
-discrimination,whichtaketheproductsfromd
t,
oreabouttheinternationalmarket.
Opportunitiesandthreats
BecausePESTstandsforpolitical,economic,socialandtechnologicalandisthe
simplestofthethreeanalyses,concentratingononlyfourmainfactors
Thisclassificationdistinguishesbetween:
ide?Towhatextentdoesitbelieveinsubsidisingfirms?Whatareitsprioriti
esintermsofbusinesssupport?Politicaldecisionscanimpactonmanyvitala
reasforbusinesssuchastheeducationoftheworkforce,thehealthofthenati
onandthequalityoftheinfrastructureoftheeconomysuchastheroadandrail
system.
,taxationchanges,economic
growth,"Foundat
ionsofEconomics"bookeconomicchangecanhaveamajorimpactonafirm'sbeha
viour.
'sp
,f
orexample,
rmswhoarecommittedtopensionpaymentsfortheiremployeesbecausetheirst
onalsohasimpactondemand:forexample,demandforshelteredaccommodation
andmedicineshaveincreasedwhereasdemandfortoysisfalling.
Technologicalfactors:newtechnologiescreatenewproductsandnewprocess
,computergames,onlinegamblingandhighdefinitionTVsarea
,barcodin
gandcomputeraideddesignareallimprovementstothewaywedobusinessasare
,improvequalityandl
anisationsprovidingtheproducts.
So,Ithink,PESTanalysis,suitableforanalysisofPKofopportunitiesandthrea
ts.
ThePK’sopportunitiesinclude:
ThecommodityofPKproductisn’tsensitivecommodity,andthenchinagovernmen
,thesomecommodityofthecompanywillobtainsome
preferentialpolicy,forexample,thegovernmentwillimprovesomeservice,sim
plifyworkingprocessandthechinamaymakegoodrelationshipwiththeothercoun
tryobtainsomebenefitrequestthatishelpfulthecompanyenterthemarket.
Emergingnetworkservicewillhelpthecompanydirectlyfindthecustomer,thecu
stomerwillbeeasytofindthecompany,
‘sproducthavepricecompetiti
erarightmarketwillincreasehisprofit.
ThePK’sthreatsinclude:
WhenthePKenteranewmarket,itwillsufferthehostcompany‘scompete,orPKmay
behaven’
gnindustryisdifficultenteritsmarket.
’s
,theywillspend
'spolitical,economi
candsocialisstable,,whetherc
anbegetreasonableprotection.
Selectprocessentersanewmarket
Acompanywantstoenteraninternationalmarketneedaprocesstoanalysis,thepr
ocessisincluded:
Setp1：
twhyourorganizationneeditenteranewmarket,Andwhetherfitthecompany’smi
ssionandobjective.
Sept2：
PKCompanyareneedscollectsomeinformationandsourcetoknowthemarket’situ
,understandtheirculture,thecountr
yeconomicdevelopmentlevelandthepeople’sconsumelevelandsoon.
Sept3：
PKCompanyneedstoprovidesomesourceandevidence，
testifytothecompanyhavechanceandstrengthtoentertheseinternationalmark
et.
Setp4：
ThePKCompanyhasselectedsomecountrythatmayenter,thenweneedtoanalysisth
ecountrywillbringwhatopportunity,treat,thecompany’sstrengthandweakne
,discussionoronthespotinvestigation’sresult,we
choseamostappropriatemarketthatwewillenter.
Sept5：
Weneedtoanalysiswhichentrymodefitforourcompany’spower,sourceandcapit
’，
PKcompanythroughthemarketselected,determiningdirection,getthroughimpl
ementthefitmodeenterthemarket.
Marketentrymodes
ThePKhavemanyavailableentrymethodsforinternationalmarket,thatbeinclud
edirectexporting,indirectexporting,jointventure,Overseasproductionand
foreigndirectinvestment.
Exporting:Exportingisanykindofgoodsorconsumergoods,toshipping,roadtra
s,anexportisanygoodorcommodity,fromonecountrytoanothercountryinalegit
imatefashion,
oforeignconsumersbydomesticproducers.
Directexporting:Thedirectexportsisanenterprisenotthroughdomesticinter
mediaries,enterpriseproductsaredirectlysoldtheproductstoforeigncustom
,adoptthewaytodirectexports,theenterpriseistrulyb
dindirectexportsisthatenterprisesshouldcompletetheexportmanagementtas
ksindependently;thismeansthatcompanieshavetospendsomemoneyandenergyto
engageinexportuser,Agents,Distributors,Companybranchesabroad.
Indirectexporting:Indirectexportisthecompanysolditsproducttoforeignin
termediaries,toberesponsibleforproductstoenterthehostmarket.
ThechannelofindirectexporthasExporthouses,Manufacturers'exportagents,
buyingoffices,piggybacking.
Jointventure:Jointventureentrytakesplacewhenaninternationalcompanysha
resintheownershipofanenterpriseinatargetcountrywithlocalprivateorpubl
icinterests.”Itmeanstwoormoreparentcompaniesagreetosharecapital,tech
nology,humanresources,risksandrewardsinanewentitylikeacompany.
Overseasproduction:Franchiseownerstocontractbytheformallowtheoperatio
,ifmarketingpropercanbehavebusi
nesstoPKtojoinorinvestment,intheperformanceofthefranchisetoperformsom
erules.
Directforeigninvestment:
nthedirectaccesstoforeignmarketslater,PKcanalsonamedinsomeforeignente
rprisetoinvest,socanexpandthesizeofthemarket.
Moatappropriatemethodtoentermarket
IfPKElectricusecountry(condition)outsidedirectexport,itwilluseoftheex
istingequipment,,thenPKCom
panywon'tspendalotoftime,theyjustusesometimetoreachthegoalofnationals
',theycancorrectitquick
,
causeofthedirectexporttheircompany'scontrolprocess,themorecloselylink
edexporttooverseas,
ndhiringemployees,
,t
,sotheycanperformso
'scontrolproces
s,themorecloselylinkedexporttooverseas,
willbeonedepartmentandhiringemployees,
lladdsomecostofproducts.
Therearemanyfactorsofindirectexportsdirectexportisthesame,thedifferen
ceisduetothethirdparttojoin,andsonetprofitwillbelowerthanitsdirectexp
'tgetallinformationofforeignmarkets,soitwillaffectPK
Companyplanningmanycommoditiesdemand.
PKCompanycansharejointventurecapital,technology,humanresources,andthe
nthecompanywouldreducethepressureandreducingthecompany'
nallythecompanywillcostmanytimesonscreeningpotentialpartners,willpart
nerwithsomeconflict,
hecompany'sflexibility.
IfPKCompanyofforeigndirectinvestmenttoenterthemarket,thecompanywillsp
endalotoftimetofindasuitableland,initiallyitwillinvestalotofmoneytobu
,butitha
sacertainriskandveryhighreversible.
Accordingtotheaboveanalysis,thedirectexportismostappropriatePKelectri
agoodsales.
Reference
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document.’wrotebyScottishQualificationsAuthorityandpublishedbytheChi
naModernEconomicPublishingHouse.
