Appendices to CBI Export Planner - crecer

CBI Export Plannerendeavours, like exporting, will be based upon the corporate talents in which you excel.Check on your corporate competence and abilities: would you rate them higher than yourcompetitors’?These competences may serve you well; they will enable you to outline the direction inwhich you may conquer foreign markets - or at least acquire a share of the market,however modest. They are your weapons in the battle with the competition.When used intelligently, they will support your market approach: the way in which youdecide to manoeuvre your product amongst your competitors’ into a defensible position.According to (again) Michael Porter, there are only three positions which have provenpotentially strong and promising enough to defend.Figure 1.2.2Strategic options(acc. to Michael Porter)Cost leadershipProductDifferentationProductSpecializationCost leadership implies that you will be able to offer your products at the bestprice/quality value, because you have the lowest cost price (compared to yourcompetitors). Product differentiation means that your assortment is wider and deeperthan that of your competitor. Specialization speaks for itself; it indicates that you havesucceeded in making products that are so special that no competitor finds opportunity norreason to imitate it. Since such position can give you maximum protection, it is afavoured one for many suppliers, including your colleagues from developing economies.3. Tools for managementNext to your resources you have tools available. Amongst the managerial tools are:Figure 1.3.1Managerial instruments• Marketing• Planning• Finance• Production• Staffing• Control & feed-backSince your planning methodology - and specifically your marketing planning - plays avital role in the process of internationalization, the major part of the CBI Export Planneris dedicated to this subject (Chapters III-V).10 I - Management: goals, resources and tools