Export Marketing Planning / Fresh Fruit and Vegetables

1. Connecting Central America
Promoting sustainable exports
from Central American SMEs to the European
market
Export Marketing Planning
Arno van der Maden
Ciudad de Guatemala, 28 de agosto 2019

2. Export Marketing Plan
- frutas y vegetales frescos–
1. Introducción y metodología
2. Step 1: Company Strengths and Weaknesses
11:00 a 11:15 Refrigerio
3. Step 2: Opportunities and Threats in export markets
13:00 a 14:00 Almuerzo ofrecido por CBI
4. Charla Transporte marítima por Navieras Internacionales SA

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5. Step 3 y 4: Analysis and strategy
15:30 a 15:45 Refrigerio
6. Market Orientation Mission to Europe
7. Cierre de la actividad
Export Marketing Plan
- frutas y vegetales frescos–

4. Introducción y metodología

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Metodología

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A. Business Audit – Internal Analysis (SW)
STEP 1: describe your company’s strengths & weaknesses;
B. EU Target markets (OT)
STEP 2: determine what opportunities are available in export markets
and which threats are present in these markets;
C. SWOT
STEP 3: analyze these strengths, weaknesses, opportunities and
threats in a confrontation matrix;
D. Export Marketing Plan
STEP 4: finalize your EMP by setting up a strategy and action plan for
the specific country you want to target.
Metodología

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Comunicación

8. STEP 1: describe your company’s strengths
and weaknesses

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Metodología

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1. DESCRIPTION OF YOUR COMPANY AND YOUR
PRODUCTS
Description of your company:
▪ Company profile (1.1)
▪ Company results (1.2)
▪ Mission statement and Objectives - SMART - (1.3)
▪ Main buyers B2C or B2B (1.4)
▪ Marketing Mix - 6 P’s – (1.5)
▪ product(s), place/distribution channel(s);
▪ price, promotion;
▪ people policy, and planet policy.

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Unique selling points
▪ A factor that differentiates your product from your competitors, such
as the lowest cost, the highest quality or the first-ever product of its
kind.
▪ What do you have that competitors don’t?
Organisational skills and capacity (1.6):
Strengths Weaknesses

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TRABAJO EN GRUPO
Discutir en grupo:
▪ Fortalezas y debilidades de su empresa
▪ Fortalezas y debilidades de su producto
▪ Unique selling points
Resumen
▪ ¿Que tenemos en común?

13. STEP 2: determine what opportunities are
available in export markets and
which threats are present in these
markets

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Metodología

15. "If you don't know where
you're going…
any road will get you there."
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Planning of our activities
People never plan to fail…
they only fail to plan!

16. Making research work for you
1. Define your research questions
2. Find the answers
3. Turn the information into intelligence

17. How can I successfully export?
What do you need to know? What is the overall research question?
-> in order to answer the overall research question: define sub questions to work with
that will lead you to your final answer!
Example:

18. Think of what you know and what you still need to find out.
Trends?
Competitors?
Target market?
Price?
Legislation?
Certification?
Trade agreements?
Market channels?
Buyers?
Consumers?
Segments?
Demand?
Imports?
Market developments?

19. Example questions:
Is there a
market for my
product(s)?
Where does my
target market
import from?
How much is
my target
market
importing?
Next step: Find out statistical information: imports, exports,
production, consumption
Is demand
growing?
Is there any
domestic
production?
Does my target
market depend
on imports?
2.1 PRODUCT MARKET COMBINATION

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Relevant sources of information
EU importers:
• www.naturespride.eu/assortment
• www.roveg.nl/assortment/
• www.specialfruit.com/es/productos
• www.yex.nl/en-us/Our-products/Exotic-fruit
News sites:
• www.freshfruitportal.com
• www.freshplaza.com
¿Cual información relevante pueden encontrar sobre su producto?
Trademap account

21. ITC’s Trademap (www.trademap.org), which allows you to look up
developments for specific products at a national level.
Statistical information: sources

22. The EU Trade Helpdesk provides easy access to import/export data
on trade with EU countries: https://trade.ec.europa.eu/tradehelp/
Statistical information: sources
Choose
statistics

23. 1. Log in on www.trademap.org or use EU Trade Helpdesk
2. Fill in your product code by identifying the HS-code in the form
that appears on the screen
3. Find out the following information:
– Total imports (from the ‘world’) of your product to ‘EU28’ (select ‘Region’
instead of ‘country’)
– Are EU imports increasing or decreasing? Compare different years (“yearly time
series”).
– Imports from your country to EU28: How much? Increasing or decreasing?
– Who are the main suppliers to EU28? (i.e. where is your competition?)
– Who are the main importers (which of the 28 EU countries)?
– Do you expect EU28 imports to decrease or increase based on developments in
recent years?
-> Make a first list containing (groups of the) the 28 EU countries ranking the most
promising one at the top and the less promising one at the bottom of the list.
ASSIGNMENT MARKET DEMAND

24. Example questions:
Who are the
players between
me and the end
consumer?
Where do I
need to sell my
products?
Who is the buyer in
the chain that leads
me to my target
group?
Next step: Find out which market channels and segments are
relevant to you
How can I best
reach my target
group?
Where does my
target group
shop? How is the retail
market
structured?
Who are the
players between
me and the end
consumer?
In which market
segment do my
products fit?

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Consumer types
1. Potential trade partners in the EU
2. Final consumer of your product and what does he use it for?
3. Where does he buy your product?
4. What are the key elements of decision making?

26. 2.1 PRODUCT MARKET COMBINATION
The main European countries importing these products are:
No. Country Value of imports in <currency> Trend (going up or down)
1
2
3
The following markets show high growth rates:
No. Country Value of imports in <currency> Market growth
1
2
3
The following segments offer interesting opportunities:
No. Segment Opportunity
1
2
3
The following niches offer interesting opportunities:
No. Segment Opportunity
1
2
3

27. Example questions:
Do my products
fit the taste of
the Europeans?
Which styles,
materials,
colours sell in
Europe?
Which trends
are expected to
take off?
Next step: Find out current and future trends in the EU
What are EU
buyers looking
for?
2.2 MARKET TRENDS

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2.2 MARKET TRENDS
Trend Opportunity or threat
Opportunity Threat

29. Example questions:
Are my
products
allowed on the
EU market?
Are there any
standards I
need to meet?
Do I have to be
certified?
Next step: Find out legal and other requirement that EU
buyers have
What’s the EU
legislation for
my product? What are the
requirements?

30. Example questions:
Is there specific
information for
my product?
Next step: Find out if there is information specifically for your
product in your target market
Is there specifc
country
information for my
target market?

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1. Standards that apply to my product
2. Specific requirements that apply to my product
Trabajo en grupo:
¿Que requisitos aplican a mi producto?
Pensar en: Legal / Non-legal / Niche market
2.3 BUYER REQUIREMENTS IN EXPORT MARKET

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2.3 BUYER REQUIREMENTS IN EXPORT MARKET
Requirements Do we comply with
this requirement?
Yes/No
Opportunity or threat to
successful foreign market entry?
Legal Buyer Requirements
Non-legal Buyer Requirements
Niche Buyer Requirements
2.4 PREFERENTIAL ARRANGEMENTS AND TRADE
BARRIERS

33. Example questions:
Who are my
competitors?
How’s my
position towards
the buyer:
Strong or weak?
Next step: Find out how buyers source in order to know how to
sell your products to them
Does the
competition
offer the same
product, or a
substitute one?
How can I deal
with the
competition?
How strong am
I compared to
the
competition?
Where do my
competitors
come from?
Do my
competitors
have the same
trade
agreements?

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2.5 OUR COMPETITIVE POWER
• How many buyers are there for
your product?
1. None
2. Little
3. A good number
4. Many
 Opportunity
 Threat
• How many suppliers offer your
product?
1. None
2. Little
3. A good number
4. Many
 Opportunity
 Threat
• To what extent can you
distinguish yourself from these
companies?
1. Hardly
2. A little
3. Quite easily
4. Very easily
 Opportunity
 Threat
• To what extent is your product
already available?
1. Not available
2. Limited availability
3. Some availability
4. Largely available
 Opportunity
 Threat

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• Can your product be
duplicated by other
companies?
1. Very difficult to
duplicate
2. Difficult to duplicate
3. Quite easy to duplicate
4. Very easy to duplicate
 Opportunity
 Threat
• Do you have to invest in
marketing to sell your
product?
1. No
2. A little
3. A lot
4. A very large amount
 Opportunity
 Threat
• How many substitute
products are there that can
replace your product?
1. None
2. A limited number
3. A large number
4. A very large number
 Opportunity
 Threat

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2.6 OVERVIEW OPPORTUNITIES AND THREATS
Opportunities Threats

37. STEP 3: analyze the strengths,
weaknesses, opportunities and
threats in a confrontation matrix

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3 CONFRONTATION MATRIX AND STRATEGY

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Opportunities Threats
Strengths
ATTACK strategy DEFEND strategy
Weaknesses
CHANGE strategy REORGANIZE strategy
3 CONFRONTATION MATRIX AND STRATEGY

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Confrontation Matrix
External Opportunities (O) External threats (T)
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
Internal Strengths (S) SO-quadrant
1.
2.
3.
ST-quadrant
1.
2.
3.
1.
2.
3.
4.
5.
Internal Weaknesses (W) WO-quadrant
1.
2.
3.
WT-quadrant
1.
2.
3.
1.
2.
3.
4.
5.
Export ‘GO’ for selected Product Marketing Combination(s)
3 CONFRONTATION MATRIX AND STRATEGY

41. STEP 4: Export Marketing Plan

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4.1 Our export product, target market and strategies
4.2 Our export objectives

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Place / Distribution channels
4.2 Marketing Mix
Product
Unique selling points (ver arriba)

44. Segmentos en retail (venta al consumidor final):
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Prices
Cost-plus pricing Competitive pricing Penetration pricing (Perceived) value pricing
Cost-plus means Cost +
profit. This strategy is
used mostly in
opportunity marketing.
The focus here is more on
selling than on
sustainable long-term
marketing. You
determine your
production costs, and add
the profit you want to
make.
Competitive pricing means
establishing your market price
by benchmarking with
competitors’ prices and
differentiating through
marketing-mix incentives. The
result should be a better
price/performance ratio than the
competitor average.
Penetration pricing means
applying low margins or
even applying marginal
costing and sell at a price
lower than those of all your
competitors. The focus here
is on forcing a market entry
and high volume.
Penetration pricing
generates a low quality
image (price fighter) which
may hinder upward
marketing later on.
When in a later stage you
have established a client
base you can increase
prices.
You can adopt value pricing in
markets in which there is no
competition (yet) or in which
your product is perceived as
unique or superior. Volumes
here may be small and
margins high. This means you
can lower the price at a later
stage to increase volume.
Bueno, bonito y carito…

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Promotion
Our message will include or reflect the following:
Our company’s unique added value
Our company’s track record including markets,
products & customers (add testimonials!)
Testimonials
Our company’s capacities to produce, develop,
adapt and innovate
Our company’s compliance to international
standards (quality, health and safety,
environment and social responsibility)
Additional information
Tools
Where and When?
What?

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People
Planet
Please think about what your company’s policy is towards the
people who work at your company.
Examples of subjects are:
• occupational health
• workers safety
• education and vocational training
• other
What is your company’s effect on the environment? What is your
policy towards the environment.
Examples of subjects are:
• Energy consumption
• Waste management

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4.4 Action plan
No.
(1)
Export
objectives
(2)
No.
(3)
Activity
(4)
Action
(5)
Responsibility
(6)
Budget
(EUR
(7)
Timeframe
(8)
1 1A
1B
1C
1D
Total cost 3
2 2A
2B
2C
Etc.

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ASSIGNMENT after this workshop / before Market
Orientation Mission to Europe
1. Completar Capitulo 1 del EMP después de este taller
2. Completar Capitulo 2 del EMP después de este taller
3. Enviar el documento por e-mail a su coach antes del 07-10-2019
4. Preparar Capitulo 3 del EMP antes del Market Orientation Mission EU
5. Capitulo 4 del EMP se completara durante y después del Market
Orientation Mission EU

50. Market Orientation Mission to Europe

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Market Orientation Mission Europe 20th – 26th October ‘19
– Boletos aéreos
– Hoteles
– Pasaporte
– Programa tentativo
– Actividades
– Preparación
– Seguimiento