首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
•Read the article below about exporting and the questions on the opposite page. •For each question 13-18, mark one letter (A, B,
•Read the article below about exporting and the questions on the opposite page. •For each question 13-18, mark one letter (A, B,
admin
2010-01-22
77
问题
•Read the article below about exporting and the questions on the opposite page.
•For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.
PROBLEMS FACING POTENTIAL EXPORTERS
Many firms fail because when they begin exporting they have not researched the target markets or developed an international marketing plan. To be successful, a firm must clearly define goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objective, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise, it may not be able to take this crucial first step without qualified outside guidance.
Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.
Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter’s trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent’s reputation. A firm should therefore conduct a thorough evaluation of the distributor’s facilities, the personnel handling its account, and the management methods employed.
Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms: too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.
If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor’s geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.
Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.
In the first paragraph, the writer suggests that firms thinking about exporting should
选项
A、get professional advice.
B、study international marketing.
C、identify the most profitable markets.
D、have different objectives to other exporters.
答案
A
解析
转载请注明原文地址:https://kaotiyun.com/show/G4sO777K
本试题收录于:
BEC中级阅读题库BEC商务英语分类
0
BEC中级阅读
BEC商务英语
相关试题推荐
•ReadthearticlebelowaboutTheImport-ExportBalance.•Foreachquestion31—40,writeonewordinCAPITALLETTERSonyourAns
•ReadthearticlebelowaboutTheImport-ExportBalance.•Foreachquestion31—40,writeonewordinCAPITALLETTERSonyourAns
HowtoapproachReadingTestPartOne•InthispartoftheReadingTestyoumatcheightstatementswithfiveshorttexts.•Fir
HowtoapproachReadingTestPartOne•InthispartoftheReadingTestyoumatcheightstatementswithfiveshorttexts.•Fir
HowtoapproachReadingTestPartOne•InthispartoftheReadingTestyoumatcheightstatementswithfiveshorttexts.•Fir
•Readthistextaboutinformation-orientedsociety.•Choosethebestsentencefromtheoppositepagetofilleachofthegaps.•
•ReadthearticlebelowaboutCoca-colaanditsadvertising.•Foreachquestion31--40,writeonewordinCAPITALLETTERSonyou
•ReadthearticlebelowaboutCoca-colaanditsadvertising.•Foreachquestion31--40,writeonewordinCAPITALLETTERSonyou
•Readthearticlebelowaboutsuccessfule-mailnegotiation.•Choosethebestsentencefromtheoppositepagetofilleachofth
随机试题
个案工作的服务模式是社会工作者针对服务对象开展()的重要依据。
秘书参谋辅助的多维式思维方式
护士在执业过程中,应当遵守
A.两侧乳房轻度增大,结构紊乱,回声增强,分布不均B.乳腺内单发或多发圆形或椭圆形无回声区C.乳腺内可见不均质的多个低回声区D.乳腺内单发低回声团块,回声不均,边界不整E.乳腺内低回声团块,边界光滑,有包膜乳腺纤维瘤的超声表现是
发生在输血l~2小时内最常见的是
《韩熙载夜宴图》有哪些艺术特色?
当枪声平息下来后,我爬出帐篷,看到那名向我要烟的男子脸朝下趴在那里。周围的人说,他已经死了,显然死于心脏病发作。这也是许多刚果人的结局:不死在枪林弹雨中,也会死在各种各样的疾病中。从以上文字推测作者目睹男子死亡的情绪中包含最主要的是()。
某研究机构调查分析了208名有心痛和心律不齐等症状的病人,在开始接受手术治疗时通过问卷报告了自己对病情的看法,其中约20%的人非常担忧病情会恶化,有的人甚至还害怕因此死亡,其他人就没有那么多担忧。后来随访调查表明,那些术前有严重担忧情绪的人术后半年复发率高
两个不透明的布袋A和B里面各放着6个球,其中,布袋A中的球有3个标为数字1,2个标为数字2,1个标为数字3;而布袋B中的球分别标为1、2、3、4、5、6,若某人分别从布袋A和B里取一个球,问这两个球的数字之和不大于3的概率是多少?
工农武装割据理论
最新回复
(
0
)