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. • For each question (13-18), mark one letter (A, B, C or D) on yo
• Read the article below about exporting and the questions. • For each question (13-18), mark one letter (A, B, C or D) on yo
admin
2010-01-22
59
问题
• Read the article below about exporting and the questions.
• For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Problems Potential Exporters Are Facing
Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, 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 last paragraph, the writer states that some companies are reluctant to export because
选项
A、there is little demand for their products.
B、the importation of certain goods is controlled.
C、they do not have good marketing techniques.
D、they are not able to compete with local businesses.
答案
B
解析
本题题意:最后一段中作者提到有些公司不愿做出口贸易的原因是什么?根据文章最后一段“There may be import restrictions in the target market”即:目标市场可能存在进口限制。故B为此题正确答案。
转载请注明原文地址:https://kaotiyun.com/show/sysO777K
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
ALettertotheSoleSupplierDearSupplier,41.fortherawmaterialswearebuyingfromyou.Itismuchmorehigherth
ReadthetextbelowaboutCoca-colaanditsadvertising.Foreachquestion(31-40),writeonewordinCAPITALLETTERSonyourAn
ReadthefollowingarticleaboutCTO(ChiefTechnologyOfficer)andthequestions.Foreachquestion(15-20),markoneletter(
Readthistexttakenfromanarticleaboutaccounting.Choosethebestsentencetofilleachofthegaps.Foreachgap(9-14),m
Readthistexttakenfromanarticleaboutaccounting.Choosethebestsentencetofilleachofthegaps.Foreachgap(9-14),m
Readthistextfromanarticleaboutovercomingthelanguagebarrier.Choosethebestsentencefromtheoppositepagetofilli
Readthearticlebelowaboutamethodoflearninglanguagesforbusinesspeople.Choosethebestwordfromtheoppositepageto
Readthearticlebelowaboutamethodoflearninglanguagesforbusinesspeople.Choosethebestwordfromtheoppositepageto
随机试题
A.adoptedB.servedC.describedD.prescribedE.inevitablyF.automaticallyGprimarilyH.stopI.adaptedJ.
在感性负载电路中,加接电容器,可补偿提高功率因数,其效果是减少了电路总电流,使有功功率减少,节省电能。()
从技术上,入侵检测可以分为基于标识和基于______两种。
男性,53岁,3年前开始有心慌、心悸、气促,近日症状加重伴乏力,双下肢水肿。查体:血压110/80mmHg,心界向左下扩大,心率115次/分,心房颤动,A:SM2/6反流样杂音,双肺呼吸音稍粗,无明显干、湿性啰音,颈静脉怒张,肝肋下2cm,双下肢水肿(+
免疫因素导致血小板输注无效的解决方法是
肘关节CT检查的体位是
甲市飞云公司(受让方)与乙市兰天公司(转让方)签订了一份土地使用权转让合同,该土地在丙市,预付定金50万元,合同约定3个月内付清余款,之后双方办理土地使用权转让手续。飞云公司又与丁市兴业公司签订了其中部分土地使用权转让协议,在协议中规定由飞云公司出面办理各
高速公路路基施工完成后进行压实度检测工作,现场采用挖坑灌砂方法测定路基压实度,请结合相关标准规范对以下问题作答。测压实度正确的试验步骤排序为()。①移开灌砂筒并取出试坑内的量砂以备下次再用。②移开灌砂筒并清理测点表面。③测定粗糙
无论是资产还是负债,如果其账面价值与计税基础一致,就不会因为该项资产或负债的存在而产生暂时性差异。()
下列选项中,没有语病的是()。
最新回复
(
0
)