FACULTAD DE ESPECIALIDADES

EMPRESARIALES

INGENIERIA EN COMERCIO Y FINANZAS INTERNACIONALES BILINGÜE

Topic:

Analysis of the company INAEXPO C.A and its internationalization process of canned palm

hearts to France

Authors:

Cedeño Alvarado Génesis Adriana

Gutiérrez Sosa José Eugenio

Illescas Montalván Rosa Milena

Vargas Zavala Arianna Estefania

Subject:

International Marketing

Professor:

Ing. Monica Echeverría Bucheli

Guayaquil, Ecuador
 II

Semestre B - 2019

Index
Table Index...................................................................................................................................IV
Table of figures..............................................................................................................................V
Company.........................................................................................................................................1
Company Description................................................................................................................1
SME or LSE................................................................................................................................1
Product Range............................................................................................................................2
Product........................................................................................................................................3
Value Chain................................................................................................................................4
Raw material...........................................................................................................................4
Production and packaging.....................................................................................................5
Commercialization.................................................................................................................5
Distribution.............................................................................................................................5
Market............................................................................................................................................6
Orientation.....................................................................................................................................8
Type of orientation in the EPRG context.................................................................................8
Nine Strategic Window..................................................................................................................8
Reasons and triggers for internationalization.............................................................................9
Reasons to internationalize:......................................................................................................9
Triggers for internationalization............................................................................................10
Internal analysis...................................................................................................................11
External analysis...................................................................................................................12
Barriers for internationalization................................................................................................13
General Market Risks..............................................................................................................13
Commercial Risks....................................................................................................................13
Political Risks...........................................................................................................................14
Recommendations........................................................................................................................14
General Market Risks..............................................................................................................14
Competition from other companies....................................................................................14
Language and cultural differences.....................................................................................14
 III

Commercial Risks....................................................................................................................14
Exchange rate fluctuations..................................................................................................14
Difficulties in obtaining export financing...........................................................................15
Political Risks...........................................................................................................................15
High value of domestic currency relative to export markets...........................................15
Complexity of trade documentation...................................................................................15
Internationalization model..........................................................................................................16
Distances with the target market................................................................................................16
Physical Distances....................................................................................................................17
Psychological Distances...........................................................................................................17
References.....................................................................................................................................19
 IV

Table Index
Table 1.............................................................................................................................................1
Table 2.............................................................................................................................................2
Table 3.............................................................................................................................................2
Table 4.............................................................................................................................................3
Table 5.............................................................................................................................................6
Table 6.............................................................................................................................................9
Table 7...........................................................................................................................................17
Table 8...........................................................................................................................................18
 V

Table of figures
Figure 1. Different types of palm hearth containers.......................................................................3
Figure 2. Value chain composition details......................................................................................4
Figure 3. Volume and Market Share of Palm Heart.......................................................................7
 1

Company

Company Description

INAEXPO C.A is dedicated to the production, marketing and export of edible foods such as

canned vegetables; its main matrix is located in Quito, Ecuador. This company was established

in 1992, therefore it has been in the national and international market for more than two decades

and was one of the pioneer companies in the production of palm kernel cultivation, as well as its

export. Currently, they export their production to more than 27 countries in the world, in addition

to having commercial relations with 4 continents such as: America, Asia, Oceania and Europe.

Due to this, the company has international certifications such as: IFS, HACCP, BASC,

KOSHER, ISO and USDA[ CITATION INA191 \l 12298 ].

SME or LSE

According to the Cámara de Comercio de Quito [CITATION Cám17 \n \t \l 2058 ] to

classify the category of companies in Ecuador, they require some variables due to this said

classification will be detailed in the following table:

Table 1
National classification of companies

Micro Small Medium Large

Variables Enterprise Enterprise EnterpriseEnterprise
Greater than
Busy Personnel From 1 - 9 From 10 - 49 From 50 - 199 200
Gross value of 100.001 - 1.00.001 -
annual sales < 100.000 1.000.000 5.000.000 > 5.000.001
From US$ From US$
100.001 to 750.001 to
Amount of assets To $100.000 US$ 750.000 US$ 3.999.999 > $4.000.000

Prepared by the authors of the documents. Source: Cámara de Comercio de Quito

 2

With the previous table, INAEXPO C.A is classified to large companies or LSE since it has

more than 600 workers both in the operational and administrative area, also in 2018 it obtained

sales of USD 31,014,113 million and in the Superintendencia de compañías , valores y seguros

has a capital of USD 26,181,056 million

Product Range

INAEXPO C. A has a wide range of canned edible foods such as palm hearts, artichokes,

capers, pickles, scallions, dried tomatoes, garlic and olives. That is why in the following tables

each product is detailed with their respective presentations:

Table 2
Product range with different presentations
Product Caper Palm Hearts Artichoke
Container Jar Jar Canned Pouch Jar Canned
410 , 170 ,
100, 340 and 400, 800, 212 , 340, 400 and
Gramos 410 340
700 2920 680 and 2500.
1900
Whole,
Whole,
pieces,
pieces, Whole, Whole, in
Nonpareilles whole
whole pieces, Whole and fourths and
Presentatio , surfines, meristem,
meristem, slices in marinated in
n capuccino, double
halves, and fourths. marinated
cape decker,
slices and cubes fourths.
slices and
cubes
cubes
Prepared by the authors of the document. Source: INAEXPO C.A

Table 3

Product range with only presentation

Dried
Product Gherkins Chives Garlic Olives
Tomatoes
Container Jar Jar Jar Jar Jar
100, 340 y 100, 340 y
Grams 200 200 200
700 700
Prepared by the authors of the document. Source: INAEXPO C.A
 3

Product

INAEXPO C.A has a wide range of consumable products detailed in the previous point, so

the palm heart has been chosen for this work in its different presentations and packaging. The

following table details its characteristics such as packaging, weight, presentation and lifetime:

Table 4

Palm heart detail

Product Palm Hearts
Packaging Jar Canned Pouch
Weight 410 400, 800, 2920 340
Drained weight 250 220, 500 , 1825 180
Time of life Up to 3 years
Whole, pieces, Whole,
whole pieces, whole Whole, pieces,
Presentation meristem, meristem, slices and
double decker, halves, slices cubes
slices and cubes and cubes
Prepared by the authors of the document.
Source: INAEXPO C.A

Figure 1. Different types of palm hearth containers.

Obtained at: INAEXPO C.A
 4

Value Chain

Frances (as cited in Quintero & Sanchéz , 2006) notes that:

The Value Chain provides a general application model that allows you to systematically

represent the activities of any organization, whether isolated or part of a corporation. It is

based on the concepts of cost, value and margin. The value chain is made up of a series

of stages of aggregation of value, of general application in the productive processes.

[CITATION Qui06 \p 381 \n \y \t \l 3082 ]

Figure 2. Value chain composition details

Obtained at: SMstudy [CITATION SMs15 \n \t \l 3082 ]

According Vásconez Arboleda [CITATION Vás16 \n \t \l 3082 ] notes that The INAEXPO

C.A canned palm heart value chain consists of four stages as raw material, production and

packaging, classification and distribution, so these stages are detailed below:

Raw material

This is one of the initial stages of the value chain, INAEXPO C.A obtains raw material in two

ways: its own suppliers and plantations. The palm heart suppliers are the farmers of the different

areas of Ecuador that have contracts with the company where they have their product to know if
 5

it is in the quality sensors., Also the own plantation where the objective is to sow, manage and

harvest the palm heart , son managed with production processes established by international

certifications; This stage is aimed at supplying national and international demand, also obtaining

excellent results and reducing the risk of losses.

Production and packaging

It is in the second stage, it begins with the delivery and reception of the palm heart to the

processing plant, where that lot is analyzed by quality control to avoid any type of inconvenience

in the area of food safety, the stems are classified and affected, the product is disinfected, the

quality is verified, it is packaged with dead salt in the various presentations, weights and cuts

according to the requirement in the order of the order. In the labeling the needs of the client are

realized.

Commercialization

It is carried out through the sales of the product at wholesale to the different national and

international commercial alliances, so the sales network is based through direct sales,

intermediaries. Its promotion is given through digital media, prints, as well as digital platforms.

Distribution

It is carried out by sea transport, but the company hires companies dedicated to logistics and

distribution; which is responsible for all customs procedures, insurance, freight, assuming the

risks of the merchandise and thus disconnected from INAEXPO C.A of that situation
 6

Market

The company INAEXPO has varieties of products to export to different regions but this

document will focus on the cultivation, preparation, production and export of palm heart.

Ecuador is one of the countries recognized internationally as one of the largest exporters of palm

heart, as it is cultivated quite a lot in tropical climates such as in the city of Santo Domingo or

some cities of the Province of Pichincha.

Palm heart has a high nutritional contribution and a variety of gastronomic preparations

as indicated.

Palmetto: Iron and Vitamin C a cup of canned palmetto hearts provides 25 % of the daily

iron requirements. The same portion also contains 19 % of vitamin C needed every day,

as it also helps in the absorption of iron.[CITATION INA19 \l 12298 ]

According to the INAEXPO [CITATION INA19 \n \t \l 3082 ] the markets and countries for

the export of palm heart would be the following:

Table 5
Market country where export Palm Heart.
Country E-mail
España rey.hasselmark@inaexpo.com
Estados Unidos ebecerra@inaexpousa.com
Francia rey.hasselmark@inaexpo.com
México ftrejoa@pronaca.com
Reino Unido rey.hasselmark@inaexpo.com
Rusia rey.hasselmark@inaexpo.com
Suecia rey.hasselmark@inaexpo.com
Prepared by the authors of the documents. Sources: INAEXPO C.A.
 7

However, the present project will focus on a single market, France, which is one of the states

of the European Union that imports the most palm. Because Palm Heart is an ingredient used in

gourmet haute cuisine and therefore our potential customers are restaurants, cooks and people

between 18 and 75 years old who care about eating healthy and natural in addition to having a

high purchasing power [ CITATION Top08 \l 12298 ].

Figure 3. Volume and Market Share of Palm Heart.

Sources: Banco Central del Ecuador (2008)
 8

Orientation

Type of orientation in the EPRG context

INAEXPO C.A has nine offices or branches worldwide on continents such as America,

Asia and Europe. This company operates under a geocentric orientation because it has standard

products, this means that it has globalized products this means that the products are the same for

international markets and what differentiates each of them is the distribution system, price and

promotion because it adapts to each target market.

One of the advantages of operating in this context is that the economy of scale can be

achieved in production that aims to reduce unit production costs, another advantage is to obtain

productive efficiency by improving the production chain of the company. Another advantage is

the optimization of resources as well as the improvement of the quality of the product and that

internationally, the company is strengthened and positioned better in relation to its competition

with the objective that increases its international market share, since it currently has a 32%

market share worldwide[ CITATION PRO151 \l 2058 ].

Nine Strategic Window

Palm heart is a food with high nutritional value contributing to the normal operation of the

cells, the heart muscles, nervous system. INAEXPO is exporting an agricultural industry that is

part of Pronaca, established since 1992 in the export phase. And in 1994 Internationalization

Model diversified market by introducing the palm towards Argentina.

According Lideres [CITATION Lid18 \n \t \l 3082 ] states that the products are exported to

27 countries in America, Asia, Africa and Europe." Based on strategies windows, INAEXPO is

in the sixth frame is saying is a company that is in the process of seeking globalization because
 9

of its Ecuador's strong position in the market and large share in the international market. It

maintains a competitive advantage relative to other companies for their expertise in different

countries. Because of this, Inaexpo will be able to face new markets because of the dynamic

International economic environmental.

Table 6
Industry Globalism

Local Potentially global Global

Mature
Strengthen your
Enter new business global position

Adolescent Consolidate your Consider expansion Seek global

export markets in international alliances
markets
Immature Stay in home Seek niches in Prepare for a buyout
international markets
Prepared by the authors of the document. Adapted to Solberg,1997

Reasons and triggers for internationalization

Internationalization is not easy considering that it is a risk taken directly by the company

due to the uncertainty that exists in foreign markets. It is important to know if you have what it

takes to satisfy those markets that are selected, the proximity and knowledge that leads to

execute such a process. Bearing in mind that today we find ourselves in a changing and very

competitive world and therefore it is necessary to adapt to look at new markets.

Reasons to internationalize:

 Saturation of the Ecuadorian market: In Ecuador there is too much production of palm

heart that satisfies the local market due to this there is a surplus of the product. As a

consequence, it is necessary to look for target markets abroad and thus not only focus on
 10

the Ecuadorian market but also on foreign markets, even if these are distant so as to

continue forward and not be stagnant.

 Internationalize the brand to have recognition and achieve a positioning in the minds of

consumers facing the external demand that is not satisfied.

 Growth of profits to invest again in product innovation.

 Reduction of business costs: through the delocalization of the activities to

 Cheaper places.

Triggers for internationalization.

INAEXPO C.A changed the practices of exploitation in the jungle as other companies did to

get the star product such as palm heart for that reason created crops monitored by them. The firm

started with 75 people and an investment of USD 250 000. With this money, they were able to

acquire a 250-hectares farm where they planted palm hearts. Laboratories were built there to

improve the product. After an arduous investigation of the market towards international markets,

the conclusion was reached of the high demand of the product, so the export began. Today,

INAEXPO exports to 27 countries in America, Asia, Africa and Europe.

 A determining factor in the company's innovative attitude is the level of training it

maintains with its work staff. Its training programs succeed in turning its technological

adaptation capabilities into a competitive advantage towards the international market.

 On the other hand, the academic training of the head of administration is an important

detonator for the company to sell part of its production abroad, making the most of ICT.
 11

 Another important detonator is the use of the Internet as it facilitates direct contact with

customers who may be miles away, favoring the consolidation of loyalty links.

Internal analysis.

The entity will have to analyze all its internal areas in order to identify its strengths and

weaknesses in the Ecuadorian market in order to evaluate its internationalization potential. It is

necessary to consider the previous study of the target markets and see how and to what degree

they vary. In addition, a study will be carried out regarding quantity and quality of resources, in

order to know which are those attributes that will allow you to have a competitive advantage

over the rest of existing competitors.

Strengths.

 The know-how of INAEXPO C.A. has been maintained for more than 25 years,

demonstrating that it knows how to carry out its processes optimally.

 The company INAEXPO C.A. has an abundance of raw materials as it has several

suppliers and these offer productions throughout the year.

 INAEXPO C.A. has a good relationship with its clients and suppliers because the

company is involved in the process from the palm heart plantation to its production. The

palm growers who are its suppliers also become its suppliers INAEXPO C.A. sells them

palm heart seeds.

 The geographical and climatic zones where the plants and farms are located. Palm heart

production make that a quality product is developed.

 12

Weaknesses.

 Having standardized production in times of lower sales can generate production and stock

surpluses.

 The lack of shipping quotas causes that shipping companies do not receive all the product

containers and this leads to delays.

 The shrinkage that is received by the importer is therefore destroyed by the customer

doesn't pay for them.

 When the product is transported, it suffers damage to its labels and packaging.

External analysis

The company must evaluate its sector and the environment in which it develops activity,

looking at existing opportunities and threats. There are five forces that influence the profitability

of a market in the long term: bargaining power.

Suppliers or customers have, in influencing the decisions taken by companies, the threat of

substitute products and services and the threat of entry by new competitors. These may cause the

company to be at risk and not be able to cope with these new products or affect its decision to

enter a particular country.

Opportunities.

 INAEXPO C.A. can increase its client portfolio as it has a good image in international

markets.

 Being a more globalized world with trends for the consumption of products INAEXPO

C.A. can expand into international markets for the sale of natural products palmetto.
 13

 Due to consumer trends the demand for canned heart of palm increased.

 The heart of palm is a product that is generated throughout the year and can cover the

demand that he has from the same.

Threat.

 The heart of palm is a natural product with high demand which generates competitiveness

in the market with companies from the same area.

 The climatic changes can affect the production of palm heart by destroying the

plantations and reducing the production of the same.

 The heart of palm is susceptible to pests and one of those that affects it most is the foliar

spot which totally destroys the heart of palm and prevents its growth.

 The canned heart of palm is a natural product that becomes perishable.

Barriers for internationalization.

The internationalization barriers will be based on three types of risks, which will be mentioned

below:

General Market Risks

 Competition from other firms.

 Language and cultural differences.

Commercial Risks

 Exchange rate fluctuations

 Difficulties in obtaining export financing

 14

Political Risks

 High value of domestic currency relative to export markets

 Complexity of trade documentation

Recommendations

General Market Risks

Competition from other companies.

It is recommended to investigate the Market participation of our competitors in the French

Market and according to that participation, define them as our three main competitors for our

target market and apply quality, price, presentation, distribution and advertising strategies.

Language and cultural differences.

Culture and language could play against it because it is not known exactly what the consumer

expects from us. To get to understand and counteract this possible barrier, it is recommended to

make an account with the Google tool and find out what our customers think about our product

and with this survey and synthesis make decisions to improve the reception of our product in the

French market

Commercial Risks

Exchange rate fluctuations

Due to fluctuating changes in currencies and given that the euro is one of the most expensive

currencies in the market, it is a difficult deal to deal with this barrier when there are fluctuations

in favor of the euro causing our product to be less accessible for a percentage of in order to solve

this, it is advisable to have a good control of our costs of scale and define a price above the range
 15

of our costs of scale and keep our customers with a fixed price so there are fluctuations in the

exchange rate.

Difficulties in obtaining export financing

This barrier is something that would encourage us to improve our exports when we break it,

and what is proposed is that we investigate the feasibility of obtaining strategic allies in the

United Kingdom to improve our quantity and distribution of palm to export to France.

Political Risks

High value of domestic currency relative to export markets

It is known that the European currency is in a high range of exchange even above the dollar,

and precisely because of this it is necessary to have good contracts that can make clear and very

specific the values that are incurred in international business transactions, so the Key is in the

contracts.

Complexity of trade documentation

Although we currently have a treaty with Europe, it can be said that the requirements

demanded by the United Kingdom as an Advanced countries (AC) remain strict and for our

country that is considered among the Less developed countries (LDCs) to comply with these

requirements requires capital and quality of final processed product and that is a barrier to

overcome for Ecuador. But with good logistics and export financing it is possible to meet and

overcome them.
 16

Internationalization model

This product is targeted to France because it is a country that points to the consumption of

canned its main feature being the requirement for high quality products. Are demanding enough

as far as labeling is concerned, all information must be in French, and abbreviations or

expressions.[ CITATION Val15 \l 12298 ]

This company has a consolidated process because geographic remains in the international market

since 1994, in which I exported its first container of palm to Argentina.

The Uppsala Internationalization model will be used because this company does not export

palm hearts to the French market, but if it maintains an export independently, that is, it uses a

direct export. One of the advantages that it maintains is the active national production in terms of

palm hearts and in addition they are provided with raw material through local producers

In order to export palm heart to France must comply with European laws on environment,

safety, quality, health and others. We must investigate the rules in accordance with the labeling

and presentation of the product. There is a free movement of goods within the European Union

and international freight is denominated by shipping as France is easily accessible thanks to its

extensive maritime advantage.

Distances with the target market

When selecting the target market, different aspects must be considered, such as: target

market, entry barriers, internationalization method and among other things. In order to analyze

the decision to which countries to internationalize or export, physical and psychological

distances must be considered, so the distances between Ecuador and France are detailed.
 17

Physical Distances

The following table details the physical distances between France and Ecuador with the

following variables such as miles, time zone, frequency of routes and flight time:

Table 7

Physical distances
Variables France Ecuador
Miles 5849
Time Zone GTM - 1 GTM 5
Frequency of
routes three weekly
Fight Time 11 hours ; 48 minutes 11 hours ; 46 minutes
Prepared by the authors of the document. Source: PROECUADOR

As analyzed with the previous table, it results in that the physical distance between

Ecuador and France is average since in time zone there is a difference of +6 hours with France,

in addition they are approximately 12 hours of flight and a frequency of flights 3 times per week.

Maritime transport is one of the most used worldwide, so you must define the distance

between Ecuador and France through such transport, which is detailed as follows: the route from

Guayaquil to Vigo has a time Average of 36 days and Vigo - France an average time of 4 days,

this means that the average time from Ecuador to France is 40 days and a route frequency one

per week with an average cost of 1350 US dollars.

Psychological Distances

The following table details the psychological distances between France and Ecuador with

the following variables such as language, religion, political system and GDP per capita:
 18

Table 8

Psychological Distances
Variables France Ecuador

Language French, Corso and Breton Spanish , Kiwcha and Shuar

Catholics, Atheists and
Religion Islamists
French food differs because it is
Relationship with steamed or baked, in addition to
food having carbohydrates such as
pasta, potatoes and different
types of cheeses.
Political System It is bicameral legislative body.
Catholics, Evangelicals and
Atheists
Ecuadorian food is varied and has
its typical dishes depending on the
region
It is based on five functions such
as: executive, legislative, judicial,
electoral function and transparency
and social control.

PIB Per Cápita 34.980 € 5.932 €

Prepared by the authors of the document. Source: PROECUADOR

Through the analysis of the previous table, the psychological distances between France and

Ecuador are high because they have different languages, since Ecuador's GDP per capita

represents 17% in relation to France. Also, their political systems are different and the only

variable that has a bit of similarity is in religion because in France it is a country with devotion to

Catholicism like Ecuador.

In the previous analysis of physical and psychological distances, Ecuador has a high distance

with France due to those mentioned above in Tables 7 and 8

 19

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 21

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