Table of Contents

Introduction........................................................................................................................ 5
1. Company overview...................................................................................................... 6
1.1 Vision..................................................................................................................................... 6
1.2 Mission.................................................................................................................................. 6
1.3 Business definition............................................................................................................ 6
1.4 Business objectives for the next 5 years.....................................................................7
1.5 Product line and geographical markets..................................................................... 7
2. Tummers company analysis..................................................................................... 8
2.1 Internal analysis................................................................................................................ 8
2.1.1 7S Model......................................................................................................................................... 8
2.1.2 Capabilities................................................................................................................................. 10
2.2 External analysis............................................................................................................. 10
2.2.1 Sustainability of product for export................................................................................. 10
2.2.2 DESTEP Analysis of product lines..................................................................................... 10

2
 2.2.3 Trend analysis and conclusion........................................................................................... 12
3. SWOT & TOWS analysis............................................................................................ 13
3.1 SWOT overview............................................................................................................... 13
3.2 TOWS overview............................................................................................................... 13
3.2 Business strategy............................................................................................................ 14
3.2.1 Porters 5...................................................................................................................................... 14
3.2.2 Ansoff............................................................................................................................................ 15
3.2.3 Boston Consulting Group Matrix....................................................................................... 15
3.2.4 General Electric Matrix.......................................................................................................... 16
3.2.5 Porter’s generic competitive strategies..........................................................................16
3.2.6 Value disciplines by Treacy & Wiersma..........................................................................17
3.2.7 Benchmarking tool.................................................................................................................. 17
3.2.8 Ohmae: Ways to create a competitive advantage.......................................................18
4. Country analysis......................................................................................................... 19
4.1 Country selection filter.................................................................................................. 19
5. Value chain and supply chain set-up...................................................................24
5.1 Description of the supply chain.................................................................................. 24
5.2 Choose the right business process model................................................................ 24
5.3 Identify key processes................................................................................................... 24
6. Export market strategy and entry modes (choice).........................................26
6.1 Description export market strategy.......................................................................... 26
6.2 Export market entry options....................................................................................... 26
6.3 Market entry risk analysis........................................................................................... 27
6.3.1 Country risks............................................................................................................................. 27
6.3.2 Marketing and market control risks................................................................................. 28
6.3.3 Supply chain and payment risks........................................................................................ 28
6.4 Export market entry decision plot............................................................................. 28
6.5 Export market entry evaluation................................................................................. 29
7 Marketing mix and competitive positioning......................................................30
7.1. Analysis of international strategy of market development..............................30
7.2 Consumer needs and consumer brand positioning..............................................33
8. Logistics and organisation......................................................................................35
8.1 Logistics and Distribution............................................................................................ 35
8.1.1 Structure of the market......................................................................................................... 35
8.1.2 Delivery and Payment Methods......................................................................................... 35
8.1.3 Requirements for the USA market....................................................................................35
8.2 Organisation and Management................................................................................... 36
8.2.1 Organisational structure....................................................................................................... 36
8.2.2 Cultural aspects........................................................................................................................ 36
9. Financial Plan.............................................................................................................. 37
9.1 Price setup......................................................................................................................... 37
9.2 Volume Forecast.............................................................................................................. 37
9.3 Sales plan........................................................................................................................... 37
9.4 Profit & loss statement.................................................................................................. 37
9.5 Cash flow statement....................................................................................................... 39
9.6 Investment analysis....................................................................................................... 39
9.6.1 Payback period......................................................................................................................... 39
9.6.2 Return on investment (ROI)................................................................................................ 39

3
 9.6.4 Internal rate of return (IRR)................................................................................................ 40
9.7 Legal issues.................................................................................................................................... 40
Bibliografie....................................................................................................................... 41

4
Introduction
This export plan is written for a company founded in the Netherlands, Tummers.
The main purpose is to expand to a new market in a foreign country.
The export plan is written by four students of the study International Business
and Languages at the HZ University of Applied Science for the course “import
export management”.
This plan is set up with the 10-steps approach. This approach has four phases.
The first chapter gives a company overview. It explains the mission, vision and
business definition of Tummers. It also gives the business objectives and current
sales. The second chapter is the internal and external analysis. It shows the
internal environment as well as the external environment with the use of
different analysis, such as the 7S model and DESTEP analysis. The third chapter
shows the SWOT matrix of Tummers and the different business strategy, such as
Porter’s 5 forces model, growth model of Ansoff and value propositions. These
first three chapters are the export policy.
The fourth chapter is about the country analysis. This chapter has multiple filters
to choose the foreign market the company wants to expand to. The fifth chapter
is about the value chain and supply chain setup, about the different elements for
competitive advantage, and we have visualized how the chains will be for the
company. In the sixth chapter we go in-depth in what export market strategy the
company has to take and what entry modes there are and which the company
will take. The fourth, fifth and sixth chapter form the export audit for the
company.
The seventh chapter is about the marketing mix and competitive positioning.
Here we formulated our 4Ps, 4Cs and the three levels of product for our new
market. This chapter is also about the company’s international strategy and
where the company is the best positioned. The eighth chapter is about the
logistics and distribution of the company, included a SCOR-model and delivery
and payment terms. This chapter is also about the organization and management
of the company, for example the organization structure and cultural issues. The
ninth chapter is about the financial aspect of the export plan. It has a price set-up,
a sales plan, profit and loss statement and different investment analysis. These
last chapters form the actual export plan.
The last chapter in this plan is the tenth chapter and is the export roll-out. That
means that chapter is about milestones and a fallback plan.
This export report shows that the chosen market in a foreign country is a really
good choice, with positive advice on all aspects.

5
1. Company overview
This chapter gives a description of the vision and mission, the business definition and
objectives of the company, followed by a description of which product lines the
company is selling on what geographic markets.

1.1 Vision
A vision provides a big picture perspective of “who we are, what we do, and where we
are headed”.
“Tummers offers innovative food processing solutions for the potato and tuber industry
and develops ecological product lines with expertise of our personnel.”

1.2 Mission
A mission describes how to fulfil the vision.

“Offer solutions that focus on the client in the most economical way of production
methods, by means of high capacity and optimal return and minimum standstill of
machines.”

1.3 Business definition

“The Tummers organisation focuses on the development and improvement of processes
in the potato and tuber processing industry (...) Tummers Food Processing Solutions has
great expertise and high-quality facilities in the field of engineering, production, project
management, automation, training and service (...)The solutions and people of Tummers
Food Processing Solutions can be found in the larger fruit and vegetable processing
plants across Europe, India, Russia, China, Bangladesh, Egypt, South Africa and many
more countries.” (Tummers)

Abell’s model
- Functions (categorisation of processing of potatoes and tubers):
1. Drying
2. Destoning
3. Washing
4. Brushing
5. Sorting
6. Cutting
7. De-watering
8. Separation by density
9. Roller dryers
10. Transport / storage

- Technology
1. Machine engineering
2. Machine designing
3. Machine production
4. Installation
5. Stainless steel
6. Titanium

6
- Consumer groups
1. Fruit and vegetable processing industry
2. Fruit and vegetable packaging companies

1.4 Business objectives for the next 5 years

The business objective is to maintain the position of market leader, by delivering
solutions for the potato processing industry over the whole world.
By focusing on the client, Tummers try to offer the most economical way of production
methods through high capacity, an optimal return and a minimum standstill of
machines. As a result, Tummers is able to offer their employees a challenging and
pleasant environment.

1.5 Product line and geographical markets

The total amount of sales in euros was almost 20.000.000 in 2015. The largest sales
markets are to be found in the Netherlands, Germany and Belgium. The sales were
divided as followed:
- The Netherlands 35%
- Germany 24%
- Belgium 10%
- The rest of the world 31%

7
2. Tummers company analysis
2.1 Internal analysis
The internal analysis is composed of three main elements: organisation structure,
management framework and its capabilities to go abroad [ CITATION Lee10 \l 1033 ].

2.1.1 7S Model
For the first two elements of the internal analysis the 7S Model of MCKinsey is used. This
model describes the company in a holistic and effective way [ CITATION Lee10 \l 1033 ].

The following factors are included in the 7S model:

Shared values:
Founder Fons Tummers vision for its company is not only to consider the technical expertise
but also the humane aspect of the company. Tummers’ success is a result of the following
factors beneath.

Strategy:
Tummers cooperates efficiently with their customers and suppliers, through innovation and
responding quickly to the changing needs of the global food industry.

Structure:
The main office is strategically situated in the Netherlands, centralizing the company closer
to the foreign countries that it exports its products and services to, as a result it functions in
benefit of the company and their customers. The following is the organisation’s structure:

8
Systems:
The Company uses a system to collect data, Ridder R8, to gather the administration from
different departments of the company. This is mainly used to control the projects in an
efficient way and by this program they can see what the situation is at the moment in terms
of finance, development, research, etc.
The Company has also a fixed procedure projects towards the client. After the raw sketch for
the client was made, the company asks for a down payment and then they start the product
lines will be designed and made and before the machines go on transport, the client needs
to do another down payment.
The personnel is hired in various ways, it depends on a certain situation. They recruit
personnel outside as well as inside the company, sometimes through an employment agency
and otherwise through headhunters.

Staff:
At the moment Tummers Group counts more than 100 staff members spread over the
different locations and they are active worldwide. According to Fons Tummers, within this
company is the staff definitely plays the key role in the organisation. The people in the
engineering, research, sales and management field are very important but also the force on
the work floor.

Style:
The owner of the company “Fons Tummers” always said: “the people are the heart of the
company, not the machines.” Tummers believe in acting ‘Humane and open’ meaning that
the employees are the heart of the company and not the machines that they produce.

Skills:
The company has a high level of expertise in the field, also the personnel is highly educated
engineers and project managers. Within the company they have employees with different
kinds of skills.

9
2.1.2 Capabilities
The final element of the internal analysis, that has to be examined are the capabilities of the
business.

The main activities find place in Hoogerheide, it’s also the only location in the Netherlands,
were Tummers is located. Tummers has a subsidiary in Nottingham, England, where they
develop dryers for the product lines.

The company itself has a huge workshop: “Tummer plaatbewerking”, where they edit raw
materials and assembly parts for the machines, which are designed in the R&D department.
When the workshop capacity is full, they outsource production work to companies nearby.

The company has an open company culture; they already have suppliers and partners
abroad and also a lot of foreign customers. Tummers is the front-runner and an innovator in
the area of complete production lines for potato and vegetable processing in Europe, Asia
and some countries in South Africa.

The experience of the firm is very large since the company is exporting abroad the business
is growing. One could say that knowledge from previous experience is used in the business,
to make this company successful.

For the machines that have to be transported abroad, are mainly produced in the
Netherlands. Mostly the products are transported by trucks, because it is the cheapest way
to deliver the product to destination. It is no option to produce the products in the countries
where they export. Generally, the customers are not close to each other, so they will not
benefit from it. Besides that, the fixed costs of the company itself are very high.

2.2 External analysis

2.2.1 Sustainability of product for export
The Tummers Group consists of four different companies with their own line of expertise
that operates all over the world. Tummers Food Processing Solutions machinery and
employees can be found in the larger fruit and vegetable processing plants across Europe,
India, Russia, Bangladesh, Egypt, China and South Africa. Hence the company already has
experience in exporting their product and service to foreign countries [ CITATION
Tum16 \l 1033 ].

2.2.2 DESTEP Analysis of product lines

This analysis consists of six environmental factors that influence the current and future
growth of the company. These factors cannot be controlled nor influenced by the company.

Demographic developments:
Demographic development studies the measurements of the human population. By keeping
track of these changes it can help to reveal the likely future demand for certain types of
products or services[ CITATION Ver13 \l 1033 ]. One of the largest trends defining the
world food processing equipment market nowadays is the rapid sales growth in developing
regions. The rising personal incomes are increasing the demand for processed foods and
more. As a result, Tummers should seek to locate their production facilities closer to these

10
expanding markets in order to cut costs and capitalize on this growth [ CITATION
Ass14 \l 1033 ].

Economic developments:
Because Tummers operates internationally, they have to keep a close eye on worldwide
economic developments and compare competitive environments in different countries
[ CITATION Ver13 \l 1033 ]. For instance one of their known competitors is Kiremko,
who is also in the Food Processing business and operates internationally e.g.: UK, Russia,
Ukraine, India, China and more [ CITATION Kir15 \l 1033 ]. Besides Kiremko, Andritz,
Gouda is a strong competitor for Symon dryers. They both focus mainly on dry systems in
product lines. By staying informed about these developments Tummers can see where there
are opportunities and threats lurking around the corner.

Social developments:
Social factors affect the profit to be earned and sales of the product as it influences the
society’s interests and opinions. Through this analysis the impact that social factors have to
Tummers food processing solutions are great. The Tummers organization focuses on the
development and improvement of processes in the potato and tuber processing industry,
due to maintaining Health consciousness as customers believe that health attributes is
important in the food they eat so as they are willing to pay more for the provided benefits.
Moreover, in Europe it is considered the most important factor in purchase decisions.
Another social factor that will influence the growth of the company is the attitude towards
product quality and customer service [ CITATION Tum16 \l 1033 ][ CITATION
Pes16 \l 1033 ].

Technological developments:
The technological developments in the food processing industry are extremely important
and innovation is the key word, therefore it is imperative for Tummers to keep up with the
constant changes in the technological environment because new products, developments
and improvements are continuously emerging in order to increase efficiency and
effectiveness in the machinery production department.

All processes involving engineering, production and installation of the machinery are all
prepared within Tummers Food Processing Solutions, which is one the few machine
manufacturers that is qualified to quickly respond to the changing needs of the global food
industry[ CITATION Tum16 \l 1033 ].

“Technological advancements in cutting, slicing and grinding machinery have also led to
increased sales of these units over the past 10 years, as manufacturers replace older
machines with newer products that boost their bottom line through either higher
throughput or more efficient [processing]” says Matthew Raskind, an industry analyst at the
Freedonia Group (Austin Weber, 2014).

Ecological developments:
Companies nowadays intent to be more socially responsible with respect to the
environment. Tummers therefore do not only consider its employees as the heart of the
company instead of their machines, but they also do not throw away old equipment’s.
Tummers fixes their old machines that are proved that they are worth elsewhere and makes
them available for sale [ CITATION Tum16 \l 1033 ]

11
Political developments:
Governmental policies in the areas of food distribution, production and consumption have
consequences on costs and the availability of the food supply internationally and nationally.
The level of its intervention is increasing the number of international trade agreements;
to result in lowering levels of trade protection, regulations precisely to the food industry.
Speaking on a domestic extent, policies on work involved in food have effects on Tummers
food processing solutions as most food policies are focused more on a global scale rather
than nationally. Some examples of the international political development influences are as
the following:

International trade agreements: It is economically viable for the company to export more to
export markets. Though it could result by a bigger number of imports from those markets
enhancing the level of national competitiveness [ CITATION Joh99 \l 1033 ].

Political instability: Businesses should avoid any uncertainty of the instability in the macro
environment. It results from political dysfunction. A business should always keep a stable
Macro environment to prevent the following (staff are often tend to not work when of
protests and strikes which harms the company and the regulations stuck in key approvals
that are usually delayed in administration, the legislatures and the parliaments)
(Management study guide, 2016).

2.2.3 Trend analysis and conclusion

This trend analysis is the result of the DESTEP analysis and it summarizes the two most
important trends impacting Tummers which are the demographic developments and the
technological developments.

Demographic trends mainly involves size and structure of the working age population
(usually assumed to be between the ages of 15 to 64 years old), and directly affects the
economic growth, developments in labour and productivity of a country; consecutively
technological progress is directly affected by their impacts on a country’s economy.

Furthermore from a demographical aspect, per capita income can be broken down into
labour productivity and the employment rate. When we compare to some advanced
economies such as the euro area, the United States and the United Kingdom, and emerging
market economies such as Brazil, China and India, three main points emerge. Firstly,
productivity gains are the prime source of economic growth. Secondly, productivity growth
notably slowed down in the euro area after the mid-1990s, while it accelerated notably in
emerging economies. Thirdly, demographic developments helped the growth in the
emerging market economies, while this was not the case in advanced economies (European
Central Bank, 2010).

12
3. SWOT & TOWS analysis
The SWOT analysis of Tummers combines all the strengths, weaknesses, opportunities and
threats together in one overview.

3.1 SWOT overview

SWOT Positive Negative

Internal Strengths Weaknesses

Factors 1. Patents on inventions of certain
machines
2. Years of experience in the field
3. Number 1. leader in the entire
industry of food processing
4. The company is strategically situated
5. Large R&D department, for constant
innovations and solutions
6. High expertise in technology and its
intensive use
7. They work with a highly intelligent
computer system
1. The demand for highly technical
educated personnel is high and the supply
of this kind of personnel is low.
2. The rapid growth, it is hard to keep
high standards of quality, besides that the
scarcity of suitable personnel.
3. The ageing population within the
society

External Opportunities Threats

Factors 1. Currently they are planning to 1. In the home countries of customers,
cooperate more with SFW, Burley, machines are being copied.
America. 2. The rules in China have sharpened, due
2. There are new attractive market to big industrial accidents that happened.
segments in the dry-technology
industry for Simon Dryers.
3. Iran has an open trade market again,
where they can do business again.

3.2 TOWS overview

This TOWS-matrix is a confrontation matrix that shows the strategic option for the
company. This matrix combines the results of the SWOT-Matrix together, resulting
into a clear picture of where there are opportunities and threats for the company.

SO: attack and grow WO: strengthen

When Tummers is starting the cooperation
with SFW, they have the possibility to ask for
patents in America as well. By doing that
they will get more customers and the
machines will not be copied in America.
By cooperation with SFW, Tummers can
source out more tasks or orders to this
company, so that they can keep up with the
rapid grow more gradually, and they will
need less personnel in the Netherlands.

ST: defend WT: withdraw or survive

The rules in China has been sharpened, With the rapid growth in demand, it’s hard

13
 Tummers has the capabilities to develop to keep high standards of quality for the
process solutions according to these rules. machines. In addition in the home countries
By doing this it is also a chance to specialise of the customers, machines are being copied
in countries with heavy restrictions. and sold for less.

3.2 Business strategy

3.2.1 Porters 5
The 5 forces model developed by Porter analyse the attractiveness of the industry and
consists of five competitive factors of influence. These five factors will be examples for
Tummers [ CITATION Lee10 \l 1033 ].

Barriers:
To enter the industry of food processing solutions, there are two main barriers. The first one
is a technology barrier. It is hard to enter this industry, as the level of expertise in these
products is very high. The second barrier is that there is a high investment capital required if
you want to join the industry. The costs for developing and designing the products and the
materials required are high as well. Taken these two barriers into account, means that the
entry barriers in the food processing solutions industry are high.
Substitutes:
The substitutes in this industry are low. The products are customers made; every product
that the company delivers is different. It is also forbidden to copy certain machines because
Tummers has patents on them. Only in countries where the patent is not applicable, the
machines are being copied. The machines are of big investments, it is not easy to find a
cheaper one or with better quality. Due to this big investment, companies are ready to make
the offer for high quality and good service.

Buyers/Customers:
The product is custom made, so the client has a huge influence on the product itself. In
contrary the client, doesn’t have that much choice in choosing a company, which is going to
satisfy their needs. There are only a few companies active in this industry and they all are
specialised in different production lines and machines.

Suppliers:
Stainless steels are generally used in food and beverage manufacturing and processing
industries. Depending on the grade of stainless steel selected, they are suitable for most
classes of food products. Therefore Tummers have to work with suppliers that use the
guidelines on the materials of construction for equipment in contact with food that are
published by the European Hygiene Engineering and Design Group (British Stainless Steel
Association, 2015). Tummers Food Processing Solutions supplier for stainless steel is
Tummers Plaatbewerking. There are different suppliers for stainless steel, the closest in the
United Kingdom. The United Kingdom has a couple of suppliers that supply stainless steel
that is suitable for most classes of food products. Those suppliers make steel that can be
used in for example bakery equipment or food processing equipment (British Stainless Steel
Association, 2015).

14
Rivalry:
The rivalry in the industry is not that high. There are only a few big companies that control
the market, an oligopoly. To maintain its position the company needs to keep developing,
innovation and improving their goods and services.
The fixed costs for Tummers are high; therefore it is important to always use the full
production capacity.

3.2.2 Ansoff
The Ansoff model enables the company to define in four segments, how it plans to grow the
business. The four segments are the following [ CITATION Lee10 \l 1033 ].
- Product innovation
- Penetration
- Diversification
- Market development

Tummers keep their current product, but they are entering foreign market they are not yet
exporting to. As can be seen on the figure above, this means they are in the segment
“market development”.

The purpose of this strategy is to sell more of the same product in new markets. Going into a
foreign market, the company has to keep in mind the cultural differences and there may be
high costs of modifications. The company must be able to doing business in foreign countries
[ CITATION Lee10 \l 1033 ].

15
3.2.3 Boston Consulting Group Matrix
The Boston Consulting Group (BCG) Matrix is a tool to analyse the performance of the
individual product lines. In the BCG, there are two main dimensions: “Market growth” and
“market share”. The BCG has four categories: Question mark, star, cash cow and dog.
Depending on either market growth and/or market share, the company falls in one of the
categories [ CITATION Lee10 \l 1033 ].

Tummers has a high market share in the industry, and a high market growth. This means
that the company falls in the category “stars”.
Star means that there is a high growth and a high market share. The product line is further
down in the product life cycle and generates lots of revenue.

3.2.4 General Electric Matrix

The General Electric (GE) matrix is an advanced version of the BCG. The “market growth”
dimension is replaced with “market attractiveness” and the “market share” dimension is
replaced with “competitive strength of SBU”. Market attractiveness is for example
determined by the market size and growth rate. The competitive strength of SBU is for
example determined by the strength of assets and competences, relative brand strength and
market share [ CITATION Lee10 \l 1033 ].

For Tummers, the industry attractiveness is medium, and the SBU strength is strong. This
means they are still in a growing phase on the product line. The direction will be going up, as
the attractiveness of the industry will get higher.

16
3.2.5 Porter’s generic competitive strategies
This model refers to the generic competitive strategies developed by Porter. Porter
developed three generic competitive strategies:
- Differentiation strategy
- Cost strategy
- Focus strategy

The model is based on two different dimensions to create a competitive advantage:

- Competitive advantage
- Competitive scope

Tummers is focusing on a narrow target. They do not focus on low costs, but are mainly
focused on bringing the best product with the best technology available on the market. The
people are important for Tummers and have therefore a differentiation focus as strategy,
according to Porter’s generic competitive strategies.

3.2.6 Value disciplines by Treacy & Wiersma

This model is focussed on three competitive strategies, which are the following disciplines:
- Operational excellence (Best total cost)
- Product leadership (Best product)
- Customer intimacy (Best total solution)

The value discipline that fits Tummers the best is “customer intimacy”. Customers are for
the company very important, and they make their products for the human, as the founder of
the company says: “the people are the heart of Tummers, not the machines” [ CITATION
Tum16 \l 1033 ].

There are four elements to differentiate value proposition. These four are: product, process,
price and effort to acquire. For the company this means that the product has to be
innovative, the process has to be efficient, the price does not matter, but should not be too
high, and the effort to acquire the product is in hand of the company, so the customer does
not stress. As the value discipline is customer intimacy, the company will mainly focus on
product and process.

3.2.7 Benchmarking tool

The benchmarking tool compares the attractiveness of the individual features of your
offering to that of the competition [ CITATION Lee10 \l 1033 ]. The benchmarking tool is
mainly focused on the 4P’s: Price, product, place and promotion. In the industry of
Tummers, it is really hard to compare different competitors with Tummers itself as the all
have different product lines. Therefore, it is really hard to make a good figure about the
benchmarking. For this, we have compared Tummers with Kiremko.

17
 1 2 3 4 5
Differentiation
Innovation Warranty

Service Production

Tummers
Kiremko

As can be seen, Kiremko has more different products, but they are not innovation like
Tummers is. Overall is the warranty and service from Tummers better compared to that
from Kiremko. The production of Tummers is better as they do not outsource their
production to other companies. They develop their products with own materials.

3.2.8 Ohmae: Ways to create a competitive advantage

This strategy refers to the way to create a strategic advantage. It is based on two
dimensions: product and competition. There are four factors: key success factors, aggressive
new initiatives, use relative superiority and create strategic freedom [ CITATION Lee10 \l
1033 ].

For the company, their product already exists. Their competition field is based on a customer
strategy, which means they do not compete directly with their competitors, but prefer to
avoid competition. The factor that fits those two is the “use relative superiority”. This
strategic use the weaknesses of the competition to take advantage of them.

18
4. Country analysis
4.1 Country selection filter
With the aim of analysing and selecting potential countries as new markets, a three-phase
filter model is used in order to evaluate the most attractive countries based on various

criteria.

Pre-filter:

Country Simple Average Sea transport costs Human Natural Disaster

Applied (MFN) tariff % (40 ft container) Development Index (%) 2013
2015 USD 2015 Index 2015

Canada 1.07 2893 0.913 3.18

United 1.66 3070 0.915 3.99

States

Mexico 3.51 3363 0.756 6.39

Colombi 3.64 2814 0.720 6.90

a

Norway 0.00 402 0.944 2.35

Iceland 2.10 782 0.899 1.55

Ukraine 3.72 774 0.747 3.14

19
 Turkey 2.61 963 0.761 5.52

Oman 3.69 1832 0.793 2.74

Australia 2.91 4634 0.935 4.51

South 4.61 No data 0.666 5.80

Africa

Japan 0.09 3944 0.891 14.10

Analysis of Import tariffs (import duty) within the “Electrical machinery” sector in 2014
[ CITATION Wor16 \l 1033 ]

Simple Average Applied MFN tariff - the average of the duty or tax (as % of the import value)
imposed on goods entering a country or customs territory for the relevant year. The
calculation of the average is based on the complete applied tariff nomenclature in the
harmonized system (HS)1 version used by the country for that year and includes the ad
valorem equivalent (AVE)2 for duties which are non-ad valorem in nature. [ CITATION Wor16
\l 1033 ].

In current usage, MFN tariffs are what countries promise to impose on imports from other
members of the WTO, unless the country is part of a preferential trade agreement (such as a
free trade area or customs union). This means that, in practice, MFN rates are the highest
(most restrictive) that WTO members charge one another.

Transport costs

Information retrieved by [ CITATION Sea16 \l 1043 ]

HDI

Human Development Index and its components, ranks countries by 2014 HDI value and
details the values of the three HDI components: longevity, education and income. A country
scores higher HDI when the life expectancy at birth is longer, the education period is longer,
and the income per capita is higher.  [ CITATION Wor15 \l 1043 ]

Natural Disaster Index

This index rates the countries according to the likelihood of being exposed to earthquakes,
floods, tsunamis and hurricanes. The higher the percentage shown in the table, the higher
the chance of a natural disaster taking place in a certain country. [ CITATION Wik16 \l 1043 ]

1
HS is an internationally standardized system of names and numbers to classify traded products.
2
A tariff that is not a percentage (eg, dollars per ton) can be estimated as a percentage of the price —
the ad valorem equivalent.

20
 Conclusion:

Comparing
and weighing
the data
gathered
based on the
criteria above, 8 countries have been selected for their market attractiveness: Iceland,
Canada, Norway, Australia, Japan, Oman, United States and South Africa.

Turkey, Ukraine, Colombia and Mexico have been rejected for the high costs of transport
and high natural disaster predisposition.

Filter 1

Country Political stability average Economic Social globalization FDI Confidence

index 2014 (-2.5 weak; growth (%) index (0-100) 2014 Index 2015
2,5 strong) 2014 2014

Iceland 1.24 1.83 69.86 no data

Canada 1.18 2.44 88.91 1.94

21
 Norway 1.13 2.21 84.56 1.68

Australia 1.08 2.50 82.24 1.79

Japan 1.02 -0.10 66.58 1.80

Oman 0.66 2.89 56.85 no data

United 0.62 2.39 77.96 2.10

States

South Africa -0.08 1.52 50.06 no data

[ CITATION The16 \l 1033 ]

Conclusion: USA, Canada, Japan and Australia have strong political stability, high economic
growth and are countries where investors are considered to be very confidant.

Filter 2

Country Agriculture Household Imports (%) Government Corruption

value added consumption of GDP debt of GDP perceptions
(billion USD) (billion USD) 2013 (%) (Transparency),
2012 2013 2015 (100 = no
corruption)

United 195.05 11,392.29 16.52 94.28 76.00

States

Canada no data 1,021.48 31.79 53.17 83.00

Japan 71.94 3,007.81 18.99 195.99 75.00

Australia 35.17 857.52 21.11 40.41 79.00

[ CITATION The16 \l 1033 ]

Evaluation form
Market/Country 1 2 3 4 5
Attractiveness
Very Poor Poor Medium Good Very good

Estimated market Canada,

size Japan,
Australia
and USA

Estimated market Japan Canada,

growth Australia

22
 and USA

Buying power Australia Canada USA

and Japan

Avg industry Australia USA and

margin and Japan Canada

Competitive Australia Japan and USA

conditions Canada

Market Japan Australia Canada

prohibitions and USA

Political/economic Japan USA,

stability Canada and
Australia

Total=

USA: 34
Canada: 33
Australia: 29
Japan: 25

Conclusion: USA seems to be the most attractive market to penetrate. Despite the high
transportation costs, the overall evidence and statistics have shown a well-developed nation
that has achieved a steady growth, low unemployment, competitive economy and rapid
advances in technology.

23
5. Value chain and supply chain set-up
5.1 Description of the supply chain
The machinery of Tummers is sold to businesses in the food-processing sector. Tummers
buys raw materials from suppliers and component suppliers on the supply side (=upstream)
of its business. On the other side of the supply chain is the demand side (= downstream),
where it is selling the machinery to food processing companies.

Supply chain setup is depending on several operational elements in the business: quality,
reliability/ on time, speed, flexibility/ responsiveness and costs and the predictability of the
demand and supply.

Operational items
Tummers follows to different business strategies to make their company a successful
business.

Firstly, they offer tailored services, thus they apply the customer intimacy strategy for
managing the company. That implies that it focuses on reliability and high responsiveness to
its customers’ requirements. Secondly, they provide innovative machinery fast and with a
high quality standard, this refers to the product leadership strategy.

By these value chain managing strategies including the operational elements, they are able
to gain a competitive advantage, regarding their competitors.

Predictability of the demand and supply

The main business of Tummers has a responsive generic supply chain strategy, with a high
demand uncertainty and a low supply uncertainty. Only, for the most expensive machine a
casted cylinder must be purchased. For the biggest sized, can be provided by one supplier
worldwide.

5.2 Choose the right business process model

Business model
As mentioned before the company follows a combination of business strategies: customer
intimacy and the product leadership strategy. The business model of Tummers is demand-
driven, because of that they follow a pull-principle. By following this principle, the company
produces based on the customer demand, even referred as make-to-order.

The choice for a demand-driven business model results in the following characteristics:
 A relatively short time to get the products on the market.
 Higher costs are involved.
 A low markdown risk.
 A highly complex system.

5.3 Identify key processes

Key processes
With a pull principle the supply-chain, planning process and IT system are necessary for
short time-to-market and fast replenishments. Secondly, identification of its key processes is
important for the business strategies.

24
The executions of the elements for creating competitive advantages for Tummers are:
 Reliability, on time, customer intimacy strategy:
 The supply is executed according to the contract. Through, the services that
the company offers it is able to ensure its reliability and all the products are
delivered on time. They are well known for their after sales service and the
commissioning after installation. The main goal for its customer is that after
the installation the client is able to produce.

 Responsiveness, customer intimacy strategy:

 The team of Tummers is able to respond quickly to changes is the market
and can easily adapt the product to their customers. Also, for this reason
they are a pioneer in the potato solutions industry.

 Quality, product leadership strategy:

 Tummers has the best practice, tools and skills to deliver the desired quality.
Tummers has a large engineering department and a R&D department, to
create the best innovative concepts and inventories.

 Speed, product leadership strategy:

 When putting new innovative products on the market, the time to the
market has to be as fast as possible, before someone else copies the idea or
put it on the market. The first thing to do with real innovations is ask for
patent. The new products get precedence above developing other
machines. So, they can be faster than the competitors with new innovations.
[ CITATION Lee10 \l 1033 ].

25
6. Export market strategy and entry modes (choice)
6.1 Description export market strategy
There are two things to describe the export market strategy. First, you can define it by using
three different elements, with a total of nine sub-elements. The three elements are: The
organization, the industry and the foreign country. The company already has enough
experience going abroad with their product. The industry is good for the company, as they
have a strong market position that makes them strong for competition. The foreign country
the company wants to expand to is stable and it will offer the right product.

Second, the strategic focus for the company regarding internationalization has to be defined.
There are two important dimensions: the preparedness of the company for
internationalization and the industry globality in general.

Using this figure, we can define the strategic focus for the company. The company is already
globally focused and they have enough experience. This means that the company wants to
expand their market to strengthen their global position.

6.2 Export market entry options

In this chapter, the type of market entry in the selected export country is going to be
determined. Two choices will classify the market entry options: Direct or indirect and non-
equity or equity.

Direct or indirect?
Tummers will have a direct approach. The company sells their product directly to their
customers and not through a middleman. This is also because of the service they offer.
Tummers send employers to other companies that own a product of Tummers.

Non-equity or equity?
The company is non-equity. Meaning that the company wants to start selling on the market,
but does not want to invest in companies in the foreign countries.

26
Using this, you can set up a classification of the export market entry options. The
classification for a Direct and non-equity company is to have export sales orders. It will not
have a structural and systematic basis for exporting.

With this figure, the export market entry options can be chosen. For Tummers, number 1a is
the best option. The company can hire an agent to promote and sell the products in the
chosen country, but will not own the stock. The agent is in independent company or
freelance salesman.

For this export market entry options, there are different advantage and disadvantages.

Advantages:
There will be a low investment, as they will only have the hire an agent (and pay 5-10% in
commission) and Tummers will use the local market knowhow and experience.

Disadvantages:
There will be lower gross margins, as they have to pay commissions for example. The
company might also have limited market control, or control over the marketing mix as this
will be determined by the agents.

6.3 Market entry risk analysis

When selling abroad, the company have to deal with three types of risks:
 Country risks
 Marketing and market control risks
 Supply chain and payment risks

6.3.1 Country risks

Japan is a growing country and therefore the risks can be either low or high. Economic risks
will be low, as there is almost no unemployment or international debt. Financial risks are low
as well, as the economy is going quite well. Japan has an “open” attitude and needs to
export and import. There is no social unrest in the country; neither there is a lot of
government involvement and the attitude towards businesses are good. Therefore, there is

27
almost no political risk. Socio-cultural risks are hard to define. The technological level in
Japan is high, and the infrastructure systems around the large cities are good.

6.3.2 Marketing and market control risks

This risk refers to risk relating to making mistakes in for example product features and the
way of product features communication, branding, marketing promotions and pricing. The
market control risks refer to the ability of the company to control what is happing locally in
the export country.

Above can be seen that for the export market entry option of Tummers, the level of
marketing control will be shared when the marketing for the product starts. This is because
the agent that is hired will start doing marketing for the product.

6.3.3 Supply chain and payment risks

This risk covers operational execution risks and risks that are not being able to enforce
payment or services delivery. This will be unlikely for the company, as they are will always
deliver the best services for their company, even if this involves having to fly over to look at
the product itself.

6.4 Export market entry decision plot

The Export market entry decision plot is a tool to determine the company’s strength and
weaknesses, opportunities and threats in relation to the entry of export country. This tool
consists of the nine sub-elements mentioned earlier in this chapter.

28
Above you can see the decision plot of Tummers. Overall this means that the company is in a
good position and can stay in a direct export market entry option.

6.5 Export market entry evaluation

The evaluation consists of five criteria, which are:
 Does the entry option fit with our strategic goals and time horizon?
 Will the entry be easy?
 What will be the risks?
 What market control will we have?
 At what level will investment cost be?

These criteria are put in the following table.

Export market entry option (Exporting)

Time horizon 1

Easy 2

Risk 3

Market control 2

Investment 1
cost

Total score 9

29
7 Marketing mix and competitive positioning
This chapter explains how to analyse, select and reach customer target groups in
international markets. It helps to outline the main techniques to create a competitive
positioning (Leeman, 2015).

7.1. Analysis of international strategy of market development

The following figure presents a theoretic overview of creating an international strategy of
market development.

Mission:
This describes the company’s reason to enter, it’s values and overall vision of the direction
the company wants to move into in a strategic sense:

Tummers wants to offer solutions that focus on the client in the most economical way of
production methods, by means of high capacity and optimal return and minimum standstill
of machines. All this is accomplished by keeping their vision and values in sight by offering an
innovative food processing solution for the potato and tuber industry as well as, the
opportunity for its employees to keep developing their knowledge in this industrial area.

Business definition:
The business definition summarises the customer’s needs, what main market groups exist
and which technologies can be used to fulfil the customer’s needs (PMT):

Tummers offers solution to large fruit and vegetable processing plants and packaging
companies across different countries around the globe by focusing on the development and
improvement of processes in the potato and tuber processing industry. The company has
great expertise and high-quality facilities in the field of engineering, production, project
management, automation, training and service.

Segmentation target groups:

This is based upon the main market groups, segmentation and positioning (STP):

30
Tummers industry attractiveness is medium, and the SBU strength is strong. Meaning that
the company is still in a growing phase of their product line. As a result they focus on a
narrow target market. They do not focus on low costs, but are mainly focused on bringing
the best product with the best technology available on the market.

Competitive strategy:
In this strategy a choice is made about what segments- or product/market combinations to
focus on (PMC/CMC):

Customers are very important for the company however there are four key elements that
differentiate the value proposition for Tummers, mainly: product, process, price and effort to
acquire. This means that the product has to be innovative, the process has to be efficient, the
price does not matter, but should not be too high, and the effort to acquire the product is in
hand of the company, so the customer does not stress. As the value discipline is customer
intimacy, the company mainly focus on product and process.

International expansion:
This involves development of the type of market entry and level of adaptation of the product
and marketing mix (EAM):

Tummers entry method is a direct- non-equity approach. The company sells their product
directly to their customers and not through a middleman. This is because the company sends
its own employees to other companies that own a product of Tummers. However the
company has to keep in mind the way of product features communication when entering a
new market, as well as the branding, marketing promotions and pricing.

Furthermore reviewing the strategic thinking process is a very practical way to check what
options there is for Tummers to become successful in the new market.

The following figure depicts a template for the general strategy development and the
strategic thinking process:

1. General strategy development:

This is the evaluation of the existing product portfolio, analysis of the trends in the market,
formulating strategic responses to take advantage of the trends in the market and
determination of the future strategic positioning.

31
2. Strategic thinking process:
This identifies the trends in the market, what appearances or trends can be grouped
together, how to cluster into segments and what plan of action can be formulated to service
these segments.

The following figure depicts a template for the issues diagram and the product action
diagram:

3. Issues diagram:
This helps with reviewing the relevant issues to become or remain competitive in the
selected international market. The figure provides an example of when the cost price of a
product or service is too high.

4. Product action diagram:

By evaluating the price/value offering of the firm’s products compared to that of the
competition.

32
The following figure depicts a profit diagram:

5. Profit diagram:
This is used for reviewing how the profitability of selling the product and service can be
improved.

7.2 Consumer needs and consumer brand positioning

The development of an international marketing plan starts with the consumer (B2C) and/or
customer (B2B). It is important to understand that the power is not with the product, but
with the consumer or customer.

The following figure provides an overview of the 4C model, which puts a clear view towards
the 4P’s, but than from a consumer’s or customer’s perspective:

The 4 P’s works as following for Tummers, the company creates a product that a particular
group of customers want, the company promotes its product and puts it strategically on sale
at a place where the customers can easily buy them at a price that matches the value the
customers feels they get the most out of it.

33
The 4 C’s basically works the same, however their focus is on the customer’s needs, the total
cost and what that price includes with services and maintenance, than it’s followed by
convenience, meaning how easy it is for them to get the product that they need and to
conclude communication, which is basically customer relationship.

The three levels of product by Kotler help to select how to approach and offer service to
different customer groups with the same needs. By identifying the situation of the
customers and their needs.
Once this is known, the needs have to be differentiated between the core product needs,
the actual product needs and the augmented product needs.

The core product:

This is basically the product; in Tummers case is the processing machines and more that are
being made in the workshops.

The actual product:

This includes a brand name, quality, and packaging. What the customer receives once they
buy a machine from Tummers.

The augmented product:

This is any service that is added extra once the customer buys a machine from Tummers,
such as a yearly services and maintenance done to the machines and warranties.

34
8. Logistics and organisation
8.1 Logistics and Distribution
8.1.1 Structure of the market
In order to export to the United States, Tummers has to choose a market entry option. As
said before the company wants to export to strengthen their position on the market. The
right market-entry option for Tummers is exporting, through a direct channel. For this we
use the SCOR-model which is used for describing the supply chain setup and logistics
infrastructure of an organisation.
The various elements of the SCOR-model are:
Plan:
There will not be that many changes within the infrastructure in the organisation because
the company already exports for a while.
Source:
The products will follow a pull-principle, also referred as make-to-order. The raw material is
mostly purchased in the Netherlands, e.g.: stainless steel. Some of the machines or parts are
bought abroad. This will remain the same, when they are planning to export to the USA.
Make:
Still, the products will be made Tummers in Hoogerheide or by sub-contractors, abroad or in
the Netherlands.
Deliver:
The end-products will be delivered by ship from the Netherlands to the USA. In the contract
is described the delivery terms. The company exports already outside Europe, so they know
how to manage this process.
Return:
By the company it is not applicable that customers return the products. It is more common
that service has to be done after installing the machines “after service” or when the
machines have to be repaired according to the warranty contract.

8.1.2 Delivery and Payment Methods

The payment and the terms of delivery are concluded in a contract, which is as follows:
The payment
The payment takes place within different phases.
- 30% is the down-payment, which is done when Tummers receives the order.
- 60% by payment on delivery, against the documents which are required by the letter of
credit and the acceptance of the documents by the buyer’s agent, e.g.: bill of lading.
- 5% by the payment after the acceptance.
- 5% is paid after the warranty period.
Currently, the delivery term is referred as CIF:
This means seller has to pay for all transport up to the moment the goods are inside the
ship’s railings. However there is an exception on this term; Tummers is responsible for the
goods until they the goods leave the ship.

8.1.3 Requirements for the USA market

It is important for the Tummers to address agents in the USA, where they can work with.
Most requirements are already established.

35
8.2 Organisation and Management
8.2.1 Organisational structure
The organisational structure will remain the same, because they are already exporting
outside Europe. The organisation structure for export is chosen by product line, which
follows a centralized approach. The international department is totally integrated within the
departments of the company. All the activities in the organisation with the market entry
option “exporting” will be centralised.

8.2.2 Cultural aspects

When you go abroad you are not only dependent on the facts, but also focussing on the soft
facts, like: cultural differences. Therefore, we compare the five cultural dimensions of Geert
Hofstede.

As you can see in the bar chart “Individualism” scored very high in the USA, this means: each
member of society is interested in their own interest and those of the immediate family.
Besides that, in the USA is a low-context culture in usage. This means more information is
contained in the verbal part in message, than the non-verbal part. So the way of
communication and the conviction of the sale or the story around the product is “more
important” than the actual product. Therefore it is also important that Tummers makes
contact, with well-known agents or agents with prestige in the following years.

36
9. Financial Plan
9.1 Price setup
The price setup refers to the price calculation and price setting in the home country and in
the selected target market(s).
The price setup for Tummers to the United States:

1 Buying price 20%

2 Duties 5%
3 Freight costs 4%
4 Buying commission 5%
5 Design fee 1%
6 Landed Price 74.812,50 35%
7 Goodwill 2%
8 Transportation & distribution expenses 10%
9 Rent & labor expenses 14%
10 Marketing expenses 2%
11 Overheads 2%
12 Total cost per unit 135.416,29 65%
13 Gross margin for BLM 72.916,46 35%
14 Wholesale price 208.332,75 75/100%
15 Distributor margin 69.444,25 25%
16 Retail price 277.777 100%
17 VAT 22.223 8%
18 Consumer price 300.000 108%

9.2 Volume Forecast

Now the price setup is made, volume forecasts can be made. The following formula can be
used to calculate the volume:
VP = market size * % target group * %c potential buyers * % target market share * % market
growth
For Tummers, on the USA market, means the following:
VP = 500 companies * 35% target group * 25% potential buyers * 20% target market share *
15% market growth = 10 units

9.3 Sales plan

A sales plan can be made after setting the price and calculated sales volumes. The formula
for this is:
Sales plan = Price * Volume
The following is a sales plan for Tummers for the next 3 years.
Year 2016 2017 2018
Market share 20% 21% 21,5%
Sales growth 60% 64%
Approx. sales 2.777.770 4.444.432 7.288.868,48

37
9.4 Profit & loss statement
Before the profit and loss statement can be calculated, the depreciation cost per year need
to be known. One method of calculating the depreciation costs is the linear depreciation
method. This method divides the net investment costs by the number of years laid down for
depreciation by tax authorities.
Linear depreciation = (total investment – residual value) / Number of years allowed for
deprecation
First, the investments have to be listed. The company needs to buy a couple more desks for
the new employees as well as new company cars for those employees. They also need more
equipment for them. The costs for this will be around 60.000

(60.000 – 10.000) / 7 years = 7.142,86

When the sales per year are calculated, you can calculate the cost of the sales: The cost of
goods sold (COGS). If the company is selling to another country, the COGS term is the landed
price. Sales minus COGS result equal gross profit (GP).

COGS = volume * landed price

The next step is to calculate the expenditures and to put them in a profit & loss statement.
2016 2017 2018
Gross sales (Excl 2.777.770 4.444.432 7.288.868,48
VAT)
Cost of sales 1.666.662 2.666.659,20 4.373.321,09
Gross profit 1.111.108 1.777.772,80 2.915.547,39
Total selling, 352.082,40 563.331,84 915.414,24
distribution and
other expenses
Depreciation 7.142,86 7.142,86 7.142,86
Net Income (EBIT) 751.882.74 1.207.298,10 1.992.990,29

38
9.5 Cash flow statement
A cash flow statement is a specific statement showing whether the company has positive
cash flow from operations, meaning more money is coming in that going out.

Cash flow = Net profit + depreciation

  2016 2017 2018
Growth 0% 60% 64%
Sales volume (units) 10 16 26,24
Price € 277.777 € 277.777 € 277.777
       
Sales € 2.777.770,00 € 4.444.432,00 € 7.288.868,48
       
Costs of sales (60%) € 1.666.662,00 € 2.666.659,20 € 4.373.321,09
Overheads (10%) € 55.555,40 € 88.888,64 € 145.777,37
Depreciation € 7.142,86 € 7.142,86 € 7.142,86
Additional costs € 352.082,40 € 563.331,84 € 915.414,24
       
Total costs € 2.081.442,66 € 3.326.022,54 € 5.441.655,56
       
Profit € 696.327,34 € 1.118.409,46 € 1.847.212,92
Depreciation € 7.142,86 € 7.142,86 € 7.142,86
       
Cash flow € 703.470,20 € 1.125.552,32 € 1.854.355,78
Cumulative cash flows € 703.470,20 € 1.829.022,52 € 3.683.378,30

9.6 Investment analysis

An investment analysis is a financial analysis to evaluate whether a project is financially
rewarding or attractive, given a specific set of criteria or requirements. The most commonly
used investment analysis methods are:
- The payback period
- Return on investment (ROI)
- net present value (NPV)
- Internal rate of return (IRR)

9.6.1 Payback period

This is the time it takes to recover the initial investment amount, using the cash flows
generated by the project. The investment is recovered in the year in which the accumulated
cash flows exceed the initial investment.

The cash flow after one year is € 703.470,20 and the investments are €60.000. This means
the payback period will be one year.

9.6.2 Return on investment (ROI)

Rate of profit or sometimes just return, is the ratio of money gained or lost on an investment
relative to the amount of money invested.

39
The ROI will be 1207,79%

9.6.3 Net present value (NPV)

The method of discounting future streams of income using an expected rate of return to
evaluate the current value of expected earnings.

The NPV is 2.785.275,63

9.6.4 Internal rate of return (IRR)

The discount rate at which the present value of the future cash flows of an investment
equals the cost of the investment.

The IRR for the company is 1230,82%.

Sum cash flows (incl. Inv) € 3.623.378,30

   
Investment € 60.000,00
   
Interest rate 12%
   
ROI 1207,79%
   
Pay Back Period 1 years
   
NPV € 2.785.275,63
   
IRR 1230,82%
Figure xx Investment analysis

9.7 Legal issues

When exporting to a foreign country, the company has to keep in mind certain issues that
may rise. Before finishing the first transaction, make sure to consult a lawyer. Legal issues
exist in the realms of international trade law, international sales transactions and regulations
of the international market place. Some of the legal issues the company has to keep in mind
are the following:
- Make sure you have the required export documents, how the importation is
organized and how the taxation will affect the company.
- Will there be a contract between the buyer and seller and how does this looks like?
- The consumer can have different rights and duties in the foreign country. Make sure
these are known to the company, and if needed change the information on
packaging, in brochures etc.
- The trade laws need to be known as well as the general terms of sales in the foreign
market.
- How can the company avoid that their product will be copied? And how can the
company avoid parallel imports?

40
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