LOCAL GLOBAL

Leather(per unit) 2*10=20 2*10=20

Sole (per unit) 1*10=10 1*10=10

1*10=10 1*10=10
Manufacturing Overhead
(per unit)
Labor (per unit) 5*10=50 5*10=50

Transportation(per month) 3 3

Electricity Bill(per month) 10 10

Rental Cost(per month) 20 20

6*10=60
Shipment Packaging(per unit)
Normal Packaging(per unit) 3*10=30 3*10=30

Export Duty(per unit) 5*10=50

2*10=20
Commission of the Port
(per shipment)
Retailer Commission (global) 8
4
Retailer Commission (local)
157 291

PART B
Gain or loss on foreign currency exchanges
Any extra regulatory charges in the country where it is being exported ( CLEARING
CHARGES).

QUESTION NO 2

A. MULTINATIONAL
B. INTERNATIONAL
C. TRANSNATIONAL
D. GLOBAL
E. LOCAL
F. BORN GLOBAL
 PART B

SUPPLY CHAIN EXPERTISE

Its seems company supply chain management expert are enough skilled that they can
expand there business globally with their percurrment expertise.

QUESTION NO 3

Q3a: Consider reference 2 and mention how you would help as a marketer to shortlist further
distribution partners for the company? Mention specific points for developing this criterion
given the demands of the overall business and general modern global distribution
developments.?

On the point of distribution partners, apart from the Copenhagen business administration
it is yet to locate other partners, and is currently struggling to devise a guideline for these.
(reference 2)
Their pricing policy is somewhat standardized with minor variations accounting for various
international factors such as transportation and custom duties.
Future: By identifying favorable locations, Bepla© will accrue a competitive advantage in
removing a major barrier to the widespread adoption of electric cars. It also hopes to be the first
to reap the benefits when battery pack recharging facilities and infrastructure are more
universally accepted, by having proof of concept in hand in leading-edge nations.
Nonetheless, Bepla© has many lessons to learn about feasible markets. Many factors seemingly
make a market attractive initially but eventually reveal unforeseen problems. For example, a
certain country which ranked very high on their ‘favorable technological ecosystem’ index,
which had 50% electric automobiles, turned out to be a bad choice because the distributors there
started lobbying with the government to steal their technology. Likewise, many seemingly
infeasible markets reveal very profitable niches. For example, a country which ranked very low
on the GDP index had a very affluent, environmentally conscious niche comprising 10% of the
population.

Q3b: Consider reference 2 and mention what are some of the factors that you would advise the
chosen advertising agency to consider when devising a plan for the said countries so that their
campaigns are effective?
By identifying favorable locations, Bepla© will accrue a competitive advantage in removing a
major barrier to the widespread adoption of electric cars. It also hopes to be the first to reap the
benefits when battery pack recharging facilities and infrastructure are more universally accepted,
by having proof of concept in hand in leading-edge nations.
Nonetheless, Bepla© has many lessons to learn about feasible markets. Many factors seemingly
make a market attractive initially but eventually reveal unforeseen problems. For example, a
certain country which ranked very high on their ‘favorable technological ecosystem’ index,
which had 50% electric automobiles, turned out to be a bad choice because the distributors there
started lobbying with the government to steal their technology. Likewise, many seemingly
infeasible markets reveal very profitable niches. For example, a country which ranked very low
on the GDP index had a very affluent, environmentally conscious niche comprising 10% of the
population.

Q3c: Given the Hofstede chart for Denmark, which factor do you think is most conducive to
launching a new product like electric cars therein?

At the top of its list of nations was Israel, which wanted all new cars to be electric by 2020.
Urban centers in Israel are also less than 150 kilometers apart (about 90 miles), and 90% of car
owners drive less than 70 kilometers per day, perfect for a short-haul electric vehicle. Add to
this gasoline taxes and a burgeoning wind industry, and Israel appeared to be the perfect
habitat to nurture electric vehicles — and thus electric refilling stations.
Coming in a close second was Denmark, which had a strong green consumer movement and
had committed to cutting carbon emissions by 21% by 2012. Bepla© also partnered with the
city of Copenhagen’s local business administration for the rapid deployment of electric
recharging stations. The administration has also agreed to help them find manufacturing
solutions, in addition to distribution headways.
Additionally, Marketers were able to extract this further information about Denmark in terms
of Hofstede’s Dimensions:
In addition to these two leading edge countries, the company is working in Australia, the United
States (Los Angeles) and Japan to roll out recharging stations. These countries seem to have
favorable aspects in terms of the shortlisting criteria of the company, though with further
expansions multiple challenges of diversity and customization may emerge.
Bepla© has landed a good deal with an advertising agency that has multiple branches and
will help them manage their advertising and PR in the above three mentioned countries of
Australia, United States and Japan (reference 1). It is yet looking for other advertising agencies
to partner with for its other locations.

Q3d: Given the information in the case, do you think Pakistan would form a good market for
this situation? Why or Why not?

The automotive industry i.e Honda Toyota and Suzuki invest heavily in electric vehicles. If the
demand of electric vehicles rises in Pakistan it will affect the sales of these three automakers,
which does not seem like happening considering their current stakes in Pakistan auto industry.