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Assignment
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Writing Issues
39 Engagement
39 Word choice

25 Correctness
5 Punctuation in compound/complex
sentences
2 Determiner use (a/an/the/this, etc.)
2 Wrong or missing prepositions
1 Faulty tense sequence
6 Misspelled words
2 Comma misuse within clauses
1 Pronoun use
1 Incorrect noun number
4 Closing punctuation
1 Confused words

Unique Words 29%

Measures vocabulary diversity by calculating the unique words
percentage of words used only once in your
document

Rare Words 36%

Measures depth of vocabulary by identifying words rare words
that are not among the 5,000 most common English
words.

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Word Length 5.3

Measures average word length characters per word

Sentence Length 13.2

Measures average sentence length words per sentence

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Assignment
Contents
Introduction 2
Fast Adaptation & Digitization 2
The development speed of a market 2
Complete research of market 3
Take advantage of technology 3
Company Outline 4
Great potential in Sports Foot ware Industry 4
The role of E-Commerce in growth 4
Country comparison 5
Technological Factors 5
Social/Cultural Factors 6
Economic Factors 6
Legal Factors 6
Entry Mode Analysis 7
Reason of choice for each entry mode. 7
Export 7
Partnerships and Strategic Alliances 7
Recommendations 7
1. Due Diligence 7
2. Develop a localization strategy 8
3. Is your product ready for the market? 8
4. Organizational Readiness 8
5. Tax and Finance structure 8

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Conclusion 8
References 9

Introduction
The UK's manufacturing SME sector has gone through an entire list of
modi cations made in the past couple of years. While many of these SMEs
continue to function in the informal sector, their operations have substantially
altered. Through demonetization and the shove from within the administration
to the digitization, SMEs have been adopted by the technological factors and
their processes. (Brouthers, 2004)
65
Nevertheless, there is still a great deal that must be done to make room for
international development or business growth. Several factors force a business
1
to expand into international markets. A couple of these factors are being
discussed in the later sections of this report.
Fast Adaptation & Digitization
Even though this has been one the escalating situation for SMEs, whether it is
necessary to shift towards digital manufacturing and business processes is
higher if the business wants to broaden their enterprise and pave their ways in
an international market.
Global Development or Trade of manufactured goods/services is appeared
throughout the globe as a lift up to expansion by emerging companies,
particularly in the production sector. This is high-value implementation and
2
simpler recognition of more current and more effective and ef cient
technologies as well as products into other markets. However, growth to foreign
markets makes it much easier said than done.

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With the increasing mobile phone saturation and the internet providing access
to the international markets immediately, "Going International" has already
3
become much easier as it had been a decade or so ago. Small businesses need
to embrace the latest developments and digitization of their products and
services in such a way as to get access to worldwide platforms. (Huang, 2008)
The development speed of a market
Small and medium-sized enterprises are frequently known to take up their
rhythm, constructing development opportunities gradually and steadily over
the period. Nevertheless, industry veterans believe that this factor needs to be
changed. These small businesses have the potential to become more
4
competitive internationally, an SME in a nation needs to increase the
65
momentum to the marketplace through accelerating technological innovations
and new product development.
Because small businesses are easier to manage, expand, and adapt to new
changes, they must make responsiveness to their manufacturing procedures
and methods when the different product and business disruptions are
5
occurring very frequently and consumers have already begun claiming
immediate ful llment. (Chakrabarti, 2011)
A complete research of the market
An essential aspect while coquetry with the notion of enlarging the enterprise
6
has to take a deep look in the marketplace and develop the ability to
understand the market of choice. This is one way to understand the market and
7 8 9
develop pre-entry strategies by assessing the market trends. The most valid
approach is to complete market estimation in the form of industry, region,
sizing, and what kind of resources are available to the rm in the country of
choice. This helps companies with a thorough cost and bene t analysis, which
is basically how much return they will get with their market input. Such market

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research and analysis before-hand make it easier for us to plan which

country/market area or industry sector must be targeted as a market entry
choice. This helps companies make decisions about their resources and
allocation of these resources into their business functions in a much ef cient
way. (Moorman, 1993)
When such small companies and businesses take part in industrial events like
fairs and conventions in the funneled-out cold states, it provides the initial
connections with prospective customers and helps produce prospective
customers. While taking into account the different administration proposals to
support the exporting countries in the early phase, the issue may result in
superior product pricing. That makes it competitive in the way of reduced costs
65
for the customers they are planning to target. (O'Connor, 2013)
Take advantage of technology.
If SMEs want to develop a global reach by going global, these businesses need
10
to greater and much more appreciate technological developments.
Conventional small businesses must embrace a technology- rst attitude. This
entails that small business when encountering a challenge; they will have to
look for answers within their capacities and research how many tasks can be
achieved without technology. The next area or business function to focus on is
digital adoption and inclusion of these new business processes. (Levy, 1998)
For example, newly developed warehouse management techniques will have to
be adopted to speed up the procurement and supply chain processes.
Customer base strategy will have to be gradually directed towards and moved
on to digital media like all the decision-making processes - for purchasing the
raw material, manufactured goods & services will be transferred to electronic
mediums within this decade. (O'Connor, 2013)

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The appropriate technology-facilitated logistical or distribution chain

assistance system might help small businesses strategy, schedule, and
enhance business' costs of shipment alongside product lead times and
inventory turnovers as their consignment volumes are typically unevenly
distributed over some time.
Company Outline
For the very purpose of this project, I have decided to pursue a foot ware
manufacturing business. And to increase the business horizons and expand our
11
market, I have decided Spain as a country of choice. There are several reasons
to choose Spain. But one signi cant reason for the expansion of our business
into Spain is being discussed here.
65
From the early 19th century, Spanish foot ware manufacturing has proved to be
focused in Catalonia. Even though well-established manufacturing industries,
it lacked the vitality of a large number of the more recent industrial sectors and
had the slightest spectacular growth pace among Spain's industrial
production. This was an industry that had been suffering from disintegration,
and even though its operations have been export-based, it is dependent on a
secure national market. Spain's entrance into the European Union will be
deleted from the export tax barriers to garment imports, and the manufacturing
12
industry largely found itself in trouble. International investors were showing
very little interest throughout the Spanish foot ware industry, as well, as
throughout the late 1980s, it had been exposed to vast manufacturing
modernization for higher ef ciency. (Martínez-Mora, 2014)
13
The footwear manufacturing industry of Spain was focused primarily in
Valencia and the Islands of Balearic. Under a study conducted by the Spanish
government, ninety percent of Spain's 2,100 shoe manufacturing units had less
than 50 workers, and a substantial portion of the manufacturing industries was

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operating informally. New policies of the Spanish government have been very
14 15
impressive and invites many SMEs to operate in Spain. Spain is said to be the
fashion manufacturing hub for foot ware industry. (Brouthers, 2004)
Great potential in Sports Foot ware Industry
16
In 2019, the international big sports ware brands and their brand ambassadors
17 18
American Nike and the Spanish Adidas are prominent manufacturing
companies, backed by the high-level and the increasing popularity of coaches
19
including local customers. Nike shoe brand and Adidas remain also planning at
Spanish national and regional level through sponsoring soccer teams or
20
utilizing popular soccer players in their commercials as brand ambassadors.
(Elasri-Ejjaberi, 2020)
65
The role of E-Commerce in growth
Spain's consumers are becoming increasingly selecting e-commerce as the
preferred channel to sell and purchase the foot ware goods. Such development
has witnessed nearly every physical business to create an online presence
21
through eCommerce store to accommodate the contemporary habits of
shopping that the local customers have developed over some time. And ful ll
the demands of the brand and foot ware products. (AK, 2016)
Country comparison
Technological Factors
The footwear industry in Spain can be regarded as divided into several sectors;
some powerful corporations in every branch of the entire value chain. In broad
terms it may also be taken into account that the companies operating in Spain
are considered by a vast experience in the footwear market, extensive product
portfolio and specializing in various foot ware end-uses (from technical to
traditional footwear) and investing on latest equipment and the technological
apparatus may be regarded as extremely low. (Ho, 2014)

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It can be taken into account that there exists an absence of with foot ware raw
materials to develop innovative new products. Local production of foot ware
22 23
raw material does not exist, and traditional are constantly imported. The
24,25
combined raw material could be developed through the main companies in
Spain and occasionally just on-demand. Depreciation of foot ware like high-
performance ingredients is primarily enclosed with local and international
(European) merchants, and the ingestion of traditional foot ware raw material is
coated with local and suppliers located in the Asian region. There are an
extensive number of extremely small/small and medium-sized enterprises and
26
are largely concentrated on traditional procedures; a couple of these
procedures are also regarded as several medium-sized Specializing in
65 27 28
technological completing procedures and technological development of
industrial raw material by implementing evolving technologies.
In Conclusion, is it mandatory to point out that various powerful corporations
exist in this smaller segment anticipated by their global presence and
revenues?
In the United Kingdom, notwithstanding the fact of an appropriate decline of
capacity that has been installed as well as the low level of funds, the
manufacturing industry trends indicate a strong ability to respond and adjust
its approach to safeguard the "made in Spain." The general perspective of the
statistical information shows which it was within the context of a very
29,30
tough international nancial and economic crisis, a crucial nationwide
organizational crisis, a remarkable reduction of credit, and the total lack of
31
serious domestic industrial strategies, British foot ware companies face
numerous structural transformation hurdles.
However, in many circumstances, they had succeeded in embracing suitable
solutions to be consistent with their business patterns. They possess used

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completely different conjunction of the ve key levers:

Innovation with no signi cant funds primarily concentrating on the
administrative, marketplace, and product development approaches;
Business Process Outsourcing to international rms industrial facilities
countries with low production capabilities;
Strengthening together Model & Branding strategies;
An Investment in logistics, delivery channels, and online or eCommerce
channels;
Business nance is responsible for managing all through different forms of
joint enterprises and trading of equity shares.
This could explain the very fact notwithstanding a steady or diminishing
65
proportion of investing per worker and a declining rm's average size, the
32
ef ciency and certain indicators of the volume of creativity, have improved. We
need to discuss adaptation instead of fundamental innovation: low point rate of
33
nancing, economizing of the rms alongside improved productivity and
innovation potential. (Gayathri, 2013)
Social/Cultural Factors
34
Culture or social factors are not simply about geographical location:
"Businesses that turn into the cultural brands typically have an opinion on
anything that people appreciate. Their target audience realizes that the
enterprise is just about the trade, but what it's like to be a society based or
cultural brand permits an enterprise to gain more emotional connection with
clients.
Both countries have a list of local and cultural brands. But having
manufactured British brands in the Spanish market will allow UK-based
manufacturing company to expand their horizon in the Spanish market and
increase their customer base. (Churchill, 2002)

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Economic Factors
The GDP of each country differs in size, and per capita income is different in
both countries. This is where the UK can utilize the low costs of production in
the Spanish market. Per capita of the UK is 45.35k in dollars as of the statistics
of the year 2019. At the same time, Spain stands at 39.8k, which is way less
35
than the UK. This leads to a great low-cost production opportunity in Spain.
While looking at the UK and Spain's unemployment statistics, Spain has 13%
36
more unemployed adults than the UK. By producing foot ware products in the
Spanish market, the company will provide livelihood in the market and solve
employment problems in the market. Which ultimately leads to a better image.
37
While looking at the poverty states of both countries, we can easily determine
65 38
that the UK has the advantage. This means another reason forfor the Spanish
market's product with low costs and excess labor availability compared to the
UK market. (Sammut‐Bonnici, 2015)
Legal Factors
39
Spain has some very good and supportive laws for entrepreneurial development
and to attract FDI in the country. These legal initiatives help Spain attract more
international brands into the country and increase local production and utilize
these companies' maximum capacity.
Law 14/2013 of 27 September - permits entrepreneurial ventures in the country
and support many internationalization related initiatives for local and
international companies.
Law 26/2007, of 23 October - helps Environmentally responsible organizations
make decisions regarding their expansion. When organizations have the
security that their environmentally friendly initiatives are legally supported in
Spain, they'll prefer their Spain expansion.

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Laws for Unfair competition – this guarantees that there will not get a single
chance of unfair competition or threats of counterfeit products in Spain.
(Puch, 1997)
Entry Mode Analysis
Entry mode for UK based foot ware manufacturing brand will be divided into
two phases.
One to three years – Export
Three years to onwards - Partnership and Strategic Alliance
Reason of choice for each entry mode.
Export – For the rst one to three years, we will have decided to go with an
export strategy where our products will be exported directly to Spanish
65 40
markets without any direct opening of of ces or manufacturing units in the
country. This is how the company will able to analyze the target market and
trends in the market and generate a customer base in the country. (Greenaway,
2007)
Partnerships and Strategic Alliances – The next step would be to create
partnerships with local players either in the form of outsourcing or strategic
alliance where the local player is entitled to share in the sales of manufactured
goods. By utilizing this mode, the enterprise will be able to enjoy the bene ts of
A communal costs, lower investment requirements as partners will also bring
41
their share of costs in the form of money or otherwise, risk reduction as local
players knows the market of consumers and suppliers, and be recognized as a
42
local player – once a local player is part of the production and selling process,
the brand becomes local, and people trust a brand more. (Cooper, 1993)
Recommendations
Based on the macro-environment analysis, it is easier to recognize the
strategies that will be best for the UK based foot ware manufacturer. All of the

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facts and ndings support the decision to pursue in the Spanish market. The
reasons for expansion in Spain have been mentioned in much detail. Here are a
couple of recommendations to make it a success.
Due Diligence – It is a great way to understand the market and feasibility of
43
doing business in a new market. There are two main pillars of each business,
i.e., customers and suppliers. While going global, it is always good to
understand the customers, their needs, and demands, including their purchase
44
patterns and behaviors. Suppliers are also an important part of any business;
45
before going into a speci c country,, it is good to identify suppliers'
environment. That'll help the company decide where the raw material will come
from, what the warehousing looks like, and the material up to the mark and
65
meets its quality requirements?
Develop a localization strategy – one of the main reasons for failure in the
international market is the company's inability to localize their business,
manufacturing, and image. Only by localizing, a company can achieve business
expansion.
Is your product ready for the market? – Gather information to understand
46
whether or not the market is ready for your products or not. This information
helps in understanding if you need to change your product design or have
66
innovation in any process.
Organizational Readiness – is your organization ready to operate in the
country? Or your business practices meet the local employer market
requirements. Employees are your most important part of customer
satisfaction.
Tax and Finance structure – identify whether or not the tax and nancing
culture of your country of choice can support your business or not. This will
help you decide your tax bene ts and nancing decisions if you need any.

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Conclusion
47
There comes a stage for every company to expand their business operations,
either locally or internationally. But before making the internationalization
67
decision, the company must understand the particles mentioned above. One of
the most important factors to understand the international market
environment is understanding the macro environment of the country of choice.
48
This will help you understand the country's political, economic, and legal
environment in the most ef cient way.

References
AK, F. a. G. R., 2016. Assessment of the Market Potential of Business to
65
Business E-Commerce (A Study Conducted in Indian Footwear Industry,
Calicut, Kerala). CONSUMERISM AND INFORMATION TECHNOLOGY, p. 78.
68
Brouthers, K. a. N. G., 2004. SME entry mode choice and performance: A
transaction cost perspective. Entrepreneurship theory and practice, 28(3), pp.
pp.229-247.
Chakrabarti, A. V. E. a. M. W., 2011. Business transformation in heterogeneous
49
environments: The impact of market development and rm strength on
retrenchment and growth recon guration. Global Strategy Journal, 1(1-2), pp.
66
pp.6-26.
Churchill, W., 2002. Social and cultural in uences.. s.l.: External In uences.
Cooper, M., a. G. J., 1993. Building good business relationships: more than just
partnering or strategic alliances?. International Journal of Physical Distribution
& Logistics Management.
69 50
Elasri-Ejjaberi, A. A.-C. P. a. T.-I. X., 2020. An Analysis of the Determinants of
51 52
Sport Expenditure in Sports Centers in Spain.. Sustainability, 12(23), p.
p.10206.

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Gayathri, S., 2013. PEST Analysis of the Movie Vishwaroopam. International

53
Journal of Management and Development Studies, 1(3), pp. pp.119-23..
Greenaway, D. G. A. a. K. R., 2007. Financial factors and exporting decisions.
67
Journal of international economics, 73(2), pp. pp.377-395.
70 54,55
Ho, J., 2014. Formulation of a systemic PEST analysis for strategic analysis.
56 57
European academic research, 2(5), pp. pp.6478-6492..
71
Huang, Z. Z. X. a. Y. Z., 2008. The role of clustering in rural industrialization: A
case study of the footwear industry in Wenzhou. China Economic Review, 19(3),
pp. pp.409-420.
72
Levy, M. a. P. P., 1998. SME exibility and the role of information systems. Small
Business Economics, 11(2), pp. pp.183-196.
65
73
Martínez-Mora, C. a. M. F., 2014. Offshoring in the Spanish footwear industry: a
return journey?.. Journal of Purchasing and Supply Management, 20(4), pp.
68
pp.225-237.
Moorman, C. D. R. a. Z. G., 1993. Factors affecting trust in market research
58
relationships. Journal of marketing, 57(1), pp. pp.81-101.
59
O'Connor, G. a. R. M., 2013. New market creation for breakthrough innovations:
74
Enabling and constraining mechanisms. Journal of Product Innovation
60
Management, Volume 30(2), , pp. pp.209-227.
66
75 61
Puch, L. a. L. O., 1997. Are there any special features in the Spanish business
62
cycle?.. Investigaciones economicas, 21(2), pp. pp.361-394.
63
Sammut‐Bonnici, T. a. G. D., 2015. . PEST analysis.. Wiley Encyclopedia of
64
management, pp. pp.1-1.

69

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1. international → global Word choice Engagement

2. simpler → Word choice Engagement

more straightforward,
67 more super cial,
more uncomplicated
70

3. easier → more comfortable Word choice Engagement

71 4. , an → ; an, . An Punctuation in Correctness

compound/complex sentences

5. , and Punctuation in Correctness

compound/complex sentences
72

6. a deep → an in-depth Word choice Engagement

65
73
7. develop → formulate Word choice Engagement

8. the market Determiner use (a/an/the/this, Correctness

68 etc.)

9. valid → correct Word choice Engagement

10. greater → more signi cant Word choice Engagement

7411. decided → opted Word choice Engagement

12. largely → Word choice Engagement

66
75 mainly, mostly, predominantly,
primarily

13. in → on Wrong or missing prepositions Correctness

14. very impressive → imposing Word choice Engagement

15. operate → work, use, perform, serve Word choice Engagement

69

16. big → signi cant Word choice Engagement

17. Adidas, Punctuation in Correctness

compound/complex sentences

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18. are → were Faulty tense sequence Correctness

19. , including Punctuation in Correctness

compound/complex sentences
67
20. popular → famous Word choice Engagement
70

21. contemporary → new Word choice Engagement

7122. exist → live Word choice Engagement

23. constantly → Word choice Engagement

always, regularly, frequently
72
24. main → major, leading Word choice Engagement

25. main → leading, prominent Word choice Engagement

65
73

26. concentrated mainly, Word choice Engagement

primarily concentrated
68

27. procedures → processes, systems Word choice Engagement

28. technological → technical Word choice Engagement

29. tough → severe Word choice Engagement

74

30. tough → severe, challenging Word choice Engagement

66
75
31. domestic severe Word choice Engagement

32. certain → speci c Word choice Engagement

33. improved → enhanced Word choice Engagement

34. simply → merely Word choice Engagement

69
35. great → tremendous Word choice Engagement

36. than in Wrong or missing prepositions Correctness

37. easily → quickly Word choice Engagement

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38. forfor → for Misspelled words Correctness

39. very good → perfect, excellent Word choice Engagement

67
40. direct → immediate Word choice Engagement
70

41. costs → the expenses Word choice Engagement

7142. local → regional Word choice Engagement

43. business → company Word choice Engagement

44. important → essential Word choice Engagement

72

45. ,, Comma misuse within clauses Correctness

65
73
46. ready → prepared Word choice Engagement

47. their → its Pronoun use Correctness

68

48. understand → know Word choice Engagement

49. rm → muscular, strong Word choice Engagement

50. Elasri → El-Masri Misspelled words Correctness

74

51. Sport → Sports Incorrect noun number Correctness

66
75
52. .. → ., ... Closing punctuation Correctness

53. .. → ., ... Closing punctuation Correctness

54. a systemic Determiner use (a/an/the/this, Correctness

etc.)

6955. systemic → Systemic Misspelled words Correctness

56. , 6478 Punctuation in Correctness

compound/complex sentences

57. .. → ., ... Closing punctuation Correctness

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58. marketing → Marketing Misspelled words Correctness

59. New market → Newmarket Confused words Correctness

67
60. ,, Comma misuse within clauses Correctness
70
61. special → particular Word choice Engagement

7162. economicas → economics Misspelled words Correctness

63. .. → ., ... Closing punctuation Correctness

64. management → Management Misspelled words Correctness

72

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71. The role of clustering in rural
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