INTERNATIONAL TRADE, DISTRIBUTION AND LOGISTIC Fiche ARTCADEMY

ROZWIĄZANIA SZKOLENIOWE

STRONA GŁÓWNA / Training

SFA_COU_3_EN

Tytuł: INTERNATIONAL TRADE, DISTRIBUTION AND LOGISTIC

Słowa kluczowe: Global markets, global economy, distribution channel, logistic lntegratelogistic

Autor: UMA

Języki: English

Proszę opisz siebie: Jestem:

Przedsiębiorcą, prowadzącym mikroprzedsiębiorstwo / przedsiębiorstwo rzemieślnicze
Pracownikiem mikroprzedsiębiorstwa / przedsiębiorstwa rzemieślniczego
Chcę zostać przedsiębiorcą prowadzącym mikroprzedsiębiorstwo / przedsiębiorstwo typu rzemieślniczego
Zainteresowany możliwością założenia mikroprzedsiębiorstwa / przedsiębiorstwa typu rzemieślniczego
Nauczycielem/ Trenerem/ Dostawcą
f. Inne: proszę, opisz swoje zainteresowania

MATERIAŁY I TREŚĆ SZKOLEŃ

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1. Zakres tematyczny szkoleń jest odpowiedni
2. Jestem zadowolony z przeprowadzonego szkolenia
3. Zastosowane techniki blended learning były odpowiednie
4. Materiały szkoleniowe są odpowiednie dla moich potrzeb
5. Udało mi się zdobyć nową wiedzę i umiejętności
6. Wykorzystam treści szkoleniowe w praktyce
7. Czas trwania szkolenia był odpowiedni

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1. Platforma ARTCademy jest łatwa w użyciu i nawigacji
2. Materiał szkoleniowe ARTCademy są łatwe do zidentyfikowania, dostępu i użycia
3. Ogólnie jestem zadowolony/a z platformy ARTCademy

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Cele:

You will learn the different ways to entry in a global market.
You will learn how to design a global strategy for commercializing your craft goods
You will learn how to design a distribution channel
You will learn how to reach your customer in international markets

Opis:

The new enviromentenvironment is changing at an accelerate rate as a result of major forces such as technological advances, globalization, and deregulation. These forces have created new behaviours and challenges.

Today, any company can address international issues and a good distribution strategy helps create value for the company and gain a competitive advantage.

The globalization of markets and businesses is an irreversible process that is accelerated year after year and one of its main consequences is the increase in global competitive intensity. The purely national trade is now a global trade, with transactions that take place 24 hours a day, 365 days a year, which means that "the market is the whole world." In this environment, the company has to constantly adapt to these changes, developing and implementing internationalization strategies for its products and brands that allow it to create the competitive advantages and synergies.

When a company has decided to adopt an active internationalisation policy, it finds that its products can be marketed in a large number of countries with very different characteristics. On the other hand, it does not have sufficient resources, nor does it have sufficient training in internationalisation, especially if it is a microenterprise - to deal with several markets simultaneously. It is therefore advisable to systematize international expansion by turning first to the most favourable markets for its supply.

The internationalization strategy is not without risks, because it implies an outward exit into a new environment with great uncertainty. From a general point of view, the main stimuli for internationalization are:
- Exploiting trade opportunities in other countries as well as own resources and capacities in different countries
- Taking advantage of location advantages for productive activities and in terms of seeking resources Reducing costs including transaction
- Find a minimum size efficient to compete in a globalized world
- Follow the customer, acting as international suppliers
- Being able to continue to compete in an industry that has become globalised

Nowadays some megatrends have been identified, which are “large, social, economic, political and technological changes” they influence us for some time:

1. The booming global economy

2. A renaissance in the arts
3. The emergence of free-market socialism
4. Global lifestyles and cultural nationalism
5. The privatization of the welfare state
6. The rise of the Pacific Rim
7. The decade of women in leadership
8. The age of biology
9. The religious revival of the new millennium
10. The triumph of the individual

In short, an internationalization process involves facing a series of possible challenges, opportunities but at the same time obstacles and difficulties for any company. They need to make craftsmen aware of the existence of these barriers, and of the need to prepare for them and, as a first step, to have the means to do so.

Treści merytoryczne:

Global Markets

Growth strategies

Growth strategies

Barriers

Entry in global markets

Mechanism to reach a global market

Mechanism to reach a global market

The size of the company is a key condition for internationalization, perhaps the most important. There is a clear interrelationship between the size of the company and exporting activity, so artisans can use forms of entry adapted to the company profile.
When companies that do not reach that minimum size alone can compensate for it with other mechanisms: cooperation or association with other companies, use of foreign trade consultants.

There are numerous mechanisms that allow them to access support services for their international work that they could not have individually. The way chosen by the company to make its exit to foreign markets is a very relevant issue in the internationalization of the company.

The international dimension of the company is manifested in three modalities: 1) exports: direct and indirect 2) contractual cooperation agreements (licenses, concessions or agents and franchises 3) shareholder cooperation agreements through direct investment abroad, which can be carried out in two ways, through its own subsidiaries, whether commercial and / or productive, and through joint-venture.

The different forms of entry are characterized by certain interrelated variables: degree of control, commitment of resources, cost of exit, potential to gain knowledge, etc. Small companies have some outputs to compensate for their small size. For example, through business cooperation formulas. That is, by associating, in one way or another, with other companies: through export consortia, establishment of business clusters, agreements to share services. Through these associations, SMEs can share expenses to have services that they individually could not have.

The creation of export consortia is an interesting posibilitypossibility for the Art&Crafts microenterprise. According to the Chambers of Commerce, a consortium "consists of the constitution of a unit of action in the form of a company with a legal status differentiated from its partners, in which they hold ownership of the companys shares."
The consortiums admit different modalities and characteristics but at its base is the association of a group of companies that decide to “share” a unit that manages their export activities. An added advantage of consortia is that they often receive support from public administrations.

Another possible form of association is business clusters. It is a group of companies and institutions that are geographically close, that work in a certain field and are united by common and complementary elements.

Distribution Channel Objectives

Advantages

Advantages

Types of the channels

Distribution Channel Design

Sales points

Sales points

Benefits

Integral logistics management

Keys and Advantages

Keys and Advantages

integral logistic

Sprawdź swoje wyniki:

Test

Bibliografia

https://www.oecd.org/industry/smes/31919223.pdf
https://www.icex.es/icex/es/navegacion-principal/implantacion-e-inversion-exterior/index.html
https://es.wikipedia.org/wiki/Exportaci%C3%B3n
https://www.youtube.com/watch?v=o7o0__2ULrg
https://www.researchgate.net/publication/225084026_Marketing_Management

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