Page | 2 BSBMKG606 Manage international marketing programs Learner Guide Page | 3 BSBMKG606 Manage international marketing programs .......................................................................................................................2 – Identify measurable international marketing objectives consistent with organisation's strategic direction.................................................................................3 – Formulate strategic objectives and related key performance indicators by product.........................4 – Develop a risk management strategy to manage contingencies..............3 Unit of Competency........ and identify nature and extent of goals for international market............................. 22 1............................................................................. 16 Activity 1A................................................. 20 Country or international grouping......................................................18 The nature and extent of goals for international market..... 20 Product........................................................................................................................ 12 1....................................................................................18 Activity 1B...... 17 1........................................................................................................................................................21 Overall......................................................................................................................................................................... 21 Activity 1C.. Formulate international marketing objectives...............................................13 1..................................1 – Select viable international marketing opportunities and develop objectives consistent with the organisation's capabilities and resources........................................ 11 Housekeeping Items................. 20 Service......................................................................................................................................................... 19 1.............................................................. 12 Objectives.......................................20 Key performance indicators.........................................................................................................................................................................................14 Conduct a SWOT or a PEST analysis........................................... country or international grouping.......................... 18 Measurable international marketing objectives................................... 10 Assessment Requirements...................................................................... 8 Foundation Skills........................................ 14 What are your costs going to be?........................................................... 23 ......... service................................................. and ensure marketing objectives are met in accordance with overall organisational requirements..Page | 4 Table of Contents Table of Contents..................................................14 Viability.............15 Developing objectives.............................. 7 Performance Criteria.............................................................................................................................................. and overall...................... ..... Determine international marketing approach.......................... 24 Controlling/preventing risks........................................... 42 World Trade Organization (WTO) dispute resolution system..................................Page | 5 Risk management strategy......... 41 Taxation laws....................................................................... 49 Activity 2C.............................................................................. 38 Legal aspects of bilateral and multi-lateral trade agreements................................. 50 ...... 36 Foreign investment limits............................................................................................................ 30 Australian Government Policy Framework for Consumer Protection in Electronic Commerce............................................................................ 25 Monitoring risks. 26 Activity 1D...........................................................1 – Research international marketing opportunities and determine global or customised approaches for promotion of products or services..39 Privacy laws............................................................................................................................................................................................................. international market conditions and consumer preferences............................................................................................................................. 47 2...................................... 38 Labour laws.................................29 Research international marketing opportunities......................................28 2...............45 Evaluate options........................................48 SWOT or a PEST analysis............................................................................... 44 2......................................... 27 2............................................29 Determine global or customised approaches for promotion of products or services...................................42 Organisation for Economic Co-operation and Development (OECD) International Guidelines for Consumer Protection in the Context of Electronic Commerce..... 32 Australian Standards and international standards..........2 – Evaluate options for choice of marketing approaches.................................................. 29 Australian E-commerce Best Practice Model Australian Guidelines for Electronic Commerce............................. 35 Extra-territoriality provisions of the Trade Practices Act now Competition and Consumer Act 2010.............................................48 Select a marketing approach.............................................................................................................................34 Consumer laws....................................................................................................................................................................................................................................................... 23 Identification of risks.................................................................................................................................... 45 Activity 2B.................................................................................................................32 Anti-discrimination legislation and ethical principles......................................3 – Select a marketing approach to meet marketing objectives............................................................................................................................................................................................42 Activity 2A................................................. ..................................Page | 6 3....................... 64 Roles in marketing.............................3 – Develop communication strategy to ensure personnel responsible for each element of marketing mix work together to meet organisation's marketing objectives...................................................69 Activity 4C.... 71 4............................. experience and needs of personnel... 68 Cross-cultural communication and negotiation styles relevant to the country/ies where international marketing activities take place........ Determine operational structures...................... and identify compatible marketing structures..........................................................1 – Evaluate business culture and consumer preferences...............................................51 3.................4 – Manage marketing effort to ensure it is directed towards areas of greatest potential for the organisation............ responsibilities and accountabilities of staff and contractors involved in all elements of marketing effort..................................................55 Options for operational marketing structure............................................................................................................................................................................. 73 ................................................................... 63 4.............................. customs......................61 4....52 Identify compatible marketing structures..................55 Ranking options................................................................................................52 Evaluate business culture and consumer preferences............................................................................................................................................................................ 59 Choose operational structure......... responsibilities and accountabilities of staff and contractors........................... 58 3...........................62 Activity 4A...................................................3 – Choose operational structure that best fits international market and product or service..............................................................................................................................................................................64 Roles............................................... 72 Directing the marketing effort......... levels of knowledge.............................................2 – Identify options for operational marketing structure and rank them for strengths and weaknesses in servicing international markets................................................................................................... 72 Activity 4D............ Manage international marketing performance...... 68 Communication strategies.................................................................................................................53 Activity 3A..................................... 54 3........................................................................... 67 4............................................ 66 Activity 4B............................................ 60 4.....................62 Communicate international marketing objectives..................................................... ...........1 – Communicate international marketing objectives across the organisation to suit culture............................................... 56 Activity 3B..........64 Belbin's team roles..................... 59 Activity 3C..............................................................2 – Identify and agree roles........................................... .................................................................................... 92 Skills and Knowledge Activity........................................ 81 Activity 5B. pricing and marketing communication policies................................................................................................ promotional and any sales activities in accordance with international marketing objectives........................................................................................... social and industry directions.....................................................................................87 Improving marketing performance.....84 Analyse marketing outcomes.......... 79 5........ objectives of marketing plan and organisational requirements................................................91 Document review of marketing performance...........................................5 – Analyse changes in market phenomena............................................. 74 Promotional and sales activities................................................. cost................................. trends and practices..........................74 Integrated marketing.......6 – Document review of marketing performance against key performance indicators in accordance with organisational requirements...................................................................................... 90 5......................5 – Manage integration of marketing.......................91 Activity 5F.................... 76 5...74 Economic.....................77 5........................ 93 ......................89 Analyse changes in market phenomena................ 80 Statistical and data evaluation techniques to measure marketing performance ...78 Activity 5A.........85 Activity 5C....75 Industry product and service knowledge.......................................................................Page | 7 4.............................................. pricing and distribution policies in relation to market changes.............................................87 Performance gap analysis.................4 – Analyse successes and performance gaps as to cause and effect......................................................................... 83 5.................................................................................................................................................................. Evaluate and improve international marketing performance............................................74 International marketing objectives............89 Activity 5E............................................................................................................................87 Activity 5D..............................................2 – Monitor overall marketing progress against performance targets to ensure activity.................................................................. 86 5.......................................... review and revise marketing outcomes and objectives.......................................................................................... quality......................... distribution............80 Marketing metrics... and use to improve international marketing performance...1 – Monitor product................................. 88 5.......... 84 Review marketing objectives and outcomes...... and time requirements are met.......................78 Monitor product............................................................................3 – Analyse.................. and identify and document their potential impact on international marketing objectives...........................................75 Activity 4E....... ........Page | 8 Major Activity – An opportunity to revise the unit...............................94 References..................................................... 96 .................................................................. evaluate and improve international marketing programs. It applies to experienced individuals who are required to manage a team and are responsible for evaluating international marketing opportunities. strategically manage. No licensing. assess. legislative or certification requirements apply to this unit at the time of publication. setting marketing objectives and determining approach and operational structure for an organisation marketing internationally. Unit Sector Business Development – Marketing .Page | 9 Unit of Competency Application This unit describes the skills and knowledge required to formulate. 1.3 Formulate strategic objectives and related key performance indicators by product. Formulate international marketing objectives 1.1 Research international marketing opportunities and determine global or customised approaches for promotion of products or services 2. country or international grouping. Performance Criteria Performance criteria describe the performance needed to demonstrate achievement of the element.2 Identify measurable international marketing objectives consistent with organisation’s strategic direction. and identify nature and extent of goals for international market 1.2 Evaluate options for choice of marketing approaches 2. Determine operational structures 3.2 Identify options for operational marketing structure and rank them for strengths and weaknesses in servicing international markets 3. and overall 1. and identify compatible marketing structures 3.3 Select a marketing approach to meet marketing objectives. Determine international marketing approach 2.4 Develop a risk management strategy to manage contingencies. service. and ensure marketing objectives are met in accordance with overall organisational requirements 2.P a g e | 10 Performance Criteria Element Elements describe the essential outcomes.1 Evaluate business culture and consumer preferences. international market conditions and consumer preferences 3.1 Select viable international marketing opportunities and develop objectives consistent with the organisation’s capabilities and resources 1.3 Choose operational structure that best fits international market and product or service . and use to improve international marketing performance 5.2 Monitor overall marketing progress against performance targets to ensure activity. experience and needs of personnel 4.5 Analyse changes in market phenomena. quality. Evaluate and improve international marketing performance 5. responsibilities and accountabilities of staff and contractors involved in all elements of marketing effort 4. and identify and document their potential impact on international marketing objectives 5. customs.4 Analyse successes and performance gaps as to cause and effect.3Develop communication strategy to ensure personnel responsible for each element of marketing mix work together to meet organisation’s marketing objectives 4. levels of knowledge. pricing and distribution policies in relation to market changes. promotional and any sales activities in accordance with international marketing objectives 5.P a g e | 11 Element Elements describe the essential outcomes.3 Analyse.6 Document review of marketing performance against key performance indicators in accordance with organisational requirements . cost. review and revise marketing outcomes and objectives 5. Performance Criteria Performance criteria describe the performance needed to demonstrate achievement of the element. and time requirements are met 5. 4.1 Monitor product.5Manage integration of marketing.1Communicate international marketing objectives across the organisation to suit culture.4Manage marketing effort to ensure it is directed towards areas of greatest potential for the organisation 4.2Identify and agree roles. objectives of marketing plan and organisational requirements 5. Manage international marketing performance 4. 5. 3. analyses and consolidates a range of complex textual information from a variety of sources to identify key details and determine relevance to strategic organisational requirements Writing 1. 1. 2.2-4.4.1 Clearly and effectively conveys and elicits information in verbal exchanges Uses active listening and questioning skills to clarify understanding Numeracy 5. Skill Performance Criteria Description Reading 1.1.3.1.1. 5. and highlighting and using the strengths of all involved Get the work done 1.1-2. facilitating a sense of commitment and cohesion.3.2. 5.6 Uses clear and accurate language and structures information logically to convey priorities and critical strategic information Prepares a range of reports using appropriate format. 3.5. and to identify and evaluate alternative strategies and resources Makes a range of critical and non-critical decisions in relatively complex situations. purpose and contextual factors into account when making decisions about what to communicate with whom.5 Researches. why and how Fosters a collaborative culture within own sphere of influence.3. to identify relevant information and risks. 5. 5.3. literacy. 4.2. taking a range of factors and constraints into .3 Recognises importance of taking audience.3.2 Performs calculations and uses mathematical problem-solving techniques to analyse numerical and financial data Navigate the 1.1-5.3-5. 4.1-1. world of work 5. 4. 1.6 Monitors adherence to organisational policies and objectives and considers own role for its contribution to broader goals of work environment Interact with others 4. 2. 2.4.2. 4.4.1-3.5 Uses logical planning processes. numeracy and employment skills incorporated in the performance criteria that are required for competent performance. and an increasingly intuitive understanding of context. terminology and conventions specific to purpose and audience Oral Communicati on 4.P a g e | 12 Foundation Skills This section describes language. 4.3.1.1. P a g e | 13 account Recognises potential of new approaches to enhance work practices and outcomes . Assessment Conditions Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the business development – marketing field of work and include access to: Office equipment and resources Organisational strategic and marketing plans. Assessors must satisfy NVR/AQTF assessor requirements. including those covering: o environmental matters o human rights o labour relations o packaging o risk management o electronic commerce Identify and explain key provisions of relevant legislation and codes of practice affecting aspects of marketing operations Explain the role of the Organisation for Economic Co-operation and Development (OECD) Identify and describe key features of the country or countries being considered for market entry or penetration. social and industry directions.P a g e | 14 Assessment Requirements Performance Evidence Evidence of the ability to: Document and present o international marketing objectives o selected marketing approach o creation of operational structure Effectively manage international marketing activities Monitor and evaluate international marketing performance. trends. Links Companion volumes available from the IBSA website: http://www. including: o cross-cultural communication and negotiation styles o global and country specific economic. Knowledge Evidence To complete the unit requirements safely and effectively.au/companion_volumes . and make any necessary adjustments as required Formulate suggestions on how marketing activities could be affected in future.org. practices and techniques. the individual must: Outline relevant Australian and international standards.ibsa. and other relevant documents. models policies and guidelines. and make mistakes. listen to each other. explore new ideas. What times the breaks will be held and what the smoking policy is. Any rules. that’s how we learn.P a g e | 15 Housekeeping Items Your trainer will inform you of the following: Where the toilets and fire exits are located. we must all work together. That to get the most out of this workshop. what the emergency procedures are and where the breakout and refreshment areas are. Ground rules for participation: o Smile o Support and encourage other participants o When someone is contributing everyone else is quiet o Be patient with others who may not be grasping the ideas o Be on time o Focus discussion on the topic o Speak to the trainer if you have any concerns Objectives Discover how to formulate international marketing objectives Know how to determine international marketing approach Learn how to determine operational structures Understand how to manage international marketing performance Comprehend how to evaluate and improve international marketing performance Gain the skills and knowledge required for this unit. That this is an interactive course and you should ask questions. After all. for example asking that all mobile phones are set to silent and of any security issues they need to be aware of. . Formulate international marketing objectives 1. service. country or international grouping. and identify nature and extent of goals for international market 1.P a g e | 16 1.3.2.4.1. Identify measurable international marketing objectives consistent with organisation's strategic direction. Select viable international marketing opportunities and develop objectives consistent with the organisation's capabilities and resources 1. Develop a risk management strategy to manage contingencies. Formulate strategic objectives and related key performance indicators by product. and overall 1. and ensure marketing objectives are met in accordance with overall organisational requirements . If you have variable costs. you need to determine whether it is viable. What are your costs going to be? Costs will vary depending on your marketing opportunity. as costs are only reflective of success. What benefits may your marketing strategy produce? Are these in line with your organisation's international marketing objectives? How do the benefits compare to the risks involved? Do they justify the risks or is there too much at stake for the risks involved? What is the likelihood of these risks becoming realities and how would your company be affected if your marketing efforts flopped? .1 – Select viable international marketing opportunities and develop objectives consistent with the organisation's capabilities and resources Viability When selecting whether to pursue a marketing opportunity.P a g e | 17 1. whereas fixed costs will need to be paid regardless. In other words. they may include: Market research Sales force spending Advertising Price promotions. it can potentially make marketing strategies less risky. does the cost-benefit ratio and return on investment (ROI) rate as worthwhile? You need to consider things such as: Monetary cost of the marketing opportunity Time cost of the marketing opportunity Risk factors Competition in internal market Current market share Estimated impact of marketing opportunity Relation of marketing opportunity to your organisation's goals. You need determine whether your costs are fixed or variable. It may also be the case that you need to wait until a time that your company is in a more favourable financial position. technology access. global communications.P a g e | 18 Effective assessment of these factors will help you determine whether the timing to market in international territory is right and whether the return on investment (ROI) is sufficient enough. Threats – external factors which may cause a problem and negatively affect your business. legislation and regulations which may affect your business presently or in the future. interest rates. Conduct a SWOT or a PEST analysis These can be used to help determine the viability of marketing opportunities. research funding. major events.e. global issues. ethics. It may be the case that you should wait until another time when economic conditions are more favourable or when there has been proven success by similar companies in the market you are looking to enter. the stock markets and consumer confidence all need to be considered. so as the impact of a failure may be less of a concern (i. Technological – innovations. media. Economic – taxes. you can afford to take risks). by analysing different factors that contribute their potential success. advertising and publicity. inflation. licensing and patents. . PEST analysis Political – laws. SWOT analysis Strengths – the advantages you have over the competition for your opportunity. manufacturing. Opportunities – current external trends that are waiting to be utilised/taken advantage of. Social – the changes in lifestyle and buying trends. Weaknesses – the internal disadvantages you have compared to your competitors. Specific – state exactly what you want to achieve Measurable – quantifiable and measurable Achievable – realistic in the current market Relevant – related to organisational objectives Timed – have deadlines for achievement. it is good practice to create them based on the mnemonic of SMART. . Objectives may also relate to the following areas: Retention of current customers Purchase increases from current users Convincing new customers to purchase your product(s) Increasing market share Maintaining brand identity Creating a new brand identity. "increase sales by 50 per cent in the next year" is a much more useful objective than just "increase sales". Objectives must be measurable in order to be useful and should be specific as to what you intend to achieve. SMART objectives For effective objectives to be created. For example. These give you benchmarks against which you can measure your success and help you determine which operational processes need to be actioned in order to achieve your goals.P a g e | 19 Developing objectives Another vital aspect of entering into an international marketing opportunity is to have clear objectives. P a g e | 20 Activity 1A . P a g e | 21 1. Examples of measurable objectives include: Retaining 90 per cent of current customers Increasing purchases from new customers by 25 per cent Increasing market share by 10 per cent.2 – Identify measurable international marketing objectives consistent with organisation's strategic direction. Therefore. marketing objectives should be SMART: Specific – state exactly what you want to achieve Measurable – quantifiable and measurable Achievable – realistic in the current market Relevant – related to organisational objectives Timed – have deadlines for achievement. The nature and extent of goals for international market When venturing into an international market.1 of this unit. Measurable objectives must be consistent with the organisation's strategic direction. you need to set different strategic objectives for your international markets and think about what you can realistically achieve. and identify nature and extent of goals for international market Measurable international marketing objectives As mentioned in 1. you must be clear about your goals – you cannot simply expect the same methods to work internationally and to obtain the same results. This means that they must comply with the actions required to achieve the organisation's overall strategy. Factors to consider in the international market include: The differing needs of consumers Existing competition Trade barriers/protectionist arrangements Free-trade arrangements State of the economy . as well as existing competition and the market share you can expect.P a g e | 22 Risk factors. Activity 1B . Consider whether the international market you are entering is emerging or developed – this will affect the state of resources and the demand for your product. country or international grouping. Key performance indicators KPIs are quantifiable measurements from which you can assess performance against – for example. service. An important thing to establish from the beginning is which factors you will use as KPIs and in what terms you will measure these. service. consider the following points: Product What type of product are you marketing? How does it differ to other products on the market? How is it similar to other products on the market? How many can realistically look to sell? Service What type of service are you marketing? How does it differ to other services on the market? How is it similar to other services on the market? How much can realistically look to sell? . If not. You would need to look at the sales reports and see if you are meeting the targets regarding them. They are aligned with the company's overall goals and highlight the areas that are vital to success – for example. country or international grouping. if the goal is to raise profit. having a certain percentage of income from returning customers. shareholder equity. and overall Strategic objectives and key performance must be formulated according to product. you may need to readjust the strategies within the marketing strategies. as you will have to keep them consistent throughout the future. rather than trying to cover them all in one set.3 – Formulate strategic objectives and related key performance indicators by product. you should have separate strategic objectives and key performance based off each of these factors.P a g e | 23 1. When creating strategic objectives and key performance indicators.g. and overall. in order to validate any kind of comparison. In other words. pre-tax profit etc. then the KPIs will be those that measure profit and fiscal matters e. P a g e | 24 How can you quantify the service? . compared to domestic? How will you measure overall? (i. Think about the following: What are the needs of different countries/international groupings? Are there any political barriers? Are their existing free trade agreements? How will you account for transport costs? How will you reach international customers? What technology opportunities/barriers exist? Overall What can you expect to turnover in an international territory.P a g e | 25 Country or international grouping International grouping may include: Cultural groupings Geographical groupings Online virtual communities Political groupings Trade groupings. total sales increase) What is a realistic overall and how will this change due to marketing? .e. P a g e | 26 Activity 1C . This will ensure you can measure and analyse any risks associated with your marketing strategies.4 – Develop a risk management strategy to manage contingencies.P a g e | 27 1. so you can determine whether they are worth the potential gain of your strategy. and ensure marketing objectives are met in accordance with overall organisational requirements Risk management strategy A risk management strategy is required to manage contingencies and ensure marketing objectives are met in accordance with overall organisational requirements. sustainability and management Resource capability and capacity Telecommunications infrastructure . Risk factors may include: Available technology – do they/you have the appropriate technology to produce/use your product? How costly is this technology and will this impact on your pricing strategy? Communication systems – what methods of communication are available to market your product/service with? Are they the best mediums that allow you to communicate with consumers and entice them? Corruption risks Cultural factors – is the culture compatible with the values and uses of your product/service? Financial stability Language factors – will you be able to effectively communicate with overseas partners? Do your product names and messages translate accurately? Legal and regulatory requirements – do these incur extra charges or prohibit you from implementing your normal business strategy? Legal risks in selling goods and services online to the international market Logistics – how will you get goods/services from their point of manufacture to consumers? Is there a risk that they could be damaged/compromised in the process? Political stability Resource availability. Broadly. Identification of risks This involves the following: Risk analysis Risk assessment and prioritisation Risk identification In order to identify risks you will have to carry out research based on current marketing ventures by yourself or competitors. we could categorise risk management into the following three categories: Identification of risks Controlling/preventing risks Monitoring risks.P a g e | 28 Trade barriers – tariffs. taxes. Are your risks controllable or uncontrollable? How much impact will the risks have (if they become a reality)? What are the benefits of the processes that carry these risks? Are they worth it? . Your organisation will likely have its own risk management strategy that incorporates aspects of the above. regulations Transportation systems – what are the costs? What methods are available? Will the product/service be damaged in transit? Work factors – what work is involved? Who will do it? How much will it cost? Risk management strategy may include: Risk analysis Risk assessment and prioritisation Risk identification Risk maintenance Risk treatment and controls Risk evaluation Risk monitoring Monitoring risks Making adjustments to risk treatments and controls. P a g e | 29 . P a g e | 30 Controlling/preventing risks This involves the following: Risk maintenance Risk treatment and controls Risk evaluation One you have identified risks. For example. Internal risks that are controllable include: Technology advancements Technology malfunctions Product design problems IP and patent rights Contractual difficulties. you need to make sure that you keep on top of them. you then need to determine whether they are predictable. having a legal team review your IP and checking that infringements . For these controllable risks. External risks that are uncontrollable include: Government regulations Bribery Protectionist arrangements Bankruptcy of investors Political unrest Cost fluctuations Competitor actions Operational regulations Currency fluctuations Inflation Taxation Environmental impacts Societal impacts. controllable and whether they are internal or external. Monitoring risks is important. If you ignore the risks or assume that your current risk control procedures will work infinitely. need to be monitored as things like regulations. you are likely to discover this in an inadequate approach. taxes and trade agreements change – these can majorly affect the costs and profits of your business. Monitoring risks This involves the following: Risk monitoring Monitoring risks Making adjustments to risk treatments and controls. Risks. so that they are kept under control and that any new ones that present themselves are dealt with as early as possible. . especially those that are uncontrollable.P a g e | 31 are not made can ensure that you don't encounter more costly complications down the line. P a g e | 32 Activity 1D . 1. Research international marketing opportunities and determine global or customised approaches for promotion of products or services 2. international market conditions and consumer preferences . Evaluate options for choice of marketing approaches Select a marketing approach to meet marketing objectives. Determine international marketing approach 2. 2.2.3.P a g e | 33 2. Conversely.1 – Research international marketing opportunities and determine global or customised approaches for promotion of products or services Research international marketing opportunities In order to research international marketing opportunities. you will need to use a variety of methods: Surveys Focus groups Trial runs Analysing secondary research Conducting primary research. Determine global or customised approaches for promotion of products or services There are two methods you can use to go about the promotion of products and services – global or customised strategies.P a g e | 34 2. . Global strategies use a blanket strategy for all international markets. customised approaches adapt the promotion techniques to suit the individual needs of each different target market. You need to find out all the relevant and obtainable information you can that relates to the international marketing opportunity. This includes things like: The current/future state of the economy The needs of the consumers The products of your competitors The strategies of your competitors Risk factors Market analysis techniques Whether the market is emerging or developed Technology factors. rather than adapting to suit the individual nuances of each one. P a g e | 35 . These include: Australian E-commerce Best Practice Model Australian Guidelines for Electronic Commerce This model sets consumer protection standards in e-commerce. The guidelines can be accessed at: http://archive. 2006.au/documents/1083/PDF/australian_guidelines_for_electr onic_commerce. standards and any other factors that may affect how you operate both in Australia and internationally. laws.gov. you will also need to become familiar with regulations.P a g e | 36 The following table shows the advantages and disadvantages of each approach: Promotional approach Advantages Disadvantages Global Cheaper to plan and implement May not be suited to particular markets Consistency of message Messages can be "lost in translation" Strategies can be implemented quicker Harder to track the success of approach in different markets Changes to strategy may have differing effects of markets Customised Differences in each market are accounted for More expensive to plan and implement Easier to track the success of approaches Inconsistency of message Feedback from strategies is applicable to each different market Strategies may take more time to implement In your research. providing the industry and businesses with a code of conduct for dealing with online consumers – a few of these guidelines are based upon legislative requirements.pdf . It replaced the Australian E-commerce Best Practice Model on March 17. guidelines.treasury. P a g e | 37 . P a g e | 38 The Australian Government Treasury also published the following checklist for businesses. and clear information about. regarding e-commerce: Does your business follow ‘fair business practices’? Do consumers need specialised software or hardware to trade with you? Have you taken reasonable steps to ensure the goods and services you supply are accessible to people with a disability? Is all advertising material clearly identifiable.pdf . including contact details? Are contract terms for purchases clear. dispute resolution procedures? Are consumers informed about any specific laws or jurisdiction applicable to transactions with your business? Source: archive.treasury. accurate and easily accessible by consumers? Have you taken appropriate steps to protect consumers’ privacy? Have you provided consumers with payment mechanisms that are easy to use and offer appropriate security? Have you clearly explained to consumers the security and authentication methods you use so they can assess any risks? Do consumers have easy access to.au/documents/1083/PDF/ecommerce_factsheet. so it cannot be confused with other content? Are procedures in place to ensure that any marketing messages you send do not constitute spam? Have you taken reasonable steps to avoid entering into transactions with minors? Can consumers easily find all key information about your business.gov. via bilateral agreements. Federal. in terms of online consumption and trading – it details a strategy on how to achieve this. The Department of the Environment deals with approval and assessment of national environmental and cultural concerns. as well as administering Acts concerning: . The principles set out are: Balancing the needs of consumers and businesses A dual responsibility of industry and government International cooperation Technology neutrality. with the government building a holistic consumer protection environment. It also identifies the key issues that need to be addressed for a safe and efficient online environment: Privacy – protection of personal information Payment – secure online payment methods Information – providing accurate and adequate information to consumers Jurisdiction – for consumer contracts Redress – compensation readily available and respective in amount. in The vision sets out that Australians will be at the forefront of global commerce. There is an initiative to establish a group of experts to advise the Minister for Financial Services and Regulation on all of the above issues. Australian Standards and international standards Environmental matters Environmental protection laws will apply depending on the nature of your business. state and local governments administer the environmental protection laws in Australia jointly.P a g e | 39 Australian Government Policy Framework for Consumer Protection in Electronic Commerce This framework deals with consumer protection e-commerce. wa.gov.au/business-topics/businessplanning/environmentalmanagement/Pages/environmental-legislation. It is governed and regulated by the Department of Commerce in Australia and more information can be found at: www. preventing torture and cruel/degrading/inhuman punishment or treatment of other humans.au/labour-relations Packaging There will be certain packaging details that you need to comply with. the minimum age of work.aspx Human rights There are national and international conventions on human rights. Labour relations This involves things like minimum pay rates. These include: Universal Declaration of Human Rights Convention against Torture International Covenant on Civil and Political Rights International Convention for the Protection of All Persons from Enforced Disappearance Convention on the Rights of Persons with Disabilities Convention on the Rights of the Child International Convention on the Protection of the Rights of All Migrant Workers and Members of Their Families.P a g e | 40 Importing Fuel quality Hazardous waste Heritage The sea. including: Packaging style for certain goods .gov.commerce. How this affects your business will mostly involve the sources of labour you use and the treatment of employees in foreign territories.business. dismissal and your general treatment of employees. Environmental legislation can be accessed (national and state) at: www. .P a g e | 41 Labelling Enclosed documents Declaration of contents Sustainable materials Size and weight of packages. Exact legislation can vary in different areas of Australia.P a g e | 42 Risk management This may involve and concern things such as: Workplace health and safety (WHS) ISO 31000:2009. disability and race and you must afford everyone equal opportunities.gov.gov. the following anti-discrimination laws apply: Age Discrimination Act 2004 Australian Human Rights Commission Act 1986 Disability Discrimination Act 1992 Racial Discrimination Act 1975 Sex Discrimination Act 1984. gender. Full details on risk management principles for Australia can be found at: www.pdf Anti-discrimination legislation and ethical principles In Australia. Full details about these Acts can be found at www. This applies to existing employees and potential employees for your marketing efforts. You must follow these laws when doing marketing research and when implementing your campaigns. . You cannot discriminate against individuals based on characteristics like age.humanrights.au EEO law states that employers must provide workplaces that are free from discrimination. you must ensure that you are familiar with your local stipulations.au/sites/default/files/COV_216905_Risk_Management_Fact_Sheet_F A3_23082010_0.finance. au . Source: www. The ACL includes: A national unfair contract terms law covering standard form consumer contracts A national law guaranteeing consumer rights when buying goods and services A national product safety law and enforcement system A national law for unsolicited consumer agreements covering door-todoor sales and telephone sales Simple national rules for lay-by agreements New penalties.P a g e | 43 EEO – an overview: You must create and maintain an environment that is free from discrimination and harassment You must not treat employees or potential employees better or worse on the grounds of: o Age o Sex o Race o Marital status o Family status o Disability o Gender o Culture o Etc. Consumer laws The Australian Consumer Law (ACL) came into effect on January 1.gov. EEO also protects: o Workplace rights o Industrial rights o Unfair dismissal. 2011.consumerlaw. enforcement powers and consumer redress options. in Schedule 2. airports.P a g e | 44 It applies in all States and Territories and to all Australian businesses.g. It promotes fair trading and competition for businesses. Extra-territoriality provisions of the Trade Practices Act now Competition and Consumer Act 2010 Fair trading laws are designed to protect consumers and promote fair trading and competition on the part of businesses. The full text is set out in the Competition and Consumer Act 2010. electricity. for all transactions that have occurred since January 1. It covers the following: Dealings with suppliers. You will need to also find out consumer law for the countries of your potential markets. The Competition and Consumer Act 2010 replaced the Trade Practices 1974. 2011. as well as protecting the consumers their products are aimed at. retailers. telecommunications). wholesalers. gas. . customers and competitors Industry codes of practices Product safety Unfair market practices Product labelling Price Industry regulation (e. The Australian Competition and Consumer Commission is in charge of enforcing the Competition and Consumer Act. extends to the engaging in conduct outside Australia by: (g) bodies corporate incorporated or carrying on business within Australia. or (i) persons ordinarily resident within Australia. a person is not entitled to rely at a hearing in respect of that proceeding on conduct to which a provision of this Act extends by virtue of subsection (1) or (2) of this section except with the consent in writing of the Minister.P a g e | 45 Extraterritorial provisions Section 5 of the Competition and Consumer Act covers application of the Act to conduct outside of Australia: (1) Each of the following provisions: (a) Part IV. (b) or (c)). . (3) Where a claim under section 82. those sections extend to the engaging in conduct outside Australia by any persons in relation to the supply by those persons of goods or services to persons within Australia. (c) the Australian Consumer Law (other than Part 5 3). in the opinion of the Minister: (a) the law of the country in which the conduct concerned was engaged in required or specifically authorised the engaging in of the conduct. or under subsection 237(1) or 238(1) of the Australian Consumer Law. in a proceeding in respect of conduct to which a provision of this Act extends by virtue of subsection (1) or (2) of this section except with the consent in writing of the Minister. (f) the remaining provisions of this Act (to the extent to which they relate to any of the provisions covered by paragraph (a). (b) Part XI. the Commission or the Director of Public Prosecutions is not entitled to make an application to the Court for an order under subsection 87(1) or (1A). or (h) Australian citizens. and (b) it is not in the national interest that the consent be given. (4) A person other than the Minister. (5) The Minister shall give a consent under subsection (3) or (4) in respect of a proceeding unless. is made in a proceeding. or (c) persons ordinarily resident within New Zealand. (2) In addition to the extended operation that sections 47 and 48 have by virtue of subsection (1). or under section 236 of the Australian Consumer Law. or (b) bodies corporate carrying on business within New Zealand. (1A) In addition to the extended operation that section 46A has by virtue of subsection (1). that section extends to the engaging in conduct outside Australia by: (a) New Zealand and New Zealand Crown corporations. worker. It also means that foreign investors (private) are required to obtain government approval before acquiring anywhere upward of 15 per cent of an Australian business valued above $248 million. More information on Australian foreign investment limits can be found at: www. In Australia. the Foreign Acquisitions and Takeovers Act 1975 (FATA) is the legislative framework that governs foreign investment limits. as this can possibly affect the scale of your business.gov.P a g e | 46 Source: www.au Foreign investment limits In Australia.gov. the Fair Work Act 2009 governs labour laws and it covers: Hiring and firing of employees Discrimination against applicants Offers of employment Employment contracts Benefits/entitlements Wages Superannuation Long service leave Taxation Terms and conditions Workplace health and safety (WHS) Records Notice requirements Redundancy .aph. Labour laws This governs the relationship between employers.au/About_Parliament/Parliamentary_Departments/Parliamentary_Libra ry/pubs/BriefingBook44p/AustForeignInvest You will also need to find out the investment limits for the countries of the potential markets you are looking to enter.treasury. governments and trade unions. In addition to this. You will also need to know the labour laws of the countries for your potential markets. Legal aspects of bilateral and multi-lateral trade agreements As well as knowing what the bilateral and multi-lateral trade agreements that Australia holds with other countries are.P a g e | 47 Unfair dismissal Termination payments Litigation. there are ten national employment standards: Hours of work Request for flexible working arrangements Annual leave Personal/carer's leave Compassionate leave Community service leave Public holidays Unpaid parental leave Notice of termination and redundancy pay Fair Work Information Statement. These may include: Article 13. you need to know the legal aspects of them. so as to know how you will deal with employees in the countries you are trading in. Un charter Article 24 of GATT. . Source: www. or an interim agreement leading to the formation of a free-trade area. or an interim agreement leading to a formation of a customs union. and (c) any interim agreement referred to in subparagraphs (a) and (b) shall include a plan and schedule for the formation of such a customs union or of such a freetrade area within a reasonable length of time.wto. the duties and other regulations of commerce maintained in each of the constituent territories and applicable at the formation of such free-trade area or the adoption of such interim agreement to the trade of contracting parties not included in such area or not parties to such agreement shall not be higher or more restrictive than the corresponding duties and other regulations of commerce existing in the same constituent territories prior to the formation of the free-trade area. or interim agreement as the case may be. as between the territories of contracting parties. as the case may be. the duties and other regulations of commerce imposed at the institution of any such union or interim agreement in respect of trade with contracting parties not parties to such union or agreement shall not on the whole be higher or more restrictive than the general incidence of the duties and regulations of commerce applicable in the constituent territories prior to the formation of such union or the adoption of such interim agreement.pdf .org/english/docs_e/legal_e/gatt47_c.P a g e | 48 The United Nations UN Charter Article 13 states: The General Assembly shall initiate studies and make recommendations for the purpose of: a) promoting international co-operation in the political field and encouraging the progressive development of international law and its codification Source: www.un. (b) with respect to a free-trade area. Provided that: (a) with respect to a customs union.org/aboutun/charter Article 24 of GATT states: […] the provisions of this Agreement shall not prevent. the formation of a customs union or of a free-trade area or the adoption of an interim agreement necessary for the formation of a customs union or of a free-trade area. Quality of personal information 11. contained in Schedule 1 of the Privacy Act: 1. As of March 2014. Adoption. Dealing with unsolicited personal information 5. Privacy is governed by the Privacy Act 1988 (Privacy Act). Open and transparent management of personal information 2.Access to personal information 13.oaic. Cross-border disclosure of personal information 9. You can read more about the privacy law reform at: www. the following privacy legislation amendments came into effect: Privacy Amendment (Enhancing Privacy Protection) Act 2012 Privacy Regulation 2013 Credit Reporting Privacy Code. Full information on the Privacy Act and its terms can be found at www. they can likely move to your competitors.Security of personal information 12. use or disclosure of government related identifiers 10. Use or disclosure of personal information 7. Direct marketing 8.au/privacy/privacy-act/the-privacy-act . Collection of solicited personal information 4.Correction of personal information. which regulates the handling of personal information.oaic. Notification of the collection of personal information 6.gov. Anonymity and pseudonymity 3.gov.P a g e | 49 Privacy laws You need to be able to protect customer data and respect the relationships you have – if you fail to do this.au/privacy/privacy-act/privacy-law-reform There are 13 Australian Privacy Principles that apply to the handling of personal information. It concerns business to consumer transactions and helps remove uncertainties in the buying and selling processes.wto. Full information on the dispute resolution system can be found at: http://www.htm Organisation for Economic Co-operation and Development (OECD) International Guidelines for Consumer Protection in the Context of Electronic Commerce These came into effect on December 9. They help ensure online consumer protection without needing barriers to trade to do so. 1999 and exist to ensure an equal level of protection for consumers when purchasing online to in a store.P a g e | 50 Taxation laws You need to know the taxation laws of Australia and countries of your potential markets. .org/english/tratop_e/dispu_e/disp_settlement_cbt_e/c1s2p1_e. These may include: Fuel taxes Payroll taxes Goods and services taxes Capital gains tax Customs duties Corporate taxes. World Trade Organization (WTO) dispute resolution system The World Trade Organisation (WTO) has a dispute resolution system that allows disputes over breaches of business agreements. It uses the Dispute Settlement Understanding to enforce the practical application of trade agreements between two or more parties who are members of the WTO. They require emphasis on the need for co-operation among governments. they are reflective of existing legal protection for standard commerce. as opposed to power relationships. It exists to provide judgement based on rules. so as to know what charges may be imposed on imports and exports. businesses and consumers. fair and affordable dispute resolution/redress systems Privacy protection Education for businesses and consumers. . what it sells and any terms of conditions for transactions Transparency in the confirmation of transactions Secure payment methods Timely.P a g e | 51 The aims of the guidelines are as follows – to encourage: Fair business practices Fair advertising practices Fair marketing practices Clear information on the identity of a business. P a g e | 52 Activity 2A . the next step is to evaluate them for their advantages and disadvantages. ultimately. The following table shows the advantages and disadvantages of each approach: Marketing approach Advantages Disadvantages Global Cheaper to plan and implement May not be suited to particular markets Consistency of message Messages can be "lost in translation" Strategies can be implemented quicker Harder to track the success of approach in different markets . Marketing approaches may include: Customised Global Online Product or promotion adaptation Product or promotion standardisation Segmentation by criteria which are: o behaviouristic o demographic o end use o geographic o operational o psychographic.2 – Evaluate options for choice of marketing approaches Evaluate options Once you have all of the available options for marketing approaches at your disposal.P a g e | 53 2. you need to decide which approach will reap the best return on investment (ROI). Two key factors that need to be considered when evaluating marketing approaches include your budget and the financial viability of the proposed approaches. text.P a g e | 54 Changes to strategy may have differing effects of markets Customised Differences in each market are accounted for More expensive to plan and implement Easier to track the success of approaches Inconsistency of message Feedback from strategies is applicable to each different market Online Cheap to implement Can be integrated into overall marketing strategy Increases the range of people who view your product Strategies may take more time to implement People may ignore online approaches Highly competitive environment Allows use of multiple formats e. audio Allows virtual store to be created Product or promotion adaptation Products match the market Consumers are offered something new Can take advantage of new technologies Product or promotion standardisation Can focus more on a single product/promotion Segmentation by criteria Allows each criteria to be targeted individually Allows convergence of all research Allows you to meet all of the consumers' needs Requires constant investment Focus may be split across different adaptations Consumers may lose interest after a period of repetitiveness Time consuming . video.g. P a g e | 55 Activity 2B . international market conditions and consumer preferences. If the marketing approach only focuses on retaining existing customers. it has to meet the marketing objectives. you can ensure that it will be the most effective for your purpose. . Therefore. This information should have been determined by your market research and. international market conditions and consumer preferences Select a marketing approach Now you have evaluated all of the available marketing approaches. it is clearly not conducive to achieving the aforementioned marketing objective.3 – Select a marketing approach to meet marketing objectives. For example. who are your competitors and how many are there? What threats do they pose to your company and marketing efforts? What is the growth rate of the market you are entering? Are your objectives realistic in the current state of the market? Do your marketing objectives comply with consumer preferences? Is your product compliant with what consumers want in the present? Is there an actual market and will your marketing efforts appeal to these new consumers? Can your projected growth rates realistically be met? This will depend on the consumer demand for your product and your marketing approach in the international area you are entering. your marketing approach needs to implement actions that either help or specifically achieve this objective. by meeting these criteria. if the objective is to increase purchases from new customers by 10 per cent. What are your marketing objectives? How will your marketing approach help achieve this? For example. the next step is to select the most appropriate one. How does your marketing approach meet international market conditions? International market conditions are those things that exist externally in the market you are entering.P a g e | 56 2. Technological – innovations.1 of this unit. discussed in 1. legislation and regulations which may affect your business presently or in the future. the stock markets and consumer confidence all need to be considered. research funding. international market conditions and consumer preferences. manufacturing.P a g e | 57 SWOT or a PEST analysis As. Opportunities – current external trends that are waiting to be utilised/taken advantage of. licensing and patents. technology access. . advertising and publicity. Social – the changes in lifestyle and buying trends. the SWOT analysis Strengths – the advantages you have over the competition for your opportunity. inflation. ethics. you can use a SWOT or PEST analysis to determine the viability of marketing opportunities. PEST analysis Political – laws. You can use information gained from SWOT and PEST analyses to help determine whether your marketing approach meets the meets marketing objectives. Threats – external factors which may cause a problem and negatively affect your business. interest rates. major events. Weaknesses – the internal disadvantages you have compared to your competitors. Economic – taxes. media. global issues. global communications. P a g e | 58 Activity 2C . 3.3. Identify options for operational marketing structure and rank them for strengths and weaknesses in servicing international markets Choose operational structure that best fits international market and product or service .P a g e | 59 3.2.1. Evaluate business culture and consumer preferences. and identify compatible marketing structures 3. Determine operational structures 3. You must conform to what the consumers want and meet their needs. It is important that you recognise the business culture and adapt your approach to conform to it. Wealthy retired – while they have more disposable income. it can cause misunderstandings and impact negatively on your marketing success. They have a mix of traditional and modern values.P a g e | 60 3. If you fail to do this. the business culture will vary. This will affect things like: Ethics Etiquette Values Beliefs Working styles Habits. For example. their children may buy healthcare and entertainment products for them. let's look at Chinese consumers: Frugal retired – they are usually uneducated and grew up in tough political and economic times. like how you address someone or major areas such as belief systems are important to know in order for your product and marketing efforts to be accepting by the consumers you are trying to target. however. working respectable jobs but saving most of their income to take care of their families. Little things. and identify compatible marketing structures Evaluate business culture and consumer preferences Business culture refers to the typical behaviour. for when you are building business partnerships.1 – Evaluate business culture and consumer preferences. however. just as typical culture will. . they are often frugal. They don't spend much and react differently to changes in prices. Consider embarking on cultural sensitivity educational programs before you enter a new international market. When you enter international markets. Their spending is likely to rise in the next decade. Frugal forties – they grew up during the Cultural Revolution and early Chinese reforms. norms and values of a particular area of business. This also applies professionally. they are less sensitive to price and value quality more. Over the next decade. Therefore. .P a g e | 61 Wealthy forties – they have slightly higher incomes but the same backgrounds as the frugal forties. as well as saving for their families. they have disposable income to spend on quality products. they will have less childcare responsibilities and even more disposable income to spend. P a g e | 62 Thirties – they save less than the older generations. They are open to new products but usually have little to no income – however. They are usually aged between 20-60. entertainment and other trends. Rich – there are over one million with over $1. spend more and use online shopping also. managers and entrepreneurs and usually pursue the best quality products. They are usually business owners. You want to target people who desire your product/service and who have the disposable income to purchase it. as they receive city household registration status. Twenties – they don't save income and mostly spend their income on electronics.5 million (and increasing). if we again use the example of Chinese consumers. Their disposable income is expected to rise in the future. sending extra incomes to their families in rural areas. So. They are subject to impulse purchases and favour high quality and convenient products. They are after quality and value. They are usually aged under 20. These consumers are likely to be the most important for the next decade. you can see that it is logical to target the consumers who most accurately fit the description of your product. They shop online and look for products in line with their "image". they influence their parents' purchases. Guangdong). They are normally aged between 25-40. rather than the cheapest items. From this example. Migrant workers – these are usually quite frugal and buy only necessities. as these are the platforms that they use most frequently. They can be effectively targeted by social media. you then need to match them with compatible marketing structures. with less concern on price. Identify compatible marketing structures Once you know the business culture and consumer preferences for the potential international market. Online marketing strategies would also likely be successful for the twenties and thirties markets. . They particularly value high-end imported products. They are concentrated in large urban areas (Beijing. we would see that a compatible marketing structure for the new generation would be to use social media and online marketing. New generation – they are "Westernised" and have similar values to those in the Western hemisphere. Shanghai. as they buy for themselves and their families. P a g e | 63 However. if your product is actually cheap but the quality of the materials and construction is superior to other similar products. you can see that the vast majority of the markets in China are after quality goods. so if your product/service is cheap and you try to market this as a selling point. the qualities that your consumers value the most. you are likely to have a limited consumer base. Activity 3A . as these will make your efforts more successful. irrespective of the other qualities your product/service may have. So. market on the base of quality rather than price. It is important to market. for China. funding. as you will need to pick which ones will be most effective and essential in your chosen market. The revenue from the sales is then transferred back the country of production and counts for that organisation's gross output. rather than across borders. Examples of this are the free-trade agreements that remove trade barriers between countries and allow them to trade on an equal footing with domestic organisations. This allows operations for that territory to be run from that location. while still remaining independent businesses. Strategic alliance – this is where two or more parties agree to pursue shared objectives. . Joint venture – this is where businesses join together to develop a new product/service by combining investment. This allows the organisation to pursue other markets as well as base its production/operations wherever quality labour is cheapest. The idea is that the benefits from the alliance are greater than those from individual pursuit. trademarks. intellectual property and other designs to others. distribution. Overseas branch – this is where companies have a registered office for their company in an international territory. but managed from one "native" country. copyrights. Licensing – you can license patents. intellectual property. Online business operation – this is where a business is operated on the internet. as opposed to in person. Global organisation – this is where countries join together to create an agreement. for sale. Multi-national organisation – this is any organisation that operates out of more than one country. Operational marketing structure may include: Export operation – this is where goods produced in one country are shipped to another. Companies will often both use a grant licenses. equipment and even products. They can share resources such as knowledge. This is where you grant them permission to use them in exchange for a fee (usually a small percentage of the sales price). This is a finite operation that lasts for the duration of the product/service's creation.P a g e | 64 3.2 – Identify options for operational marketing structure and rank them for strengths and weaknesses in servicing international markets Options for operational marketing structure You need to identify the options for the operational marketing structure. manufacturing. Ranking options Once you have identified the available operational marketing structures. This company has a controlling interest in the operations of the subsidiary. Strengths and weaknesses may include: Accessibility Distribution channels Financial factors Manufacturing capability Market capability Potential profit factors Research capability Resource commitment Risk control. The following table outlines examples of the strengths and weaknesses of the operational marketing structures previously discussed: Operational marketing structure Strengths Weaknesses Export operation Greater profit potential Harder to monitor quality Increases market size Taxation costs for exportation Global organisation Less trade barriers Can compete equally with domestic competitors Joint venture Pooling of resources Domestic markets may suffer May experience resentment/rejection from domestic market Decisions must be jointly made . the next step is to rank them for of strengths and weaknesses. regarding how they service international markets.P a g e | 65 Subsidiary company – this is where the company is either completely or partially (over 50 per cent) owned by another parent company. P a g e | 66 Shared opinions/expertise Licensing Don't need to manufacture and create original patents Easy money for no extra work (if supplying them) Can cost more longterm (if using them) Can lose USP factor of your product (if supplying them) . You must have a clear goal in terms of what you want to achieve when determining rankings and weighting of criteria. . so you have a clear decision on which ones to pursue for your product.P a g e | 67 Multi-national organisation Greater profit potential Cheaper labour Online business operation Cheap to operate Highly competitive Can target more consumers Need to train in software applications used in conducting international electronic commerce Little paper costs Overseas branch Can lose national identity Allows monitoring of international market more closely Costs to set up Improves customer service potential Strategic alliance Greater chance of success Shared knowledge/experience May lose individuality Have to share resources and IP Possible quicker achievement of objectives Subsidiary company Can use connections and investment of parent company to grow Decisions can be overruled by parent company You must use the strengths and weaknesses analysis to then rank the structures in terms of viability. P a g e | 68 Activity 3B . P a g e | 69 3. it is essential that you are fully trained in ecommerce software applications and have technology skills to use the necessary equipment also.3 – Choose operational structure that best fits international market and product or service Choose operational structure Now you have ranked the operational structures based on strengths and weaknesses. You will usually choose the highest ranked options. as your system should be geared towards meeting your objectives. Think of your current market share? Do you have the resources and reputation to establish yourself in an international market alone or would you benefit from the help of other established partners? . Which will allow you to cost-effectively market and produce your product/service? If you go down the e-commerce route. you must use this information to choose the one that best fits both the international market and product/service you are marketing. Think about the operational structures of successful competitors in the international market you are entering – what can you learn from them? What structures yield the greatest return on investment (ROI)? Who is your product/service aimed at? Do they react differently to different types of marketing? Will your structure reach them effectively? Think of the advantages and disadvantages of choosing an online operation versus an overseas branch. P a g e | 70 Activity 3C . Identify and agree roles. Manage marketing effort to ensure it is directed towards areas of greatest potential for the organisation 4. Communicate international marketing objectives across the organisation to suit culture. Develop communication strategy to ensure personnel responsible for each element of marketing mix work together to meet organisation's marketing objectives 4. promotional and any sales activities in accordance with international marketing objectives .3.4. customs. experience and needs of personnel 4.5. levels of knowledge. Manage integration of marketing. responsibilities and accountabilities of staff and contractors involved in all elements of marketing effort 4.1. Manage international marketing performance 4.P a g e | 71 4.2. The methods of explanation will differ depending on personnel's existing knowledge and experience. if you have a sub-team dedicated to market research – tell them what questions they need to answer and how this relates to any marketing objectives in particular.1 – Communicate international marketing objectives across the organisation to suit culture. Also. customs. you then need to communicate them to the personnel in your organisation. give them a brief overview of the entire marketing campaign. as much of this information will be of no use to them and be a waste of their time and yours. The way you communicate these to personnel will depend on their levels of knowledge. experience and their specific needs.P a g e | 72 4. experience and needs of personnel Communicate international marketing objectives Once you have determined your international marketing objectives. levels of knowledge. There is no point explaining everything in intricate detail to all personnel. For example. Communication strategies may include: Emails Newsletters Meetings Memos Personal interviews Mission statements Graphs Charts Tables. but don't go into the insignificant things. You may be able to assume certain existing knowledge and use specific terms. you may have to explain things more basically. By all means. so they can see the overall picture and how their role fits into achieving the company objectives. . alternatively. consider what people need to know. to ensure you are all striving for the same things. P a g e | 73 Activity 4A . contribute and interrelate with others in a particular way. People are held accountable for their responsibilities. Be aware that the effects of informal roles can both be positive and negative in their effects. Informal roles are usually self-assumed due to particular personalities and standings within the group – natural strengths and weaknesses will come to the forefront in a team. and outlines nine 'team roles' essential to the success of a team. Completer finishers 7. tasks will likely not be completed to expected standards. Specialist . responsibilities and accountabilities of staff and contractors In order for any team to function effectively.2 – Identify and agree roles. Responsibilities refer to specific tasks that they are required to do to complete the activity/operation. if there is a lack of clarity. They can be formal (assigned) or informal (unassigned). Resource investigator 5.P a g e | 74 4. Be aware of Belbin's team roles when assigning roles and responsibilities to staff and contractors: Belbin's team roles This theory was created by Dr Meredith Belbin. Teamworkers 8." The nine team roles are: 1. responsibilities and accountabilities of staff and contractors involved in all elements of marketing effort Roles. Plant 2. you need to be able to have specific roles and people assigned to them. A team role is defined as "a tendency to behave. Implementers 6. Formal roles are essential for team success and must be completed to achieve objectives. Roles are positions that team members assume or what they do in a particular activity/operation. Monitor evaluator 3. This helps ensure that all of the required activities are carried out by those with the relevant skill and knowledge sets. as well as developing accountability for the success of these individual tasks. Shapers 9. Co-ordinator 4. P a g e | 75 . without bias. however. you face spending too much time coming up with ideas and many less effective ideas are allowed discussion time.P a g e | 76 1. 4. Shapers These people challenge the others in the team to move forward – they provide the drive and the motivation to help the team achieve its potential. 8. you may struggle to generate new ideas or directions. Plant They are creative and good at problem-solving – they help stimulate fresh directions for the team. or else it will have adverse consequences. Implementers These people plan strategy and make sure the team is working as efficiently as possible. Co-ordinator These people have a strong focus on the team's objectives. these people polish off the work and ensure it meets all the required standards. at best. They have high attention to detail and provide scrutiny for other people's work. Resource investigator They research competing teams and ensure that the rest of the team's ideas and work is applicable to the outside world. with too many of them. according to Belbin. when they may be stuck or starting anew. For instance. they can't be too few or too many in number. without plants. assigning other team members work according to their strengths and the team's needs. there is an internal power struggle and people argue over direction. Specialist This is someone with specialist skills and knowledge in a key area – it is highly valuable to have an expert in a particular field. you will take longer to complete tasks and have no clear direction – making the finished product average. 5. with too many plants. Teamworkers They help the cohesiveness of the team and make it "gel" – they are versatile and will chip in with the required workload to make sure everything gets done. Completer finishers Mostly used towards the end of a task. . 3. Monitor evaluator They provide the voice of logic – their judgements are impartial and they ensure that decisions are made for the greater good of the team. Balance The key to a successful team. is that every team has all of the above members. 7. Without shapers. 9. 2. 6. image distribution (advertising) Field marketing Create/increase product demand.P a g e | 77 Roles in marketing These may include: Role Responsibilities Branding/advertising Branding and logos. devises strategy to get products to market Telemarketing Support marketing campaigns via technology and communication Channel marketing Support for third party partners. collects. communication. analyses and utilises customer feedback Product marketing Gathers information on the market. creation and shipping of product to deadlines. promotion of organisation Strategy Creates marketing strategy. generating demand and education about products Corporate communications Public relations (PR). support for trade partners Market intelligence Collect and analyse market data (customers and competitors) Product management Testing. measures marketing performance . P a g e | 78 Activity 4B . it can cause conflict and prevent them from performing their roles effectively.3 – Develop communication strategy to ensure personnel responsible for each element of marketing mix work together to meet organisation's marketing objectives Communication strategies Communication strategies should ensure the people responsible for the individual elements of the marketing mix can work together effectively – this will determine whether the organisation's marketing objectives are met or not.P a g e | 79 4. Communication should be open and honest – if information is withheld from certain personnel. Those responsible for distribution must be able to communicate with those in promotions (if distribution needs to be increased to certain locations to cope with demand) and personnel responsible for product or service variables (to determine if there are things like breakages and fragility of products that need to be considered in distribution). So. if we take examples from the marketing mix above. we can see that those responsible for pricing and promotion must work together as the team responsible for promotions need to know how much they can lower the price without negatively affecting profits. . Marketing mix may include: Distribution Level of service Pricing Product or service variables such as: o design o quality o range o safety features o technical features Promotion. businessinsider. you need to know the social factors that will impact your ability to succeed in an international market. For example. One of the most important aspects of a successful business is the effectiveness of communication. You will need to be aware of the language styles and meanings behind things like gestures.P a g e | 80 Cross-cultural communication and negotiation styles relevant to the country/ies where international marketing activities take place As well as knowing the state of the market in an economic sense. both verbal and non-verbal. so as to not be misinterpreted or to misinterpret the communication styles of the people you are dealing with in the foreign market. depending on the country there may be differences in meaning associated with: Pauses Gestures Bargaining Eye contact Length of response Pitch and tone of voice Negotiating styles Different countries have varying negotiating skills. you will need to consider the cross-cultural communication and negotiation styles you will use. many of these can be found in the form of charts at: www.com/communication-charts-around-theworld-2014-3?IR=T . Different cultures attach varying meaning to language. In a foreign market. and most Norwegians fall somewhere in between. meetings are principally for information gathering." Australians tend to have a loose and frank conversational style. Poles often have a communication style that is "enigmatic." Chinese tend to be more direct than the Japanese and some other East Asians. with the real decisions made elsewhere. who obtain concessions by expressing confidence in the quality and value of their goods and services. Finns tend to value concision. occasionally stretching the truth. ranging from a matterof-fact pragmatic style to a wordy. tend to be more low-key and inclined to seek harmony. Bulgarians may take a circuitous approach to negotiations before seeking a mutually beneficial resolution. pulling out every stop if need be to achieve greater expressiveness. which will often be screwed up by bureaucracy. . romantic approach to any given subject. mannered. Koreans tend to be energetic conversationalists who seek to close deals quickly. Singaporeans generally take time to build a relationship. English tend to avoid confrontation in an understated. and humorous style that can be powerful or inefficient. however. Indian English "excels in ambiguity and such things as truth and appearances are often subject to negotiation. Swiss tend to be straightforward and unaggressive negotiators." The Nordic countries often have entrenched opinions that they have formulated "in the long dark nights. Hungarians value eloquence over logic and are unafraid to talk over each other.P a g e | 81 As a summary: Canadians. People from Hong Kong negotiate much more briskly to achieve quick results. Germans rely on logic but "tend to amass more evidence and labour their points more than either the British or the French." Spanish and Italians "regard their languages as instruments of eloquence and they will go up and down the scale at will. sometimes approaching the danger zone of over-analysis. Swedes often have the most wide-ranging discussions." The Dutch are focused on facts and figures but "are also great talkers and rarely make final decisions without a long 'Dutch' debate." though they are reasonable conversationalists. sentimental. after which they can be shrewd negotiators. though they are similarly direct. compared to Americans. P a g e | 82 Indonesians tend to be very deferential conversationalists.businessinsider. Source: www.com Activity 4C . Israelis tend to proceed logically on most issues but emotionally on some. sometimes to the point of ambiguity. Decide on the objectives of your marketing campaign – are you trying to gain new customers. Do you need to conduct lots of market research or can you use your existing research to base your efforts upon? What mediums of advertising will you use and why? In what proportions? What methods of market research will be most effective regarding your budget and time constraints? Will you use primary or secondary research? What analytical methods are you going to use with your research data and how will you summarise the information? How will you then use this information? You will also need to research and comply with legislation. This can be done through effective market research and concept testing. . for example? This will affect how you direct your marketing campaign and allocate your budget.P a g e | 83 4. You will need to delegate your team and resources in the areas that will yield the greatest cost-benefit ratio. This means identifying and focusing on your target market. promote a new product or advertise the brand.4 – Manage marketing effort to ensure it is directed towards areas of greatest potential for the organisation Directing the marketing effort It is important that your efforts in the marketing process are directed in the areas that offer most potential benefit for your organisation. retain the loyalty of existing ones. codes of practice and national standards with your marketing processes. as this will avoid complications further down the line. P a g e | 84 Activity 4D . P a g e | 85 4. This encourages the audience to seek out more information on the product you are marketing and become active in the campaign. say a TV advertisement. a strategic marketing objective may be to increase the profits of X (a brand. for example. in that they usually deal in quantifiable figures and specific sections of the organisation. What are your company's international marketing objectives? Integrated marketing This is a holistic approach to communication in marketing. Therefore. Promotional and sales activities These are aimed at boosting sales (usually in the short term) and can be things like: Reducing prices Offering additional rewards with a purchase Multiple purchase deals Low cost subscription services (for a limited period) Free gifts Coupons/vouchers Loyalty programs. when managing the marketing process. for example. a blog with search engine optimisation. rather than focusing all of your marketing effort on. This means that the message is clear and ensures that spending is optimised towards the approach that is most effective. promotional and any sales activities in accordance with international marketing objectives International marketing objectives These are based upon your company's overall mission statement and aims. in turn. So. They are more specific. rather than passive observers. So. you will need to determine which forms of media you will utilise and how they will all inter-relate to one another. . a website linked to the advert. rather than being replicas of it. where it is consistent both online and offline. increase your overall visibility to the audience and help them better understand the message you are trying to convey. a product line) by Y (a certain date).5 – Manage integration of marketing. This will. These other mediums could be used as a continuation of the original TV advert. you could diversify into creating a billboard advertisement. while reducing prices may attract more sales. where they are most likely to trigger a purchase of your product/service. Industry product and service knowledge In order to successfully market a product or service. You may also spot a gap in the market or decide to take a risk on a strategy that is different to current trends in order to stand out. you can determine what is more likely to be successful. You can send marketing teams to stores/locations where your product/service is sold. you will place your merchandising displays in the most visible places to your audience. For instance. social and industry directions. You can also target the trade itself and offer them discounts and benefits to stocking and selling your products/services – this will likely increase their efforts to promote them to customers. it also reduces the profit margin. Economic. To decide which sales and promotions strategies to use. This will help you identify the following: Strengths of the product/service Weaknesses of the product/service Comparisons to similar products/services in the industry . This is why sales promotions are usually more effective for new products and more risky for existing ones. you need to be sure that the overall profit increases by attracting sufficient new customers during this period. increased shelf space and bolder displays can influence customers to buy your product over your competitors'. trends and practices when planning your marketing strategy. From this. Economic. trends and practices You will need to take notice of economic. to provide demonstrations and expert advice to potential customers and boost sales. for example. you will need to know the industry it resides in and how it works. You need to think about the long-term effects of sales promotions. you need to have clear objectives to determine which will best achieve them. social and industry directions will help you determine customer needs and what strategies are currently selling and not selling. as these will help you determine what will be most successful. Point-of-sale displays.P a g e | 86 You can also strategise by directing where sales and promotions take place. social and industry directions. P a g e | 87 Industry trends Cost of production Profit margins Selling strategies and trends Past trends Upcoming products. What do you know about your industry and the products and services you are marketing? . P a g e | 88 Activity 4E P a g e | 89 5. Evaluate and improve international marketing performance 5.1. Monitor product, pricing and distribution policies in relation to market changes, objectives of marketing plan and organisational requirements 5.2. Monitor overall marketing progress against performance targets to ensure activity, quality, cost, and time requirements are met 5.3. Analyse, review and revise marketing outcomes and objectives 5.4. Analyse successes and performance gaps as to cause and effect, and use to improve international marketing performance 5.5. Analyse changes in market phenomena, and identify and document their potential impact on international marketing objectives 5.6. Document review of marketing performance against key performance indicators in accordance with organisational requirements P a g e | 90 5.1 – Monitor product, pricing and distribution policies in relation to market changes, objectives of marketing plan and organisational requirements Monitor product, distribution, pricing and marketing communication policies You must monitor your organisation's policies with regard to products, distribution, pricing and marketing communication, in order to ensure they comply with market changes, marketing plan objectives and organisational requirements. If you fail to do this, it can result in your strategies becoming out-of-date with trends and objectives, making them less effective than if they are adapted and regulated according to set standards. Monitoring processes may include: Comparisons against competitors Meetings to discuss product, distribution, pricing and marketing communication Email contact Telephone contact Regular performance analysis of marketing strategy. So, if the market changes, you will have to review your product, distribution, pricing and marketing communication policies to see if they still satisfy customer demand and are sufficient for their intended purpose. What are your organisational requirements for your marketing strategy? How do the product, distribution, pricing and marketing communication policies of your P a g e | 91 organisation comply with these? How do they relate to your marketing plan objectives? How would a market change affect them? . P a g e | 92 Activity 5A . Lead generation 4. and time requirements are met. LinkedIn shares etc. Sharing This refers to how your content is shared with other consumers. which are: 1.P a g e | 93 5. traffic increases etc. In other words. to ensure that they are being met. such as PostRank or Google Analytics. cost. Sharing 3. downloads. purchases. It can be measured in terms of viewing figures. Lead generation This measures how many consumers of marketing media will actually investigate your product/service further. likes (Facebook). In the modern day and age.2 – Monitor overall marketing progress against performance targets to ensure activity. quality. Marketing metrics These are used to measure the success of marketing against performance targets. or to join email lists. or by cookies on websites. All of these sharing metric components can usually be measured under one analytics program. Google shares. Sales. and time requirements are met You will need to monitor your overall marketing progress against performance targets – this will ensure that activity. this helps you determine the cost-benefit of your marketing strategies. cost. quality. The methods of monitoring you can use are marketing metrics and statistical and data evaluation techniques. this is measured by tweets (Twitter). Sales . Consumption 2. This is often measured by things like requiring consumers to register to view your website's content. Consumption This basically is used to measure how many people have consumed the content you put out. There are four main types of metrics used. Key performance indicators (KPIs) These are certain measurements or benchmarks that help you determine whether marketing performance is meeting your objectives e. how long can you expect their custom and how much money can you make from them? You will need to have a customer and prospect database to measure these metrics and ensure that they are synced with each other. This can be used to identify whether different demographics hold different core values. It uses visual representations of figures (e. to include the interpretation of the data and responses. Statistical and data evaluation techniques to measure marketing performance When analysing your marketing progress against performance targets. generating new customers. medians modes).g. it allows you to determine whether certain types of customer differ from one another. using the quantitative data gathered. what media of yours did customers consume before making a purchases. For example. For example. so you can reallocate your resources to these and not waste investment on outputs that have a low costbenefit ratio. graphs. to allow allocation of profitability to each piece of media consumed by the customer. you can analyse the data in two ways – descriptive and inferential. cost. You will need to link content consumption to profitability for each customer i.g. based on these qualitative summaries. Note that quantitative data is essential for inferential data analysis in most cases. means. it could tell you how many people liked and disliked a particular concept.P a g e | 94 This involves how many content consumers will turn into actual customers – this is very important in measuring the success of your marketing strategy. charts.g. . in terms of activity. you can then analyse whether your marketing strategy is effective. It can incorporate qualitative data. It requires careful construction of surveys and requires participants to rate issues on a scale. Using these metrics. and time requirements. quality. increasing sales.e. giving you a summary of what has been gathered. This information can then be grouped into categories. tables) and calculates averages (e. Inferential data analysis This is where statistical methods are used to make judgements about certain issues related to the marketing progress. Descriptive data analysis This is where you describe the results from your marketing progress. It will allow you to identify which strategies are yielding the most profit. so that you can gain a holistic perspective of your marketing activities and achieve a fair analysis. They should encompass all of your marketing activities.P a g e | 95 KPIs should be geared towards measuring outcomes from the consumers' perspective and be measurable and comparable. . P a g e | 96 Return on investment (ROI) This basically deals with measuring profits against investment. after all. for the minimum amount of profit that your organisation would consider a success. is the overall purpose of marketing. You obviously want a positive return on investment in order for a marketing campaign to have been successful. However. Therefore. You basically measure it by subtracting the money invested from the amount of money gained for the period of marketing. but you wouldn't really consider that to be satisfactory. This. This will be based on the amount of time spent on marketing and your position within the industry. in reality. . be aware that making $1 profit is a positive ROI. you need to set a ROI benchmark. P a g e | 97 Activity 5B . . Consider things such as: Profit increases (as a result of the marketing campaign) Allocation of resources Effectiveness of individual marketing strategies Customer feedback Trader feedback Cost-benefit ratios Time invested in campaign Short-term benefits Long-term benefits. review and revise marketing outcomes and objectives Analyse marketing outcomes After you have completed a marketing campaign. you need to analyse the outcomes of it to determine whether it was successful. The idea is that. during your next marketing campaign. The first place you should start is to look at your international marketing objectives – did you achieve them? What were the contributing factors to your success/failure and were they controllable? You need to then revise your methods for future marketing campaigns to ensure you learn from any feedback and analysis you have gathered.P a g e | 98 5.3 – Analyse. you can make the process more effective and efficient. there are four main types of metrics used: 1. The types of metrics you use need to be reviewed also – are they measuring the aspects of the marketing plan that you need to measure? Do they offer a way to measure your objectives? To refresh your memory. Will your marketing objectives for your next campaign be the same? Will you chase the same demographic or will you attempt to break new ground? Are marketing objectives reasonable within the given timeframes? Are the benchmarks appropriate to the context in which in you are assessing them? Once you have reviewed marketing objectives. In other words. Which of these metrics categories are most relative to your marketing objectives? How does your organisation currently measure and analyse these metrics? What other ways can you think of to measure and analyse these metrics? . Consumption 2. Sharing 3. social and industry trends. Ask yourself if the marketing objectives are still in tune with aspects such as economic. you should apply continuous improvement processes to marketing objectives.P a g e | 99 Review marketing objectives and outcomes The creation of marketing objectives is not a finite process and should be a cyclical one of improvement. Lead generation 4. Sales. there are various resolutions you may come to: Use the same marketing objectives but manage improvement by changing the actions required to achieve them Change the objectives to fit the current context – this may require readjusting benchmarks Change the marketing objectives completely. P a g e | 100 . P a g e | 101 Activity 5C . 4 – Analyse successes and performance gaps as to cause and effect. Performance mapping can also be extended to cover your entire marketing operation – you can analyse other successful marketing companies to create a performance benchmark that you can then compare your efforts to.P a g e | 102 5. Performance mapping This involves making a performance map to display the behaviours of those who are successful in a particular role. It may also identify any additional resources that are required to help achieve KPIs. and use to improve international marketing performance Performance gap analysis Performance gap analysis helps identify the areas of an individual that are lacking in comparison to competitors (regarding performance). This may involve any of the following actions: Additional training Performance monitoring Acquiring extra resources Re-explaining the international marketing objectives and how to achieve them Disciplinary procedures Mentoring Additional skills and knowledge assessments Bringing in external coaches. helping you identify where others are deficient. You need to create different performance maps for each role in your marketing team. Improving marketing performance Once you have analysed success and performance gaps. . This then sets a series of benchmarks for behaviour that you can compare others to in this role. The standards you measure against are benchmarks for acceptable performance – see previous information on key performance indicators (KPIs). It will help identify what additional skills and knowledge may need to be gained in order to ensure employees meet company benchmarks. the next stage is to use this information to address any areas for improvement. P a g e | 103 Activity 5D . while others appear somewhat unpredictably. Market phenomena will vary depending on the industry you are dealing with – some of them can be explained. you may want to incorporate this style into your marketing campaign. This will allow you to refer back to them at a later date when you are reviewing your international marketing objectives. so that they are achievable and in line with current trends and the rest of the industry. though. . Be aware that market phenomena changes are usually reflective of the needs of the customers – therefore. It may be also that you need to alter your strategic objectives to fit the changes in market phenomena. you need to analyse this trend to check that it is actually successful from a profit perspective.5 – Analyse changes in market phenomena. Make sure you document your analysis of market phenomena changes and their impact on international marketing objectives. You will need to analyse the changes that are explainable and determine why they have happened – use this information to then predict future market phenomena (to a degree).P a g e | 104 5. and identify and document their potential impact on international marketing objectives Analyse changes in market phenomena Market phenomena come in a variety of forms and will shift as new technology and trends emerge. You must also identify and document the market phenomena changes' impact on international marketing objectives. First. if a trend is developing for a certain style of advert. it makes sense that you follow them. For example. P a g e | 105 Activity 5E . so it can be filed chronologically and used in accordance with other documents relative to the same time period.) need to be included? . Documents should be: Concise Objective By exception Appropriate in language (no slang. It will also deal with documentation formats i. Objective documentation This involves only including the facts in documentation and no opinions or bias affecting what is recording. This will ensure that documentation is standardised and easy to access and interpret for future use. You need to get to the point in as few words as possible. What are your organisation's requirements for documentation? What things need to be documented? Are there standard reports for performance against KPIs? Do certain visual representations (graphs. electronic or manual. unless recording direct speech) Include only necessary information. Concise documentation This means including the right amount of information – not too little or too much.6 – Document review of marketing performance against key performance indicators in accordance with organisational requirements Document review of marketing performance You will need to document your review of marketing performance against key performance indicators (KPIs) in accordance with your organisation's requirements.P a g e | 106 5. charts etc. Subjective information is based on assumptions and feelings and will not accurately portray the incident. as this gets the message across more directly and helps with concise writing. Ensure documentation is dated.e. The following guidelines are applicable to the completion of documentation: Ensure documentation is written in the active voice rather than the passive. sentence structures and avoid frivolous information that is not relevant. use appropriate words. P a g e | 107 Activity 5F . P a g e | 108 Skills and Knowledge Activity . you will have finished this unit and be ready to move onto the next.. you will find an activity titled ‘Major Activity’. Once this is completed. It should take between and 1-2 hours to complete and your trainer will let you know whether they wish for you to complete it in your own time or during session. This is an opportunity to revise the entire unit and allows your trainer to check your knowledge and understanding of what you have covered. well done! . Major Activity – An opportunity to revise the unit At the end of your Learner Workbook.P a g e | 109 Nearly there.. P a g e | 110 Congratulations! You have now finished the unit 'Manage international marketing programs'. . AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines: http://www.au/Access-toInformation/InformationPublicationScheme/Guidance-on-obtaining-Ministerialconsent-to-rely-on-extraterritorial-conduct-in-private-proceedings (accessed 4.P a g e | 111 References These suggested references are for further reading and do not necessarily represent the contents of this Learner Guide.org/english/tratop_e/dispu_e/disp_settlement_cbt_e/c1s2p1_e.12.14) Extended application of Competition and Consumer Act 2010 to conduct outside Australia: http://www.14) Labour relations: http://www.htm (accessed 4.14) Department of Foreign Affairs and Trade: http://www.commerce.au/sites/default/files/COV_216905_Risk_Management_Fact_S heet_FA3_23082010_0.12.oecd.12.treasury.austrade.gov.14) World Trade Organization (WTO) dispute resolution system: http://www.au/About_Parliament/Parliamentary_Departments/Parliamentary _Library/pubs/BriefingBook44p/AustForeignInvest (accessed 4.14) Australian export and import laws: http://www.au/Invest/Doingbusiness-in-Australia/Investor-Guide/Running-a-business/Understanding-Australianbusiness-regulation/Australian-export-and-import-laws (accessed 4.14) Organisation for Economic Co-operation and Development (OECD) International Guidelines for Consumer Protection in the Context of Electronic Commerce: http://www.12.gov.htm (accessed 4.12.gov.12.chinabusinessreview.com/communication-charts-around-the-world-2014-3? IR=T (accessed 4.wa.14) Foreign investment limits: http://www.pdf (accessed 4.au/trade (accessed 4.wto.com/understanding-chinese-consumers/ (accessed 4.aph.finance.au/labour-relations (accessed 4.businessinsider.gov.org/fr/sti/consommateurs/oecdguidelinesforconsumerprotectioninth econtextofelectroniccommerce1999.12.12.dfat.14) Understanding Chinese consumers: http://www.12.12.gov.gov.14) .14) Communication patterns around the world: http://www.