问答题Practice 5 Many companies get into exporting almost by happenstance: most export sales are simply a spin-off from domestic contracts. Similarly, most agent and distributor relationships are born from random inquiries or chance meetings at trade shows. When asked-how they obtained their international representation, many companies have no recollection whatsoever of how or why the relationship began. Strange as it may seem, the same is true of joint venture relationships. With the growing use of the Internet, one could be fooled into thinking the odds of success in finding that elusive, top-performing trade partner will be increased. The key is to remember at all times that promotional materials are not stand-alone, clean “information”. The Internet can be used to provide indicators of activity and reach; however, these benefits in no way eliminate the more conventional, strategic wisdom that highly successful international sales organizations, in one way or another, employ. Surprisingly, this hit-and-miss approach to international expansion is not exclusive to small-and medium-sized companies. Many well-recognized large companies spin the same wheel of chance. Experienced international executives and substantial budgets for foreign expansion will contribute to success, given the right opportunities. The problem is that the “right opportunities” are rarely “given.”
问答题
Practice 5 Many companies get into exporting almost by happenstance: most export sales are simply a spin-off from domestic contracts. Similarly, most agent and distributor relationships are born from random inquiries or chance meetings at trade shows. When asked-how they obtained their international representation, many companies have no recollection whatsoever of how or why the relationship began. Strange as it may seem, the same is true of joint venture relationships. With the growing use of the Internet, one could be fooled into thinking the odds of success in finding that elusive, top-performing trade partner will be increased. The key is to remember at all times that promotional materials are not stand-alone, clean “information”. The Internet can be used to provide indicators of activity and reach; however, these benefits in no way eliminate the more conventional, strategic wisdom that highly successful international sales organizations, in one way or another, employ. Surprisingly, this hit-and-miss approach to international expansion is not exclusive to small-and medium-sized companies. Many well-recognized large companies spin the same wheel of chance. Experienced international executives and substantial budgets for foreign expansion will contribute to success, given the right opportunities. The problem is that the “right opportunities” are rarely “given.”
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Text4 Most forecasts suggest that Britain will be a poorer country afier Brexit,largely because trading with the European Union will become more difficult.Such predictions about the distant future are,by their nature,open to doubt,which is partly why Brexit's proponents feel free to dismiss them.But the same does not apply to a new paper by Meredith Crowley,Oliver Exton and Lu Han from Cambridge University,which suggests that,months before Brexit has even happened,trade is already suffering,as firms respond to the prospect of higher tariffs.More than 100,000 British businesses export goods to the EU each year.At present they enjoy tariff-free trade with the country's biggest export market.But all face uncertainty as Britain negotiates a new trading relationship with Brussels.Some fear disaster if the talks break down.British carmakers could face a l0%tanff to export to the EU market.Dairies might have to pay tariffs of more than 30%.These extra costs could make exporting uneconomic.The Cambridge paper looks at the exporting decisions of British firms,across 8,000 types of product,in response to the tariffs that Britain would face in the event of reaching no trade deal with the EU.Where necessary,they adjust their calculations to take account of exchange-rate fluctvations.Since the referendum many companies appear to have reduced their exports to the EU.The research suggests that the bigger the potential tariff facing a product,the more nervous:firms are about exporting it.Why risk producing for a market that could soon become unwelcoming?Overall,the number of companies that began exporting new products to the EU in 2016 would have been 5%higher if there had been a Remain vote,the paper finds.It is hard to know what those firms that decided against producing for the EU did instead.The research finds little evidence,however,that they have lived up to the hopes of Brexiteers and boosted their exports to fast-growing non-EU markets.Some may have tried to sell more within Britain.Businesses may have only temporarily scaled down their production of exports for the EU.Normal service could resume ifBritain negotiates a good trade deal.But some damage is already done.The paper's results imply that in 2016 Britain lost some~lbn（$1.3bn）of exports to the EU because of the mere threat of higher tariffs.The long-term impact will be greater.Some of the firms dissuaded from exporting would have turned into big beasts.The referendum was only halfway through 2016,and the paper does not analyse data after that year.Meanwhile,Brexit uncertainty continues to rise.According to the first paragraph,supporters of Brexit______A.are on the wrong sideB.don't care these foretellsC.are oppose to the predictionsD.don't doubt the future of Britain
Text4 Most forecasts suggest that Britain will be a poorer country afier Brexit,largely because trading with the European Union will become more difficult.Such predictions about the distant future are,by their nature,open to doubt,which is partly why Brexit's proponents feel free to dismiss them.But the same does not apply to a new paper by Meredith Crowley,Oliver Exton and Lu Han from Cambridge University,which suggests that,months before Brexit has even happened,trade is already suffering,as firms respond to the prospect of higher tariffs.More than 100,000 British businesses export goods to the EU each year.At present they enjoy tariff-free trade with the country's biggest export market.But all face uncertainty as Britain negotiates a new trading relationship with Brussels.Some fear disaster if the talks break down.British carmakers could face a l0%tanff to export to the EU market.Dairies might have to pay tariffs of more than 30%.These extra costs could make exporting uneconomic.The Cambridge paper looks at the exporting decisions of British firms,across 8,000 types of product,in response to the tariffs that Britain would face in the event of reaching no trade deal with the EU.Where necessary,they adjust their calculations to take account of exchange-rate fluctvations.Since the referendum many companies appear to have reduced their exports to the EU.The research suggests that the bigger the potential tariff facing a product,the more nervous:firms are about exporting it.Why risk producing for a market that could soon become unwelcoming?Overall,the number of companies that began exporting new products to the EU in 2016 would have been 5%higher if there had been a Remain vote,the paper finds.It is hard to know what those firms that decided against producing for the EU did instead.The research finds little evidence,however,that they have lived up to the hopes of Brexiteers and boosted their exports to fast-growing non-EU markets.Some may have tried to sell more within Britain.Businesses may have only temporarily scaled down their production of exports for the EU.Normal service could resume ifBritain negotiates a good trade deal.But some damage is already done.The paper's results imply that in 2016 Britain lost some~lbn（$1.3bn）of exports to the EU because of the mere threat of higher tariffs.The long-term impact will be greater.Some of the firms dissuaded from exporting would have turned into big beasts.The referendum was only halfway through 2016,and the paper does not analyse data after that year.Meanwhile,Brexit uncertainty continues to rise.If new trading relationship failed,Britain would_____A.seek other trade opportunitiesB.lose lots of export marketsC.reduce their external tradeD.face more export tariffs
Text4 Most forecasts suggest that Britain will be a poorer country afier Brexit,largely because trading with the European Union will become more difficult.Such predictions about the distant future are,by their nature,open to doubt,which is partly why Brexit's proponents feel free to dismiss them.But the same does not apply to a new paper by Meredith Crowley,Oliver Exton and Lu Han from Cambridge University,which suggests that,months before Brexit has even happened,trade is already suffering,as firms respond to the prospect of higher tariffs.More than 100,000 British businesses export goods to the EU each year.At present they enjoy tariff-free trade with the country's biggest export market.But all face uncertainty as Britain negotiates a new trading relationship with Brussels.Some fear disaster if the talks break down.British carmakers could face a l0%tanff to export to the EU market.Dairies might have to pay tariffs of more than 30%.These extra costs could make exporting uneconomic.The Cambridge paper looks at the exporting decisions of British firms,across 8,000 types of product,in response to the tariffs that Britain would face in the event of reaching no trade deal with the EU.Where necessary,they adjust their calculations to take account of exchange-rate fluctvations.Since the referendum many companies appear to have reduced their exports to the EU.The research suggests that the bigger the potential tariff facing a product,the more nervous:firms are about exporting it.Why risk producing for a market that could soon become unwelcoming?Overall,the number of companies that began exporting new products to the EU in 2016 would have been 5%higher if there had been a Remain vote,the paper finds.It is hard to know what those firms that decided against producing for the EU did instead.The research finds little evidence,however,that they have lived up to the hopes of Brexiteers and boosted their exports to fast-growing non-EU markets.Some may have tried to sell more within Britain.Businesses may have only temporarily scaled down their production of exports for the EU.Normal service could resume ifBritain negotiates a good trade deal.But some damage is already done.The paper's results imply that in 2016 Britain lost some~lbn（$1.3bn）of exports to the EU because of the mere threat of higher tariffs.The long-term impact will be greater.Some of the firms dissuaded from exporting would have turned into big beasts.The referendum was only halfway through 2016,and the paper does not analyse data after that year.Meanwhile,Brexit uncertainty continues to rise.What's the main idea of the text?A.Brexit uncertainry has already damaged Britain's exporters.B.Measures to deal with the impact led by Brexit uncertainty.C.British business export to EU has dramatically decreased.D.Uncertaintv means more export tariffs to a large extent.
Text4 Most forecasts suggest that Britain will be a poorer country afier Brexit,largely because trading with the European Union will become more difficult.Such predictions about the distant future are,by their nature,open to doubt,which is partly why Brexit's proponents feel free to dismiss them.But the same does not apply to a new paper by Meredith Crowley,Oliver Exton and Lu Han from Cambridge University,which suggests that,months before Brexit has even happened,trade is already suffering,as firms respond to the prospect of higher tariffs.More than 100,000 British businesses export goods to the EU each year.At present they enjoy tariff-free trade with the country's biggest export market.But all face uncertainty as Britain negotiates a new trading relationship with Brussels.Some fear disaster if the talks break down.British carmakers could face a l0%tanff to export to the EU market.Dairies might have to pay tariffs of more than 30%.These extra costs could make exporting uneconomic.The Cambridge paper looks at the exporting decisions of British firms,across 8,000 types of product,in response to the tariffs that Britain would face in the event of reaching no trade deal with the EU.Where necessary,they adjust their calculations to take account of exchange-rate fluctvations.Since the referendum many companies appear to have reduced their exports to the EU.The research suggests that the bigger the potential tariff facing a product,the more nervous:firms are about exporting it.Why risk producing for a market that could soon become unwelcoming?Overall,the number of companies that began exporting new products to the EU in 2016 would have been 5%higher if there had been a Remain vote,the paper finds.It is hard to know what those firms that decided against producing for the EU did instead.The research finds little evidence,however,that they have lived up to the hopes of Brexiteers and boosted their exports to fast-growing non-EU markets.Some may have tried to sell more within Britain.Businesses may have only temporarily scaled down their production of exports for the EU.Normal service could resume ifBritain negotiates a good trade deal.But some damage is already done.The paper's results imply that in 2016 Britain lost some~lbn（$1.3bn）of exports to the EU because of the mere threat of higher tariffs.The long-term impact will be greater.Some of the firms dissuaded from exporting would have turned into big beasts.The referendum was only halfway through 2016,and the paper does not analyse data after that year.Meanwhile,Brexit uncertainty continues to rise.We may learn from the paper that______A.it focuses on Britain's exporting decisionsB.the higher the tariffs,the less exportersC.Remain vote may promote export to EUD.hopes ofBrexiteers are quickly fading
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问答题Practice 10 The U. S. Dollar is the currency most often used in international trade. If the currency of export sales is different from the currency of the exporting country, for example a Japanese exporter sells in U.S. Dollars, the exporter may encounter exchange risks-risks from fluctuations in exchange rates, for example between the U. S. Dollar and the Japanese Yen. In case of the Yen appreciation at the time of converting the U.S. Dollar to the Yen, the exporter will get less Yen per U.S. Dollar. Conversely, in case of the Yen devaluation the exporter will get more Yen per U.S. Dollar. Hence, in time of currency appreciation in the exporting country, it is important that the exporter ships the goods earlier, unless an earliest date for shipment is stipulated in the L/C or has been agreed upon between exporter and importer, and present the negotiating documents to the bank immediately. The exporter may contract with the bank to sell the U.S. Dollar forward in a so-called forward exchange, at a predetermined rate on an agreed future date, thus he/she will not be affected by the currency appreciation and will receive a fixed amount in his/her own currency at a future date.
问答题Practice 4 In the first year or so of Web business, most of the action has revolved around efforts to tap the consumer market. More recently, as the Web proved to be more than a fashion, companies have started to buy and sell products and services with one another. Such business-to-business sales make sense because businesspeople typically know what product they’re looking for. Nonetheless, many companies still hesitate to use the Web because of doubts about its reliability. “Businesses need to feel they can trust the pathway between them and the supplier,” says senior analyst Blane Erwin of Forrester Research.
问答题Practice 5 Many companies get into exporting almost by happenstance: most export sales are simply a spin-off from domestic contracts. Similarly, most agent and distributor relationships are born from random inquiries or chance meetings at trade shows. When asked-how they obtained their international representation, many companies have no recollection whatsoever of how or why the relationship began. Strange as it may seem, the same is true of joint venture relationships. With the growing use of the Internet, one could be fooled into thinking the odds of success in finding that elusive, top-performing trade partner will be increased. The key is to remember at all times that promotional materials are not stand-alone, clean “information”. The Internet can be used to provide indicators of activity and reach; however, these benefits in no way eliminate the more conventional, strategic wisdom that highly successful international sales organizations, in one way or another, employ. Surprisingly, this hit-and-miss approach to international expansion is not exclusive to small-and medium-sized companies. Many well-recognized large companies spin the same wheel of chance. Experienced international executives and substantial budgets for foreign expansion will contribute to success, given the right opportunities. The problem is that the “right opportunities” are rarely “given.”
问答题Passage 5 ● Look at these sentences and the five passages chosen from a booklet entitled “How Do I Get Into Export”. The book explains steps to successful exporting. ● Which clip does each sentence refer to? ● For each sentence, mark one letter A, B, C, D or E. ● You will need to use some of these letters more than once. Example He has developed his own company to promote his work. Answer: A 1. A long-term approach has to be taken in projecting how to crack the world market. 2. You can’t rush through this because the choice of the right agency can be crucial for most firms. 3. You are advised to spot a couple of target markets. 4. A self-assessment is required in this phase. 5. At this stage at least one on-the-spot survey has to be conducted in person to assess the local situation and establish distribution. 6. Bankers, accountants, and various agents are chief participants in your planning. 7. You have to get to know generally accepted customs and trade practices in international business. 8. This step requires a good market research concerning the various aspects of the prospective markets. A Commitment: Developing export markets can be costly in terms of time, money have the commitment required to make a success of export? Entering new markets and developing them usually takes considerable time and effort. You must take a long-term view. Consider how many resources and how long it takes to break into a new regional market in Australia. The time and cost can be multiplied several times when you are looking at an overseas market. B Finance: Breaking into any new markets requites considerable funds (airfares, accommodation, advertising, sales promotion, new brochures, training of overseas sales agent, etc.). Does your company have the financial strength to commit say $ 30,000 or more for the year or two it may take to develop a new overseas market? Discusses your plans with the International Department of your bank to ensure that all the financial aspects are covered and viable. Gain an understanding of international trade finance. Discuss costing-for-export with your accountant, and transport/packaging requirements with a customs agent or forwarding agent. C Become familiar with common terms used in international trade. The Australian Trade Com, mission (AUSTRADE) and the major trading banks have reference booklets. The Australian Institute of Export provides courses. D Select one or two likely markets and undertake desk research to identify their characteristics. Most first-time exporters start with New Zealand. Many are also interested in the USA, but that is an enormous and complex market. In making a detailed market study the following should be considered: ● whether the country selected already imports the product (import statistics will show how much and from where) ● what import duties the product would attract ● other barriers to imports, such as import licensing ● frequency and cost of shipping or airfreight between Australia and the market ● regulations, such as quarantine and labeling standards, consumer protection rules, and product standards ● whether cultural differences need to be taken into account. Read economic and social literature on the target market to understand its fundamental characteristics. E The desk research should have indicated the market with the most potential and you should now be in a good position to visit the target market. The main purpose of the visit will be to study its special characteristics, the opportunities/competition at first hand, seek a suitable agent or distributor, and jointly draw up an appropriate marketing plan to introduce and expand the sale of your product. These are all very important considerations, and more than one visit will probably be necessary. Choosing the right agent, for most Companies, is probably the single most important step. Do not rush this step.
问答题Discuss, and decide together: ● What measures are most effective for identifying new export markets? ● How to maintain sales in export markets?
问答题Practice 8 The United States has long been known as a “melting pot”, because many of its people are descended from settlers who came from all over the world to make their homes in the new land. The first immigrants in American history came from England and the Netherlands. Attracted by reports of great economic opportunities and religious and political freedom, immigrants from many other countries flocked to the United States in increasing numbers, reaching a peak in the years 1880—1914. Between 1820 and 1980 the United States admitted almost 50 million immigrants. Some 1,360,000 American Indians, descendants of North America's first inhabitants, now reside in the United States. Most live in the West, but many are in the south and north central areas. Of the more than 300 separate tribes, the largest is the Navaho in the Southwest. Black people were first brought to America from Africa as slaves. Their descendants now make up nearly 12 percent of the population. They once lived mainly in the agricultural South but now are scattered throughout the nation.
问答题Practice 2How to Find the Right International Partners The practical business of finding highly productive agents/distributors and joint ventures in the foreign market for many still remains an enigma. Often, U.S. companies are relying on luck instead of strategy in identifying their international representation. Many companies get into exporting almost by happenstance: most export sales are simply a spin-off from domestic contracts. Similarly, most agent and distributor relationships are born from random inquiries or chance meetings at trade shows. When asked-how they obtained their international representation, many companies have no recollection whatsoever of how or why the relationship began. Strange as it may seem, the same is true of joint venture relationships. With the growing use of the Internet, one could be fooled into thinking the odds of success in finding that elusive, top-performing trade partner will be increased. The key is to remember at all times that promotional materials are not stand-alone, clean “information”. The Internet can be used to provide indicators of activity and reach; however, these benefits in no way eliminate the more conventional, strategic wisdom that highly successful international sales organizations, in one way or another, employ. Surprisingly, this hit-and-miss approach to international expansion is not exclusive to small-and medium-sized companies. Many well-recognized large companies spin the same wheel of chance. Experienced international executives and substantial budgets for foreign expansion will contribute to success, given the right opportunities. The problem is that the “right opportunities” are rarely “given.” However, you may find your “right opportunities” by focusing on your international objectives and by defining your ideal international partners. If you consider export sales to be nothing more than “icing on the cake”, then that’s all, they will ever be. Treat international business relationships with the same degree of attention and care as you do your domestic ones. Avoid a soft, non-pragmatic approach to foreign trade partners. Low expectations born of previous poor performance by agents and distributors have led many companies to settle for figures that in no way reflect a meaningful market share. Don’t accept underperformance and mediocrity from your international representatives. Many companies partner with the first seemingly viable company that expresses interest in representing them. Invariably, this is a mistake. When agents and distributors emerge from nowhere and stand alone without comparison, they will always appear to be “golden opportunities”. Avoid the pressure of hasty decisions by taking the time to identify and write down. What you consider to be the essential qualities of a top-performing trade partner.