Identifying Your Potential Export Markets

• Preliminary Considerations
• Securing Export Identification Numbers for Your Products
• Conducting Primary and Secondary Market Research
• Methods of Research
• A Three-Phase Approach to Market Research
  Phase 1: Screen Potential Markets
  Phase 2: Access Targeted Markets
  Phase 3: Draw Conclusions and Make Contacts
• Summary

PRELIMINARY CONSIDERATIONS

Successful exporting is based on an understanding of foreign markets and how U.S. products and services can satisfy foreign demand. No company should seriously consider exporting their goods or services to foreign markets unless their decision can quantifiably result in future revenue opportunities, profits, or a chance to expand market share. Smart exporters maximize opportunities to identify foreign markets, prospective buyers and customers, as well as constraints within individual foreign markets by engaging in methodical market research. Proper market research provides the answers to the critical questions that will help make the "go" or "no-go" decision to export.

This section emphasizes the value of market research to your export decision. You will be presented with the basic methods for conducting market research and a systematic approach to identifying your potential export markets. In addition, this section will introduce you to the many valuable resources available to assist you through your own international market analysis, including the Internet and other forms of electronic media. By applying this new knowledge you will better:

• Understand the role/significance of market research to the exporting decision;
• Gauge the export market potential of your goods and services;
• Identify issues that should be addressed by market research;
• Conduct your market research in a methodical manner aimed to maximize sales and marketing opportunities;
• Identify, evaluate, and target potential export markets based on quantifiable research and your company�s personnel and financial resources; and
• Identify resources available to help you select your potential export markets.

There are many foreign markets to choose from and you will need to select the market, or markets, that best fit your company goals and objectives. When researching potential opportunities, you will want to ensure that the information collected addresses the issues critical to the success of your company�s export plan. The collection, analysis, and understanding of the right information will help your company make sound decisions and avoid costly mistakes.

Market research will not only assist you in determining which markets are worth considering, it will also assist you in formulating the strategy for penetrating those markets. Your company may have already received inquiries from abroad which indicate some sales potential. Market research can help your company determine the real level of demand and competition in these areas. It can also provide important information about many other key aspects to the foreign sales cycle including distribution channels, marketing methods, cultural aspects, and after-sales service needs.

There are several ways to gauge the overseas market potential of your company's products and services. One of the most important ways is to assess your success in the domestic marketplace. If your products or services are successful in the U.S. market, there is a good chance that they will also be successful in markets abroad, wherever similar conditions and needs (market and regulatory drivers) exist. Before embarking on market research for your export activities, make sure your company has a solid understanding of its positioning in the domestic market and how its products and services stack up to the local competition.

Some international markets may differ significantly from the domestic market due to a variety of factors, including government regulations, political climate, socioeconomic factors, infrastructure, market size, product modification, and competition. One strategy for export success is to carefully analyze why a product is successful in the U.S. market to develop a set of criteria for targeting markets abroad. In this way, you can minimize misguided zeal and product modifications.

If your product's technology is not new or unique, there is the advantage of having low-cost market research readily available. If the technology is unique or has features that are hard to duplicate abroad, little competition and high demand may combine to increase the chances for finding an export market. Finally, keep in mind that some less developed markets that may not need state-of-the-art technology, and may be unable to afford the most sophisticated and expensive products, may have a healthy demand for U.S. products that are considered obsolete by U.S. market standards.

SECURING EXPORT IDENTIFICATION NUMBERS FOR YOUR PRODUCTS

Before your company can begin its international market research, you will need to know the statistical codes for several basic classification systems. These codes will help pinpoint the data you need to conduct your research. Without certain codes you will not be able to access many existing data sources, participate in government-sponsored and private export market research programs, or most importantly, export your products.

There are two major types of classification systems: commodity classification and industrial classification.  The most common commodity classification systems include:

• Harmonized Tariff System (HTS):  A standardized international system used to classify products for both tariff and statistical purposes, the HTS assigns six digit codes for general categories. Countries that use the HTS are allowed to define commodities at a more detailed level than six digits, but all definitions must be within that six-digit framework. The U.S. defines products using 10-digit HTS codes for all of its export and import codes. Export codes (which the U.S. calls Schedule B) are administered by the U.S. Census Bureau.

• Standard International Trade Classification (SITC):  SITC is a harmonized classification system maintained by the UN. This five-digit classification is used to report aggregated national import statistics to facilitate international comparability.

The most common industrial classification systems include:

• Standard Industrial Classification (SIC) - The SIC was the former four-digit economic classification system used to describe industries of the U.S. economy. It was replaced by the North American Industry Classification System (NAICS) in 1997. One usually uses this system when one wishes to compare trade with employment numbers or shipments.

• North American Industrial Classification System (NAICS) - NAICS is a five-digit economic activity classification jointly created by the U.S., Canada, and Mexico. Starting with 1999 data, NAICS trade data will replace SIC data. National implementation normally requires use of a sixth digit to identify industries not recognized by other countries. The official NAICS site is http://www.census.gov/naics and has SIC4 to NAICS and NAICS to SIC4 conversion tables.

Schedule B Number (HS Code):

Probably the most important classification code, the Schedule B (HS Code) is used throughout the export process. The HS Code is required by U.S. Customs and must appear on the Shipper�s Export Declaration (SED) and other required documents or your shipment will not be allowed to depart the United States. In turn, the U.S. Department of Commerce, through the Census Bureau compiles export statistics by quantity and value by country of destination and customs district of exportation based on the SEDs collected by customs officials at the port of export. You can obtain these statistics on the Internet or CD-ROM from the Census Bureau. For more information go to http://www.census.gov/foreign-trade/www.

In addition, foreign Import duties and tax rates by product by market are also determined using the HS Code. You can find out the import duties and tax rates by contacting the Trade Information Center (TIC) of the U.S. Department of Commerce at (202) 482-0543. However, before you contact the TIC you will need to identify and provide them two pieces of information: 1) the country to which you want to export; and 2) the HS Code for your product.

The HS Codes for your products are printed in the government publication Schedule B: U.S. Foreign Trade Statistical Classification of Domestic and Foreign Commodities Exported from the United States. This publication is available for review at district offices of the U.S. Department of Commerce, many foreign freight forwarders, and most major public libraries. To order your own copy, including periodic updates, contact:

Superintendent of Documents
U.S. Government Printing Office
Washington, DC 20402-9371
Tel.: (202) 512-1800

You can also determine your HS Code by contacting the U.S. Bureau of Census at (301) 457-1084. If you have Internet access, you can connect to http://www.census.gov/foreign-trade/schedules/b/ or http://trading.wmw.com/codes/codes.html for immediate results.

Export Control Classification Number (ECCN):

Every product controlled by the Department of Commerce has been assigned an Export Control Classification Number (ECCN). Located in the "Commerce Control List" (CCL), which is a supplement to the Export Administration Regulations (EAR), the ECCN Number consists of five characters that together identify the category, product group, type of control, and country group level of control. The ECCN is used to determine what export authorization (i.e., License, License Exception or No License Required) may be used to export and re-export the product to its intended destination. It also contains the processing code that must appear on the application form to secure a Validated Export License. Though the ECCN number is not tracked for statistical purposes, it is required to complete an export transaction.

Note: Your company should classify products by either having a technical person at the company review the product against the CCL in the EAR, verifying the classification with the original manufacturer, or sending an export control classification request to the U.S. Department of Commerce. The National Technical Information Service (NTIS) of the U.S. Department of Commerce can provide a hard copy or online version of the new EAR. For more information go to http://www.bxa.doc.gov.

CONDUCTING PRIMARY AND SECONDARY MARKET RESEARCH

You'll begin researching which US-AEP markets have the best potential for your company's products by using either primary or secondary data sources. Primary market research involves collecting firsthand data directly from the foreign marketplace through interviews, surveys, and other direct contact with representatives and potential buyers. Primary market research has the advantage of being tailored to the company�s needs and provides answers to specific questions, but the collection of such data is time consuming and expensive.

Secondary market research involves collecting data from compiled sources, such as government trade statistics by country or commodity. Researching secondary sources is less expensive and is the first step for your company to focus its marketing efforts. Although secondary data sources are critical to market research, they do have limitations. The most recent statistics for some countries may be more than two years old; product breakdowns may be too broad to be of much value to a company; statistics on services are often unavailable; finally, statistics may be distorted by incomplete data gathering techniques.

Yet, even with these limitations, secondary research is a valuable and relatively easy first step for your company to take. It may be the only step needed if your company decides to export indirectly through an intermediary such as an Export Management Company (EMC) or an Export Trading Company (ETC), which may have advanced research capabilities or distribution channels already in place. On the other hand, if you opt to export indirectly you may want to conduct secondary market research before selecting an intermediary, since many intermediaries have strengths in certain markets but not in others.

And then of course, your company may begin exporting without conducting any market research at all as a reaction to unsolicited orders from abroad. Although this type of selling is valuable, your company may discover even more promising markets by conducting a systematic research effort.

METHODS OF RESEARCH

Because of the expense of primary market research, most companies rely on secondary data sources. There are three basic ways to conduct secondary market research:

• Keeping abreast of world events that influence the international marketplace, watching for announcements of specific projects, or simply visiting likely markets.

• Analyzing trade and economic statistics compiled by product category and by country. Demographic and general economic statistics such as population size, size of middle class, GDP, per capita income, and production levels by industry can be important indicators of the market potential for your company�s products.

• Seeking the advice of experts. There are several ways to obtain expert advice, including:

1. Contacting industry-specific specialists with regional presence or jurisdiction such as the US-AEP Technology Representatives, US-AEP Infrastructure Representatives, the American Chambers of Commerce, which are all located in the major cities of almost every major US-AEP trading partner, or the Environmental Technologies Export Trade Specialists at the Department of Commerce (http://www.ita.doc.gov);
2. Contacting local area experts such as your nearest Department of Commerce Export Assistance Center;
3. Contacting experts in the field;
4. Attending seminars, workshops, and international trade shows;
5. Hiring an international trade and marketing consultant;
6. Talking with successful exporters of similar products; and
7. Contacting trade and industry association staff such as the National Association of State Development Agencies (NASDA), Council of State Governments (CSG), Water Environment Federation (WEF), Air & Waste Management Association (A&WMA), etc. For contact information go to http://www.usaep.org/contacts.htm#Partners.

Gathering and evaluating secondary market research can be complex and tedious. However, several publications are available to help simplify the process. The following approach to market research refers to these publications and resources described later in this chapter.

A THREE-PHASE APPROACH TO MARKET RESEARCH

The process for conducting market research for the export decision is not that much different than conducting research when making marketing decisions for the domestic marketplace. The process requires identifying those concerns whose answers will provide you with information to make an educated decision on whether your company�s product will sell and make a profit in a targeted international market.

Market research to determine target export markets can be described in three phases. Your company may find the following three-phased approach useful:

PHASE 1: SCREEN POTENTIAL MARKETS

This phase consists of basic research, analysis of generic information, and an initial assessment of the number of possible markets. Remember that your company cannot optimally market to the entire international marketplace simultaneously. This phase will assist you in narrowing the number of potential markets to a limited number (six) of the most promising markets. You may decide to market regionally. For example, if your company is considering Hong Kong, you should also take a look at Taiwan, Singapore and China, or if you are looking at Thailand, you might consider looking at Indonesia, and Malaysia. Analyzing secondary data across many areas can help you make good business decisions.

Step 1-1. Obtain trade statistics that indicate product exports to various countries. The federal government provides statistics on all U.S. exports and is a good place to start. The U.S. Department of Commerce (Census Bureau) provides U.S. exports of domestic and foreign merchandise by Harmonized Schedule B (HS) Commodity Code on CD-ROM. You should also consult the National Trade Data Bank, which is also available on CD-ROM, on the Internet, or through many Department of Commerce district offices. Other resources include the Export Information System (XIS) Data Reports (Small Business Administration), or U.S. Industrial Outlook Reports (Department of Commerce).

While the amount of government information is extremely vast, you may find it quite cumbersome to wade through. Consider investigating alternative resources and research tools for obtaining your export statistics. The advantage to this is having all the comprehensive government information plus additional proprietary information packaged in a way that gets you to your market data quickly and easily. This allows you to readily find current market and industry trends for a specific product by country, and you will know right away which secondary government reports are going to provide the market data that you need. With this information you are ready to proceed to the following steps.

Step 1-2. Identify three or four of the largest markets for your firm�s environmental technologies or services. Look at the market trends over the past three to five years. Has market growth been consistent year to year? Did import growth occur even during periods of economic recession? If not, did growth resume with economic recovery?

Note: Long-term trends for the Asian region should look beyond the most recent effects of the Asian financial crisis over the past two years to historical data.

Step 1-3. Identify three or four smaller but quickly emerging markets that may provide entry-level opportunities. Growth rates should be substantially higher in these countries to qualify as up-and-coming markets, given the lower starting point. If the market is just beginning to open up, there may be fewer competitors than in established markets.

Step 1-4. Choose the six most promising markets based upon the information you have just gathered. Although the differences between certain countries may be slight, you must be decisive and final in your selection.

Note: A common mistake made by many U.S. exporters is that they attempt to take on the entire world at one time (or an entire region for that matter). The volume of paperwork becomes enormous, management becomes discouraged, and exporting is eventually dropped because "it is too complicated and not worth the effort." Do not fall into this trap!

Step 1-5. After you have selected six preliminary export markets, schedule an appointment with an International Trade Specialist at the nearest U.S. Department of Commerce district office or U.S. Export Assistant Center (USEAC). Plan a meeting with a US-AEP technical representative to find out more about the US-AEP programs. Indicate that you intend to thoroughly research these six markets and ultimately select one to three (1-3) primary target markets for a concentrated sales and marketing effort.

Note: Working closely with state and local export organizations, USEAC�s consolidate in one central location the export promotion services of the U.S. Department of Commerce, the Small Business Administration (SBA), and the Export Import Bank of the United States (Ex-Im Bank). USEAC�s provide individualized export counseling with clients. They are especially useful for businesses and individuals in the early stages of exporting. The US-AEP Program can provide specific counseling for environmental companies.

Step 1-6. In preparation for your meeting, study the following paragraphs that outline US-AEP and U.S. Department of Commerce reports and programs that will be useful to you in selecting your most profitable foreign markets.

Note: Some of the following reports may contain names and addresses of potential agents and distributors. Place them in your files as they become available. It will save you considerable time and expense when you begin to seek out potential export sales representatives.

Customized Market Analyses (CMA)

A custom-tailored service that provides a quick, accurate market assessment of your products in a particular country. In-country interviews and surveys are conducted to determine the marketability of your products, key local competitors, industry pricing, prevailing distribution channels, promotional practices, trade barriers, possible business partners, and local trade events. Prices range from $1,000 to $5,100 depending upon the country.

Country Commercial Guides (CCG)

A series of reports that list the most promising prospects for U.S. exports in most major world markets. Each country report includes industry trends with supporting statistical data, and suggestions on the most effective promotional techniques to penetrate the local market. These guides are available from the Department of Commerce.

International Business Practices (IBP)

An excellent source of data on 177 countries. Information on individual countries includes important organizations, prevalent distribution systems, attitude of local governments toward foreign investment, protection of intellectual property rights (IPR), national taxation laws, local regulatory agencies, and useful private and government contacts to further investigate market potential. It is also available from the Department of Commerce.

Environmental Technology Network for Asia (ETNA)

The Environmental Technology Network for Asia (ETNA) is a U.S. government-sponsored clearinghouse that collects trade leads from the Asia/Pacific region and disseminates them to U.S. environmental technology and services firms. For more information go to http://www.usaep.org/ouractiv/etna.htm.

NASDA Small Grants

The Environmental Technology Fund provides grants to U.S. companies for the purpose of facilitating the transfer of environmentally responsible and energy-efficient technologies to the Asia/Pacific region. The objective is to improve the quality of life and environment for Asians and Pacific Islanders while stimulating demand for U.S. technologies. For more information go to http://www.usaep.org/ouractiv/nasda.htm.

Country Assessments

These US-AEP reports examine the factors driving environmental, industrial, and urban management in ten Asian nations and territories. (Published 1/97). To read these reports go to http://www.usaep.org/country/index.htm.

Competing in Asian Environmental Infrastructure Markets

Developed by US-AEP, these case studies reveal how four U.S. environmental infrastructure companies have succeeded in Asia. (Published 3/97). To read these reports go to http://www.usaep.org/casestud/case.htm.

Step 1-7. After your meeting with the International Trade Specialist and US-AEP technical representative, contract for as many of these reports and information as you feel will be necessary to make a well-informed judgment on each market. Begin your market research program as soon as possible. It may take several weeks to receive all of the statistical data.

Step 1-8. Investigate non-governmental sources of information on export markets. Make it known to appropriate individuals and organizations that you are actively seeking export markets and that you would appreciate their advice and counsel. You may receive useful ideas and valuable information from the following sources:

• Private Sector: Detailed country-specific trade restrictions and regulatory requirements, contact lists for your freight forwarding and regulatory needs, and up-to-date news wires will keep you informed of changing markets.

• Industry Trade Associations: Secure membership lists and contact business associates who export products complementary to your product line. Attend industry trade shows and participate in activities that attract experienced exporters and overseas visitors.

• State International Trade Offices: Their purpose is to increase export sales of firms located in their states. They usually have excellent research facilities and overseas business connections.

• World Trade Centers: Many are equipped with computerized data retrieval systems that provide valuable information on major foreign markets.

• World Trade Associations: Membership fees are modest and the cost will be justified by the assistance you will receive and the export contacts you will establish.

• Multilateral Institutions (IDB, World Bank, IMF, OPIC, EximBank): These institutions provide publications, databases, RFPs for major infrastructure projects, loan programs and finance assistance, and intervention to make corrupt practices less transparent.

• Treaty Organizations (APEC, ASEAN, WTO): Countries all over the world have banned together in regional and international groups to create various treaties or agreements designed to promote free trade within these respective groups. They develop and disseminate regionally focused and country-specific information and databases.

Note: Make certain that all market research information is current. Even though the report you receive is only a few months old, it may contain information that was probably compiled several years ago and is obsolete or misleading. Be cognizant of current information and inquire about recent changes that might affect your final decisions.

Step 1-9. Devise a list of categories that you will use to evaluate your US-AEP markets and create a checklist that will allow you to evaluate your potential export markets. The amount of information you will be receiving from both the government and non-governmental sources will be extensive. For this reason, it is important that you develop a baseline group of market characteristics upon which you will make your judgments such as the following:

• Current Market Size: Very small markets for your products should be avoided until you have established a profitable sales network in your more lucrative export markets.

• Potential Market Growth: Larger markets with strong growth trends for your products will increase profit margins and reduce per-unit production and marketing costs.

• Market Accessibility: You may be faced with price-cutting pressures if duties are high and there are only a few suppliers and sales representatives in the local market.

• Economic Stability: Persistent trade deficits may prohibit potential customers from securing import permits and the U.S. dollars they will need to pay for your products.

• Political Climate: Unstable governments may impose tariff and/or non-tariff trade barriers to protect local suppliers from foreign competition and to increase employment within the country.

• Other: Long distance to the market will increase transportation and travel costs and raise local prices. Cultural and language differences tend to create higher communication expenses.

PHASE 2: ASSESS TARGETED MARKETS

During Phase 2 of your market research you will use the "Checklist for Evaluating Potential Export Markets" to target the best one to three market(s) for your product. This phase will require more detailed information about the disposable income of the end-user and the spending patterns for your product in your six potential markets of Phase I. This can usually be done through secondary research, but may require some primary research at times. This is where the help of US-AEP's in-country Tech Reps can be extremely valuable.

Step 2-1. Determine the market size and level of middle class consumers. Examine demand trends for company products as well as complementary products that could influence demand. Calculate overall consumption (local production and imports) of the product and the amount accounted for by imports. Industry sector analyses (ISAs), alert reports, and country marketing plans, all from the Department of Commerce, give economic backgrounds and market trends for each country. Demographic information (population, age, etc.) can be obtained from World Population (Bureau of the Census) and Statistical Yearbook (United Nations).

Step 2-2. Ascertain the sources of competition, including the extent of domestic industry production and the major foreign countries the firm is competing against in each targeted market, by using ISAs and competitive assessments (available from the Department of Commerce). Look at each competitor�s U.S. market share (US-AEP's Export-Link Market Analyses).

Step 2-3. Characterize the customer segmentation of the product in each market and end user profiles. Note the customary methods of market entry and the internal distribution network prevalent in each of your primary target markets. This information will play a major part in deciding upon the type of export sales representatives you will select to penetrate individual markets. Again, ISAs are useful, as is the Comparison Shopping Service (CSS) offered by the Department of Commerce.

Step 2-4. Identify any foreign barriers (tariff or non-tariff) for the product being imported into the country. Identify any U.S. barriers (such as export controls) affecting exports to the country. Country information kits produced by the Overseas Private Investment Corporation (OPIC) can be helpful, as is the Dun & Bradstreet Exporters' Encyclopaedia.

Step 2-5. Identify any U.S. or foreign government incentives to promote exporting of the product or service. US-AEP and your local Department of Commerce Export Assistance Center will help you identify programs available to your company.

Checklist for Evaluating Potential Export Markets

COUNTRY: ___________________________

DATE: ___________ PREPARED BY: _____________
� Export-Link, A Division of ExpoSoft, Inc. 1999

Step 2-6. Consolidate your market research information from all sources on the "Checklist for Evaluating Potential Export Markets." Assign your own weight to each category on a scale from 1 to 10. Rate each of the potential export markets according to sales and profit potential. Be decisive and final in the selection of your primary target markets.

Note: You will be committing a considerable amount of effort, time, and money to develop your primary target markets. Hence, it is crucial that your decisions are based on the most accurate and current information available.

Step 2-7. Maintain individual folders on the countries that you have not selected. Keep these files current with news clippings and reports from business and trade journals. If a primary target market does not materialize, you will be in a position to replace it promptly with another qualified export market that you have already researched in depth.

PHASE 3: DRAW CONCLUSIONS AND MAKE CONTACTS

During Phase 2 of your market research you may have chosen up to three primary targets. However, after analyzing the data you may conclude that marketing resources would be applied more effectively to only one or two markets. In general, efforts should be directed to no more than one or two markets if the company is new to exporting. Capture the first and then move into the next. Your company�s internal resources will help determine a reasonable level of effort.

This phase of your market research process will require in-depth analysis of some the questions raised in Phase 1 and 2 so that a final decision can be made about the ultimate targeted markets. This step requires primary research--information that cannot be obtained from secondary research. Phase 3 research requires more of a financial commitment. Remember, there are programs out there that can ease your company's financial burden if you qualify (e.g., NASDA Grants). Ask your US-AEP representative when you sit down to talk with him.

Step 3-1. Record the names, addresses, and responsible executives to contact for all firms in each primary target market that are currently selling your type of products or complementary product lines. Include local firms that have expressed an interest in representing products identical or similar to yours. You will want to contact these firms in the initial stage of your search for export sales representatives. Tap the ETNA database for trade leads.

Step 3-2. Begin immediately to locate between three to six qualified potential export sales representatives in each of your primary target markets for personal interviews.

SUMMARY

Finding your potential export markets can be an arduous but rewarding task. Many companies may skip this part of the export venture because they have received unsolicited inquiries about their product. Although this type of sales opportunity (i.e., the easy sell) should not go unfulfilled, smart companies will maximize their sales and marketing opportunities by identifying the best prospective buyers in the foreign market through a well organized market research program. One of the best strategies you can use to determine the potential success of exporting your product is to carefully look at how your product performs in the U.S. market, why it is successful, and then target similar foreign markets.

Do not make the same mistake commonly made by many companies looking to export � by attempting to take on the entire world at one time because you see dollar signs. The volume of paperwork becomes enormous, management becomes overwhelmed, and the exporting is eventually dropped because "it is too complicated and not worth the investment." Don�t fall into this trap � you may lose some rewarding opportunities. Examine your company�s personnel and financial resources to determine a realistic number of markets to target.

Although a systematic approach to market research takes time, energy, and financial commitment, finding answers to key export issues will help your company make better decisions and avoid unneeded costly mistakes. There are many resources for obtaining market information, including the Internet and other electronic media � be sure to tap these resources.

After selecting your primary target market(s) start building your overseas relationships. Remember, the sales cycle for environmental technologies and infrastructure projects is long, and those who foster lasting relationships and show a commitment to the region are the ones who seal the deals (see How Do I Market and Sell My Products In Asia?).

 Copyright � 1987-1999 Export USA Publications, exclusively licensed by ExpoSoft, Inc. Reprinted by permission from ExpoSoft, Inc. All rights reserved. No reproduction of this material, by any means, is authorized without the written permission of ExpoSoft, Inc.

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