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Case Blade

Blades would benefit from importing cheaper raw materials from Thailand and exporting roller blades to Thailand, giving them an early competitive advantage in that market. However, currency fluctuations and economic conditions in Thailand could negatively impact Blades' costs and sales. In the long run, regulatory constraints and political risks in Thailand must be considered. The theories of comparative advantage, imperfect markets, and product cycle theory apply to Blades' strategy in both the short and long run as they look to import, export, and potentially establish operations in Thailand. Alternative long-term options for Blades include establishing a joint venture with a Thai firm for access to local distribution and knowledge of the market.

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264 views2 pages

Case Blade

Blades would benefit from importing cheaper raw materials from Thailand and exporting roller blades to Thailand, giving them an early competitive advantage in that market. However, currency fluctuations and economic conditions in Thailand could negatively impact Blades' costs and sales. In the long run, regulatory constraints and political risks in Thailand must be considered. The theories of comparative advantage, imperfect markets, and product cycle theory apply to Blades' strategy in both the short and long run as they look to import, export, and potentially establish operations in Thailand. Alternative long-term options for Blades include establishing a joint venture with a Thai firm for access to local distribution and knowledge of the market.

Uploaded by

Noman
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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1.

What are the advantages Blades could gain from importing from and/or exporting to a foreign country such as Thailand? Blades would have several advantages if they started to import and or export from Thailand. Since rubber and plastic are cheaper when imported from a foreign country such as Thailand, this would increase Blades net income and reduce their cost of goods sold. Since several of Blades competitors are already importing components from Thailand, importing would increase Blades competitiveness in the United States. If Blades is considering longer range plans in Thailand, importing from and exporting to Thailand may present it with an opportunity to establish initial relationships with some Thai suppliers. Also if they expand to Thailand, Blades, Inc. could be one of the first firms to sell roller blades there and this would give them a competitive advantage. 2. What are some of the disadvantages Blades could face as a result of foreign trade in the short run? In the long run? There are several disadvantages to foreign trade. The currency fluctuations in Thailand dollar would affect Blades. For instance the dollar cost of imported inputs may become more expensive over time. Blades would also be exposed to the economic conditions in Thailand. For example, if there is a recession, Blades would suffer from decreased sales in Thailand. In the long run,

Blades should be aware of any regulatory and environmental constraints the Thai government may impose on it. Blades should be aware of the political risk involved in operating in Thailand; they should research the likelihood of expropriation by the Thai government. They should also figures out how they would monitor the foreign subsidiary with such a huge geographical distance.

3. Which theories of international business described in this chapter apply to Blades, Inc. in the short run? In the long run? There are three commonly held theories s to why firms want ton expand their business internationally (1) theory of comparative advantage (2) imperfect markets theory and (3) the product cycle theory. In the short run the imperfect markets theory applies, because Blades wants to import their inputs such as rubber and plastic from Thailand because the cost of them are

cheaper there. Also, it would like to export to Thailand to take advantage of the fact that there are very few of their competitors who sell roller blades in Thailand. The theory of comparative advantage would apply to Blades in the long run because of the superiority of its production process. Also Blades goal is to possibly establish a subsidiary in Thailand and to be one of the first roller blade manufacturers there. The product cycle theory also applies to Blades, since its U.S. sales are declining and Blades feels that it must eventually establish a subsidiary in Thailand in order to preserve its competitive advantage. 4. What long-range plans other than the establishment of a subsidiary in Thailand are an option for Blades and may be more suitable for the company? Blades should consider a joint venture with Thai firms that manufacture roller blades. The advantage would be access to Thai distribution channels, able to become familiar of Thai firms, customs and ethics, and start off in an already established market

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