International Marketing Plan Report for Paw-Paw Remedies in Japan

This report presents an international marketing plan for Paw-Paw Remedies, an Australian company, aiming to enter the Japanese market. The plan focuses on direct exporting as the primary market entry strategy, considering factors such as tariff rates and marketing costs. It outlines marketing objectives, including increasing sales, building brand awareness, growing market share, targeting new customers, and enhancing customer relationships. The report also analyzes the opportunities in the Japanese cosmetic market, highlighting the high disposable income of consumers and the demand for new and innovative products. The analysis references key factors such as stable domestic demand and the rise of mass-market products. The report concludes by emphasizing the potential for Paw-Paw to address specific consumer needs and drive sales and customer interaction within the competitive Japanese market.

RUNNING HEAD: International marketing 0
Paw-paw
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Contents
Market Entry Strategy................................................................................................................2
Marketing objectives..................................................................................................................2
Existence of opportunities..........................................................................................................3
References..................................................................................................................................4

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Market Entry Strategy
There is a number of ways by which Paw-Paw can enter into the market of Japan. The direct
exporting is the most appropriate strategy which can be used by the company in the Japanese
market. There are various factors which influence the choice of entry strategy like tariff rates,
the notch of the adaptation of the product requisite, marketing and shipping costs. These
factors can upsurge the costs and it is anticipated that the upturn in sales can offset these costs
(De Mooij, 2015).
The direct exporting is the common form of exporting. Paw-Paw can sell its products openly
into the Japanese market by using its own resources primarily. The company needs to
establish its sales programme which can be turned to the agents or distributors to signify in
the market. The distributors and agents work diligently with the company and represent the
interest of the company. The company is required to spend plenty of time choosing agents
and distributors. It is believed that a good distributor or agent can transform the company in
the Japanese market and can lead to success. Hiring agents or distributors is like hiring a key
staff person. In this strategy, the company can produce products in its home country only and
sell the products in the Japanese market with the help of agents or distributors. It does not
require significant investments in the Japanese market. It is the less risky strategy which can
be used by the company to enter into the Japanese market (Bernard, Grazzi and Tomasi,
2015). It can offer an opportunity to learn about the Japanese market before actually investing
in physical stores. Subsequently, it reduces the potential risks of operating in a foreign
country. It even motivates to the foreign exchange earnings and avoids the risk associated
with the production overseas.
Marketing objectives
Setting appropriate marketing strategies help to provide the direct direction in order to meet
the goals of the company. The marketing objectives of the Paw-Paw in the Japanese are:
Increase sales: The company aims to increase sales. It is the ultimate objective of the
company. The increased sales help to increase profits of the company.
Build brand awareness: The promotions help to increase brand awareness. Paw-Paw is an
already recognized brand in Australia. But it requires building awareness in Japan with the

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help of the promotional tools. Direct mail, email marketing, telemarketing, television,
posters, and banners are some ways of spreading brand awareness (Gnizy, 2016).
Grow market share: It is the ultimate objective of the company to expand its business in
Japan to grow market share. Paw-Paw also aims to increase sales by 20% after 10 months of
launching the product in the Japanese market. More market share represents more dominance
in the market.
Target new customers: It is the objective of the Paw-Paw to reach new customers and clients.
The company has already a base of loyal clients in the home country but its likely to target
new customers in order to make expansion successful.
Enhance customer relationships: It is the also the marketing objective of the company to
enhance customer relationships. It helps in promoting sales (Mathews, et. al. 2016). The
customer relationships can be enhanced by communicating regularly, rewarding, staying true
and by always listening to them.
Existence of opportunities
Paw-Paw belongs to the cosmetic industry. Japan is the second largest cosmetics market in
the world. It is the most competitive market. The opportunities exist for the company in Japan
consumers have a high level of disposable income. On the other side, Japan is also an
emerging market for cosmetic products (Seles, et. al. 2018). There is a huge opportunity for
the Paw-Paw to tap consumers in Japan and grow its economy further. The market in Japan is
driven by the new products and incremental benefits to the existing products. Another factor
driving to the existence of the opportunities in Japan have increased the sale of mass-market
products through dispensaries and mass market channels (Samiee, Chabowski, and Hult,
2015). The local customers also look for overseas products. There are some factors which can
support the growth of the company such as stable domestic demand, innovative and value-
added products, and stable domestic demand. The positive growth is expected to be seen in
the coming years in Japan. Paw-Paw can address the specific consumer needs by driving
sales and consumer interaction.

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References
Bernard, A.B., Grazzi, M. and Tomasi, C., 2015. Intermediaries in international trade:
Products and destinations. Review of Economics and Statistics, 97(4), pp.916-920.
De Mooij, M., 2015. Cross-cultural research in international marketing: clearing up some of
the confusion. International Marketing Review, 32(6), pp.646-662.
Gnizy, I., 2016. Power dynamics of the international marketing within firms and how they
shape international performance. Industrial Marketing Management, 57, pp.148-158.
Mathews, S., Bianchi, C., Perks, K.J., Healy, M. and Wickramasekera, R., 2016. Internet
marketing capabilities and international market growth. International Business Review, 25(4),
pp.820-830.
Samiee, S., Chabowski, B.R. and Hult, G.T.M., 2015. International relationship marketing:
Intellectual foundations and avenues for further research. Journal of International
Marketing, 23(4), pp.1-21.
Seles, B.M.R.P., de Sousa Jabbour, A.B.L., Jabbour, C.J.C., de Camargo Fiorini, P., Mohd-
Yusoff, Y. and Thomé, A.M.T., 2018. Business opportunities and challenges as the two sides
of the climate change: Corporate responses and potential implications for big data
management towards a low carbon society. Journal of Cleaner Production, 189, pp.763-774.