Lessons
learnt
form
video
case
studies
• If
business
has
large
market
share
in
Australia
(i.e.
Michel’s
Patisserie),
necessary
to
look
internationally
for
future
growth
opportunities
• Important
to
properly
assess
number
of
different
markets
• Depending
on
nature
of
product,
it
is
generally
valuable
to
expand
into
an
English
speaking
country,
which
is
either
culturally
similar
to
Australia,
or
open
to
western
culture,
has
stable
government,
and
has
a
similar
legal
system
(particularly
for
franchise
agreements)
• Luxury
products
–
instead
of
looking
at
just
population
size,
should
also
look
at
income,
and
consumption
patterns
• Be
prepared
to
change
products
and
business
model
in
the
foreign
market
if
an
Australian
approach
is
not
working
• Educate
customers
of
products
(especially
if
culture
is
not
aware
of
western
products
i.e.
cake
and
coffee
from
Michel’s
Patisserie
in
Shanghai
• Exporters
sometimes
face
enormous
costs
in
setting
up
ventures
internationally,
such
as
Katherine
Brimblecombe-‐Fox,
however
she
was
able
to
enlist
the
help
of
Austrade
and
other
export
agencies
to
help
her
in
terms
of
monetary
grants
and
advice
• Luxury
items
(such
as
Katherine
Brimblecombe-‐Fox’s
paintings)
do
well
in
wealthier
markets
(i.e.
London
and
Dubai),
therefore
it
is
important
to
properly
research
potential
markets
on
a
number
of
different
characteristics
to
increase
chances
of
success
• Domestic
success
is
considered
an
important
factor
in
international
success
as
products
have
been
road
tested
first
(i.e.
Aromababy)
but
this
is
not
always
the
case
if
the
products
are
designed
to
be
global
from
the
beginning
(i.e.
Julianne)
• Over
long
term,
reactive
approach
to
exporting
is
not
sustainable
(i.e.
Aromababy)
due
to
complexities
of
international
expansion
and
therefore
to
deal
with
both
domestic
and
international
sales
it
is
important
to
plan
• As
interest
grows
internationally,
it
is
important
to
be
systemic
and
plan,
especially
when
trying
to
break
into
difficult
markets
such
as
America
• Important
to
protect
IP
however
possible
in
the
countries
you
are
dealing
with
• Having
a
strong,
trusting
relationship
with
distributors
is
the
best
defence
against
competition,
because
most
of
the
time
it
is
inevitable
that
competitors
with
produce
similar,
cheaper
products
• Important
to
foster
relationships
through
face-‐to-‐face
contact,
rather
than
just
email
• Treat
relationships
as
long
term,
and
help
distributors
in
anyway
possible,
whether
that
is
in
the
form
of
additional
marketing
support,
or
maintaining
a
high
industry
profile
Aromababy
• Tourist
attraction
considered
to
be
a
service
–
therefore
there
is
added
issues
which
include
intangibility,
inseparability,
heterogeneity
and
perishability,
and
therefore
the
marketing
mix
should
include
people,
processes
and
physical
evidence
• International
expansion
is
usually
considered
after
a
firm
has
exhausted
all
opportunities
in
the
domestic
market,
which
was
the
case
for
Oceanis,
as
there
was
no
more
room
for
domestic
expansion
due
to
Australia’s
already
high
number
of
aquariums
per
capita
• Difficulties
faced
by
small/medium
sized
that
are
not
faced
by
large
businesses
o Limited
financial
resources
expansion
may
rely
on
firm
generating
finance
externally
o Smaller
firms
typically
do
not
have
a
high
number
of
employees,
and
therefore
may
struggle
in
allocating
staff
to
manage
multiple
international
activities
as
well
as
domestic
activities
o Smaller
firms
often
have
limited
international
experience
and
therefore
often
face
a
steep
learning
curve
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