Planning To Export

Good market research & a great tan!

I sat in last week on presentations by MBA students to Hawaii companies about where and how to export their products. This was part of a class at Hawaii Pacific University taught by David Day, who is a member of our Hawaii Pacific Export Council. Other colleges and universities may have similar programs. They have worked well here. Not only do companies get new sales as a result, but the students sometimes get jobs out of it.

Local companies tell MBA students a bit about their company, their products and how they have done their past export marketing, if any. The students, generally in teams of four, are then turned loose to find a single overseas market that seems good, and to figure out how their client company can possibly do business there. The company may express its wishes about markets to tackle, but it is the students who come up with the recommendations. Being MBA students, they often have their own business experience and many of HPU’s grad students are from other countries. (Interesting mix of accents during the presentations.)

Coincidentally, almost all the companies involved in the latest class were food product firms with little or no export experience. Not coincidentally, most of them were recent graduates of our Export University program so they are sold on the concept of exporting. And drinks were big. Two of the companies produce Hawaiian coffees and another makes and sells Hawaiian teas. The students took the coffee makers to Japan and South Korea. Japan was no surprise, given the ready knowledge of Hawaii in Japan and the long development of a coffee culture there. Korea was a bit more interesting. Most Hawaii coffee producers aim for top quality and want to sell roasted beans, whole or ground. Almost nobody produces instant coffee, the local firms looking down their noses at such a thing. But that is what the Korean market demands. The MBA students discovered that 90% of the Korean coffee market is for instant coffee, and reason that a Hawaii premium instant coffee could make a killing. I’m not sure the Hawaii companies were convinced, but they went away scratching their chins.

The audience was also surprised by the growth of the tea market in Canada. While coffee is taking over among the younger demographic in much of Asia, young people in Canada are turning to tea, often perceived as a health drink. Based on the students’ research we may soon see a Hawaii tea company selling through tea shops in Canada. Even Starbucks is brewing more tea in its Canada stores!

Many of the teams commented on selling in China, concluding that the Chinese market, while sexy and hot, is simply too tough for small companies to handle. They recommended that our firms take a look for lower hanging fruit elsewhere. There was one comment that, in China, taxes, other costs and sheer greed have led to a bag of Kona coffee priced at $65!

They also looked at sea asparagus, a salty, crunchy seaweed eaten as a vegetable or a garnish, grown on Oahu’s North Shore. You are likely to see it soon in Japan, where it is already gaining a media following. And flavored seas salts, which could be the next big thing in Australia’s barbecues.

A few years ago, an HPU student developed a plan to take Hawaii kukui nut oil products, both cosmetics and cooking oils, into the German market. Not only did sales boom, the student is now the company’s export manager.

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My two posts last week about Hawaii tourism were picked up by ETurboNews, an electronic newsletter for professionals in the visitor industry. Nice to be noticed. You can see the ETurbo versions here and here.

Doing Business In Micronesia

Good Any business information is hard to find about most of the Pacific islands. There are very few embassies out there on the big water. Few consulting firms take a serious look unless they are paid by one of the island governments to be optimistic. Market researchers pay no attention, because these are tiny, tiny markets – especially when compared to the huge markets on the western edge of the Pacific. So it is unusual to see something useful that may also be unbiased.

The U.S. Department of the Interior, despite its name, is responsible for much of the United States’ relations with the former Pacific Island Trust Territories of the Federated States of Micronesia, the Republic of the Marshall Islands and the Republic of Palau. Interior recently released studies of the economies of the first two done, not by Interior (which might have an axe or two to grind), but by students at Graduate School USA, a grad school on subjects needed by the Federal Government.  The school has been around for 90 years and has a good reputation, even if you have never heard of it. Students come from all over and try to leave their turf battles behind. So I am reasonably sure that the reports on the FSM and the Marshalls are an unvarnished, unbiased assessment. You can download the reports here.

Sokeh's Rock, Pohnpei

The Federated States of Micronesia (FSM) is composed of islands that most of you know only if you have studied the Pacific campaigns of World War II. The capital is Palikir on Pohnpei, a high beautiful high island, where Sokeh’s Rock is the equal of Hawaii’s more famous Diamond Head. Pohnpei is also home to the enigmatic city of Nan Madol, built on Venetian-like canals about a thousand years ago. Farmers on Pohnpei produce a wonderful pepper – some chefs say it is the world’s best – but usually not in commercial quantities. Other states and island groups include Yap (of the stone money), Kosrae and Chuuk. You may know Chuuk by its original western spelling of Truk, the huge lagoon where an incredible number of Japanese ships were sunk. I have dived Chuuk Lagoon on some of those ships. Magnificent and chilling.

Let’s take a look at what industries the FSM has. Won’t take long. The FSM’s GDP is forecast at $222 million for 2012, so we are talking small here. Of that, $34 million will come from hunting, agriculture and forestry – most of that specialty crops, like Pohnpei pepper, or subsistence agriculture. About $24 million will be from fisheries. Much of that is from small fishermen in the lagoons, though Pohnpei and Yap operate purse seiner fleets. The FSM has a continuing problem with foreign large-scale fleets sucking up the offshore catch. Some pay for the fishing rights, some don’t – and they are tough for an impoverished nation to catch. An increase in shore-based fish processing may be in the offing.

Wholesale and retail trade accounts for about $26 million, plus another $29 million for real estate and other business activities. Transport, storage and communications come in at about $14 million and construction at about $10 million. Manufacturing is a paltry $1 million, but these are islands with very few resources and even less energy. (I once looked into building a veneer factory on Chuuk, but – like so much else in these islands – it never materialized.) Yap once had Taiwanese and Hong Kong-owned garment factories, but these closed when word of their sweatshop conditions came out.

Specialty agriculture, handicrafts, fisheries products and tourism have been the big hopes to become export industries in Micronesia. But they have never lived up to their promise. Hotels and restaurants add about $4 million to the GNP. Tourism is highly specialized, focused on diving tourists from Japan and elsewhere. A few days on Pohnpei, seeing Nan Madol and soaking up the laid-back atmosphere would benefit any traveler, but Pohnpei is a long way from anywhere.

The Graduate School USA study does not come to a rosy conclusion. The study assesses the FSM’s chances of growing on different development tracks, but concludes that the most likely is the worst, the so-called “dismal” growth path. That anticipates slightly negative growth over the next decade or so.

The FSM market will remain minuscule, but it can still be lucrative for the right company and product. Less expensive consumer goods are sold through general stores. There aren’t many specialty shops, and I have never seen anything I would dignify by calling it a department store. There is a small market for fishing and boating supplies, DIY goods, construction materials, that sort of thing. There is the occasional tourism-related project, though recent airport expansion projects have been completed.

A large problem is the decline in U.S. federal monies going out to the FSM. These islands were German colonies, but were given to Japan after World War I. The Americans took them under their wing under a UN mandate, but granted independence in the 1980s. A so-called Compact of Free Association was negotiated by which the FSM retained many U.S. Government services, such as postal delivery, and received considerable economic development aid, to be delivered by the Interior Department. Years later, the Compact programs are expiring and the federal grants are trailing off.

I am not recommending that U.S. spending necessarily be increased again. The FSM and the other “freely associated states” have done relatively little to foster business and many of their politicians have been deeply suspicious of outside investors. The culture, too, seems to have an adverse reaction to any person or clan that does well at something – which has played a role in the failure of the pepper industry to grow. One result is that Micronesians, Marshallese and Palauans have picked up sticks and moved – putting a huge burden on social services in Hawaii and on Guam.

As an aside, I suggested when the first Compact was being negotiated that the FSM and the Marshalls be given access to using U.S. export promotion programs – thinking mostly about potential markets for Pohnpei pepper. As luck would have it, the first time that the FSM took advantage of this was for a trade show in Taipei when I was the senior American commercial officer in Taiwan. We dutifully helped the Micronesians set up their stand, spread their wares, and sell some pepper and handicrafts. I don’t know if the FSM ever did it again, but they gave me an FSM flag that I still treasure.

How to Get the World to Buy American

Gene Balas published an article under this title last week on RealMoney.com that was notable both for its wisdom and its naivete. While drawing on the recent Council on Foreign Relations report on what is needed to implement the President’s plan to double U.S. exports in five years, there seemed little awareness of what is actually being done. Of course, and Balas acknowledges this, anything we do at the microeconomic level is in danger of being swamped by macroeconomic events. That is, no matter how well we promote our exports, that may be all for naught if European bank collapses bring the world into a second dip of recession, or worse.

Balas correctly notes that most OECD countries, as a percentage of GDP, spend far more on export promotion than does Washington. He praises Germany (I can tell you from first-hand experience that the Germans are good at supporting their exporters), and lauds the Germans for having four (count ‘em, four!) trade promotion offices in China. What isn’t mentioned is that the U.S. Commercial Service has six such offices in China (they are in American embassies and consulates in 79 other markets, as well as in more than 100 domestic offices – known as U.S. Export Assistance Centers – to help small companies get ready to go overseas). The real problem is that each of these offices is understaffed and abysmally funded. And that is the fault of our politicians in both the Administration and in the Congress.

We are a small manufacturing business; working on 20 years of existence; presently 30 employees once up to 42. Our safety products have ensured safety of thousands of scientists; assisted in the integrity of formulas and medicines produced by Big and Baby Pharma and allied industries. Recently battery companies and defensed companies have started purchasing based on similar need for safety but using compounds from emerging nanotechnology material science. Our business plan is simple yet complex, in a word – “EXPORT”.

I hear that more cuts are coming, too. My sources tell me that up to eleven more overseas locations will have to be closed, absent a budget miracle. A businessman from North Carolina told me that one of the offices he has used recently to help find foreign agents or distributors in a new market, Berne in Switzerland, is on the chopping block. Others have said that the CS operation in Slovakia is already gone (I have to check on that). Whatever the list of closures, we are shooting ourselves in the foot. High-flying political statements, while cutting out the people who can get the job done. Doesn’t make much sense does it?

One other point from the Balas article. He has the misplaced idea that “bureaucracy” is holding up the free trade agreements with Colombia, South Korea and Panama. Not sure what he is talking about. The FTAs are being held hostage by the Obama White House, which has never seen fit to ask Congress to approve them. That sounds like politicians to me, not bureaucrats. What do you think?