International Success the Second Time Around: A Case Study

Colley, Mary Catherine,Gatlin, Brandie Korean Academy of Marketing Science 2010 마케팅과학연구 Vol.20 No.2

?是一家私人, 第三代家族?有的公司, Boom Technologies 公司(BTI). ??力?施提供?品和服?的供?商, 通信和承包商的市?,不??步的出口. ?管在2008年出口??只占?收入的5%, BTI已形成了一?完整的出口部?. 他?的出口部?的?行董事揭示了一家私?公司的??和??以及他??成功的海外市?的疑?. 自成立以?, BTI始?相信?最大的??是?的雇?. ?出口??因?缺乏?略和方向而???, BTI?其出口部?雇了一位董事??理. 在BTI?裁和??理的??下, 他??好的利用了??部?的技能和知?. ?向海外?展他?的市???, 增加出口??他??行了机??整. ?果就是, 出口??增加了4倍, ?家的地??理增加了, 同?成功?成了分?渠道??. 有?, 由于公司的??, 收入形成???定. 因此, 在1996年, 出口部?重??有限?任公司. ?使得公司改?收入和?用. 最初, 80%的BTI出口???自???家;因此,最初在海外出?的方法??有?到?期目?. 然而, 所做的修改, 使得?在公司 ??, ??超?80??家. ??理指出主要有三?出口??挑? 1. ?品和船?―BTI主要障碍是?品?配. 最初, 大多?的?品被聚集在美?, ?增加了??包??用. 有??多的部分指定??, ?多次定的?西到的?候有些零部件都?失了. 失踪的零件价?上万美元. ???些失踪的部分也花?成千上万的美元, 外加一?延?交???六到八周, 所有的?用都由BTI出. 2. ?品适?―在BTI80?出口?家中, 每??家的安全, ?品?准都不同. 重量, 特殊?, ?品的?格要求, ?量系?的?定性, ??都?因??而不同. 作?一?准入障碍,以致??使?品适?. 技?和安全?准的障碍, 作?一?保?????的方法, 可以阻碍成功的?入外?市? 3. 市?的挑?―分?的重要性?BTI??了?多挑?,因?他???根据他?的分?系???定每??家如何操作. 有些?家已??一?小的???手, 只生?一?具有??力的?品而?具??力. 而BTI制造超?100?的?品. ???料是?一?BTI所?心的, 因?他??????商推???成本. ???和文化差?的角度, 合适的市????料可能?花??多. 此外, 美?的??大小不同于?的一些?家, ????制相同的布局和???, 就?出??多??. 分?已?成?BTI所面?的挑?之一, 公司宣?他?的分???是他?的????之一, 因?他?的分?商的位置和名字都是保密的. ?外, BTI每年有?次奉?: 培?分?商一年, ?一?是分?商??. ?品, 航?, ?品适?性, ???些挑?,?些海外市?????需要??和耐心. ?一?????是BTI的??到?墓的策略, 他?遵循?品??到?的最?安息地, 无???是出租或??新的或用?的. 他???公司??或租?之前的?品都提供服?和??????和一???的?用分析. ?大海外?是?面?挑?. 如??理?, "如果??有耐心(出口??), ?最好做?的事." 知道如何快速适?提供必要的技能, 适?每??家的不同需求, 以及?特的挑?, 使他?能?保持??力. A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's crad

International Success the Second Time Around

Mary Catherine Colley,Brandie Gatlin 한국마케팅과학회 2010 마케팅과학연구 Vol.20 No.2

这是一家私人、第三代家族拥有的公司, Boom Technologies公司(BTI)。对电力设施提供产品和服务的供应商, 通信和承包商的市场,不断进步的出口。尽管在2008年出口销售只占总收入的5%, BTI已形成了一个完整的出口部门。他们的出口部门的执行董事揭示了一家私营公司的试验和错误以及他们对成功的海外市场的疑问。自成立以来, BTI始终相信它最大的资产是它的雇员。当出口销售因为缺乏战略和方向而挣扎时, BTI为其出口部门雇了一位董事总经理。在BTI总裁和总经理的领导下,他们很好的利用了这个部门的技能和知识。为向海外扩展他们的市场份额,增加出口销售他们进行了机构调整。结果就是,出口销售增加了4倍, 新国家的地区经理增加了,同时成功养成了分销渠道网络。有时, 由于公司的结构,收入形成很难决定。因此,在1996年,出口部门重组为有限责任公司。这使得公司改进收入和费用。最初,80%的BTI出口销售来自两个国家;因此,最初在海外出售的方法并没有达到预期目标。然而,所做的修改, 使得现在公司经营,销售超过80个国家。总经理指出主要有三个出口扩张挑战 1. 产品和船运—BTI主要障碍是产品装配。最初,大多数的产品被聚集在美国,这增加了运输包装费用。有这么多的部分指定订购,很多次定的东西到的时候有些零部件都丢失了。失踪的零件价值上万美元。装运这些失踪的部分也花费成千上万的美元,外加一个延迟交货时间六到八周,所有的费用都由BTI出。 2. 产品适应—在BTI80个出口国家中,每个国家的安全、产品标准都不同。重量、特殊证,产品的规格要求,测量系统的稳定性,卡车都会因国别而不同。 作为一种准入障碍,以致很难使产品适应。技术和安全标准的障碍,作为一种保护国内产业的方法,可以阻碍成功的进入外国市场 3. 市场的挑战—分销的重要性给BTI带来了很多挑战,因为他们试图根据他们的分销系统来确定每个国家如何操作。有些国家已经从一个小的竞争对手,只生产一种具有竞争力的产品而极具竞争力。而BTI制造超过100种的产品。营销资料是另一个BTI所关心的,因为他们试图对经销商推动销售成本。从翻译和文化差异的角度,合适的市场营销资料可能会花费很多。此外, 美国的纸张大小不同于别的一些国家, 当试图复制相同的布局和设计时,就会出现许多问题。分销已经成为BTI所面临的挑战之一,公司宣称他们的分销网络是他们的竞争优势之一,因为他们的分销商的位置和名字都是保密的。另外,BTI每年有两次奉献:培训分销商一年,另一个是分销商会议。产品、航运、产品适应性、营销这些挑战,这些海外市场错综复杂需要时间和耐心。另一个竞争& A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equal 5% of total revenue in 2008, BTI has an entire export division. Their export division’s Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI’s president and from the Managing Director, they utilized the department’s skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI’s export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI’s pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and design. With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor’s meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience.

TOPOLOGY AND CORRELATION FUNCTION IN SIMULATED CMB ANISOTROPIES FROM MAP IN CDM COSMOGONIES

Changbom Park,Wesley N. Colley,J. R. Gott,Bharat Ratra 한국천문학회 1997 天文學會報 Vol.22 No.-

만손주혈흡충 충란항원 연속주입에 의한 면역학적 반응

安明姬(Myoung-Hee Ahn),Daniel G. Colley 대한기생충학열대의학회 1984 The Korean Journal of Parasitology Vol.22 No.2

Intelligent Association in Agent-based Ubiquitous Computing Environments

H. Duman,H. Hagras,V. Callaghan,G. Clarke,M. Colley 제어로봇시스템학회 2002 제어로봇시스템학회 국제학술대회 논문집 Vol.2002 No.10

Palliative Radiotherapy in the Presence of Well-Controlled Metastatic Disease after Initial Chemotherapy May Prolong Survival in Patients with Metastatic Esophageal and Gastric Cancer

Mohan Hingorani,Sanjay Dixit,Miriam Johnson,Victoria Plested,Kevin Alty,Peter Colley,Andrew W. Beavis,Rajarshi Roy,Anthony Maraveyas 대한암학회 2015 Cancer Research and Treatment Vol.47 No.4

Purpose We report the outcomes of patients treated with palliative radiotherapy (pRT) to the primarytumour in the context of well-controlled metastatic disease after initial chemotherapy. Materials and MethodsClinical records of 132 patients with metastatic esophago-gastric (OG) cancer treated withpalliative chemotherapy (pCT) between January 2009 and June 2013 were reviewed. Ninetysevenpatients had responding or stable disease after 3 months of chemotherapy, of whom53 patients received pRT to the primary tumour after initial chemotherapy in the presenceof well-controlled metastatic disease (group A, pCT-RT). The remaining 44 patients weretreated with pCT alone (group B, pCT). Treatment-related outcomes were assessed in abovegroups including time to local progression (TTLP), progression-free and overall survival. ResultsThe median overall survival for patients treated with pRT after initial chemotherapy (groupA) was 23.3 months (95% confidence interval [CI], 17.70 to 28.89 months) and significantlyhigher than the 14 months (95% CI, 10.91 to 17.08 months) in patients treated with pCTalone (group B) (p < 0.001). The use of pCT-RT was an independent predictor of OS in multivariateanalysis. Local recurrence was observed in 12/53 of patients (23%) in group Acompared to 16/44 (36%) in group B. The median TTLP was significantly higher in patientsafter pCT-RT at 17.3 months (5.23 months to 44.50 months) compared to 8.3 months(range, 4.10 to 25.23 months) in patients treated with pCT alone (p=0.006). ConclusionThe possibility of pRT influencing systemic disease in advanced OG cancer has not beenreported, and results from the present study present strong arguments for investigation ofthis therapeutic strategy in a randomized trial.