Import Export Business Question:
We are to Norwegian export agents based in Vancouver, Canada,
who would like to find potential buyers in Norway for Canadian
and American companies. Even though one of us has a bachelor
degree in International marketing & export, we still have some
questions about how things really work in the real world.
Due to our limited resources, we have just started a home-based
export business, and we think we have everything in its place now.
However, we are a little bit unsecured if we as agent need to be
responsible for the shipping of the goods and custom declaration?
Could some companies require this?
Import Export Business Answer
Even though you have a degree, I would still suggest you get a copy of
our Exporters Master Training package since it contains "real world"
information, not just theory - you may review details at:
http://www.importexporthelp.com/trdspm1.htm
I will attempt to answer your question below, but you should also take
several hours and visit our import export business blog at:
http://importexportbusiness.blogspot.com
*** look on the right side - down a bit - to find the dated archived posts -
not all will be of interest but the majority are questions and answers
that we have received and answered over the years which will be
beneficial to you.
Now to your question - working as an agent/broker can involve you doing
everything that is part of the exporting process from taking care of the
shipping, customs, financing, etc. if that is what you agree to do or
what your client requires in order to do business.
You can also work the business (again subject to your negotiated
agreement with the supplier/manufacturer) in a manner like I do where all
I do is generate or identify potential buyers for manufacturers and pass
those qualified leads on to the supplier - upon completion of a sale to
the parties I introduce them to, I get paid a commission which is far
less than the one I could earn if I wanted to handle all the follow up
details as you have described.
Some purists would say I am a finder, some would say I am nothing
more than a lead generator and I would respond, call me what you will
but as long as they have my name or my company's name spelled
correctly on their checks, I could care less what anyone else wishes
to call me.
So bottom line, it comes down to you and the supplier and what
involvement you wish to have in the process - the more involvement,
the more you can demand in payment, the less involvement and the
you can expect to be paid less - you have to weigh the offset of the
time you spend on a deal versus what you will get paid for that time.
Hope this helps and again, I strongly recommend you and your
partners get the Exporters Master training package - it is something
you all may use and continue to use if and when you hire any employees
or take on any new partners in your business.
Good luck and I wish you success!
Ron Coble
http://www.importexporthelp.com
The International Business Times is the leading provider of international business news online.
3 BIG FAMILY OWNED MEDIA FIRMS FACE SIGNIFICANT CHALLENGES
Family owned and controlled businesses face challenges because of difficulties in passing firms on to succeeding generations of the family. Tax issues are a common problem, but the biggest challenges involve finding effective managers among the family and the needs for new capital that diminishes family control.
How family members view the company over time create problems for sustainability. Individuals who establish firms tend to view it as a business enterprise; their children tend to see it as supporting the family; and multigenerational family businesses tend see it has providing status in the community. These latter priorities can interfere with profit and reinvestment objectives and endanger long-term sustainability.
As a consequence of these kinds of factors, only about 30% of family firms are passed to a second generation and only 13% reach a third generation.
This brings us to the challenges facing media firms. Three big companies—News Corp., Viacom, and New York Times Co.— all are struggling with succession and control issues.
Rupert Murdoch, who built the News Corp. global empire after inheriting the firm from his father, is now 77 and having difficultly convincing an heir to take over. The oldest son, Lachlan, left the company three years ago and his other children, James and Elizabeth, recently declined to become his number 2. James still runs the company’s European and Asian operations, but Elizabeth prefers to run her own independent TV production company. Whether the company can remain family run in the coming years is unclear.
Sumner Redstone—who is 75 and has had strategic disagreements with many managers at Viacom—turned to his daughter Shari Redstone to help manage National Amusements, Viacom and CBS. She proved quite adept and by 2005 it was assumed that she would succeed Sumner as head of the company. The two had a serious falling out two years ago over succession and governance, however, and it is now uncertain who will lead the firm in the future. Certainly it won’t be Sumner’s son Brent, who sued him over disputes about his portion of the family business.
The Sulzberger family is struggling to maintain control over the strategic direction and operation of New York Times Co., despite the greater influence they have because of that companies preferential share structure. They increasingly have to go outside the company for capital—such as making the deal with Mexican mogul Carlos Slim—and they are continuing struggling with other major investors who are demanding more influence on company management. The family is slowly losing the automony it once had in running the company.
If solutions to succession and family control issues are not found, it is likely that these firms may have to turn to outside managers. History has show that when that occurs, family members become detached from the firm and are more likely to sell their shares and leave the business altogether.
How family members view the company over time create problems for sustainability. Individuals who establish firms tend to view it as a business enterprise; their children tend to see it as supporting the family; and multigenerational family businesses tend see it has providing status in the community. These latter priorities can interfere with profit and reinvestment objectives and endanger long-term sustainability.
As a consequence of these kinds of factors, only about 30% of family firms are passed to a second generation and only 13% reach a third generation.
This brings us to the challenges facing media firms. Three big companies—News Corp., Viacom, and New York Times Co.— all are struggling with succession and control issues.
Rupert Murdoch, who built the News Corp. global empire after inheriting the firm from his father, is now 77 and having difficultly convincing an heir to take over. The oldest son, Lachlan, left the company three years ago and his other children, James and Elizabeth, recently declined to become his number 2. James still runs the company’s European and Asian operations, but Elizabeth prefers to run her own independent TV production company. Whether the company can remain family run in the coming years is unclear.
Sumner Redstone—who is 75 and has had strategic disagreements with many managers at Viacom—turned to his daughter Shari Redstone to help manage National Amusements, Viacom and CBS. She proved quite adept and by 2005 it was assumed that she would succeed Sumner as head of the company. The two had a serious falling out two years ago over succession and governance, however, and it is now uncertain who will lead the firm in the future. Certainly it won’t be Sumner’s son Brent, who sued him over disputes about his portion of the family business.
The Sulzberger family is struggling to maintain control over the strategic direction and operation of New York Times Co., despite the greater influence they have because of that companies preferential share structure. They increasingly have to go outside the company for capital—such as making the deal with Mexican mogul Carlos Slim—and they are continuing struggling with other major investors who are demanding more influence on company management. The family is slowly losing the automony it once had in running the company.
If solutions to succession and family control issues are not found, it is likely that these firms may have to turn to outside managers. History has show that when that occurs, family members become detached from the firm and are more likely to sell their shares and leave the business altogether.
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