Foreign Target Market for Spring Cleans Detergent

The target market that I selected for Spring Clean’s detergent is Paris, France. It is one of the largest cities, and the capital city of France. The market is made of mostly the French people but other communities also represented. The city to some extent is cosmopolitan because it houses many other people it has attracted from various parts of the globe. The French culture is unique and slightly different from the American culture. However, the amusing thing is that the French people have a preference of making their shopping in identified shopping malls. The city has various shopping malls selling varied items from consumables to clothing, and electronic items (Durmaz, Celik, & Oruc, 2011).

The shopping habits of the people in France (Paris) are suitable for business. This is because people have fully embraced capitalism and products are on quick sale. In addition, French people love shopping in malls particularly the discount malls. The French people would also have a preference in purchasing complete shopping for the household because of financial constraints. All these cultures portray a potential market where the Spring Cleans detergent may be sold.

There are different types of circumstances in which the product will be used considering that Spring Cleans detergent has a mild pH. This implies it can be used for cleaning various surfaces, including the hard surfaces. In this regard, the French people will find it fit for use in cleaning various surfaces, such as the polished floor, walls, and other hard surfaces in the house. It will also be employed in cleaning other items such as leather shoes, and clothes (Durmaz, Celik, & Oruc, 2011).

My channel of structure of selling the detergents is through exporting them to France, and employing agents who will sell the detergents at the renowned malls such as La Vallee Village. The objective of using this channel of distribution is to minimize on the costs of production; if they have to be made in France, it would be expensive. Secondly, I seek to capitalize on the good name of various malls, which will boost the sales of the detergent. As pointed out, when the detergents arrive in France, they will be sent to the selling agents who will retail them within the identified malls. This structure supports my objective.

Reviewing Peer Posts

The first post I read reported on selling the Spring Clean’s detergent in Spain (Madrid). The response indicated Madrid, Spain has a good market for the detergent because of the many design shops in the city. Madrid is known for cloth and design shops, and the people have a culture of purchasing clothes and design wear from the renowned shops. The city dwellers also have a shopping culture of purchasing many items online. This is because of the many online shops in Madrid. The post revealed opening online shops for the detergent in the city, and marketing the product. This when contrasted with the France strategy of using agents also makes more economic sense. The difference between this strategy and my strategy is the approach of distribution, where I intend to use real agents, while he would use the online shops to sell the detergent. The response also indicated washing of clothes as one of the main circumstance where the detergent will be used (Cannon & Rollin, 2001).

The second post I came across reported on the sale of Spring Clean’s detergent in Mexico. It was evident from the response that the shopping culture of Mexicans revolved around the open markets. Most of the Mexicans prefer purchasing their items from the existing open markets, although a fraction of the population also purchases items from the malls. The malls have begun picking up in some parts of the city. This is different from the case in Paris, where shopping is predominantly conducted in the city malls (Stephens & Greer, 2005).

The response also responded on the circumstances where the detergent will be used. In this case, the detergent will be used for domestic cleaning of the floors and walls. This is the same circumstance to the case in France. From the response, the preferred channel of distribution was through manufacturing the detergent in Mexico, and selling it in the open markets. This is contrasted to the exporting channel for Paris, France. This option made sense considering the low cost of labor in Mexico, as compared to the United States.

References

Cannon, J & Rollin, H. (2001). Business Culture and the Labor Market in Spain and Portugal.

The International Journal of Iberian Studies, vol. 14(3): 133-154.

Stephens, G.K., & Greer, C.R. (2005). Doing Business in Mexico: Understanding Cultural

Differences. Journal of Organizational Dynamics, vol. 24(1): 39-55

Durmaz, Y., Celik M. & Oruc R. (2011). The Impact of Cultural Factors on the Consumer

Buying Behaviors Examined Through an Empirical Study. International Journal of Business and Social Science, vol. 2(5): 109-114 [Special Issue -March 2011