Wafex Company Analysis
Wafex is a wholly owned Australian business involved in the horticulture industry since the year 1990. The company is presently AustraliaвЂ™s leading exporter to flower importers and wholesalers domestically and around the world, with expertise in providing Australian native wildflowers both fresh and dried varieties. WafexвЂ™s business strategy is to be proactive in selling, with a strong customer focus, and continually looking for opportunities to add value to its services. The company and its owners are aware of the importance of exporting for the survival and expansion of the company; and also believe quality and time to market are important factors in gaining a competitive advantage in the international market.
The purpose of this case analysis report is to discuss WafexвЂ™s feasibility of entering the China market; identify WafexвЂ™s target market; consider a suitable marketing mix for the companyвЂ™s upper socio-economic target market; discuss possible environmental factors in Australia that can affect Wafex; and an explanation on why Wafex have strong personal relationships with both suppliers and customers.
(Q1.) The feasibility of wafex entering the china market
Wafex presently export to over 16 countries (Wafex, 2006)1 that include Japan, USA, and Taiwan, and it can be assumed that the company persist to look for more opportunities to expand its exporting business overseas, such as the prospect of entering the China market. The viability of Wafex entering China is negative, although Wafex may possess certain strengths however there are major threats, which may hinder the companyвЂ™s feasibility of entering China.
STRENGTHS AND OPPORTUNITIES
The uniqueness of WafexвЂ™s products вЂ•Majority of exported products are all exclusively Australian grown, which gives the company a competitive edge against competitors when entering China market.
ChinaвЂ™s entry into the World Trade Organisation in 2001 has opened up many opportunities for Wafex. The company could capitalise on the increase in their Asian market size: Japan, Taiwan, Singapore, Hong Kong, Korea, and potentially China.
Under the Australian-China Agricultural Cooperation Agreement, Wafex has been given funding by the Federal Government to pioneer the trade delegation to China, giving them an artificial competitive advantage over competitors in other countries (Maarschalk, 2004) . This funding gives Wafex the opportunity to research and develop new varieties of flowers and products that Chinese customers demand for.
Promotion of Wafex in the China market may not be as costly since the positive reputation of Wafex has been spread to China from Japan, thus reducing advertising costs. However, additional information is needed in understanding the Chinese culture and values and forms of promotional mix that attracts this market.
China has a system of modern transportation with shipping ports, road and rail networks (TravelChinaGuide.com, 2008) , WafexвЂ™s logistic providers can take on the opportunity to form networks with ChinaвЂ™s air/sea freight transportation networks, and thus create possibilities of negotiating transportation costs to China.
There is a high possibility that Wafex will face strong competition when entering the Chinese market as other foreign competitors have the ability to produce Australian native products at a much cheaper price (Maarschalk, 2004)2.
China is a possible threat as a strong competitor to Wafex:
China has low cost labour and greater accessibility to the Japanese and other Asian markets.
China had an estimated 60,000 hectares of land under cultivation for flowers and foliage in 1994, oppose to Australia with only 3940 hectares in 1993 (International Labour Organisation, 2008) .
The Chinese government has вЂњCommitted to help build the infrastructure necessary to make the country a cut-flower export powerhouse. China has more hectares in flower production than the rest of the world combinedвЂќ (FloristsвЂ™ Review Enterprises, 2006)
ChinaвЂ™s export value of cut flowers in 2006 have increased since 1990вЂ™s (figure 1), thereвЂ™s potential it will further rise when the country becomes a вЂ?Cut flower export powerhouseвЂ™.
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