| Course | GMK-7030 Global Marketing |
|---|---|
| Module | Module 4 |
| Paper type | Module 4 cumulative midterm assignment: entering global markets |
| Length | About 605 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | MBA in Marketing |
| Updated | October 2026 |
Free sample paper for GMK 7030 Module 4
Through an Importer First: An Entry Mode for Pine Barrens Farms in Japan
Student Name
MBA in Marketing, Thomas Edison State University
GMK-7030: Global Marketing
Mentor Name
Month Day, Year
Through an Importer First: An Entry Mode for Pine Barrens Farms in Japan
Introduction
By this point the course has settled three things: Pine Barrens should sell abroad, Japan comes first, and the targets are health-minded working women and active seniors. The remaining question is how to get its product to them. Keegan and Green (2019) describe entry modes as a ladder from exporting through licensing and joint ventures to ownership, each step adding control and commitment. This midterm compares five steps on that ladder for Pine Barrens and recommends one.
Criteria for the Choice
Anderson and Gatignon (1986) argued that entry mode is a trade-off between control and the cost of commitment: control lets a firm protect its brand and capture profit, but it requires resources and exposes the firm to risk. Johanson and Vahlne (1977) added that firms commit gradually as they learn. For Pine Barrens, four criteria follow: control over brand and price, investment required, risk if the market disappoints and how much the mode teaches the company about Japan.
Comparing the Modes
Indirect exporting is easy but teaches the company nothing and gives it no say in pricing or placement. Licensing would put the brand on a Japanese-made product, which removes the New Jersey origin at the center of the positioning in Module 3. A joint venture would bring knowledge and contacts, but a small grower has little to offer a Japanese partner beyond fruit, so the bargain would be unequal. A subsidiary offers control but requires staff, office costs and regulatory work the company cannot yet justify.
| Entry mode | Control | Investment | Risk | Learning |
|---|---|---|---|---|
| Indirect exporting through a U.S. export management company | Low | Very low | Low | Very low |
| Direct exporting through an exclusive Japanese importer | Moderate | Low | Low to moderate | Moderate |
| Licensing the brand to a Japanese snack maker | Low | Very low | Brand risk | Low |
| Joint venture with a Japanese food company | Shared | Moderate | Moderate | High |
| Sales subsidiary in Tokyo | High | High | High | High |
Recommendation: Direct Exporting Through an Importer
Pine Barrens should export directly to an exclusive Japanese importer that specializes in food from North America. The importer would handle customs clearance, Japanese labeling under the Food Labeling Standards, relationships with wholesalers and convenience store buyers and local promotion support. Pine Barrens would keep its brand, its origin claim and a say in retail pricing through the importer agreement. The agreement should cover three years, grant exclusivity only on condition of minimum annual purchases and give Pine Barrens approval over packaging and promotional claims.
To learn directly from consumers, the company should also sell a limited range through a cross-border store on a major Japanese online marketplace, using a fulfillment service. Online sales and reviews will show which flavors and pack sizes sell and will give the company evidence to bring to the importer and retail buyers.
Milestones for the Next Step
The importer route is a first step, not a final answer. Pine Barrens should consider a more committed mode, such as its own sales office working alongside the importer, if three conditions are met within three years: sales in Japan exceed $1.5 million a year, at least one national convenience store chain carries the product nationally and repeat online purchases show a loyal base. Meeting these milestones would justify the higher control and cost Anderson and Gatignon describe.
Conclusion
Direct exporting through an exclusive importer gives Pine Barrens enough control to protect its brand, needs little investment, limits risk and teaches the company about Japanese customers and channels. Combined with an online test and clear milestones, it follows the gradual path to commitment that the internationalization literature recommends.
References
Anderson, E., & Gatignon, H. (1986). Modes of foreign entry: A transaction cost analysis and propositions. Journal of International Business Studies, 17(3), 1-26. https://doi.org/10.1057/palgrave.jibs.8490432
Johanson, J., & Vahlne, J.-E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23-32. https://doi.org/10.1057/palgrave.jibs.8490676
Keegan, W. J., & Green, M. C. (2019). Global marketing (10th ed.). Pearson.
Reading the GMK 7030 Module 4 assignment instructions
The GMK-7030 cumulative midterm is one of the course's six written assignments, set in the module on entering global markets. The midterm questions usually set exporting, licensing, franchising, joint ventures and full ownership against one another for a single firm and market, then ask for a choice grounded in your earlier findings. Some versions use a case from the text. Answer each question clearly, use criteria such as control, investment, risk and learning, and support your recommendation with theory. Keep to the length the assignment sets and cite in APA style. Expect the midterm to reward answers that draw on your own earlier assignments, since it is cumulative by design.
Inside the GMK 7030 Module 4 example
The paper begins by summarizing what Modules 1 to 3 decided and posing the entry question. A criteria section draws on transaction cost and process theory. A table compares five modes on control, investment, risk and learning, and the text rules out four of them using earlier findings, such as the positioning on New Jersey origin. The recommendation sets out the importer agreement's key terms and adds an online test. A milestone section names the conditions for moving to more control, so the recommendation includes its own exit. The cumulative design shows how each module's decision constrains the next. The milestones turn the recommendation into a plan that can be reviewed, which is what a manager would expect.
Where the marks sit in the GMK 7030 Module 4 rubric
The midterm is graded like the other written assignments but expects more integration. Mentors reward accurate description of entry modes, use of criteria rather than preference, a recommendation that fits the company's resources and links to earlier course work. Answers that name terms for the chosen mode, such as exclusivity and performance requirements, show practical understanding. Clear organization, with a comparison table or similar device, and APA citation of the text and sources complete the credit. Answers that list modes without choosing one earn the least. Mentors also value recognition of the risks of the chosen mode, such as dependence on one importer, with a way to manage them. A recommendation that sets conditions for moving to more control shows an understanding of entry as a process.
GMK 7030 Module 4 help: mistakes that cost marks
Students lose points on the midterm by recommending a subsidiary or joint venture for a small firm without addressing cost and risk, by choosing licensing without considering the brand, or by ignoring what earlier modules decided. Others describe every mode at equal length and never compare them. Use explicit criteria and a table. Rule out alternatives with reasons from your own analysis. Spell out the main terms of the deal you propose and what would trigger a move to a different mode. A free first sample for your own GMK-7030 midterm market is available on request. Avoid recommending a mode the company could not afford or staff.
Write yours, or have the desk draft it
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More GMK 7030 and MBA in Marketing sample papers
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GMK 7030 Module 4 questions, answered
Where can I find a free GMK 7030 Module 4 sample paper?
The full midterm answer for Pine Barrens Farms is above, comparing five entry modes for Japan and recommending an exclusive importer.
What are the main global market entry modes?
From the least to the most committed: exporting, then licensing or franchising, then a joint venture and finally a subsidiary the firm owns outright.
What is the difference between direct and indirect exporting?
Indirect exporting sells through a domestic intermediary; direct exporting sells to an importer or buyer in the foreign market.
Why would a company start with exporting?
It needs little investment, limits risk and lets the firm learn the market before committing more resources.
What should an importer agreement include?
Territory and exclusivity, minimum purchases, pricing and promotion responsibilities, brand approval rights and a term with renewal conditions.