THE PROBLEM What risks face the exp

THE PROBLEM
What risks face the exporter beyond the risks of doing normal local business? And what safeguards exist - to protect the exporter's interests?

THE PRINCIPLE
Exporting creates risks for everyone involved: governments, exporters and buyers alike. For the exporter, non-payment is the major risk: insurance. a bank guarantee or, most beneficially, a letter of credit offer proteciion. Problems in making delivery are best tackled by agreements tailored to the exporter's needs.

IN MORE DEPTH
In every export deal, there are four principal parties: the exporter, the importer, and the governments of the two countries involved. Each party faces a series of risks and should take protective measures.

Government: The government represents the interests of its people. These interests do not always coincide with the interests of an exporter who wants to maximize profit. All countries take measures to protect what they see as their best interests. One obvious example is the trade in weapons: countries such as Germany strictly control the export of weapons to areas of potential conflicts, international arms embargoes against countries perceived as aggressive are common. 4 In such a case, the threat to the national interest is obvious. Similariy, in time of famine, a government normally prohibits the export of food—regardless of the potential profits of an exporter.
Foreign exchange is another area where shortages often occur and where governments act to protect the interests of the country at large. Where a government sees a risk, it has little choice but take action to protect the country. The export license, phytosanirary certificate, certificate of origin, and many similar documents are the direct result. And governments not only restrict; they also promote – with direct incentive, tax credits, retention schemes, and so on. In practice, the individual exporter can do little to influence government policy or to alter public law, the instrument that the government uses to express its will. In regulating the relations between themselves, however, the exporter and the importer have a great deal of freedom; profitable use of this freedom is, in effect, the subject of this book.

The Exporter
For the exporter, every deal poses risks. The most obvious risk is the risk of non-payment—what happens if the goods are delivered but the buyer fails to pay? This is a risk in every kind of business, but it is particularly acute in exporting: the buyer is a long way off; he can make excuses that are difficult to check.

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4 Until early 1994, the countries in the “western alliance” used the COCOM (Coordinating Committee on Multilateral Export Controls) rules to control the export of weapons or strategic equipment such as computers to the Warsaw Pact countries.


Some typical examples:
- The goods never arrived;
- The goods arrived damaged;
- The central bank has no foreign exchange to make payment;
- A government regulation makes payment impossible.

Or he can simply disappear. Almost as damaging as non-payment is late payment: if, as sometimes happens, the exporter hopes for payment within thirty days but is not paid for eighteen months, then money must be borrowed from the bank: an expected profit can vanish in a matter of weeks.

And there are other problems too. The crucial moment for the exporter in any deal is the moment of delivery: as soon as delivery has successfully taken place, the exporter's main duties are discharged and the right to collect payment takes effect. But many things can delay delivery. For an example, let's go back to the Office Enterprises deal: Alec Patel is selling chairs made in Verbena to a company in Esperanza. Verbena is an island, so the chairs must go by sea. Who is responsible for organizing transport? If we assume that Patel and Gomez agreed FOB delivery 5, then the buyer, Gomez, must nominate a ship and Patel must load the goods on board. But what if the expected ship fails to arrive? The chairs will stand at the docks, rotting and rusting, earning nothing, even though Patel must pay to his suppliers the money he spent in manufacturing the chairs. A long delay will hurt him financially.

How can the exporter protect himself? The most obvious course is to deal only with trading partner's who are known to be trustworthy—and solvent. Unfortunately this strategy is not always practicable, in particular, the first business with a new partner is always risky. Two valuable mechanisms, however, protect the exporter against the risk of non-payment: third-pany security and the letter of credit.

Third-Party Security
The exporter can often secure a promise from a third party that if the buyer fails to pay, the invoice will be paid anyway. Such a promise may be given by an insurance com

Kết quả (Việt) 1:

CÁC VẤN ĐỀ Những rủi ro đối mặt với nước xuất khẩu vượt ra ngoài những rủi ro kinh doanh địa phương bình thường? Và biện pháp bảo vệ những gì tồn tại - để bảo vệ lợi ích của nước xuất khẩu? NGUYÊN TẮC Xuất khẩu tạo rủi ro cho tất cả mọi người tham gia: chính phủ, doanh nghiệp xuất khẩu và người mua như nhau. Đối với doanh nghiệp xuất khẩu, không thanh toán là nguy cơ lớn: bảo hiểm. bảo lãnh ngân hàng hoặc có lợi nhất, một thư tín dụng cung cấp proteciion. Các vấn đề trong việc giao hàng tốt nhất được giải quyết bằng thỏa thuận phù hợp với nhu cầu của doanh nghiệp xuất khẩu.SÂU HƠNTrong mỗi hợp đồng xuất khẩu, có bốn đảng chính: xuất khẩu, nhà nhập khẩu và các chính phủ hai nước tham gia. Mỗi bên phải đối mặt với một loạt các rủi ro và nên dùng biện pháp bảo vệ.Chính phủ: Chính phủ đại diện cho lợi ích của người dân của nó. Những lợi ích không luôn luôn trùng với lợi ích của một nước xuất khẩu những ai muốn tối đa hóa lợi nhuận. Tất cả các nước có các biện pháp để bảo vệ những gì họ nhìn thấy như là lợi ích tốt nhất của họ. Một ví dụ rõ ràng là việc buôn bán vũ khí: các quốc gia như Đức nghiêm túc kiểm soát xuất khẩu vũ khí tới các khu vực xung đột tiềm năng, lệnh cấm vận vũ khí quốc tế chống lại quốc gia coi là tích cực là phổ biến. 4 trong trường hợp này, mối đe dọa cho lợi ích quốc gia là rõ ràng. Similariy, trong thời gian nạn đói, một chính phủ thường cấm xuất khẩu thực phẩm — bất kể lợi nhuận tiềm năng của một nước xuất khẩu.Foreign exchange is another area where shortages often occur and where governments act to protect the interests of the country at large. Where a government sees a risk, it has little choice but take action to protect the country. The export license, phytosanirary certificate, certificate of origin, and many similar documents are the direct result. And governments not only restrict; they also promote – with direct incentive, tax credits, retention schemes, and so on. In practice, the individual exporter can do little to influence government policy or to alter public law, the instrument that the government uses to express its will. In regulating the relations between themselves, however, the exporter and the importer have a great deal of freedom; profitable use of this freedom is, in effect, the subject of this book.The Exporter For the exporter, every deal poses risks. The most obvious risk is the risk of non-payment—what happens if the goods are delivered but the buyer fails to pay? This is a risk in every kind of business, but it is particularly acute in exporting: the buyer is a long way off; he can make excuses that are difficult to check. ------------------------------------------------------4 Until early 1994, the countries in the “western alliance” used the COCOM (Coordinating Committee on Multilateral Export Controls) rules to control the export of weapons or strategic equipment such as computers to the Warsaw Pact countries.Some typical examples:- The goods never arrived;- The goods arrived damaged;- The central bank has no foreign exchange to make payment;- A government regulation makes payment impossible.Or he can simply disappear. Almost as damaging as non-payment is late payment: if, as sometimes happens, the exporter hopes for payment within thirty days but is not paid for eighteen months, then money must be borrowed from the bank: an expected profit can vanish in a matter of weeks. And there are other problems too. The crucial moment for the exporter in any deal is the moment of delivery: as soon as delivery has successfully taken place, the exporter's main duties are discharged and the right to collect payment takes effect. But many things can delay delivery. For an example, let's go back to the Office Enterprises deal: Alec Patel is selling chairs made in Verbena to a company in Esperanza. Verbena is an island, so the chairs must go by sea. Who is responsible for organizing transport? If we assume that Patel and Gomez agreed FOB delivery 5, then the buyer, Gomez, must nominate a ship and Patel must load the goods on board. But what if the expected ship fails to arrive? The chairs will stand at the docks, rotting and rusting, earning nothing, even though Patel must pay to his suppliers the money he spent in manufacturing the chairs. A long delay will hurt him financially. How can the exporter protect himself? The most obvious course is to deal only with trading partner's who are known to be trustworthy—and solvent. Unfortunately this strategy is not always practicable, in particular, the first business with a new partner is always risky. Two valuable mechanisms, however, protect the exporter against the risk of non-payment: third-pany security and the letter of credit. Third-Party Security The exporter can often secure a promise from a third party that if the buyer fails to pay, the invoice will be paid anyway. Such a promise may be given by an insurance com