TABLE OF CONTENTS

1. INTERVIEW WITH AN INTERNATIONAL TRADER......………………..1

2. REFERENCES………………………………………………………………..5

3. APPENDICES: TURNITIN ORIGINALITY REPORT

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Interview with Mr Hans Singh (owner of PS Trading cc)

If you have moments when, standing on the precipice before you take a leap of faith for your
business, you question whether it is really time that capitalism rewards risk, then think of
Hans Singh. Kroon (1990:53) stated that international business activities refer to profit-
orientated activities across national borders. My interview with Hans Singh, the owner of PS
Trading cc, revealed his world as an international trader and how he grew his fathers import
business into a profitable enterprise that boasted sales in the Millions confirming that big
rewards can follow big risks.

From a young age of only six, Hans was involved in his fathers garment business serving
customers, and by the time he turned 12, he understood the functions of running a profitable
business. Hans never expected a cushy rise to the top of the family business as he was aware
that he had to work very hard for a small salary. Determined to improve the business that he
was eventually tasked with managing when his father passed on, Hans spent time in India,
exploring the Indian garment manufacturing Industry. Despite Hans having no experience of
travelling abroad, and not having any knowledge of India, he eventually set up supplier
networks in Mumbai. Little did he realise that it was the journey that shaped his future. I
interpret Han’s character to show a strong locus of control as he ventured into a foreign land,
with no knowledge of the market, and viewed challenges as opportunities. He believed in his
ability of controlling his own destiny. The adversity he experienced in venturing into Indian
markets was his hindsight, and his success was due to perseverance and strong determination.

Since 1997, PS Trading had imported traditional and modern Indian garments and supplied
them to major Indian clothing stores locally. The company was founded as a result of the
desire to be a successful international trader, explained Hans. Hans explained that he was left
disheartened when his father passed on in 1996 and he had no alternative but to resign as an
international Buyer, for Toyota Tshusho Pty (Ltd) and take over the business from where his
father had left off. PS trading had humble beginnings, starting as a 2 man family operation,
with no business premises other than Han’s home as the administration office and the 40m²
garage as a warehouse. However, Hans researched his market locally well and by 2002,
demand for his products had grown to the extent that new premises were required. The home
operation was moved to a warehouse in Springfield Park, where Hans developed distribution
networks.

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While his father may have created an opportunity, I interpret Han’s decision to continue with
the Business was strongly influenced by the profits it was making. I also feel that the way of
life he enjoyed currently reaffirmed that wealth strongly influenced the decisions he made. I
gather that the world of an international trader involved initiative, perseverance, and hard
work especially when utilising foreign markets for products. As explained by Hans that in
order to be a successful trader one has to show great agility to adapt to different cultures and
challenges that each country presents. Hans then explained that his experiences in India
developed his entrepreneurial ability in identifying opportunities and tapping into emerging
markets. Hans further explained that, ‘the condition in India was extremely trying” and “he
had no social life in an antagonistic environment”. It is apparent that Hans was prepared to
adapt to a different environment and take risks, in order to meet his business goals and
develop self confidence. I believe that his experiences in India opened up new insights to take
risks.

Thompson et al (1998:80) stated “The threat of entry was stronger when the entry barriers
were low, when there was a sizeable pool of entry candidates, when incumbent firms were
unable or unwilling to vigorously contest a newcomer’s efforts to gain a market foothold, and
when a newcomer could expect to earn profits.” While change and fear of the unknown may
generally deter someone from taking up opportunities in foreign countries, it seemed that
Hans crossed these barriers by viewing change as an opportunity, in keeping with the
entrepreneurial spirit.

Sharon (2010) explained that the volatility of world markets and the graceless scramble of
bailouts followed by the global credit crunch saw business confidence plummet. So it was not
surprising that when Han’s company was financially threatened by the global recession in
2009, Hans saw this as an opportunity to expand his customer base and moved from
focussing on only Indian traditional wear, to supplying Western (manufactured and designed
in India) ladies and infants garments to HUB chain stores across KZN. The opportunity to
secure wealth was his main objective therefore he took advantage of the ailing clothing
manufacturing industry locally and positioned PS trading as a profitable clothing supplier.
I see his decision to be influenced by his “calculated risk taking”, and when Hans realised
that PS Trading was in a position of weakness, he seized the opportunity that existed and
made a success of it.

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By reflecting back on this interview I learned that to be a successful international trader, one
has to demonstrate qualities beyond that of being an entrepreneur. Confidence and the ability
to identify and exploit the potential of emerging markets and opportunities, requires the right
timing. One has to also have a good understanding of the ever changing nature of the global
economy and have the ingenuity to guide one’s business through successful change. I also
feel that to be successful in foreign markets, one has to show respect and understanding of
different cultures and be able to adapt to new environments. International trade involves
working for long hours so that one can communicate with business partners in foreign
countries. Due to the age of technology such as the internet and E-mail, undertaking
international business was not as difficult as in the past.

Word Count: 1000

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 REFERENCES:

1. Kroon J(Ed), 1990. General Management: 2nd Edition.

2. Sharon Davis, 2010. Article: Road to recovery could be bumpy.
www. leadershiponline.co.za
3. Thompson, Arthur.A, Jr & Strickland A.J, 1998, Strategic Management Concept and
Cases: 10th Edition.