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HISTORY 1989 Advance Agro Co, Ltd. Incorporated 1994 Becoming Advance Agro Public Co, Ltd HISTORY 1989 Advance Agro Co, Ltd. Incorporated 1994 Becoming Advance Agro Public Co, Ltd 1996 Export and Further 2 nd Factory 1998 Joined with Enso Group Co, Ltd and Oji Paper Co, Ltd.

DEVELOPMENT AND GROWTH 1989 20 - million- baht capitalization 1994 Increasing to 3. 55 DEVELOPMENT AND GROWTH 1989 20 - million- baht capitalization 1994 Increasing to 3. 55 -billion-baht capitalization Present 6. 3 -billion-baht capitalization

Operation • Quantity Sales growth every year • Continuously developed products • Expanding capacity Operation • Quantity Sales growth every year • Continuously developed products • Expanding capacity • Creating relationship with other suppliers

ìThreat from New Entrants ìSuppliers’ Power ìRivalry of Firms ì Threat from Substitutes Buyers’ ìThreat from New Entrants ìSuppliers’ Power ìRivalry of Firms ì Threat from Substitutes Buyers’ Power

SUPPLIERS’ POWER - Eucalyptus plantations on a commercial scale - Contract farming - Single SUPPLIERS’ POWER - Eucalyptus plantations on a commercial scale - Contract farming - Single chemistry supplier

RIVALRY OF FIRMS -In Local ; Price competitiveness - Less domestic competitors -Using world RIVALRY OF FIRMS -In Local ; Price competitiveness - Less domestic competitors -Using world market price foreign competitors -In foreign market, there are their own producers

THREAT FROM NEW ENTRANTS -High capital to invest -China, Vietnam slowly go into pulp&paper THREAT FROM NEW ENTRANTS -High capital to invest -China, Vietnam slowly go into pulp&paper industry THREAT FROM SUBSTITUES -Synthetic pulp and other pulp -Digital , Electronic devices

BUYERS’ POWER Domestic : B 2 B & B 2 C International BUYERS’ POWER Domestic : B 2 B & B 2 C International

STRENGTH -Resource owner (Eucalyptus, Power Plant) - Product differentiation and Brand loyalty - Strategic STRENGTH -Resource owner (Eucalyptus, Power Plant) - Product differentiation and Brand loyalty - Strategic Alliances

WEAKNESS - No bargaining powers in some raw materials - Loans from foreign bank WEAKNESS - No bargaining powers in some raw materials - Loans from foreign bank - Higher price compared with other competitors - For export, technology effecting to high costs

OPPORTUNITY - High growth rate from expanding education and publication industry - Supporting to OPPORTUNITY - High growth rate from expanding education and publication industry - Supporting to use more papers in some activities - Advantage of Cash flow

THREAT - Limitation of Production technology - Excess supply in Thailand - Importing some THREAT - Limitation of Production technology - Excess supply in Thailand - Importing some raw materials - pulp and papers’ world market price -Fluctuation of exchange rate

PULP PCKG KRAFT PAPER COATED SHORT IN OUT LONG Laminated None laminated UNCOATED H. PULP PCKG KRAFT PAPER COATED SHORT IN OUT LONG Laminated None laminated UNCOATED H. Q Market Segmentation REUSE

INDUSTRY STRUCTURE DOMESTIC Major competitors, Finex taken over by SPPC which sells : Papers INDUSTRY STRUCTURE DOMESTIC Major competitors, Finex taken over by SPPC which sells : Papers Kraft Packaging etc. Minor competitors : Producing pulp and papers

FOREIGN MARKET Major Competitors : Hong Kong , China, Malaysia, Taiwan, Singapore, Australia such FOREIGN MARKET Major Competitors : Hong Kong , China, Malaysia, Taiwan, Singapore, Australia such as Svensaka Cellulosa Aktiebolaget Company Minor Competitors : USA, Europe such as UPM-Kymmene Company

#* Intro Growth Checkout Maturity Decline #* Intro Growth Checkout Maturity Decline

VARIABLE FACTORS : DEMAND INTERNAL FACTORS : Technology Value EXTERNAL FACTORS : Economics VARIABLE FACTORS : DEMAND INTERNAL FACTORS : Technology Value EXTERNAL FACTORS : Economics

SUPPLY INTERNAL FACTORS : Competitors Law & Regulations EXTERNAL FACTORS : Free Trade Area SUPPLY INTERNAL FACTORS : Competitors Law & Regulations EXTERNAL FACTORS : Free Trade Area

INTERESTING : YES DOMESTIC : Higher in Demand Barrier to entry INTERNATIONAL : Excess INTERESTING : YES DOMESTIC : Higher in Demand Barrier to entry INTERNATIONAL : Excess supply in Thailand

GOOD ECONOMICS TECHNOLOGY TRADE POLOCIES COMPETITORS STABLE BAD GOOD ECONOMICS TECHNOLOGY TRADE POLOCIES COMPETITORS STABLE BAD

Results from cases 1. Best Case : Expand capacity and Product line, 2. Set Results from cases 1. Best Case : Expand capacity and Product line, 2. Set up the factory in foreign countries 3. 2. Moderate Case : Increasing the distribution channel, 4. Build brand image 5. 3. Worst Case : Decreasing capacity, Promotion, 6. Emphasizes on finding new channel

Corporate Strategy Core business : Producing pulp&papers to sell in domestic and to export Corporate Strategy Core business : Producing pulp&papers to sell in domestic and to export Business Boundary Expansion Strategy: After opening the Copy Center, continuously expanding product line focusing on new target improving skills training how to plant eucalyptus International Strategy

Business Strategy Mission : Producing the best quality of papers in Thailand Differentiation : Business Strategy Mission : Producing the best quality of papers in Thailand Differentiation : Better quality of products Better image, resulting from advertisements and PR New Channel from Copy Center

Functional Strategy Marketing : Various brands Increasing numbers of copy center Positioning products “Premium” Functional Strategy Marketing : Various brands Increasing numbers of copy center Positioning products “Premium” Promotion – Retailers and consumers R&D

Production : Computerized production TQM R&D Financing : Low interests effecting to low costs Production : Computerized production TQM R&D Financing : Low interests effecting to low costs HRM: Recruitment Training & Orientation Evaluation by MBO Good compensation

Strategy Analysis. 1 International Strategy: suitable for the business environment with the following condition Strategy Analysis. 1 International Strategy: suitable for the business environment with the following condition • More Exporting because of the over supply • Hard to establish the production base in other countries (less ROI, entry barriers, supplier and technology competitive ( • Unnecessary to establish foreign base (the channel of distribution through the joint company(

. 2 Business Boundary Expansion Strategy Suitable for the Environment in Local Market • . 2 Business Boundary Expansion Strategy Suitable for the Environment in Local Market • More product development to meet the vary demand of consumers

. 3 Differentiation Suitable for the Environment • The attitude about paper of consumers . 3 Differentiation Suitable for the Environment • The attitude about paper of consumers lead to price competitiveness • With price competitiveness , the competition will not be sustainable Conclusion As all the strategies of Double A are suitable for the current environment.

M A R POWER PLANT G RESEARCH & DEVELOPMENT EUCALYPTUS TRANSPORTATION SERVICE, WHOLESALE, AND M A R POWER PLANT G RESEARCH & DEVELOPMENT EUCALYPTUS TRANSPORTATION SERVICE, WHOLESALE, AND RETAIL HUMAN RESOURCE MANAGEMENT COMPUTER FOR PRODUCTION PLANT EUCALYPTUS MARKETING -COPY CENTRE PAPER PULP PRODUCTION KINDS OF PAPER-ADVERTISING LONG PULP -BOOT CHEMICALS I N N I G -SALE PROMOTION RESEAR CH R A M

Recommendation • In case of the long distance of exporting can cause more expensive Recommendation • In case of the long distance of exporting can cause more expensive price than the local firms, so AA should increase the channel by making contracts with new agents in foreign countries. • Build brands in foreign countries through agents, if it works and worth, AA should joint with suppliers there and further the factory or being as their pulp supplier.

 • In local, Should expand copy center in other provinces. • The company • In local, Should expand copy center in other provinces. • The company has business risk by the foreign loan which resulted in money fluctuation, so AA should make a forward contract. • Expand the office, but most of jobs are in BKK office

Mr. Mr. Miss Miss Srimontri Klanarong Chanatip Patcharawan Bhasinee Pisinee Mali Thanissara Deevicha ID. Mr. Mr. Miss Miss Srimontri Klanarong Chanatip Patcharawan Bhasinee Pisinee Mali Thanissara Deevicha ID. 4202612588 Petra ID. 4202612711 Pisutthisup ID. 4202620011 Muangkrung ID. 4202680023 Jirasavetakul ID. 4202680072 Mungkornkarn ID. 4202680114 Vithayasritada ID. 4202680437 Udomsuk ID. 4202680734 Ajarn Wai Chamornmarn