presentation history 1989 advance agro co,ltd. incorporated
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HISTORY
1989 Advance Agro Co,Ltd. Incorporated
1994 Becoming Advance Agro Public Co,Ltd
1996 Export and Further 2nd 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-billion-baht capitalization
Present 6.3-billion-baht capitalization
Operation
• Quantity Sales growth every year
• Continuously developed products
• Expanding capacity
• Creating relationship with other suppliers
Threat from Substitutes
Suppliers’ Power
Threat from New Entrants
Buyers’ Power
Rivalryof
Firms
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 market price for 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 industry
THREAT FROM SUBSTITUES
-Synthetic pulp and other pulp-Digital , Electronic devices
BUYERS’ POWER
Domestic : B2B & B2C
International
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
- 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 use more papers in some activities
- Advantage of Cash flow
THREAT
- Limitation of Production technology
- Excess supply in Thailand
- Importing some raw materials
- pulp and papers’ world market price
- Fluctuation of exchange rate
IN
OUT
COATED UNCOATED
Laminated None laminated
Market Segmentation
SHORT LONG H.Q REUSE
PULP PCKG KRAFT PAPER
INDUSTRY STRUCTUREINDUSTRY STRUCTURE
DOMESTICMajor competitors,Finex taken over by SPPC whichsells : Papers
KraftPackagingetc.
Minor competitors :
Producing pulp and papers
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
010
2030
4050
6070
8090
Intro Growth Checkout Maturity Decline
*
VARIABLE FACTORS :
DEMAND
INTERNAL FACTORS : TechnologyValue
EXTERNAL FACTORS : Economics
SUPPLY
EXTERNAL FACTORS :
INTERNAL FACTORS : CompetitorsLaw & Regulations
Free Trade Area
INTERESTING : YES
DOMESTIC : Higher in DemandBarrier to entry
INTERNATIONAL : Excess supply in Thailand
GOOD STABLE BAD
TECHNOLOGY
TRADE POLOCIES
COMPETITORS
ECONOMICS
Results from cases
1. Best Case : Expand capacity and Product line,
Set up the factory in foreign countries
2. Moderate Case : Increasing the distribution channel,
Build brand image
3. Worst Case : Decreasing capacity, Promotion,
Emphasizes on finding new channel
Corporate Strategy
Core business : Producing pulp&papers to sell in domestic and to export
After opening the Copy Center,continuously expanding product line focusing on new targetimproving skills training how to plant eucalyptus
International Strategy
Business Boundary Expansion Strategy :
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”
Promotion – Retailers and consumers
R&D
Production : Computerized productionTQMR&D
Financing : Low interests effecting to low costs
HRM: Recruitment Training & Orientation
Evaluation by MBO Good compensation
• Hard to establish the production base in other countries (less ROI,entry barriers,supplier and technology competitive)
1.International Strategy: suitable for the businessenvironment with the following condition
•More Exporting because of the over supply
• Unnecessary to establish foreign base (the channel of distribution through the joint company)
Strategy AnalysisStrategy Analysis
2.Business Boundary Expansion Strategy
Suitable for the Environment in Local Market• More product development to meet the vary dema
nd of consumers
3.Differentiation
Suitable for the Environment• The attitude about paper of consumers lead to pric
e competitiveness• With price competitiveness ,the competition will n
ot be sustainable
Conclusion
As all the strategies of Double A are suitable for the current environment.
POWER PLANT
TRANSPORTATION SERVICE, WHOLESALE, AND RETAIL
HUMAN RESOURCE MANAGEMENTCOMPUTE R FOR PRODUCTION PLANT
RESEARCH & DEVELOPMENT EUCALYPTUS
EUCALYPTUS
PAPER PULP
LONG PULP
CHEMICALS
PRODUCTION KINDS OF PAPER
MARKETING- COPY CENTRE- ADVERTISING
- BOOT- SALE PROMOTION- RESE
ARCH
M
A
R
G
I
N
N
I
G
R
A
M
RecommendationRecommendation
•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 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. Srimontri Deevicha ID.4202612588Mr. Klanarong Petra ID.4202612711Mr. Chanatip Pisutthisup ID.4202620011Miss Patcharawan Muangkrung ID.4202680023Miss Bhasinee Jirasavetakul ID.4202680072Miss Pisinee Mungkornkarn ID.4202680114Miss Mali Vithayasritada ID.4202680437Miss Thanissara Udomsuk ID.4202680734
Mr. Srimontri Deevicha ID.4202612588Mr. Klanarong Petra ID.4202612711Mr. Chanatip Pisutthisup ID.4202620011Miss Patcharawan Muangkrung ID.4202680023Miss Bhasinee Jirasavetakul ID.4202680072Miss Pisinee Mungkornkarn ID.4202680114Miss Mali Vithayasritada ID.4202680437Miss Thanissara Udomsuk ID.4202680734
Ajarn Wai ChamornmarnAjarn Wai Chamornmarn
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