PRESENTATION

1. PRESENTATION

2. 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.

3. DEVELOPMENT AND GROWTH 1989 20- million- baht capitalization 1994 Increasing to 3.55-billion-baht capitalization Present 6.3-billion-baht capitalization

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

5. FIVE FORCES ANALYSIS

6. Threat from New Entrants • RivalryofFirms • Suppliers’ Power Buyers’ Power • Threat from Substitutes

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

8. 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

9. 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

10. BUYERS’ POWER Domestic : B2B & B2C International

11. SWOT ANALYSIS STRENGTH • Resource owner (Eucalyptus, Power Plant) - Product differentiation and Brand loyalty - Strategic Alliances

12. 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

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

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

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

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

17. 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

18. INDUSTRY EVOLUTION • * Intro Growth Checkout Maturity Decline

19. SCENARIO ANALYSIS VARIABLE FACTORS: DEMAND Technology Value INTERNAL FACTORS : EXTERNAL FACTORS : Economics

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

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

22. GOOD STABLE BAD ECONOMICS TECHNOLOGY TRADE POLOCIES COMPETITORS

23. Results from cases • 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

24. CorporateStrategy Core business : Producingpulp&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

25. 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

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

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

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

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

30. 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.

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

32. Recommendation • In case of the long distance of exporting cancausemore 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.

33. 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

34. THE END

35. PRESENTED BY Mr. Srimontri Deevicha ID.4202612588 Mr. Klanarong Petra ID.4202612711 Mr. Chanatip Pisutthisup ID.4202620011 Miss Patcharawan Muangkrung ID.4202680023 Miss Bhasinee Jirasavetakul ID.4202680072 Miss Pisinee Mungkornkarn ID.4202680114 Miss Mali Vithayasritada ID.4202680437 Miss Thanissara Udomsuk ID.4202680734 Instructor's name : Ajarn Wai Chamornmarn