IBM3713

Group 7 Section 402

Tang Sang Ha Company Limited was founded in 1910 by Mr.Laichiang Sae Tang in Chonburi He experimented various kinds of fishes and later concluded that Anchovy is the most suitable.

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By 1919, Tiparos fish sauce was first put into the factory in the Hokkian pier, Chonburi. Tiparos fish sauce was first exported in 1968 Tiparos fish sauce is now being exported to many countries around the world including Hong Kong, Japan, Taiwan, Korea and the United States.

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Tiparos fish sauce is now manufactured by the automated machines and computer to minimize the deviation of quality from human. Currently has 3 factories:
o 2 in Chonburi and 1 in SamutPrakarn.

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Tiparos Factories

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Tiparos fish sauce is fitted in food industry Food industry in Thailand is known to be the kitchen of the world. In 2010, Thailand was ranked as the 7th largest food exporter which was around 2.7% of the country GDP.

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The main focus is on the people aged from 15 to 65. The occupation of housewife and chef. Who gives importance on ingredients quality.

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of Tiparos

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Leader and largest producer and exporter. Leader in modern production Well-known as the excellent quality of product more than 20 years.

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Resources and Capabilities

use expert to control all processes
skilled & experienced employees

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Resources and Capabilities

High technology automated

machines 35,000 bottle per hour

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Resources and Capabilities

Factory located in Chonburi rich of Anchovy

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Differentiation Strategy
focus on quality, cleanliness, and safety
primary aim to benefit consumers use quality as a identity to compete in the market

Luederat C. 5236813

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Political

Economic
Iran

Social
Philippines

Technological
Vietnam

Government Type Laws & Regulations Trade agreements

Islamic Republic

Republic

Communist Party Two separate laws ASEAN ASEAN Free Trade Area (AFTA) Asia-Pacific Economic Cooperation (APEC) WTO MekongGanga Cooperation (MGC) The Greater Mekong Subregions (GMS)

Legal right exactly the Treated the same same manner and must register Indian Ocean Rim Association for Regional Cooperation (IORARC) The Asia-Middle East Dialogue (AMED) ASEAN ASEAN Free Trade Area (AFTA) Asia-Pacific Economic Cooperation (APEC) WTO

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Political

Economic
Iran

Social
Philippines

Technological
Vietnam

Economic system GDP (purchasing power parity) (2010 est.)

Market economy $818.7 billion

Mixed economy $351.4 billion

Market economy $276.6 billion

Real GDP Growth

(2011 est.)

2.5%
18.3% $267,183.8 million 140

4.5%
4.5% $152,901 million 134

5.8%
18.7% $76,367.6 million 90

Inflation
(2011 est.)

Annual Disposable Income Ease of doing business ranking (out of 184

countries)

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Political

Economic
Iran

Social
Philippines

Technological
Vietnam

Population
(July 2011 est.)

77,891,220 million Persian

101,833,938 million Filipino (based on Tagalog) English

90,549,390 million Vietnamese English (as 2nd language) French, Chinese, Khmer Buddhism Balance eating Main condiment is fish sauce (nuoc mam)
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Language

Dominant Religion Dietary Preferences

Muslim Herbs Spices

Roman Catholic Tasty Not too spicy

Political

Economic
Iran

Social
Philippines

Technological
Vietnam

R&D Activity

Many barriers Lack of proper infrastructure

Lack of R&D personnel in industry

Government helps Still small in scale

Media Press freedom Television Internet users

Some restriction Popular (80%

viewers)

32.2 million

Under the constitution Dominant 30 million

Strong control Dominant 28.6 million

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Source: Adapted from http://www.heritage.org/Index/visualize

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Vietnam

Fu-Chia T. 5236925

 Population

of around

90,549,390 One of the fastestgrowing economies in Southeast Asia Country is expected transformed into lowermiddle income country in the new future.

Fu-Chia T. 5236925

In 2011, Fish sauce market in Vietnam is worth around 6,664.6 billion VND ( $300 million ) Fermented fish sauce or nuoc mam is a staple. Most common cooking ingredient contains many, small unbranded local products whose goods are homemade and sold in traditional wet markets at ultra low price points. As the populations disposable income continues to increase, the market is expected to shift towards branded fish sauce consumption, especially in urbanized areas.
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 Branded

& packaged Fish Sauce will continue to grow in Vietnam due to certain market-related trends
o Demand for quality products Vietnamese consumers are more willing to pay for safe and high quality products. o Better product offerings Fish sauce now comes in different sizes and intensity o Room for more penetration The consumption of fish sauce in Vietnam is ever increasing
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 The

Bargaining Power Of CustomersHIGH

o many brands of fish

sauce readily, available for purchase o Low cost of switching o Other price factors

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 The

Bargaining power of Suppliers LOW

o Tiparos made from

small, marine fish such as anchovies, sardines, squids o Fishes are abundant and are widely caught by fisherman throughout the coastline of Thailand
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Substitute of products and ComplementsExtremely LOW

o Fermented fish boasts a

unique taste and odor. There are very few condiments that can produce such imitation.

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Threat of New EntrantsMODERATE to HIGH

o process of manufacturing

branded, bottled fish sauce requires very little funding o Entry barriers are relatively low due to minimal technology and capital expenditure requirements o Abundant supply of raw materials and locally made fish sauce
Fu-Chia T. 5236925

Degree of competitive rivalryHIGH

o Tiparos will face

intense competition in Vietnams o those locally made unbranded fish sauce. o some large manufacturing firms who have capture large market share

Fu-Chia T. 5236925

Shottsuru by Moroi Brewery (Japan)

Squid Brand (Thailand)

Silver Swan (Philippines)

Fu-Chia T. 5236925

 Masan

Corporation

Lien

Thanh Co.

o Chin Su Fish Sauce

o Nam Ngu Fish Sauce

Fu-Chia T. 5236925

 Viet

Huong Co.

o Three Crabs Brand o Flying Lion

Fu-Chia T. 5236925

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Strengths
o Factory location near to the resources needed for production

o Abundance of resource in the area

o High technology comparing to competitors o Long history of a company has created the strong culture in the

company o Employees are experienced as they work in a company for a long period of time o Stronger brand image than competitors

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Weaknesses
o Company has narrow a product line o Operate as family business which could slow down the

development of the company o The long tradition that the company has might encourage the company to avoid change which could be harmful to the company itself o The price of Tiparos fish sauce is higher than competitors

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Opportunities
o The development of ASEAN allows Tiparos to export much

easier and at the cheaper price than before. o Thai food is becoming more and more well known to the world which as well introduce fish sauce to the world. o There are more Thai people living around the world which create new sections of demand.

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Threats
o There are many competitors both existing and new entrants. o Trade agreements allow foreign brands to enter both Thai

market and foreign markets. o Labors in many countries are still cheaper than Thailand which could give them a more competitive price than Tiparos.

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International strategy

Selling global products and using similar marketing techniques. Limited adjustment. Upstream in competitive advantage in value chain. remain concentrated at home country. Cost savings of centralization offset the lower costs of higher quality raw materials/labor from worldwide locations.

Because;

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Mode
Exporting

Advantage
- No knowledge spillovers - Can control the over use of assets in production activities. - Have the cheapest cost of transportation. - No investment is required. - Easy to manage and sell a product in international market. - Minimizes risk and investment. - Speed of entry. - Able to circumvent trade barriers.

Disadvantages
- Trade barriers & tariffs add to costs. - View as outsider.

Licensing

- Lack of control over use of assets. - Licensee may become competitor. - Knowledge spillovers. - License period is limited. - Difficult to manage. - Dilution of control. - Greater risk than exporting and licensing. - Knowledge spillovers - Partner may become competitor. - Higher risk than other modes. - Requires more resources and commitment. - May be difficult to manage the local resources. Panita I. 5125402

Joint Ventures - Overcomes ownership restrictions and cultural distance - Combines resources of 2 companies. - Potential for learning. - Less investment required. Direct Investment - Greater knowledge of local market. - Can better apply specialized skills. - Minimizes knowledge spillovers. - Can be view as insider.

Mode Exporting

Advantage - No knowledge spillovers - Can control the over use of assets in production activities. - Have the cheapest cost of transportation. - No investment is required. - Easy to manage and sell a product in international market.

Disadvantages - Trade barriers & tariffs add to costs. - View as outsider.

Exporting Indirect exporting

Using intermediaries; EMC and ETC.

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International Division in a Domestic Product Structure

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Ethnocentric: managers and technical workers follow the

parent organization's home-country practices.

Benefits:

Greater control and loyalty.

Key decisions centralize.

No need an expatriate manager.

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