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Why Frozen Poultry is in so Much Demand

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Frozen duck and poultry are the commodity which are highly popular and in great demand all over the world. The frozen duck and poultry market is developing one. The western culture has made an inroad into these countries, so now there is consciousness for frozen food like frozen duck and poultry. Busy lifestyle of every people has increased the demand for convenience food. Usually frozen duck and poultry has been frozen immediately after the poultry and duck harvested.

Freezing stops bacterial growth. The complex chemical changes that cause deterioration of the meat, such as rancidity, are also slowed down considerably. Freezing meat can therefore preserve the meat in good condition and retain its wholesomeness and quality for long periods ranging from 6 months to a year depending on the kinds of meat. Upon thawing, the quality of the meat should be as acceptable to the consumer as the fresh product. Frozen meat and frozen poultry are convenient and ready for use straight from the refrigerator. You can be assured that the frozen meat that you buy is fresh, wholesome and safe.

The origin country of frozen duck is Thailand and china. Different restaurants and exporters offers large variety of frozen duck products like breast (skinon boneless BB & SBB), leg bone-in/ boneless, wings, paws, tongue, liver, gizzards etc. Frozen poultry basically origins in Thailand, China and South America. Various restaurants and exporters offers different products of frozen poultry like whole, griller type, breast (skinon boneless and skinless boneless BB & SBB), fillet (tendon-on, tendon less), legs (bone-in/ boneless), drumstick, wings, wingstick, paws, liver, wing tips, gizzards etc.

Frozen duck and frozen poultry are rapidly gaining a foothold throughout markets in North American, Europe and Australia as well as Asian countries. Their consistent tastes make it an obvious choice for the restaurant, retail, food service and processing sectors.

Siam Canadian is one of the industry leaders in sourcing and delivery of the highest quality frozen poultry meat like frozen duck and frozen chicken liver to major buyers worldwide. Siam Canadian currently supplies these items from Thailand, China, India, the Middle East, Argentina and South America.

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Source by Mike Nicholson

Foreign Direct Investment in Retailing in India – Its Emergence & Prospects

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                                                   Abstract

In recent years the destination sectors in FDI have became more varied.  FDI inflows have shifted from infrastructure, natural resources and export driven manufacturing to other areas such as retailing, tourism, construction and off shore services.  A World Bank study showed that cumulative FDI inflows to the retail sector in the 20 largest developing countries amounted to US$ 45 billion in 1998-2002 (about 7 per cent of the total of these countries).  The study showed that after liberalization; countries such as Brazil, Poland and Thailand have received significant FDI in retailing. 

In spite of the recent developments in retailing and its immense contribution to the economy, retailing continues to be are the least evolved industries and the growth of organised retailing in India has been much slower as compared to rest of the world. Over a period of 10 years, the show of organised retailing in total retailing has grown from 10 per cent to 40 percent in Brazil and 20 percent in China, while in India it is only 2 per cent (between 1995-2005). One important reason for this is that retailing is one of the few sectors where foreign direct investment is not allowed. Within the country, there have been protests by trading associations and other stakeholders against allowing FDI in retailing. On the other hand, the growing market has attracted foreign investors and India has been portrayed as an important investment destination for the global retail chains. The present paper attempts to analyze the reason why foreign retailers are interested in India, the strategies they are adopting to enter India and  there prospects in India

After the waves of globalisation, liberalisation and privatisation marketing scenario particularly retailing has changed radically. These changes have resulted in emergence of new environment for buyers’ behaviour and purchasing habits. The upper and upper middle strata of the society now prefers to purchase well established branded goods from standard showrooms and it has transformed the entire picture and perception not only in the metro cities but almost in all big cities of our country. It is worth mentioning that retailing in India has been hailed as one of the sun-rise sectors in the economy. According to A. T. Kearney, a well known International Management Consultant, “India is the second most attractive retail designation globally, among thirty emergent markets.” Till now unorganised retailing sector was dominating retail trade in India by constituting 98% of all retailing trade but now not only traditional Indian retailers but giant Indian retailers like Reliance has entered in the area and is planning to expand its activities in this sector in a big wag. Even world renowned retailing organisation like Wal-Mart has decided to enter in India via joint venture with Bharti and French retailer Carrefour is busy in chalking out strategy to enter the hyper market and supermarket retail format in India through Dubai based retail major Landmark group.

            In this context an effort has been made in this paper to review the emergence of global retailers in India, to examine the govt. policy relating to FDI in retailing and to evaluate the prospects of global retailing in India.

Why Global Retailers are Interested in India?

More specifically the global players are interested in India due to following reasons:

I)             Strategic Location & Geography:  India enjoys unique geographical advantage. It is strategically located in Asia with access to all leading markets of the World. With total area of 32, 87,590 Sq. Km, Coastline of 7000 Km and borders with six countries India becomes most promising destination for the foreign direct investment.

II)          Versatile Demographics: Demographically with a population of more than 1.1 billion and diverse culture, India is a land of all seasons.  India presents a real cosmopolitan population with diverse religions and culture. Hinduism, Buddhism, Jainism, Sikhism, Christianity and Islam are the main religions of India. This variety of religions provides India with a diverse culture. Besides, India has versatile population of urban and rural nature. This versatility of population makes India a ready made market for foreign retailers.

III)       Vast growing Economy: On economic front, India the largest democracy of the world, have a stable Govt. with robust programme of economic reforms. India with  a foreign exchange reserve of more than US $120 billion, FDI of more than US $9.9 billion ,average GDP growth of more than 7% per annum, rupee appreciation Vs U.S dollar of more than 2% in last two years and with a rapidly growing investment in infrastructure has all the ingredients of a emerging economic super power. India is tipped to be third largest economy in terms of GDP by the year 2050 (Table 1)   

                       Table 1: Forecast of GDP ($ Trillion)

Country

2010

2050

China

3.0

44.5

U.S.A

13.3

35.2

India

0.9

27.8

Japan

4.6

6.7

Brazil

0.7

6.1

Russia

0.8

5.9

U.K.

1.9

3.8

Germany

2.2

3.6

Italy

1.3

2.1

Source: McKinsey Quarterly Nov.04

                  In such a scenario every multinational aims to set up a base in India, not to participate in Indian growth story, rather to build their own future.

IV)  Retailing: The Emerging Revolution: Retailing is the largest private industry in India and second largest employer after agriculture. The sector contributes to around 10 percent of GDP. With over 12 million retail outlets, India has the highest retail outlets density in the world. This sector witnessed significant development in the past 10 years from small unorganized family owned retail formats to organized retailing. Liberalization of the economy, rise in per capita income and growing consumerism has encouraged large business and venture capitalist in investing in retail infrastructure. The importance of retail sector in India can be judged from following facts (a) Retail sector is the largest contributor to the Indian GDP (b) The retail Sector provides 15% employment (c) India has world largest retail network with 12 million outlets (d) Total market size of retailing in India Is U.S $ 180 billion (e) Current Share of Organized Retailing is just 2% which comes around to $3.6 trillion (f) Organized retail sector is growing @ 28% per annum.

V)    Indian Retailing: Opportunities Unexplored: India is sometimes referred to as the nation of shopkeepers. This is because the country has the highest density of retail outlets – over 12 million. However, unlike most developed and developing countries, Indian retail sector is highly fragmented and bulk of the business is in the unorganized sector. As compared to China (Table 2) the presence of global players in India is very less

Table 2: Number of Foreign Retailers in India & China

Retailer

China

India

           Wal- Mart

40

——–

           Carrefour

53

———

           Tesco

30

———–

            Metro

21

02

            KFC

Over 1000

04

            Starbucks

70

——

            McDonald’s

580

47

            Pizza Hut

110

75

            Louis Vuitton

06

2

            Prada

10

——–

            B&Q

20

——-

            Hugo Boss

60

02

Source: McKinsey Quarterly Nov.04

India in such a scenario presents following facts to foreign retailers:

  • There is a huge, huge industry with no large players. Some Indian large players have entered just recently like Reliance, Trent
  • India can support significant players averaging $1 bn. in Grocery and $0.3- 0.5 bn. in apparel within next ten years.
  • The transition will open multiple opportunities for companies and investors

In addition to the above, improved living standards and continuing economic growth, friendly business environment, growing spending power and increasing number of conscious customers aspiring to own quality and branded products in India are also attracting to global retailers to enter in Indian market.

Major Global Players in Retailing:   The top 30 global retailers together with their percentage of sale from grocery and the percentage of sales in domestic and foreign markets for the year 2003 are given in Table 3. 

Table 3: Top 30 Global Retailers with their Sales in Grocery and Percentage

Share of Domestic and Foreign sales in Total Retail Sales, 2003

  Rank

Company

Country of Origin

Net Sales 2003 (USD mn)

Grocery Sales (%)

Domestic Sales(%)

Foreign Sales(%)

1.

Wal-Mart

USA

256,329

43.7

79.1

20.9

2.

Carrefour

France

79,609

77.4

50.7

49.3

3.

Ahold

Neth.

63,325

84.0

15.8

84.2

4.

Metro Group

Germany

60,532

50.5

52.9

47.1

5.

Kroger

USA

53,791

70.2

100.0

0.0

6.

Tesco

UK

50,326

74.6

80.1

19.9

7.

Target

USA

48,163

17.8

100.00

0.0

8.

Rewe

Germany

44,251

7.6

71.4

28.6

9.

Aldi

Germany

41,011

83.6

63.0

37.0

11.

ITM(Intermarche)

France

37,723

77.3

72.2

27.8

12.

Safeway(USA)

USA

35,552

75.5

85.3

14.7

13.

Schwarz Group

Germany

33,357

83.0

66.2

33.8

14.

Schwarz Group

Germany

33,357

83.0

66.2

33.8

15.

Walagreens

USA

32,505

380

100.00

0.0

16.

Auchan

France

32,422

57.2

57.5

42.5

17.

AEON

Japan

30,574

47.2

91.7

8.3

18.

Ito-Yokado

Japan

30,541

62.5

73.8

26.2

19.

Edeka

Germany

29,670

83.8

91.2

8.8

20.

Sainsbury

UK

27,995

73.3

85.1

14.9

21.

Tengelmann

Germany

27,721

69.7

49.1

50.9

22.

Leclerc

France

27,332

59.9

95.7

4.3

23.

CVS

USA

26,588

31.2

100.0

0.0

24.

Casino

France

25,958

73.3

58.9

41.1

25.

Kmart

USA

23,253

14.0

100.0

0.0

26.

Delhaize Group

Belgium

21,256

77.1

20.1

79.9

27.

Loblaw

Canada

18,002

77.5

100.0

0.0

28.

JC Penney

USA

17,786

16.9

99.4

0.6

29.

Coles Myer

Australia

17,523

58.5

99.4

0.6

30.

Daiei

Japan

17,158

43.3

98.9

1.1

Total Top 30

1,287,382

Others

2,612,618

Total Worldwide

3,900,000

                 

Source:  Extracted from M+M Planet Retail

Arguments in favour of FDI in Retailing  

FDI in retailing is favoured on following grounds:

(1) The global retailers have advanced management know how in merchandising and inventory management and have adopted new technologies which can significantly improve productivity and efficiency in retailing. (2)  Entry of large low-cost retailers and adoption of integrated supply chain management by them is likely to lower down the prices. (3)  FDI in retailing can easily assure the quality of product, better shopping experience and customer services. (4)  They promote the linkage of local suppliers, farmers and manufacturers, no doubt only those who can meet the quality and safety standards, to global market and this will ensure a reliable and profitable market to these local players. (5)  As multinational players are spreading their operation, regional players are also developing their supply chain differentiating their strategies and improving their operations to counter the size of international players. This all will encourage the investment and employment in supply chain management. (6)  Joint ventures would ease capital constraints of existing organised retailers and (7)  FDI would lead to development of different retail formats and modernisation of the sector.

Arguments against FDI in Retailing

Many trading associations, political parties and industrial associations have argued against FDI in retailing due to following reasons:

(1)      Indian retailers have yet to consolidate their position. The existing retailing scenario is characterized by the presence of a large number of fragmented family owned businesses, who would not be able to survive the competition from global players.

(2)      The examples of south east Asian countries show that after allowing FDI, the domestic retailers were marginalised and this led to unemployment.

(3)      FDI in retailing can upset the import balance, as large international retailers may prefer to source majority of their products globally rather than investing in local products.

(4)      Global retailers might resort to predatory pricing. Due to their financial clout, they often sell below cost in the new markets. Once the domestic players are wiped out of the market foreign players enjoy a monopoly position which allows them to increase prices and earn profits.

(5)      Indian retailers have argued that since lending rates are much higher in India, Indian retailers, especially small retailers, are at a disadvantageous position compared to foreign retailers who have access to International funds at lower interest rates. High cost of borrowing forces the domestic players to charge higher prices for the products.

(6)      FDI in retail trade would not attract large inflows of foreign investment since very little investment is required to conduct retail business. Goods are bought on credit and sales are made on cash basis. Hence, the working capital requirement is negligible. On the contrary; after making initial investment on basic infrastructure, the multinational retailers may remit the higher amount of profits earned in India to their own country.

FDI in Retailing in India – Policy and Entry Routes

            In India, till recently, FDI was not allowed in retailing, but the Union cabinet on January 24, 2006 rationalised and simplified the FDI policy and allowed the contentious issue of foreign investment in retail sector by allowing FDI up to 51 percent with prior government approval for retail trade in single brand products.  This would imply that foreign companies would be allowed to sell goods sold internationally under a single brand, viz. Reebok, Nokia, Adidas. Retailing of goods of multiple brands, even if such products are produced by same manufacturer would not be allowed.  However, there are indications that the Government may allow foreign investments in retail segments where small domestic players do not operate. The Department of Industrial Policy and Promotion is preparing a detailed policy for further liberalisation of FDI in the country, which is likely to be announced before the budget 2007-08. As part of the proposed move, the Ministry has marked out sports goods, electronics and building equipment as some of the sectors that may be opened up with a 51% cap on FDI. The government is also considering to permit multi-brand retail in such areas. The government is likely to discuss the matter with the left parties before taking a final call on the issue. The Left has initially stalled the government’s plans to allow FDI in multi-brand retail on the grounds that it will adversely affect mom-and-pop stores.

It is worth mentioning that FDI restrictions have not deterred prominent international players from entering India. Many U.S and other international retailers and consumer goods companies consider India a top-priority market with the potential for breakthrough growth. In this context (a) Wal-Mart CEO, John Menzar visited India in 2005 and met with Prime Minister to discuss relevant issues. Wal-Mart’s sourcing from India, which was U.S.$300 million in 2004 reached to U.S.$1.2 billion in 2005.(b) Fashion brand DKNY is set to foray into Indian fashion industry through franchise agreement with Indian company, S. Kumar’s. (c) Tommy Hilfiger, International fashion icon says that “We are going to build  a wonderful lifestyle business here” (d) Phillip Morris is ready to unveil its plans for kraft in India through Kraft Jacob Suchard (KJS) India, a wholly owned arm of Philip Morris India (e) Starbucks has expressed its interest in entering India through the franchise route.

            Although before January 24, 2006 FDI was not allowed in retailing, many international players are operating in the country.  Some of entry routes employed by them are discussed in details as below:

(a)  Manufacturing and Local Sourcing:  Companies that set up manufacturing facilities are allowed to sell the products in the domestic market.  Consumer durable companies such as Sony and Samsung have entered the retail sector through this route.  Due to high labour cost in their domestic market, many international brands are setting up manufacturing bases in developing countries such as India and China and / or are sourcing products from local manufacturers.  For example, Levi’s and Tommy Hilfiger are sourcing products from Indian manufacturers like Arvind Mills.  Benetton has a manufacturing unit in India.  Other international brands like GIVO from Italy have set up export-oriented manufacturing facilities.  These companies are allowed to sell products to Indian consumers through franchising, local distributors, existing Indian retailers, own outlets, etc.

(b) Franchising:  Franchising is the most preferred mode through which foreign players have entered the Indian market.  It is the easiest route to enter the Indian market.  Franchising is often used as a mode to expand the market of a particular retail enterprise outside domestic economy since it allows firms to expand without investing their own capital, is based on local expertise and enables firms to curb local oppositions and regulations. This is the most common mode for entry of fast food chains across the world.  Apart from fast food chains like Pizza Hut, players such as Lacoste, Mango, Nike and Marks and Spencer, have entered the Indian market through this route.

            For setting up franchising operation, the foreign players are required to take permission from the Reserve Bank of India (RBI).  RBI often imposes the condition that franchisers have to bring in foreign investment and set up a base for carrying on operational activities.  A foreign franchiser not wishing to make a direct investment would have to render technical assistance to the franchisee.  Some franchisee, such as Pizza Hut has made significant investment in the supply chain.

            The arrangements between franchisee and franchiser are found to be extremely flexible and are based on negotiation between the two.  Some Indian franchisees have complained about high franchising fees together with high real estate costs, high import duties and other costs escalate the prices.  For instance, the cost of a Marks and Spencer product is higher than not only the brands produced domestically but also in comparison to the price of the product in the UK.  The high prices restrict the ability of the foreign players to penetrate the market but they have entered the country to make their brands visible to the huge Indian market.

            If FDI is allowed in retailing, franchisees are not very sure whether they would hold the retailing rights for the brands.  According to industry representatives, since franchisees largely constitute of domestic traders (even some unorganised retailers have take up franchising rights) who have made significant investment in infrastructure, government through legislation must ensure that they do not loose out their franchising rights if FDI is allowed in retailing and the franchisers decide to change the mode of operation.  The existing franchisees have also expressed an interest in entering into joint venture with the franchisers if FDI is allowed in retailing.

(c)  Test Marketing:  Test marketing is another route through which many foreign players have entered the Indian market.  Foreign investment Promotion Board (FIPB) allows foreign companies for test marketing of their products for a two-year period by the end of which they are required to set up manufacturing facilities in India.  Direct selling companies like Amway and Oriflame entered the Indian market through this route.  Initially, Amway got an approval for test marketing for a period of two years but they managed to secure an extension of one more year.  At the end of the third year, they set up contract manufacturing facilities and brought in foreign investment and technical know-how.  Oriflame too extended its test marketing license for a third year and at the end of which had set up a manufacturing facility in Noida (UP) for producing certain specific products.  Other products are imported and would continue to be imported from abroad.

            Nokia came to India through the test marketing route in mid-1990s.  Initially they got a license for two years to test their products in the Mumbai circle.  After three months of their entry they tied up with the service providers to provide integrated services to their customers.  Due to pressure from the FIPB, Nokia had tied up with the HCL Infotech as a strategic partner for all India distribution of Nokia products.  After the success of its products in the country, Nokia had opened up an office but had not set up a manufacturing facility and continued to import all products (even models made specifically for India).  After another two years they divided the country into four zones and entered into a strategic alliance for distribution with Supreme for East and West India while HCL continued with North and Southern zone.  Nokia had also applied for the cash and carry license from the FIPB and has recently got the license.  Nokia is aggressively targeting the Indian consumers and plan to capture 75 percent of the mobile market in the next seven years.  The company, which currently operates as a wholesale cash-and carry, recently announced that it would set up manufacturing facilities very soon.

            The test marketing route allows foreign players to test the demand for their products in Indian market before undertaking investment.  Even if FDI is allowed in retailing, many foreign players would like to enter the Indian market through this route.

(d) Wholesale Cash-and-Carry Operation: This is the route through which large international retailers such as Germany’s Metro Cash & Carry GmbH and Shoprite Checkers of South Africa have entered the Indian market.  The wholesale cash-and-carry operation is defined as any trading outlets where goods are sold at the wholesale rate for retailers and businesses to buy.  The transactions are only for business purposes and not for personal consumption as in the case of retailing.

(e)  Distributor:    Companies such as Swarovski and Hugo Boss have set up distribution offices in India and these offices supply the products to local retailers.  All products of Hugo Boss are imported and distributed through the company’s distributor.

(f) Special Cases: The Sri Lankan retailers have entered the India market through the initiatives of Export Development Board of Sri Lanka (EDB) which obtained special permission from the RBI to set up retail operations in India.  The EDB has leased 17 retail outlets in Spencer Plaza in Chennai in which Sri Lankan retailers are showcasing and selling their products.  The Sri Lankan products showcased in these stores are mostly at the higher end of the quality spectrum and can be brought into the country free of duty.  This gives an advantage to large Sri Lankan retailers like Hameedia not only to establish a global presence but also to access the large customer base of India at competitive prices.  The EDB is also exploring the possibilities of setting up similar trade centres in other cities like Delhi and Mumbai.  Although this mode has allowed retailers from Sri Lanka to enter the Indian market without domestic manufacturing and sourcing conditions and some products sold by these traders are similar to those sold by Indian retailers, EDB did not face any opposition from Chambers, retailers and the trading houses.

            Although the official policy is that FDI in retailing is allowed only in one brand and that too up to 51% in retailing, but it has not acted as an entry barrier.  Foreign players have a substantial presence in the country and have used several alternative unique routes to enter Indian Trading Sector.  Some of the existing foreign players are listed below in table 4.

Table 4: Some Existing Foreign Players and Prospective Entrants

Retailers

Type

Status

7-Eleven

Supermarket

Evaluating

Amway

Direct selling

Already in

Auchan

Hypermarket

Evaluating

Carrefour

Multi-format retailer

Wait and watch

Dairy Farm

Multi-format retailers

Tied up with RPG

JC Penny

Product sourcing

Already in

Landmark

Department Store

Already in

Lee Cooper

Product sourcing

Already in

Levi’s

Product sourcing

Already in

Mango

Apparel retailer

Already in

Marks & Spencer

Department Store

Already in

Metro

Cash & carry

Already in

Oriflame

Direct selling

Already in

Reebok

Oint venture

Already in

Shoprite

Wholesale cash-and-carry and franchising

Already in

Sony

Manufacturer Retailer

Already in

Wal-Mart

Hypermarket

Agreement with Bharti

Source: FDI in Retail Sector, Department of consumer affairs, Government of India, p. 115.

  Conclusion

            It is evident that ever growing urban and rural markets in India represent an unprecedented and vast unexplored opportunity for retailing to all types of formats. Initially there may be certain reservations and apprehensions in allowing global players in India’s retailing but if they are allowed in a phased manner on the basis of a well conceived and chalked out policy, they are likely to lead to more investment in organized retailing and allied sectors. As already discussed, it would also lead to inflow of  latest technical know how, establishment of well integrated and sophisticated supply chains, availability of standard, latest and quality products, help in up gradation of human skills and increased sourcing from India. Yet the following points may be kept into consideration in this context:

  1. Since the Indian retail sector is highly fragmented and domestic retailers are in the process of consolidating their position, the opening up of FDI regime should be in phased manner over 5 to 10 years time frame so as to give the domestic retailers enough time to adjust changes.
  2. FDI should not be allowed for multi brand stores in near future, as Indian retailers will not be able to face competition with these stores immediately.
  3. At present it is also not desirable to increase FDI ceiling to more than 51% even for single premium brand stores. It will help us to ensure check and control on business operations of global retailers and to protect the interests of domestic players. However, the limit of equity participation can be increased in due course of time as we did in telecom, banking and insurance sectors.
  4. Foreign players should not be allowed to trade in certain sensitive products like arms and ammunition, military equipment, etc. and the list of excluded products should be clearly stated in the FDI policy.
  5. Generally super markets and hyper markets should not be allowed in the mid of city so as to protect the existence of unorganised or comparatively medium sized retail organizations.

            The strategy of opening up should be backed by appropriate reform measures.  India can learn from the experiences of other developed and developing countries and develop its own strategies, laws and regulations that would be in the best interest of the country.  As of now, there is no proper definition of retailing or retail formats in India.  International players are exploiting the situation and are often entering the market and expanding their businesses through multiple routes and are operating in the country with more than one format of retailing.  The regulatory regime should address these issues.  The entry norms should clearly state the approval requirements, conditions / restrictions if any imposed, etc.  The government should also strictly enforce the quality standards for local production and imports.

References

  1. FDI in Retail Sector in India, Department of Consumer Affairs, Ministry of Consumer Affairs, Public and Food Department, Government of India.
    1. U.S. Department of Labour, Bureau of Labour Statistics. http//stats.bls.gov/iag/whole retailtrade.htm
    2. http://www.brc.org.uk/latesdata.asp
    3. The Earth Institute of Columbia University.
      1. The World Bank Group Website : http://rru.worldbank.org/documents.pdf
      2. Swapna Pradhan: Retailing Management, The McGraw-Hill Companies(2007)
      3. Chetan Bajaj, Rajnish Tuli & Nidhi Srivastav: Retail Management, Oxford University Press (2006)
      4. Suja Nair: Retail Management, Himalaya Publishing House (2006)

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Source by Mandeep Singh

India is self dependent in production of rice

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Rice is grown in many regions across India. For about 65% of the people living in India, rice is a staple food for them. Rice is essential to life in India. It is a part of nearly every meal, and it is grown on a majority of the rural farms.

Rice is one of the important cereal food crop of India. Rice contributes about 43% of total food grain production and 46% of total cereal production in the country. It continues to play vital role in the national exports. The percentage share of rice in total national export was 4.5% during 1998-99. The percentage share of agriculture export in total national export was 18.25, whereas the percentage share of rice export in total agriculture export was 24.62 during 1998-99. Thus, rice export contributes nearly 25% of total agriculture export from the country.

Some important facts about rice in Indian Scenario are as:
• Agriculture is the main source of income for families in India. Farms cover over half the land and almost three-quarters of that land is used to grow the two major grains: rice and wheat.
• India is the second leading producer of rice in the entire world, preceded only by China.
• India’s annual rice production is around 85-90 million tons. Annual consumption is around 85 million tons.
• In India, Rice is cultivated in both seasons – Winter and Summer.
• West Bengal, Uttar Pradesh, Andhra Pradesh, Punjab, Tamil Nadu, Bihar, Orissa, Assam, Karnataka and Haryana are the major producing states. More than 50% of total production comes from the first four states.
• Food Corporation of India purchases around 20 to 25% of the total rice production in the country both under levy from the rice mills and directly in the form of paddy from the farmers at Minimum Support Prices announced by the Govt.
• More than 4000 varieties of rice are grown in India.
• India is the world’s largest exporter of Basmati rice to Saudi Arabia and other Middle East Countries, Europe, and the United States.
• India has the potential to export one million tons of Basmati rice.
• Major destinations for Indian non-basmati, white/parboiled rice are Bangladesh, Indonesia, Philippines, Nigeria, South Africa, Ivory Coast, and other African countries.

Types and Forms of Rice:

Worldwide, there are more than 40,000 different varieties of rice. Often times, rice is categorized by its size as being either short grain, medium grain or long grain. Short grain, which has the highest starch content, makes the stickiest rice, while long grain is lighter and tends to remain separate when cooked. The qualities of medium grain fall between the other two types. Another way that rice is classified is according to the degree of milling that it undergoes. This is what makes a brown rice different than white rice. Thus, the primary differences in different varieties of rice are their cooking characteristics, shapes and even colors and in some cases, a subtle flavor difference. The influx of convenience foods has brought consumers rice in bags, packets and cartons. Rice can be purchased cooked or uncooked, packed, dehydrated and also frozen. To meet the many special requirements of packaged foods, rice undergoes varying degrees of processing, including regular-milled, parboiled, precooked, and brown.

Export of Rice from India:

Worldwide, India stands first in rice area and second in rice production, after China. It contributes 21.5 percent of global rice production. Within the country, rice occupies one-quarter of the total cropped area, contributes about 40 to 43 percent of total food grain production and continues to play a vital role in the national food and livelihood security system. However, India did not become a major rice exporting country for a long time. Its share in world rice trade, mainly in the form of small-volume exports of highly prized basmati rice, was insignificant (5 percent). It was not until the mid-1980s that the quantum of export started to grow, from 110 000 tonnes in 1978/79 to 890 613 tonnes in 1994/95 and to a record 5.5 million tonnes in 1995/96, second only to Thailand (at 5.9 million tonnes).

Among the exporting countries, Thailand, Vietnam, India and Pakistan are the major countries exporting rice in sizeable quantity.

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Source by Parkash Trading

World Trade Organization Versus World Customs Organization – Controversy in Matters of Jurisdiction and Interpretations

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The Harmonized System

Each and every customs-clearing agent as well as every one who deals with for matters related to Customs is well acquainted with the Harmonized System. It is an intricate cataloging system, divided to parts, chapters, headings and sub-headings, enabling the allocation of a catalogue number for a given product. Alongside the detailed structure, the Harmonized System includes also a system of classification instructions. The Harmonized System was developed by the World Customs Organization (WCO) and was published within the framework of a treaty prepared for that purpose in 1983 in Brussels. Its roots are quite old and reach up to the nomenclature of Geneva of 1937.

It is a success story: as per the figures of the World Customs Organization, not less than 177 countries and economic regimes apply the Harmonized system within the framework of the Customs Tariffs and their foreign trade statistics, and 98% of the total international trade in goods make use of the classification codes of the Harmonized System. Thus, the Customs Tariff of the State of Israel as well as the European, the American and others, are built according to the Harmonized System and alongside each and every classification code (“Customs Item”), the customs rate applicable is stated on goods classified in that classification item.

The Dispute between Brazil and Thailand opposite the European Community

In 2002 a trade dispute became apparent between Brazil and the European Community, to which Thailand joined in 2003, alongside Brazil. Thailand and Brazil are significant exporters of frozen boneless chicken cuts to the European Community. During the years 1996 – 2000 the chicken cuts were classified under Customs item 02.10.90.20 of the European Customs Tariff, and were charged with customs in the rate of 15.4% ad valorem. During 2002 the European Community amended its customs tariff rate, adding a provision to the effect that chicken cuts are to be classified under item 02.07.14.10 of its Customs Tariff. As a result of this change, the chicken cuts were charged with higher customs amounts, in the amount of about 1.00 Euro per KG. Brazil and Thailand disagreed the new classification (02.07) claiming the old classification (02.10) is the appropriate one. We do not intend to dwell here on all the subtleties of classification, but let us attempt to simplify the matter: the chicken cuts are salted and frozen cuts with salt contents of 1.2% to 3%. Customs Item 02.10 includes: “meat and edible remains of meat, salted, soaked in salt water, dried or smoked”. Customs Item 02.07 includes: “meat and edible remains, fresh, cold or frozen”. Brazil and Thailand argued that the chicken cuts would be classified under item 02.10 being salted. The European community claimed the salting with which the cuts undergo is not sufficient for the purpose of Item 02.10, as it enable to preserve the cuts for long-term preservation, which do not exist in respect to the cuts referred to. This was exactly the amendment executed by the Europeans in their Customs Tariff in 2002 – they added a provision, which inserted the condition of long-term preservation. Brazil, Thailand and the European Community maintained among them consultations for the purpose of solving the matter, and when the contacts failed, Brazil and Thailand decided to direct the conflict to the Dispute Settlement Body (DSB) – the legal instance of the World Trade Organization – The WTO. That occurred during the months of September – October of 2003.

The Jurisdiction of the WTO

The World Trade Organization, which was established in 1994, was set up on the basis of old veteran GATT – General Agreement on Tariffs and trade from 1947. One of the principles of the GATT agreements and the World Trade Organization is the decrease of customs duties and binding thereof. The idea is that each and every state undertook to bind its customs (i.e. not to raise them) and to decrease them gradually. With the establishment of the World Trade Organization, the undertakings of the states were updated as for customs binding, and each and every state submitted a detailed schedule of its customs binding. A country imposing customs duty over the rate indicated in its schedule(save for exceptional cases – safety measures) violates its commitments and can be expected sanctions according to the agreement. The list of binding is made out – not surprising – as per the Harmonized System. Brazil and Thailand claimed that the schedule of the European Community in respect to item 02.10 does not enable the EC to impose a 1.00 Euro per KG customs duty. The EC argued on the other side that the relevant binding schedule was not that of item 02.10 as the proper classification of the goods was 02.07. The problem brought before the WTO’s DSB was the true interpretation of the binding schedule of the EC: doesitem 02.10 includes chicken cuts with the EC finding itself in a state where it has violated its binding, or that item 02.10 of the schedule excludes chicken cuts.

After some procedural steps, a panel (legal tribunal) was established in June 2004 for the purpose of examining the complaint of Brazil and Thailand. In the month of May 2005 the panel published its report. Appeals filed by both parties with the WTO’s Appellate Body were rejected in full, save for some minor points, in mid September 2005.

To anyone interested in the bottom line we can tell that the Panel as well as the Appellate Body accepted the complaint of Brazil and Thailand and ruled that the classification of the goods was in item 02.10 of the schedule binding of the EC. Accordingly, the Appellate Body instructed the EC to bring its practice into conformity with its WTO undertakings.

We shall focus on several points which have vast importance over and above the circumstances of the case itself.

The World Customs Organization was Moved Aside.

Seemingly, this was a conflict between states concerning the proper classification of certain goods, and the suitable place to settle this kind of a conflict was the World Customs Organization. Section 10 of said Brussels Treaty (of the Harmonized System) states explicitly that every conflict between the states subscribing to the treaty in respect to applying and interpreting the treaty which cannot be solved between the states themselves, shall be assigned to a committee dealing with the Harmonized System which will submit its recommendations regarding the conflict. In order to cast out any doubt, Brazil and Thailand subscribed to this Treaty together with the European Community states. If so, what really happened here?

The “guilty” party in this matter were Brazil and Thailand for directing the conflict to the World trade organization for its ruling. Indeed, Both Brazil and Thailand did not ignore the above question and explained to the Panel why the had directed the matter to the World trade Organization rather than to the World Customs Organization. Brazil and Thailand emphasized that they did not seek the proper interpretation of section 02.10 of the Harmonized System, a matter within the jurisdiction of the World Customs Organization, but a ruling as to the proper interpretation of the binding schedule of the European Community. This schedule, argued Brazil and Thailand, were a part of the World Trade Organization agreements hence, the WTO had jurisdiction over the case. Probably, and this is our presumption, Brazil and Thailand preferred the World Trade Organization as an interpreter, rather than the World Customs Organization as an interpreter. As we shall see later, this decision of Brazil and Thailand was correct indeed.

Surprising maybe, and maybe not, but the EC agreed that the World Trade Organization was authorized to deal with the matter. The EC preferred the World Trade Organization due to procedural reasons: in a hearing before the Panel of the World trade Organization, Brazil and Thailand were supposedly the claimants, where the European Community was the defendant. Such being the case, the onus of proof lays on the claimant- i.e. Brazil and Thailand – to prove that the chicken cuts are classified under item 02.10 of the binding schedule of the EC. If Brazil and Thailand had failed in raising the burden, or even in case of a doubt, the EC would have won the case. The EC tried to benefit from this procedural advantage. On the other hand, had this conflict been brought before the World Customs Organization, the organization would have been asked to provide a clear solution to the classification conflict, one way or the other, with the EC having no procedural advantage.

And what was the panel’s decision? The Panel ruled that it had jurisdiction over the case, as the matter was assigned to DSB by members of the WTO. It was the duty of the WTO to settle conflicts concerning proper interpretation of the WTO agreements, stated the Panel. The Panel also ruled that when a conflict was assigned to the WTO, it is not allowed to transfer the matter to another body.

A matter of interest, the Panel passed a series of specific questions concerning the rules of classification, including the classification of chicken cuts, to the World Customs Organization (two questionnaires with a total of 13 questions). Indeed, according to the dispute settlement regulations of the WTO, the Panel is authorized to send questionnaire not only to the direct parties but also to other parties and organizations. The Panel did not include in the questionnaires passed to the World Customs Organization the jurisdiction issue (Brazil, Thailand and the EC were asked about that). The World Customs Organization cooperated: it took the questionnaires seriously and provided specific answers, however at the end of the second questioner, the World Customs Organization expressed its position:

I suggest that the settlement laid down in the HS

Convention should be followed first before your

Panel may make its decision…The next session of

The HSCommitteeisscheduledfrom 14 to 24

March 2005.

The Panel rejected this proposal:

The Panel is mindful of there spective jurisdiction and Competence of the WCO and the WTO and , infact , we Specifically raised this issue with the parties during the Course of these proceedings. Nevertheless, we consider that We have been mandated by the DSB in this dispute to Determine whether the European Communities has violated ArticleIIof the GATT 1994 with respect to the products at Issue.

The World Trade Organization Interprets Differently

In fact, there were principal differences between the two organizations concerning the method of interpretation of the provisions relating to classification of goods.

As aforesaid, the Panel dispatched two questionnaires to the World Customs Organization to obtain its opinion in this matter, and acquired cooperation on what exactly was the relevancy of the Harmonized System in our matter. In the bottom line, the Panel reached a decision that the Harmonized System (including classification rulings and explanations) had no clear standing in the matter of the classification of the chicken cuts. This matter was also clarified in a letter sent by the World Customs Organization to Bulgaria in the year 2003, where the organization stated that it had no official standing in the question of the meaning of “salting”.

From here the Panel turned to a different path of interpretation which was the examination of the purpose of the binding schedule, as, an international treaty should be interpreted in view of the purpose for which it was created. The Panel stated that one of the basic principles of the agreements of the WTO was the “Security and Predictability” i.e., that the countries, members of the organization should be able, each and every one of them, clearly, to understand what are the commitments of the other states. Hence, the binding schedule of each country is to be interpreted in a way that will make it clear what products are included in the binding schedule.

The Panel ruled that the position of the EC contradicted the principle of Security and Predictability. As aforesaid, the EC argued that the salted chicken cuts were not falling under item 02.10, as the salting was not carried out for the purpose of long-term preservation. The Panel failed in obtaining from the ECy a criterion pointing what was “long term preservation” neither had it received clarifications to the question how can it be determined that long term preservation was a result of salting. How can a customs official at the border pass determine what was the right classification of the products, inquired the Panel. On the other hand, if as per the standing of Brazil and Thailand, we deal with simple salting with no requirement of long-term preservation, it is very easy to spot. Thus ruled the Panel, that the lack of certainty vested in the standing of the European Community, opposed the purpose of the agreements of the World trade Organization and the binding schedule.

Needless to say, that the Security and Predictability criterion does not appear anywhere in the Harmonized System, and as such, it may run contrary to the HS principles of classification.

In the Israeli viewpoint, the Israeli Courts of Law interpreting the Customs did not feel themselves bound by the World Customs Organization. Although usually using the HS explanatory notes, in some cases the Courts interpreted the Israeli Customs Tariff in accordance with its purpose rather than with the HS principles of classification, reaching classification decisions completely different from those that would have been reached had the classification rules of the Harmonized System been used.

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Source by Gill Nadel, Advocate

Silk Curtains and Drapes by Charoon Thai Silk

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Introduction

Silk weaving is the oldest craft in the world of works. Thai silks are a symbolism of unique lustre, different blends and sheen. Good quality Thai silk is always hand-woven. The distinctive technicality is that the warp and weft are of the different colour, which gives Thai silk its sheen and lustre, and makes it exclusive in terms of colour tones and blends. Whenever a piece of Thai silk is held in hands and placed towards light, the overall colour tone changes depending on the angle of the light. However, with machine-woven silk, regardless of what light angle you hold it at, it looks the same.

Silk Curtains and Drapes by Charoon Thai Silk

Silk curtains and silk drapes are among the high quality silk products from silk fabrics available from Charoon Thai Silk, Thailand’s top silk manufacturer and exporter whose fame comes from our expertise in silk fabrics and excellent service. We weave our fabrics in a variety of qualities to suit your specific needs for garments and home furnishing alike. Whether you want silk dresses or silk curtains, cushion covers or drapes, you will always find the right type of silk fabric at Charoon Thai Silk.

Find High Quality Silk Curtains and Drapes only
at Charoon Thai Silk

We also welcome custom designs and colors. Get those customized designs and hues you really want for your living room from Charoon Thai Silk.

Silk Bedding by Charoon Thai Silk

Silk bedding by Charoon Thai Silk, the renowned Thai silk manufacturer and exporter is unparalleled in quality and style. If you’re looking for the right fabric for you and your bedroom, visit Charoon Thai Silk and you will definitely be thrilled. Our sensational range of silk bedding adds charm and comfort to your bedroom.

Think High Quality Silk Bedding,
Think Charoon Thai Silk.

At Charoon Thai Silk, we understand that our highly valued customers have their own personal needs. That is why we try our best to provide the finest service in draperies and silk bedding. Everything is available in standard sizes as well as in custom measurements. You can rest assured that our silk products are colorfast, durable and, of course, beautiful.

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Source by submitth

Women Entrepreneurship in Asian Developing Countries

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INTRODUCTION

In Asian developing countries, entrepreneurship development is currently an important issue related to economic development in the countries. It is publicly believed that the lack of entrepreneurship together with limited capital, skilled workers and technology have been the main important causes of relatively economic backwardness in most of these countries. Realizing this, training in entrepreneurship has been included as an important part of government programs to support the development of small and medium enterprises (SMEs) in the Asian developing countries. Women entrepreneurship development in Asian developing countries is currently very important since it is part of ongoing national efforts to alleviate poverty in developing countries in relation to the Millennium Development Goals (MDGs). Greater opportunities for women to participate in economic activities either as well-paid employyees or as successful entrepreneurs certainly will help much in poverty reduction. Since entrepreneurship development is usually associated with SME development, this paper focuses on women entrepreneurs in SMEs.

METHODOLOGY

This paper is based on a review of key literature and a descriptive analysis of secondary data, from government sources as well as from International Labour Organization (ILO), or from individual case studies, on women entrepreneurs in Asian developing countries. Since not all countries in the region have enough data and literature, this study only covers all member countries of the Association of Southeast Asian Nations (ASEAN), China and some countries in the South Asia including India and Pakistan

Definitions and main characteristics of SMES

The definition and concept of SMEs vary between countries in the region. There is no common agreement on what distinguishes a microenterprise (MIE) from a small enterprise (SE), or a SE from a medium enterprise (ME), and a ME from a large enterprise (LE). In general, however, a MIE employs less than five (5) full time equivalent employees, although many enterprises of this category do not hire workers, often called self-employment enterprises; sometimes they use family members as helpers or unpaid workers. A SME can range from less than 100 workers in, for instance, Indonesia, to as much as 3000 laborers in China. In Indonesia, Les are those with 100 workers or more, while in Vietnam, they are units with 300 or more full time employees. Comparison between countries becomes more difficult since in some countries, definition of SME based on number of employees, value of fixed or productive assets (excluding land and building) varies, or annual revenues also vary between sectors, e.g. Thailand, India and China, or even among departments or agencies, e.g. Indonesia and Pakistan.

Definitions of SME in some Asian developing countries.

Name of the Country

Employees

Fixed/Productive Assets

MIE

SE

ME

MIE

SE

ME

Indonesia

≤ 4

5-19

20-99

≤Rp>50 m

>Rp50m-≤Rp500m

>Rp500m-≤Rp10b

Malaysia

≤5

5-50

51-150

Philippines

9

19-99

100-199

≤P 3m

>P3m- P15m

>P15m-P100m

Thailand

≤ 4

5-<50

50-200

<THB 50 m

<THB 50 m

THB 50m-THB 200 m

Vietnam

<10

10-49

50-299

Cambodia

<11

11-50

51-100

50,000 US$

50,000 US$-

250,000US$

250,000US$-500,000US$

Lao PDR

1-4

5-19

20-99

<70 m. kip

<250 m. kip

<1200 m. kip

China

0-5

<300

300-3000

< 40 m. RMB

40 m – 400 m. RMB

India

≤2,5 m. INR

2.5 m – 50m. INR

50m – 100m INR

Pakistan

≤9

10-35

36-99

< 2 m PR

2-20 m PR

21-40 PR

Bangladesh

≤ 50

≤ 50

51-200

≤15 m Tk

≤15 m Tk

15 m – 100 m Tk

Sri Lanka

< m.SR

1m – < 20m SR

20 – < 50 m SR

Nepal

≤200.000 NR

> 200.000 – 30 m. NR

> 30 m – 100 m NR

Besides using number of employees, annual revenues, or value of invested capital as criterion to define MIEs, SEs and MEs, in fact, MIEs can be obviously distinguished from SEs or MEs by looking at their different characteristics in many business aspects, such as market orientation, social-economic profiles of owners, nature of employment, organization and management system, degree of mechanization (nature of production process), sources of raw materials and capital, location, external relationships, and degree of involvement of women as entrepreneurs.

Main characteristics of MIEs, SEs, and MEs in Asian developing countries

Aspect

MIEs

SEs

MEs

1.Formality

Operate in informal sector, unregistered & seldom pays taxes

Some operate in formal

Sector, some unregistered & some pay taxes

All operate in formal sector, all registered &  all pay taxes

2.Organization

and

management

Run by the owner, no division of internal labor, no formal management & no formal accounting system (bookkeeping)

Run by the owner, no division of labor, no formal management, and no formal accounting system

(bookkeeping)

Many hire professional

managers, have division of labor, formal organizational structure & formal account-ting system (bookkeeping)

3.Nature of

employment

Majority use unpaid family

members

Some hire wage laborers

All hire wage laborers & some have formal recruitment system

4.Nature of

production

process

Degree of mechanization

very low/mostly manual &  level of technology very low

Some use up-to-date

machines

Many have high degree of

mechanization/have access to modern technology

5.Market orientation

Majority sell to local market

and for low-income consumers

Many sell to domestic

market and export & many serve also middle to high-income group

All sell to domestic market and many also export, all serve middle and high income consumers

6.Social and

economic

profiles

of owners

Low or uneducated, from poor households &  main motivation: survival

Some have good education and from non-poor households & many have business/profit motivation

Majority have good education

Many are from wealthy families & main motivation: profit

7.Sources of raw

materials and

capital

Majority use local raw materials and use own money

Some import raw materials

& some have access to formal credits

Many use imported raw

Materials & majority have access to formal credits

8.External

relationships

Majority have no access

to government programs

and not business linkages

with LEs

Many have good relations

with government and have

business linkages (e.g.

subcontracting) with LEs

(including MNCs/FDI).

Majority have good access to government programs & many have business linkages with LEs (including MNCs/FDI)

9.Women

entrepreneurs

Ratio of female to male as

entrepreneurs is high

Ratio of female to male as

entrepreneurs is high

Ratio of female to male as

entrepreneurs is low

Recent development of SMEs

Asian developing countries have touted SMEs as the engine of economic growth and development, the backbone of national economies, the highest employment-generators, and a potential tool of poverty alleviation by creating self-employment avenues. In Southeast Asian countries alone (that is Indonesia, Malaysia, Thailand, Singapore, the Philippines, Brunei Darussalam, Lao PDR, Cambodia, Vietnam, and Myanmar), notwithstanding various definitional issues and data problems, by combining all sources which are available (Tambunan, 2008; Wattanapruttipaisan, 2003; Lim, 2008) there is an estimated total of around 52 million SMEs, with Indonesia as the largest contributor According to a report from the Secretary of the Association of Southeast Asian Nations (ASEAN) (ASEAN Development Blueprint for SMEs 2004-2014), these enterprises employ about 75-90% of the domestic workforce, especially adult persons and women (Lim, 2008). These enterprises play strategic roles in private sector development, especially in the aftermath of the 1997 Asian Financial Crisis. In some member countries, as their economies modernize or industrialize, SME provide the much-needed inter-firm linkages required to support LEs to ensure that they remain competitive in the world markets. In this region as well as in East Asia (e.g. China and South Korea), the total number of SMEs account, on average, for more than 99%.

Number of SMEs in selected Asian developing countries

Name of the Country

Number (‘000)

% of total enterprises

Indonesia

48,936.80

99.9

Malaysia

519.00

99.2

Philippines

72.70

99.5

Thailand

2,274.53

99.8

Vietnam

98.23

96.8

Cambodia

28.75

99

Lao PDR

26

99.4

China

2,370.26

99.7

India

12.34

90.0-99.7

Pakistan

2,880.00

90.0

Bangladesh

6,000.00

99.0

Singapore

72.00

97.8

Nepal

3,485*

98

SMEs’ contribution to total value added or gross domestic product (GDP), on the other hand, are much smaller than their share in total employment. This is indeed a general characteristic of SMEs in developing countries as compared to those in developed countries. In developing countries, SMEs are not yet so important from output contribution perspective due to their low productivity because they lack advanced technologies, sophisticated methods of production and skilled workers. However, in some individual countries, SMEs have GDP shares on average above 50%, such as Cambodia at almost 77% in 2001, Indonesia which reached almost 57% in 2003, and Brunei at 66% in 1995. In China, the ratio is about 60%.

Development of women entrepreneurship

As in other parts of the world, women’s entrepreneurship development in Asian developing countries has also a tremendous potential in empowering women and transforming society in the region. Yet in many countries, especially where the level of economic development, reflected by the level of income per capita and the degree of industrialization, is still low, this potential remains largely untapped. Sinhal (2005), for instance, observed that less than 10% of the entrepreneurs in South Asia, comprising Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka.

Categories of Women Entrepreneurs

There are three categories of women entrepreneurs, that is. “chance”, “forced” and “created” entrepreneurs.

Categories of women entrepreneurs (by reasons/motivations for starting the business) in Asian developing countries.

Category Main reason/motivation

  • Chance entrepreneurs                          -to keep busy

-was hobby/special interest

-family/spouse had business

  • Forced entrepreneurs                          -financial/needed the money

-control over time/flexibility

-challenge, try something on one’s own

-show others I could do it.

  • Created or pulled entrepreneurs          -to be independent & self satisfaction

-example to children

-employment to others /do something worthwhile

These different categories are based on how their businesses got started, or the main reasons or motivetions behind starting their own businesses. Chance entrepreneurs are those who start a business without any clear goals or plans. Their businesses probably evolved from hobbies to economic enterprises over time. Forced entrepreneurs are those who were compelled by circumstances (e.g., death of a spouse, the family facing financial difficulties) to start a business, their primary motivation, hence, tend to be financial. Created entrepreneurs are those who are “located, motivated, encouraged and developed” through, for instance, entrepreneurship development programs. Although, within the developing countries, the degree varies by country, depending on many factors, including level of economic development, reflected by the level of income per capita, and social, cultural and political factors. Gender equity has many dimensions and it is not easy to measure, due to the lack of accurate, gender discriminated social indicators in many countries, especially in the developing world.

Two indices often used to measure gender equity are Gender Development Index (GDI) and Gender Empowerment Measure (GEM) constructed by UNDP. GDI is human development index (HDI) adjusted for gender inequality, and HDI measures the average achievements of the country in terms of the extent to which people lead a long and healthy life, are educated and knowledgeable, and enjoy a decent standard of living. GDI measures achievements in the same basic dimensions as HDI but in addition captures inequalities between women and men. Together GDI and GEM attempt to capture the level of development of women and the extent to which women are free from discrimination in building their capabilities and in gaining access to resources and opportunities.

In 2008, the GEI ranks the 2008 situation of 157 countries, based on the most recent statistics available, and is able to determine evolution trends in 133 by comparing their present index with that of five years ago. The following table  presents the GEI for selected Asian developing countries.

Gender Equity Index 2008 for selected Asian developing countries

Country/Economy

GEI 2008

Dimensions

Education

Economic activity

Empowerment

Philippines 

76

100.0

63.5

65.5

Hong Kong

72

98.5

66.0

51.8

Viet Nam

71

88.6

81.2

44.0

Thailand

70

98.7

71.7

39.7

China

69

95.1

73.3

38.2

Singapore

66

89.6

58.6

48.7

Brunei Darussalam

63

98.7

48.4

41.2

Cambodia

60

76.3

83.5

21.0

Malaysia

58

98.1

46.6

29.1

Korea, Rep.

54

84.2

53.9

23.5

Sri Lanka

53

83.7

42.9

32.1

Indonesia

52

91.7

52.8

12.4

Bangladesh

51

82.3

53.5

17.6

Nepal

44

61.1

57.0

15.3

Pakistan

42

73.2

34.2

17.5

India

40

77.5

36.6

6.3

World Economic Forum (WEF) also produces annual report on global gender gap ranking, based on gender gap index (GGI). The index is based on four critical areas of inequality between men and women:

  1. Economic participation and opportunity: outcomes on salaries, participation levels and access to high-skilled employment.
  2. Educational attainment: outcomes on access to basic and higher level education.
  3. Political empowerment: outcomes on representation in decision-making structures.
  4. Health and survival: outcomes on life expectancy and sex ratio.

The index scores are on a 0 to 1 scale (0.00 = inequality, 1.00 = equality) but can be roughly interpreted as the percentage of the gender gap that has been closed. The index scores can be interpreted as the percentage of the gap between women and men that has been closed.

Another important institution which produces annual report on global employment trends for women is the International Labour Office (ILO). Its 2008 report shows that most regions in the world are making progress in increasing the number of women in decent employment, but that full gender equality in terms of labour market access and conditions of employment has not yet been attained. According to the report, economic empowerment for women has a lot to do with their ability or inability to participate in labour markets and with the conditions of employment that the women who do manage to find work face. The report shows that labour force participation rates in South Asia have traditionally been low due to the low rates for women. Compared to 100 men active on labour markets only 42 women participate by either working or looking for work. The low participation is also reflected in the employment-to-population ratios: in 2007, only 3.4 out of 10 women of working-age actually worked (34.1%), and over the last ten years the female employment-to-population ratio slightly decreased. For the same period, the share of women as own-account workers, increased by 7.9% and as employer declined by 0.2% m.

Distribution of female status in employment in South Asia, 2007 (% change from 1997 in parentheses)

Whereas, according to the report, East Asia, which has been the most successful region in terms of economic growth over the last decade, is also the region with the highest regional labour force participation rate for women, low unemployment rates for both women and men and relatively small gender gaps in sectoral as well as status distribution. In this region, the gender gap in economically active females per 100 males continues to be among the smallest in the world. For every 100 active men, there are 79 women participating in labour markets. Between 1997 and 2007, the shares of women as own-account workers (that is self-employed without employees) and as employer (that is self-employed with employees), respectively, increased by 11.1% and declined by 0.9%.

Distribution of female status in employment in East Asia, 2007 (% change from 1997 in parentheses).

Those changes in shares of women as own-account workers and employers can be seen as the development of women entrepreneurship.

Unfortunately, only few countries have national data and enough literature on women entrepreneurs, including Indonesia and Pakistan. In Indonesia, women entrepreneurs especially in SMEs have also been increasing since the 1980s during the new order era (1966-1998) when the country achieved rapid economic growth leading to rapid increase in per capita income. Data from the National state of the art of women entrepreneurship participation, then the table may suggest that becoming an entrepreneur, especially in larger, modern and more complex Labour Survey confirm this, looking at self-employed category by gender. Although, there are more males than females who are self-employed in businesses with or without employees, or the share of females engaged in businesses is lower than that of male entrepreneurs. According to a number of studies (Manning, 1998; Oey, 1998), the reason for the increasing number of womenowned enterprises are partly due to the increase of women’s educational level, and to the economic pressure the women faced in their households.

With respect to sectoral distribution within the manufacturing industry, most of the women entrepreneurs are in the food, beverages and tobacco industry, followed by textile, garment and leather, and non-metallic mineral products. In basic metal and fabricated metal products, the proportion of women entrepreneurs is always very small, not more than 1%. This indicates that women entrepreneurs in manufacturing industry tend to do businesses that do not require high skills and expertise. Indeed, in Indonesia, beyond the manufacturing industry, women entrepreneurs are more likely than male to be involved in these sectors, mostly as ownaccount traders having small shops or as owners of small restaurants or hotel (Tambuan, 2006, 2007).

In Pakistan, the rate of women as employers in the past 10 years does not change; while, that of those as selfemployed increased slightly. One important indication from this survey is that women working as entrepreneurs are still lower than that of their male counterparts. As in other countries in the region, women entrepreneurs in Pakistan are mainly found in MIEs (that is self-employed units) (Goheer, 2003; Sinhal 2005; Roomi and Parrot, 2008).

Main barriers faced by women entrepreneurs in the study area

In Asian developing countries, as in any other part of the world, though the entrepreneurial process is the same for men and women, there are however, in practice, many problems faced by women, which are of different dimensions and magnitudes, which prevent them from realizing their full potential as entrepreneurs. Entrepreneurship by definition implies being in control of one’s life and activeties. It is precisely this independence that societies in the region have denied women. According to Sinhal (2005), the situation is more critical in South Asian countries, as compared to other parts of Asia. The business environment for women, which reflects the complex interplay of different factors (e.g. psychological, social/cultural, religion, economic and educational factors) in the South Asian region ultimately results in the disadvantaged status of women in society.

In Bangladesh, a large number of women’s enterprises are operating on an informal basis and they are not identified in the country’s economy. These enterprises lack the basic forms and information, marketing opportunities, regulatory and social supports (ADB, 2001b).

In Nepal problems faced by women entrepreneurs in Nepal are mainly low access to credit and marketing networks, lack of access to land and property and reduced risk-taking capacity, lack of access to modern technology, lack of personal security and risk of sexual harassment, severe competition from organized units both in the domestic as well as the international markets, low level of self-confidence, and social and cultural barriers such as exclusive responsibility for household work, restrictions on mobility (ADB, 1999a).

In Pakistan, Roomi and Parrot (2008) found that women entrepreneurs do not enjoy the same opportunities as men due to a number of deep-rooted discriminatory socio-cultural values and traditions. These restrictions can be observed within the support mechanism that exist to assist such fledgling businesswomen. The economic potential of female entrepreneurs is not being realized as they suffer from a lack of access to capital, land, business premises, information technology, training and agency assistance. Inherent attitudes of a patriarchal society, that men are superior to women and that women are best suited to be homemakers, create formidable challenges. Women also receive little encouragement from some male family members, resulting in limited spatial mobility and a dearth of social capital. Their research suggests that in order to foster development, multiagency cooperation is required. The media, educational policy makers and government agencies could combine to provide women with improved access to business development services and facilitate local, regional and national networks. This would help integration of women entrepreneurs into the mainstream economy.

In Indonesia, the low representative of women entrepreneurs can be attributed to at least four main factors.

First, low level of education and lack of training opportunities. It is especially true for women living in rural areas or in relatively backward provinces. This fact is consistent with a report on gender mainstreaming in the education system in Indonesia cited in Suharyo (2005) which shows that, the illiteracy rate for women is still higher than men, and the gap between men and women in rural areas is much higher than that in urban areas.

Secondly, heavy household chores place a demand on women especially those in rural areas who have more children. They are required to perform their traditional role as housewives and therefore, they have fewer hours of free time than men, both during the weekend and on weekdays.

Thirdly, there may be legal, traditions, customs, cultural or religious constraints on the extent to which women can open their own businesses. Especially in rural areas rather isolated from big cities like Jakarta. Islamic-based norms have stronger influence on women daily life. This makes female behavior or attitude in rural areas less open than male (or than urban women) to “doing modern business” culture. In such society, women must fully comply with their primary duty as their husband’s partner and housewife, they are not allowed to start their own businesses or to do jobs that involve contact with or managing men, or simply they are not allowed to leave the home alone.

Fourthly, there is lack of access to formal credit and financial institutions. This is indeed a key concern of women business owners, in fact not only in Indonesia but also in other Asian developing countries. This is found to be more problematic for women in rural areas or outside of major metropolitan areas such as Jakarta and Surabaya.

In Malaysia, the problems faced by women entrepreneurs are the same as those in Indonesia. In addition to these problems, Ming-Yen et al. (2007) found that women entrepreneurs in Malaysia also faced a shortage of peer support networks compared with men even though various women entrepreneurs and industry associations have been formed which generally serve as a platform for women entrepreneurs to establish networks and exchange information and experiences as well as to conduct training programmes, seminars and workshops on motivation, leadership and entrepreneur development and to provide other means of support. According to their study, this is due to the fact that women may not join these associations as they might be overloaded with business and family responsibilities. This limits the women entrepreneurs’ ability to seek informal advice and peers financing as well as the information networks needed for survival and growth. This might pose a challenge to women entrepreneurs in establishing networks which are helpful to the survival of their businesses.

Conclusion

Based on limited data and literature, this paper has tried to examine the participation of women as entrepreneurs in SMEs in Asian developing countries. The main issue of women entrepreneurship development discussed in this paper is the main constraints facing women to become entrepreneurs or existing women entrepreneurs to sustain or grow. The paper shows a number of interesting facts. In Asian developing countries, as they accounted, on average, for more than 95% of all firms, thus the biggest source of employment, providing livelihood for over 90% of the country’s workforce, especially women and the young. Women entrepreneurs are mainly found in MIEs that is, traditional and low income generating activities. Majority of women entrepreneurs in the region were not drawn to entrepreneurship by “pull” factors, such as the need for a challenge, the urge to try something on their own and to be independent, to show others that they are capable of doing well in business, to be recognized by the society (self-esteem), hobby, or to use spare time, but by “push” factors such as poverty, unemployment, the need to have more cash income to support the family daily expenditures, and precaution motives (anticipation if husband is laid-off or unemployed, and other emergency needs). This may suggest that when women in the region are better educated and have greater well-paid employment opportunities, their participation in SMEs may decline.

References

v  Charumathi B (1998). “Women entrepreneur’s challenges and prospects”, in C. Swarajya Lakshmi (ed.), Development of Women Entrepreneurship in India: Problems and Prospects, New Delhi: Discovery Publishing House.

v  Dhameja SK, Bhatia BS, Saini JS (2002). “Problems and constraints of women entrepreneurship”, in D.D. Sharma and S.K. Dhameja (eds.). Women and Rural Entrepreneurship, Chandigarh: Abhishek Publications).

v  Dhillon P (1998). Women Entrepreneurs: Problems and Prospects, New Delhi: Blaze Publishers and Distributors.

v  Giovannelli C, Gunnsteinsdottir H, Me A (2003). “The status of statistics on women and men’s entrepreneurship in the UNECE region”, paper presented at Workshop on Improving Statistics on SMEs and Entrepreneurship, OECD, Paris, 17-19 September.

v  ILO (2008). Global Employment Trends for Women 2008, March, Geneva: International Labour Office.

v  Seymour N (2001). “Women entrepreneurs in the developing world”, CELCEE Digest No. 01-04, Kansas City, Center for Entrepreneurial Leadership, Clearinghouse on Entrepreneurship Education, August, http://www.celcee.edu/.

v  WEF (2007). The Global Gender Gap Report 2007, Geneva: World Economic Forum.

v  UNDP (2008). The Human Development Report 2007/2008, New York: United Nations Development Programme.

v  Sinha A (2003). Experience of SMEs in South and South-East Asia, Washington, D.C. SEDF and World Bank.

v  Sinhal S (2005). “Developing Women Entrepreneurs in South Asia: Issues, Initiatives and Experiences”, ST/ESCAP/2401, Trade and Investment Division, Bangkok: UNESCAP.

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Source by Dr.D.Murugesan

Starbucks Marketing Plan

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Contents

Executive Summary…………………………………………………………………………………………………..3 

Market Summary………………………………………………………………………………………………………3

     Target Markets………………………………………………………………………………………………………….3

        Market Demographics………………………………………………………………………………………………..3

Geographic……………………………………………………………………………………………………………….3

Demographics……………………………………………………………………………………………………………4

Market Needs……………………………………………………………………………………………………………4

Selection…………………………………………………………………………………………………………………..4

Accessibility………………………………………………………………………………………………………………4

Customer Service……………………………………………………………………………………………………….4

Competitive Pricing…………………………………………………………………………………………………….4

Market Forecast…………………………………………………………………………………………………………4

PEST Analysis…………………………………………………………………………………………………………………………..5

Market Growth………………………………………………………………………………………………………….5

SWOT Analysis…………………………………………………………………………………………………………..5

  1. 1.      Strengths………………………………………………………………………………………………………..5
  2. 2.      Clusters company units……………………………………………………………………………………..5
  3. 3.      Weaknesses…………………………………………………………………………………………………….6
  4. 4.      Opportunities………………………………………………………………………………………………….7
  5. 5.      Threats…………………………………………………………………………………………………………..8

Competition………………………………………………………………………………………………………………8

            Services (Company)……………………………………………………………………………………………………9

Keys to Success (Company)………………………………………………………………………………………….9

   Critical Issues…………………………………………………………………………………………………………..10

Marketing Strategy…………………………………………………………………………………………………..11

  1. 1.      Starbucks Mission Statement (Company)……………………………………………………………11
  2. 2.      Environmental Mission Statement (Company)…………………………………………………….11
  3. 3.      Marketing Objectives………………………………………………………………………………………12
  4. 4.      other points of importance to Starbucks…………………………………………………………….12
  5. 5.      Financial Objectives ……………………………………………………………………………………….12
  6. 6.      Target Marketing……………………………………………………………………………………………12
  7. 7.      Store Expansion Strategy…………………………………………………………………………………13
  8. 8.      Positioning…………………………………………………………………………………………………….14
  9. 9.      Marketing Mix……………………………………………………………………………………………….16
  10. 10.  Controls………………………………………………………………………………………………………..19

Marketing Organizations……………………………………………………………………………………………20

Recommendations for Improvement…………………………………………………………………………………….21

References………………………………………………………………………………………………………………22

Appendix………………………………………………………………………………………………………………..23

Executive Summary

What was once a small coffee shop opened by Gerald Baldwin, Gordon Bowker, and Ziev Siegl in 1971, Starbucks Coffee Company has grown into the number one specialty coffee retailer. With over 10,000 coffee shops in more than 30 countries, of which 4,200 are licensed and franchised and 6,000 are owned, the company’s main objective is to establish Starbucks as the “most recognized and respected brand in the world,” (Moon) .

Currently, Starbucks is relying on retail expansion, product innovation, and service innovation to achieve a long-term goal once set by current chairman Howard Schultz:

 “The idea was to create a chain of coffeehouses that would becomeAmerica’s “third place.” At the time, most Americans had two places in their lives – home and work. But I believed that people needed another place, a place where they could go to relax and enjoy others, or just be by themselves. I envisioned a place that would be separate from home or work, a place that would mean different things to different people,” (Moon).

By working toward this goal, Starbucks wants to open new stores in both new and existing markets, expand their product development process, and cater to customers ‘needs to eventually improve their financial position and dominate market share.

     Market Summary

  • Target Markets

 In the early stages of development for Starbucks, Schultz identified their target market as “affluent, well-educated, white-collar patrons (skewed female) between the ages of 25 and 44,”     (Moon).

Over time, market research teams have recognized the new target market as “younger, less well-educated, and in a lower income bracket than their more established customers,” (Moon).

  • Market Demographics
  • Geographic’s (Moon)

Data from 2002 showed that in the Southeast there was only one store for every 110,000 people. whereas in the Pacific Northwest. There was one store for every 20,000 people. Hence, the company was far from reaching existing markets.

 International plans showed Starbucks was operating in over 30Company-owned stores in the United Kingdom, Australia, and Thailand. Also, 900 licensed stores were operating in Asia, Europe, the Middle East, Africa, and Latin America.

 

 

 

 

  • Demographics

 

  • Young, affluent, tech-savvy customers (Hoovers) a 1999 estimate showed that 70% of customers were internet users, and today the estimate has exceeded 90% (Hoovers).
  • Moms with strollers (Hoovers)
  • People combining work and a coffee break (Hoovers)
  • The most frequent customer’s average 18 visits per month, whereas the typical customer visits five times per month (Moon).
  • Market Needs

Starbucks wants to create an experience for their customers that combine their on-the-go schedule, as well as a place to relax. Senior vice president of administration in North America Christine Day explains that, “people come here for the coffee, but ambience is what makes them want to stay,”

  • Selection

Starbucks menu contains brewed coffee, espresso traditions and favourites, cold beverages, coffee alternatives, frappuccinos, and the sale of whole beans.

  • Accessibility

Starbucks operates over 10,000 retail stores. Most of the 4,200 franchised stores are located in shopping malls and airports. Starbucks coffee brands are also marketed through grocery stores in the form of beans and even ice cream flavours.

  • Customer Service

Starbucks employees are referred to as “partners.” As of 2002, Starbucks employed 60,000 partners worldwide, 50,000 of those in the United States. From the beginning when Howard Schultz took

Over Starbucks, he believed, “Partner satisfaction leads to customer satisfaction,” (Moon).

  • Competitive Pricing

Starbucks brand coffee sold in grocery stores are similar to these prices found in the cafes.

  • Market Forecast (Moon)

Over the next few years, an estimate for the U.S. retail coffee market expects specialty coffee to have a compound annual growth rate (CAGR) between 9%-10%.

  • Starbucks was also estimated in 2002 to grow at a CAGR of about 20% top-line revenue growth.
  • As of 2002, coffee consumption had risen with more than half of the population (about 109 million people) drinking coffee every day, and an additional 52 million drinking coffee on occasion.
  •  PEST Analysis
  • Political Influences
    • Relationships between coffee producing nations and US
    • State & Local government controls
    • Economic Influences
      • Constant demand for food and beverages
      • Changes in disposable income could influence purchase levels
      • Social Influences
        • Consumer preferences could shift from coffee to other beverages
      • Technological Influences
        • Use of technology can  improve operational efficiencies
  • Market Growth
  • Reports show in 2002, the number of specialty coffee drinkers has become the market’s biggest growth.
  • An estimated one-third of all U.S. coffee consumption takes place outside of the home and in places such as offices, restaurants, and coffee shops (Moon).

SWOT Analysis

  • Strengths
  • The company is good at taking advantage of opportunities.
  • Starbucks is very profitable and has a strong financial base, therefore allowing the company to undertake new business ventures.
  • Revenue increased to $5294.2 million in 2004, a 29.9% increase from 2003 (Data Monitor)
  • Profits increased to $610 million in 2004, a 43.7% increase from 2003.
  • Net earnings increased 46% (SWOT).
  • The company is internationally recognized and has a global presence.
  • Their reputation is one of fine products and services.

                 Almost 9,000 cafes in almost 40 countries (SWOT)

  • Widespread brand recognition, which in turn becomes brand Preference, and ideally eventually brand loyalty.
  • Strong customer base
  • Clusters company units
  • Expands business with the continuing growth of the coffee market, especially in areas where the company is already well established, and groups stores in an area, therefore able to dominate the region.
  • Leads to considerable financial reward without suffering from cannibalism (Data Monitor).
  • Focus on opening stores that have convenient access for pedestrian and drivers
  • Helps the company capture an increasing share of the coffee market
  • Weaknesses
  • Reliance on beverage innovation
  • Vulnerable to the possibility that their innovation may falter over time
  • Company growth is mostly driven by beverage innovation.
  • If U.S. store growth decreases, stock is lowered in value.
  • Diminishing return from beverage innovation would have an adverse effect (Data Monitor).
  • More than 75% of the company’s stores are in the USA (Data Monitor).
  • May need to look for an assortment of countries in which to open more shops in order to spread business risk
  • 85% of revenue is from its domestic US market (Data Monitor).

               

v  Has high international brand recognition and should look to generate a greater proportion of revenue from outside the USA

v  Would suffer greatly if U.S. stores underperformed because of economic conditions or increased levels of competition

  • Dependent on the retail of coffee, this could make them slow to diversify into other divisions if the need should arise.
  • Employee efficiency is poor.
  • § Lower revenue per employee ($71,544—fiscal 2004) compared to the

    Industry average ($110,841) (Data Monitor)

  • Lower income per employee ($5,294) compared to the industry average ($9,500) (Data Monitor).
  • Lower Return on Equity than peers
  • Company’s 5 year average ROE (13.65%) have been lower than the

Industry average (15.09%)  (Data Monitor).

  • Need to effectively manage its finances to ensure that returns are at par of higher than industry average.
  • Problems in some international operations
  • Problems of expansion: A number of openings are failing to be

 Successful.

  • Japanese operations: The Company has experienced some same-stores sluggishness.
  • Closures of stores in Israel and Tel Aviv: Hurts growth prospects in the region
  • Opportunities
  • In 2004, created a CD-burning service where customers can create their own music CD
  • Opportunities for revenue growth by expanding its global operations

          

  • New markets for coffee are beginning to emerge; for example, in Indian and the Pacific Rim (SWOT).
  • Targeting 15,000 international stores in the next few years

v  Expansion potential questionable in Brazil, India, and Russia

v  China could be one of the largest markets, and therefore the company will focus on Beijing and Shanghai.

  • Large urban population
  • Rising economy
  • Increase in coffee consumption
  • Co-branding with other manufacturers of food and drinks and brand franchising to manufacturers of other goods and services
  • Creates loyalty for Starbucks brand
  • Recently signed agreement with Jim Beam Brands to develop and market a Starbucks-branded coffee liqueur drink (Data Monitor), which has strong revenue potential because:

v  Liqueurs represent $4-5 billion opportunity (Data Monitor).

v  Liqueurs with coffee represent a considerable segment of the Liqueur market.

v  There is a significant overlap between consumers of liqueurs and consumers loyal to the Starbucks brand (Data Monitor).

  • Growth in coffee markets: Starbucks has a market share of over 40% of the special coffee market (Data Monitor). Therefore growth in this category would result in considerable opportunities for further growth and expansion in the near future.
  • Threats
  • Coffee may not stay in favour with customers, and another type of beverage or leisure activity could replace it.
  • Rises in the costs of dairy products could affect the company’s margins.
  • Competition
  • Competitive coffee shops
  • Copy cat brands
  • Restaurants
  • Street carts
  • Competition could enter the market at any time.
  • The U.S. specialty coffee market continues to grow, and an

            Increasing number of firms is looking to enter.

  • At any time, a company with greater financial, marketing, and

Operating resources could enter the market and compete                                  directly with Starbucks.

  • Volatile nature of the coffee market
  • Multiple factors, including weather, political, and economic conditions for example, can potentially negatively affect the company’s business.
  • Green coffee prices may be affected due to agreements establishing export quotas or restricting global coffee supplies.
  • Slowing U.S. retail sales
  • Domestic retail accounts for about 75% of the company’s revenue growth and an even greater proportion of profit growth (Data Monitor).
  • If current U.S. store growth continues, saturation levels within the

North American division may be reached within five years. Before

                                  Reaching this point, US retail sales growth will slow significantly

                                 (Data Monitor)

  • Competition
  • Competition comes in several forms:

v  Independent/Local coffee shops

v  Social and inclusive

v  Diverse and intellectual

v  Artsy and funky, typically cozy and very welcoming

v  Liberal and free-spirited

v  Lingering encouraged

v  Particularly appealing to younger coffee house customers

v  Wide variety of beverages/food

v  Appeals to the non-traditional crowd

v  Franchise/Large Companies

  • Generally well-recognized names (McDonald’s, Krispy Kreme, Dunkin’ Donuts, etc.)
  • More convenient and accessible
  • Easy access in and out
  • Appeals to the more mainstream coffee drinkers
  • Services (Company)
  • Starbucks purchases roasts of the highest quality of whole bean coffees.
  • Fresh and rich brewed Italian espresso
  • Offers pastries and other appetizing confections
  • Sells coffee-related accessories (mugs, coffee makers, cups, espresso, etc.)
  • Expanded sales into supermarkets of whole bean coffee
    • Introduction the widely popular drink, Frappuccinos, to the public
    • Strives for satisfied customers and a welcoming environment
    • Works to have highest standards of excellence in way of business
    • Offers newspapers and other reading material, popular music, and Internet

 access (provided by T-Mobile)

  • Keys to Success (Company)
    • Rapidly expand retail operations
    • Growth in its specialty sales and other operations
    • Selectively pursue opportunities to leverage the Starbucks brand through the

introduction of new products

  • Continue to be widely available and welcoming
  • Maintain reputation for having specialty and gourmet coffee
  • Make customers feel welcome with friendly service
  • Critical Issues (Moon)
    •  Must increase customer satisfaction through improvements to service
    •   Friendlier and more attentive staff
    •  Faster and more efficient service
    •  Increase in personal treatment (remember customer’s name and order)
    •  More knowledgeable staff
    •  Better overall service
    •  Offer better prices/incentive programs

v  Free cups after “x” number of visits

v  Reduction of price

v  Offer promotions, sales to increase customer satisfaction

  • OTHER

v   Offer better quality and variety of products

v   Improve atmosphere (friendly, welcoming)

v   Reaching out to community through involvement and awareness

v   More stores and convenient locations

  • Other critical issues Starbucks is criticized for and must be aware of are:

v  Clustering

v  Driving out independents

v   Loss of diversity

v   Its policy toward farming communities in developing countries

v   Fair trade

v   Many of these issues are vital for Starbucks to improve their

v  Customers’ satisfaction (Simmons).

    Critical Issues

                                              

Marketing Strategy

  • Starbucks Mission Statement (Company)

“Establish Starbucks as the premier purveyor of the finest coffee in the world while     maintaining our uncompromising principles while we grow.

The following six guiding principles will help us measure the appropriateness of our decisions:

  • Provide a great work environment and treat each other with respect and dignity.
  • Embrace diversity as an essential component in the way we do business.
  • Apply the highest standards of excellence to the purchasing, roasting, and delivery of our fresh coffee o Develop enthusiastically satisfied customers all of the time.
  • Contribute positively to our communities and our environment.
  • Recognize that profitability is essential to our future success.”
  • Environmental Mission Statement (Company)

“Starbucks is committed to a role of environmental leadership in all facets of our business.

   We fulfil this mission by a commitment to:

  • Understanding of environmental issues and sharing information with our partners.
  • Developing innovative and flexible solutions to bring about change.
  • Striving to buy, sell, and use environmentally friendly products.
  • Recognizing that fiscal responsibility is essential to our environmental future.
  • Instilling environmental responsibility as a corporate value.
  • Measuring and monitoring our progress for each project.
  • Encouraging all partners to share in our mission.”
  • Other points of importance to Starbucks:
    • “Building customer loyalty around cappuccinos, lattes, and other fancy beverages,” (Overshot).
    • Want to create a sense of community
    • Want to create a memorable experience for a customer that inspires the customer to return often, as well as to tell a friend
    • Striving to become the most recognized and respected brand in the world
    • Putting people before products (Company)
    • What a Starbucks store should be: “An authentic coffee experience that conveyed the artistry of espresso making, a place to think and imagine, a spot where people could gather and talk over a great cup of coffee, a comforting refuge that provided a sense of community, a third place for people to congregate beyond work or the home, a place that welcomed people and rewarded them for coming, and a layout that could accommodate both fast service and quiet moments” (Thompson).
  • Marketing Objectives
  • To create a Starbucks experience that makes people come for the coffee, stay for the ambience and environment, and return for the connection
  • To build an image separate from smaller coffee chains
  • To clearly communicate the values and commitments of the Starbucks business to their customers, instead of only growth plans publicized in the media
  • Financial Objectives
    • Have each store reach a $20,000 weekly sales level
    • Open new stores with lower store-opening costs (about $315,000 per store on average).
    • Target Marketing
      • Based on a sample of Starbucks’ 2002 customer base, the attitudes toward the brand were:
  • The chart shows that the new customers have a poorer attitude toward Starbucks in every category than the existing customers.
  • The new customer type that needs attention is:

v   45% female, 55% male

v   Average age of 36

v   37% have a college degree

v   Average income is $65,000

v   Drink an average of 15 cups of coffee per week

  • Store Expansion Strategy
    • Target areas with favourable demographic profiles, as well as areas that can be serviced and supported by the company’s operations infrastructure.
  • For each targeted area, select a large city to serve as a focal point.

v  Goal of each focal city: Open 20 or more stores in that city in the first two years.

v  Once stores cover the city, open additional stores in smaller, surrounding areas in the region.

  • With this plan, the company had only closed 2 of the 1,500 sites it had opened between 1992 and 1997.
  • Stores must be custom-designed.

v   The company does not buy freestanding structures, and therefore each store is a different shape and size.

v  Most stores range in size from 1,000 to 1,500 square feet.

  • Most stores are located in high-trafficked, high-visibility areas, such as:

v  Office buildings

v   Downtown and suburban retail centres

v  Airport terminals

v   University campuses

v  Busy neighbourhood shopping areas convenient to pedestrian traffic

  • International expansion

v  As of 2004, the company operated over 300 company-owned stores in the United Kingdom, Australia, and Thailand, as well as 900 licensed stores in Asia, Europe, the Middle East, Africa, and Latin America.

v  Goal: Have 15,000 international stores

  • Other things to consider:

v  Kiosks

v  Drive-through windows

  • Positioning
  • Store Ambience

v   Goal: To make customers want to linger

v   Social Appeal—Offer a sense of community, a           place where people can come together

v   Physical layout

  • Seating areas to encourage lounging
  •  Appear upscale yet inviting

v  Aromas

  •  Smoking is banned in all stores
  •  Employees are asked to refrain from wearing perfumes or colognes, and prepared foods are kept covered so customers would only smell coffee aromas.

v  Sounds

  • Play soothing CDs that are also for sale
  •  Often offer live music
  • Customer Service

v  The company sees a direct link between customer satisfaction and customer loyalty.

v  The company believes that employee satisfaction leads to customer satisfaction (Moon).

  •  Voted onto Fortune‘s Top 100 Places to Work
  •  Employee satisfaction remains consistently around 80-90%.
  •  Turnover rate is 70%, one of the lowest in the industry
  •  Focuses on manager stability in order to decrease employee turnover, but also to help recognize regular customers and provide personalized services

v  Employees are trained to connect with customers and focus on “customer intimacy.”

  • Greet customers with a smile.
  • Enthusiastically welcome customers into the store.
  •  Establish eye contact.
  •  Try to remember customers’ names and orders if they are frequent customers.

v  “Just Say Yes” policy, in order to keep the customer happy, which may go beyond store rules

  • Example: Always compensate dissatisfied customers with a Starbucks coupon entitling them to a free drink
  • Example: Give a customer a free refill if he/she spills their drink.
  • Advertising—The Company spends very little on advertising and depends on word-of-mouth promotion.
  • Involvement in the Community

v  Contributing positively to surrounding communities is one of Starbucks’ guiding principles in the company’s mission statement.

v   Howard Schultz had the plan to “build a company with soul (Student).

v   Starbucks has been the largest corporate contributor in North America to CARE, a worldwide relief and development organization to help Third World countries where Starbucks purchases its coffee supplies.

v   The company has an Environmental Committee that looks for ways to reduce, reuse, and recycle waste, as well as contribute to local community environmental efforts.

v   The company donated almost $200,000 to literacy improvement efforts (Student).

v  Starbucks has many community building programs to “contribute positively to the communities where our partners (employees) and customers live, work, and play” (Corporate).

v  “As part of Starbucks ongoing commitment to share the comfort of coffee during times of crisis, the company continues to demonstrate our support of the men and women serving in the U.S. military overseas” (Company).

v  The Starbucks Foundation (Company)

  • Established in 1997 by Howard Schultz
  •  Inspired by Schultz’s childhood experiences and those of other inner city children
  •  Dedicated to creating hope, discovery, and opportunity in the communities of Starbucks
  • Marketing Mix
  • Marketing Research
  • Schultz wanted to use research in order for Starbucks to challenge the status quo, be more innovative and take bigger risks.
  • Examples of questions he asked were :

v   What could Starbucks do to make its stores an even more elegant “third place” that welcomed, rewarded, and surprised customers?

v   What new products and new experiences could the company provide that would uniquely belong to or be associated with Starbucks?

v   What could coffee be – besides being hot or liquid?

v  How could Starbucks reach people who were not coffee drinkers?

v   What strategic paths should Starbucks pursue to achieve its objective of becoming the most recognized and respected brand of coffee in the world?

  • At the retail stores, a pamphlet is available for customers to share their thoughts about their Starbucks experience.
  • Starbucks uses “Customer Snapshots,” similar to mystery shoppers, to evaluate partner performance in the retail stores (Moon).

v  The four basic service evaluations include:

  • Service – Did the register partner verbally greet the customer? Did the partners make eye contact with the customer? Say thank you?
  • Cleanliness – Was the store clean? The counters? The tables? The restrooms?
  • Product Quality – Was the order filled accurately? Was the temperature of the drink within range? Was the beverage properly presented?
  • Speed of Service – How long did the customer have to wait? The company’s goal was to serve a customer within three minutes, from back-of-the-line to drink-in-hand.

 Customer Snapshot Scores (North American Stores)

  • Product

 Starbucks product-mix expanded from 30 varieties of whole bean coffees to eco-friendly cappuccino, coffee makers, and other Starbuck paraphernalia. Its product offerings have also expanded beyond pastries and coffee to oatmeal, smoothes, and wraps to keep up with the competition and satisfy more customer needs.

The company has also been constantly introducing new products, such as “Instant via Ready” and “Full Leaf Tazo Tea Lattes” and “Tazo Tea Infusions”. The Instant via Ready is an instant coffee that the company claims is indistinguishable from its regular brewed coffee (Jargon). Full Leaf Tazo Tea Lattes and Tazo Tea Infusions are the company’s new tea offerings through which it hopes to attract tea drinkers (Edwards). The company also offers Starbucks coffee and cappuccino makers for consumers who wish to replace their existing home coffee makers.

  • Price

Starbucks products are priced higher due to perceived upscale image attached to its brand. The company also began to offer $1 bottomless 8 oz. cup of coffee, with unlimited refills that cost approximately 50 cents less than any other Starbucks products. The company is also implementing “value strategies” that would emphasize more on inexpensive coffee products rather being perceived as unaffordable to price-skittish consumers. For example, the company introduced $3.95 “breakfast pairings,” including popular breakfast items paired with a coffee, and highlights $2 brewed coffees instead of the more expensive specialty drinks (Jennings).

  • Place

 As stated earlier, Starbucks can be found in any neighbourhood where there is a perceived high traffic for its stores. Starbucks outlets can also be found in-store of various large chains including Barnes & Noble and Target. Their locations are extremely conducive for individuals that are on the go and for those who enjoy reading or listening to music. Starbucks has also been recently testing “stealth outlets”, where the store is named after the street it is located on. The new stores attempt to “localize” Starbucks stores with no Starbucks logo on any of the products being offered there, and instead have the specific street address as the brand name (Allison).

  • Promotion

Starbucks has implemented numerous promotions to reach its target markets. Promotions are listed as follows:
• One of the promotions that Starbucks has used is the Starbucks Card. Starbucks Card is an initiative that offers customers the opportunity to promote company’s products through a referral system. When a customer purchases a gift card, it not only shows brand loyalty, but it also provides the company with free advertising, and brings in new customers. Starbucks also provides a card for corporate sales, which are used for extrinsic rewards to show employee appreciation for a job well done, or a gift to client or a vendor. 
• Coffee services delivered to offices without coffee size restrictions.
• Appealing to a diverse customer base by offering international teas and coffees to accommodate those customers that want a taste from home or for locals that enjoy tea.
• Using philanthropy as a means for promotion – Starbucks contributes to several non-profit organizations as a way to improve brand image and awareness in local communities.

  • Controls
  • Problems and Solutions
  • In 2002, our fellow associates, including Christine Day, recognized that customer service needed to be improved upon, and one idea to conquer this problem was to invest $40 million annually in 4,500 stores.
  • By adding almost $9,000 to each store, this would allow an additional 20 hours of labour per week.
  • Day said, “The idea is to improve speed-of-service and thereby increase customer satisfaction.”
  • According to a survey of customers, 65% believed fast service was a key attribute to their satisfaction.
  • In the past when we thought of adding more labour hours to our retail stores, we decided against it due to the struggling economy, especially since labour was already our biggest expense.  
  • Another option instead of increasing labour hours is to increase the efficiency of the partners that we currently employ. We removed the no value- added tasks, simplified the production process, and manipulated the store layout to take better advantage of store space.
  • Additionally, we installed an automatic espresso machine that was faster, reduced waste, and improved consistency while still fulfilling our customer’s needs. We want to continually implement the use of these machines in more of our stores.
  • Furthermore, we want to add more drive-thru lanes to our stores. In doing so, we can still serve our customers who want a taste of Starbucks on-the go.
  • Marketing Organizations
  • Although we have been considered one of the world’s most effective marketing organizations, we lack a strategic marketing group (Moon).
  • Instead, we have smaller divisions (Moon):

v  Market research group – gathered and analyzed market data

v  Category group – developed new products and managed the menu

v Marketing group – developed quarterly promotional plans

  • However, we need to find a way to get these divisions to collaborate so information about market and customer trends is not overlooked like it has been in the past and we can make better decisions about driving our business in the future.
  • In 1995, a “Stores of the Future” project team was formed (Student).

v  Their goal was to come up with the next generation of Starbucks stores to be debuted in 1996.

v  Schultz communicated with the team and envisioned the retail stores to look and feel like, “an authentic coffee experience that conveyed the artistry of espresso making, a place to think and imagine, a spot where people could gather and talk over a great cup of coffee, a comforting refuge that provided a sense of community, a third place for people to congregate beyond work or the home, a place that welcomed people and rewarded them for coming, and a layout that could accommodate both fast service and quiet moments.”

v  The team researched the art and literature of coffee throughout the ages, studied coffee-growing and coffee-making techniques, and looked at how our retail stores have already evolved in terms of design, logos, colours, and mood.

v  The team decided upon four store layout designs:

  • A store for each stage of coffee making: growing, roasting, brewing, and aroma.
  • Each store had its own colour combinations, lighting scheme, and component materials.
  • Also, the stores adapted to the environment, whether the store was downtown or on a college campus, for example.
  • Recommendations For Improvement
  • Revamp the employee reward system
  • Tighten focus on creating the “Third
      Place” environment
  • Focus profitability measures on profitable
      sales, not just reduction in staffing

References

“Company, The.” Starbucks”..Received by 8may, 2010

“Corporate Social Responsibility”.  Starbucks Coffee. . Starbucks Corporation. 4

Dec. 2006. Received by 8may, 2010

Moon, youngme, and John Quelch. Starbucks: Delivering Customer Service. Harvard

College. Boston: Harvard Business School, Received by 6may, 2010

Overholt, Alison. “Thinking Outside the Cup.” Fast Company. . Mansueto

Ventures LLC. 3 Dec. 2006. Received by 6may, 2010

Simmons, John. “Starbucks: Supreme Bean.” Brand Channel. 21 Nov. 2005. 6 Dec. 2003

. Received by 6may, 2010

“Starbucks Corporation.” Hoovers,

Received by 6may, 2010

“Starbucks Corporation.” Student Resources. . McGraw-Hill.

. Received by 6may, 2010

 Thompson, Arthur A., and John E. Gamble. “Starbucks Corporation.” 1999. The

McGraw-Hill Companies. 3 Dec. 2006. Received by 5may, 2010

“Starbucks Corporation.” Data Monitor. 2005. 3 Dec. 2006

. Received by 5may, 2010

“SWOT Analysis Starbucks.” 2006. Marketing Teacher Ltd. 3 Dec. 2006

. Received by 5may, 2010

<http://blogs.indews.com/marketing/starbucks_marketing_case_analy.php>

<http://google.com/> Received by 5may, 2010

“starbucks Information'<http://news.starbucks.com/> Received by 5may, 2010

Appe

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Source by mehrdad salehi

Indonesia Palm Oil exports increased at a rate of 27.4%per annum over the past decade

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Emerging Markets Direct (EMD) released the latest Indonesia Palm Oil Industry Report 2H10. In the report, it says that palm oil is the most important agricultural export crop of Indonesia, with exports increased at 10.7 million tons or 274% over the past decade or roughly 27.4% per annum (1.1 million tons). As of August 2010, exports rose 45% month-on-month to 1.72 million metric tons and expected to rise further approaching the last months of 2010 owing to higher demand driven by year-end festivals.

Ever since 2006, Indonesia has been replacing Malaysia as the largest producer of palm oil. The government stimulated the growth of palm oil industry by introducing some of the core reforms like decentralizing the land-use licensing rights to provincial governments, granting subsidies to smallholders, establishing the pro-rated export tax system for crude palm oil. As the global demand for palm oil grows at 2.2 million tons per year, it is estimated that Indonesia could even satisfy 57% of the annual growth in demand. The high demand even drives crude palm oil prices up to USD750 per ton as of mid-2010.

Indonesia has the potential to grow into a world biodiesel leader and a model for plantation sustainability, as supported by two of its most valuable assets, namely its oil palm plantations (which is expected to increase to ten million hectares by 2015), and its people. The government encouraged the use of bio-diesel to reduce the use of diesel oil for transportation and industrial use. State oil and gas company, Pertamina started selling bio-diesel mixed with automotive diesel oil in 2006.

What are the problems faced in the industry?

– Difficulty in procuring lands results in the failure of implementing oil palm plantations projects.
– Insufficient supply of high yield seedlings give rise to falsely certified seedlings.
-Processing factories operate without having plantations means a mismatch of capacity.
– Rising environmental concerns trigger anti-palm oil expansion campaigns staged by environmental NGOs.

Rising environmental concerns lead to the withdrawal of major clients like Unilever, Kraft and Nestle. As a result, the palm oil industry supported the proposal of environmental NGOs to declare a moratorium on new licenses for the development of plantation in natural forest and on peat lands, effective from January 2011. How does Indonesia Palm Oil industry strike a balance between environmental concerns and productivity? What are the sustainable measures taken by the industry?  What are the prospects and outlook of Palm Oil Industry?

Want to have an overview and competitive analysis of the major industry players?

– PT Astra Agro Lestari TBK
– PT Sinar Mas Agro Resources and Technology TBK
– PT Perusahaan Perkebunan London Sumatra Indonesia TBK
– PT Bakrie Sumatera Plantation TBK.

Check our pages to see more details about our latest Indonesia Palm Oil Industry Report:
http://www.emergingmarketsdirect.com/products/Indonesia-Palm-Oil-Industry.html

Table of Content

1. Industry Profile

1.1    Indonesian Palm Oil
1.2    Production
1.2.1    Production of Palm Kernel Oil
1.3    Palm Oil Exports
1.3.1    Crude Palm Oil Shipment
1.4    Prices
1.5    World Major CPO Producers and Major Oils
1.5.1    Malaysia Palm Oil Industry
1.5.2    Major Oils
1.6    Development in the Palm Oil Industry
1.6.1    Oleochemical Industry
1.6.2    Biodiesel Industry
2. Market Trends and Outlook
2.1    Greenpeace and the Indonesian Pam Oil Industry
2.2    Problem Faced in the Industry
2.2.1    Scarcity of Land
2.2.2    Falsely Certified Seedlings
2.2.3    Issues Over CPO Factories Without Plantation and Plantations without Factory
2.3    Development in the Industry
2.4    Roundtable on Sustainable Palm Oil (RSPO)
3. Leading Players and Comparative Matrix
3.1    Leading Players
3.1.1    PT Astra Agro Lestari TBK (AAL)
3.1.2    PT Sinar Mas Agro Resources and Technology (SMART)
3.1.3    PT Perusahaan Perkebunan London Sumatra Indonesia TBK (LONSUM)
3.1.4    PT Bakrie Sumatera Plantation TBK (UNSP)
3.2    Comparative Matrix
3.3    SWOT Analysis

4. Tables and Charts
Table 1 : Area and Production by Category of Producers 2006 – 2010
Table 2 : Indonesia Crude Palm Oil Exports by Major Destination Countries 2006 – 2010
Table 3 : Shipment Size Distribution
Table 4 : Average Annual Production of Major Oils and Fats 1958 – 2009
Table 5 : Plantation Statistic of AAL  2008 – 2009
Table 6 : Palm Oil Planted Area of AAL (as of June 2008)
Table 7 : Operational Highlights of SMART 2005 – 2009
Table 8 : Operational Highlights of LONSUM 2005 – 2009
Table 9 : Operational Highlights of UNSP 2008 and 2009
Table 10 : Financial Highlights of Major Players 2008 and 2009

Chart 1 : Indonesia Regional Palm Oil Production
Chart 2 : Indonesia and Malaysia Palm Oil Production 1996 – 2008
Chart 3 : Historical Palm Oil Area & Production 1985 – 2009
Chart 4 : Indonesia Annual Palm Area Growth  
Chart 5 : Indonesia Palm Area Growth by Location
Chart 6 : Production of Crude Palm Oil by Country in 2008
Chart 7 : World Production of Palm Kernel Oil 2005 – 2010
Chart 8 : Indonesia Palm Oil Exports 2001 – Jun 2010
Chart 9 : Indonesian Crude Palm Oil Export by Port 2006 – 2010
Chart 10 : Shipment Size per Month 2010
Chart 11 : Export Price and Volume of Indonesian CPO Jan 2006 – April 2010
Chart 12 : Palm Oil Production in Malaysia and Indonesia 2004 – 2009

About Emerging Markets Direct

Emerging Markets Direct is the online research store from ISI Emerging Markets, a Euromoney Institutional Investor Company. We deliver in-house industry research report, industry analysis and data vital to support all kinds of business decision, academic and research purposes. Our flagship product – Emerging Markets Direct Report covers the top 20 industry sectors of India, China, Malaysia, Thailand, Indonesia, Vietnam and Indonesia. ISI Emerging Markets in-house analysts crunch the numbers from our proprietary CEIC databases and combine the results with on-the ground industry insight. The result is reliable, hard-to-get industry data, analysis and insight. Previously available only to subscribers of the ISI Emerging Markets Information Service, Emerging Market Direct reports are available now at our online research store. Our Other products are: CEIC snapshots, CEIC datatalk, Intellinews. To view our full catalogue of products, please visit http://www.emergingmarketsdirect.com

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Source by Emerging Markets Direct

Corporate Income Tax in Thailand For Thai and Foreign Companies

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In Thailand, all of the laws in connection with taxation are governed by the Thai Revenue Code. The Ministry of Finance administers the procedures in connection with tax collections. The government’s Revenue Department collects taxes under four main categories such as corporate income tax, value added taxes (VAT), stamp duty, and personal income tax.

The country’s tax collecting authorities also include the Customs Department, which collects import as well as export duties; the Excise Department, which is responsible for the collection of excise tax; and other local authorities which collects municipal and property taxes. Above mentioned is just a brief info on the taxation system in Thailand. In this article, discussed further in detail is regarding corporate income tax as well as its features and rates.

Corporate Income Tax (CIT) is in the form of direct tax, and is imposed on juristic companies as well as registered partnership firms that are formed under the laws of the country, such as limited partnerships, private limited companies, public limited companies, and ordinary registered partnerships.

Corporate income tax is imposed on both local and foreign companies. It is calculated on the net profit and has to be paid at the end of every accounting period. But, a Thai company is entailed to pay tax on the basis of its worldwide net profit. On the other hand, a foreign company operating in the country is required to pay corporate tax only on the net profit that it has derived from carrying out of the business in Thailand. But, a foreign company would be levied corporate tax on its overall receipts, provided it is engaged in businesses such as international transport business.

Likewise, a foreign company, although it does not have any business in the country, may be imposed corporate tax on its receipts, in case, it derives any kind of income from Thailand, such as, interests, service fees, professional remuneration, and dividend.

Mostly, corporate income tax (CIT) is calculated on the net profit of the company and that too on the accrual basis. While calculation, a company takes into account all revenues derived during an accounting period, and deducts them all of the expenses that have been incurred during an accounting period as per the Revenue Code.

On calculation of corporate income tax, deductible expenses include ordinary and necessary expenses; interest with exception of company’s funds and interest on capital reserves; taxes, with exception of VAT and CIT paid to Thai government; net losses that have been carried forward from the previous five years; bad debts; wear and tear and depreciation; contributions in connection with provident fund; donations up to 2% of net profit; and entertainment expenses which can be up to 0.3% of the overall receipt however, it should not exceed ten million baths. Further, special rates have been fixed for deductible expenses. For instance, deduction is about 200% in the case of Research and Development expense. Likewise, in the case of job training, it is 150% deduction in connection with its expenses.

Now we will discuss at what rate corporate income tax is deductible. Usually, corporate income tax rate in the country is 30% of net profit. However, rates differ depending upon the nature of tax payers.

For example, in the case of small companies with a paid up capital less than five million baths, corporate income tax rate would be on the basis of below mentioned

– If net profit does not exceed one million baths, then the rate at which corporate income tax would be charged is 15%
– If net profit is more than one million baths and up to three million baths, then CIT rate would be 25%
– In case, the net profit is more than three million baht, CIT rate would be 30%

In the case of companies listed in SET (Stock Exchange of Thailand), the corporate income tax rate would be as follows

– For net profit up to 300 million Baht, the rate would be 25%
– For the balance net profit, the rate is 30%

For companies newly listed in the SET, the rate would be 25% of the net profit. Likewise, in the case of banks that derive profits from IBF (International Banking Facilities), the rate would be 10% of net profit. Corporate income tax rates also vary in the case of foreign companies. For example, For instance, the CIT rate would be 3% of net profit in the case of foreign companies engaged in the business of international transportation. Similarly, the rate is 10% in the case of foreign companies that receive any kind of remuneration or dividend from the country.

Both Thai and foreign companies that carry out businesses in the country are entailed to submit their tax submission form within 150 days from the closing date of their accounting period. During tax submission, tax payment should also be done.

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Source by Wolfgang Jaegel

A Frightening Uncontrollable Growth of Population in the Philippines and the Bad Profile of Its Economy

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For the past couple of decade; Philippines have been in the verge of defining the most outspoken program on Population Control which is supported by the United Nation and several Non-government Agencies.  Its policies and guidelines are very much ideal that no other nation can provide the same structure as far as definition of the program is concern.

In fact, Philippines is among the few country who operates a department specific to Population Control Program (PCP). 

Today; the author wishes to identify results from the profound structure of the project.  Because the Philippine Government owns the responsibility to present an outlined outcome of the PCP; not only to the Filipino people but to include the UN who is involve in funding the project.

Should the Philippine Government failed; the Commission on Population Control should publish the figure – and if the PCP Project is a real failure – presentation of grounds should be made available at the same time. Thus, UN can justify the multi million funding from a so called ravage project.

The Real Picture:

Artificial birth control is often taboo in this staunchly Roman Catholic country. Yet with a birth rate that is one of the highest in the world, sustainable population growth is becoming a burning issue, especially to the millions of poor people struggling to feed themselves at these times of high food prices.

This year’s global food crisis, which saw prices of basic commodities such as rice soar beyond the reach of millions of poor people, created shock waves in the Philippines where over 40 percent of the population live on a pay less than Php. 100.00 a day.

Spooked by a precarious political and economic situation, some lawmakers are trying to pass a bill that will compel the central government to promote artificial family planning rather than solely focusing on natural birth control methods; an acivity supported by the Church.

Twenty-seven economists, including four former economic planning secretaries and one former budget secretary, have signed a paper supporting the bill.

“The absence of an unambiguous population policy reflects a lack of seriousness in promoting long-term economic growth and poverty reduction,” said Ernesto Pernia, a professor of economics at the University of the Philippines, and one of the 27 signatories.

He compares the Philippines to Thailand.

In 1975 both countries had similar population sizes of 41 to 42 million. Then Bangkok launched a major family planning effort.

Now Thailand has a population of around 64 million and is the world’s top exporter of rice. Meanwhile, the Philippines with a population of 90 million and become the world’s top importer of the grain.

Thailand had a gross annual income per capita of about 7,880 in U$ in 2007, while in the Philippines was 3,730 in U$.

According to the UP Professor, that if the Philippines had followed the (population) growth pattern of Thailand between 1975 and 2000 the per capita income would have been at least 22 percent higher and there would have been 5 million less poor people, said Pernia. “That is a conservative estimate.”

Yet the proposed reproductive health bill will likely never see the light of day as the influential Catholic Church is violently opposing the artificial birth control – defined as a violation of its religions norms.

The Church has denounced the bill as “morally unacceptable” and warned politicians, particularly senators who will be running for the presidency in 2010, that their stance will be remembered.

“The Catholic Church knows how to mobilize its members not to vote for anti-life politicians,” said Father Melvin Castro of the Catholic Bishops Conference of the Philippines in a statement.

Priests at some Sunday masses gave PowerPoint presentations reiterating the Church’s stand on family planning and one archbishop even suggested denying communion to politicians who supported the law.

Nearly half of the estimated 3.1 million pregnancies that occur every year in this Southeast Asian country are unplanned. Around half a million end in illegal and often dangerous back-street abortions.

While a relatively small middle class in the Philippines can easily afford contraceptives, millions of poor women cannot. A month’s supply of the pill costs 40.00 pesos or around $1.00, around half the average daily salary of almost half of the population.

Backlash after the UN withdraw the PCP Funds

A lack of accurate information and access is also a problem.

Local governments often do not have the money to provide pills and condoms in public clinics and mayors that prefer to toe the Church line can ban them from clinics.

Officials who defy the Church sometimes risk a backlash.

Joseph Juico, a councillor in Quezon City in Manila, was denounced for introducing a family planning program in schools.

“Some priests and some lay ministers were calling me an abortionist. They were calling me a worker of Satan,” Juico said.

Couples attending compulsory family planning seminars before their weddings are often warned off using artificial methods.

“One of the women leading our workshop told us the pill had given her varicose veins, diabetes and made her deaf in one ear,” said one newlywed, who declined to be named.

Catholic clerics say natural family planning methods such as abstinence when the woman is ovulating are effective.

But in practice they are often unreliable and difficult to follow. Many couples in the Philippines only see each other once or twice a month because either the man or the woman has a live-in manual job elsewhere. It’s even less if one of them works abroad.

Extra-marital affairs rarely alluded to by priests in the Philippines, are common and men sometimes have second or third families.

A lack of artificial contraception means that many women literally burst into tears when their period is even one day late as the only recourse for an unplanned pregnancy is an illegal abortion or giving birth to another child they can ill afford to feed.

Without an effective birth control policy, the Philippines, already the world’s 12th most populous country is projected to have a population of over 140 million by 2040, then there will be no place to live on grounds but in shanties, swamps and shorelines. This will put a huge strain on its creaking health system, schools and other services, and its ability to feed itself. 

Extreme scarcity of food will be the canvass, looters, hold uppers, killers; one will survive synonymous to a life in jungle; everyone will battle hard for food. Sick people will outnumber, hospitals and healthcare facility will be deserted – hence only a few will afford medical services.  Criminalities, lawlessness and civil disobedience will skyrocket beyond controllable figures destroying the human race – where to breath a life for survival will no longer be probable.

Are we now ready to find an outcome of an impartial, poor and garbage population control policy that is influenced by our pious leaders?

Think again and support the best scientific alternative means – close at hand.  

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Source by Arvin Antonio Gumato Pareja

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