1. Internship Report A1017164 黃紹軒

2. Case Analysis

3. Check and negotiation

4. Find problems and fix

5. APPROVED REPAIR

6. Porter Five force analysis(B2B) Take RK-Resource for example

7. Intensity of competitive rivalry ---China 1. automation&massive production ---2,000 chairs/day 2. Consistent production process ---from low to high products 3.Use modern machinery to make products ---labor intensive industry?

8. Bargaining power of suppliers relatively week 1.Stable & sufficient supply 2.The same wood have many suppliers 3.Emphasize quality & long-term cooperation 4.environmental protection---as a OEM request

9. Bargaining power of customers (buyers) 1.More and more request form buyers. ---quality,design,paint,delivery process……. Inferiority can be superiority ---build a trusty relationship to each other.

10. Threat of new entrants Indonesia-more close to resource and many undeveloped capital elements. Singapore and Malaysia enterprise ---abundant capital power. Ex.VSIP-The leading industrial park & township deloper in Vietnam.

11. Threat of substitute products Wood still plays an important role in furniture and have a main substitute product not yet.

12. SWOT analysis for RK-Resourse

13. Strengh 1.leading-in ERP(Enterprise Resource Planning) 2.Have a long-term relationship with specific customers.(ex.CASANA even have a warehouse in factory.)

14. Weakness The Chinese and Vietnamese can not have a good communication with each other. ---lead to the conflict To each customer,the product’s standards is independent and hard to share. ---when the order is small it is difficult to make profit.

15. Threat The rising cost of employment. ---From 35~47USD to 40~65USD,about 35% in 2013. The market is almost located in America,making the competition be severe. Furniture using period becoming longer when the global economic becoming weak.

16. Asean:long on optimism From:Finacial Times Writer:Jeremy Grant Date:7/21/2014 Site:http://www.ft.com/c ms/s/0/65ccb69a-0b4f- 11e4-ae6b- 00144feabdc0.html#axzz3 FMpfFK5P

17. CAGE Distance Framework Cultural Distance Administrative Distance Geographic Distance Economic Distance

18. Cultural Distance Filip Filipov, Skyscanner’s chief executive, says the company spotted that young, tech-savvy consumers in Vietnam were driving rapid use of search sites on mobile devices or tablets. “We believe that southeast Asia’s time has come and we wanted to get ahead of the curve in terms of the shift to a lot more online purchasing,” he says.

19. Geographic Distance

20. Administrative Distance 1. Vietnam must ditch state-sponsored crony capitalism-For a country in its demographic sweet spot, the economy is not growing fast enough.

21. Geographic Distance Yet amid the optimism, Asean is beset by an escalation in geopolitical tensions, centred on the sea lanes of the South China Sea that are critical to the region’s trade.

22. Economic Distance ANZ bank says the region should be thought of as the “third pillar of Asia’s growth”, with China and India. “There’s a consciousness among those of us who are investing that this is a real thing, not something that’s just talked about,” says Michael Zink, Citibank’s ASEAN head.

23. ASEAN GDP Forecast

24. Share of Global GDP

25. What I learned from this internship in this summer? Four things I want to share all of you.

26. Adventure- Explore the world by myself.

27. Removable---Two story

28. English is a necessary tool but isn’t equal to international. There will have more than 100 million new middle class population and almost all come from Emerging Markets.(BRIC to MINT) Local language(culture) Local thinking(environment) Local adaptation(sense) senseenvironment culture

29. What position is suitable for you ? Sales or Engineers? What characters I need to equip for the work I want to do in the future?

30. Thank you for your present. Q&A