Royal Greenland

Royal Greenland is the largest producer of cold water prawns and the market leader of ever expending seafood products. The company belongs to Greenland and catches their primary raw materials and the clear ice cold water from there. The company has its modern part of hunting and fishing culture, which is always existed there and the catches are made with deep respect in Greenland nature and people. Royal Greenland’s clear aim is activities to contribute to the wellbeing Greenland community. Royal Greenland is not just a brand – it’s a promise.

No matter what the challenges are, the company depends of committed staff. Royal Greenland has focus on quality and refuses to compromise. In this way Royal Greenland has been a reliable supplier and a trust world partner since 1774. Today is the company still in lead and extended itself as the most innovated and competitive player on the market. Whether if its own brand, as a supplier of private labels or via directed sells to the industry. For more than 230 years has Royal Greenland been associated with the first class seafood.

The company’s future plans in investing are to have focus on improving their techniques and products to match the need of their modern consumer. Royal Greenland cooperates with private and public research institutions in order to continue developing their processing, distribution techniques and production. 2. Royal Greenland brand value Applying the Maslow hierarchy of needs, one may argue that Royal Greenland customers seek for self-esteem, recognition and status; they believe that being seen with the Royal Greenland products brand will fulfill these needs.

Therefore, the value added to its customers is more intrinsic, being that is a physiological need the act of eating. Royal Greenland Royal Greenland However we may say that Royal Greenland stands in between level 1 and 2 of the Maslow Pyramid and maybe some may argue also between level 3, so that it can be also associated to a kind of luxury level of food and restaurants. Anyway is mainly a physiological need, the customers go for best in the balance of quality facing price. 3. The 4 P’s Products – Seafood such as shellfish, natural fish, smoked and marinated fish, prawns.

In their webpage they have a catalogue with 162 of different kind variation of the seafood that they offer. As a full-range supplier of seafood products Royal Greenland’s product assortment reflects the company’s ability to meet the need of our consumers and Royal Greenland’s ability to renew ourselves. In Royal Greenland marketing it is in matter; at their products have high quality standards. Royal Greenland is proud to present a broad range of high quality seafood products from their own fisheries and from selected suppliers around the world.

They offer the “highest quality standards” in the world – their global quality team makes sure of that. If there are any complains about the products or about the services, the company takes them serious and they take professional action towards and try to avoid that happening again. Price – For centuries, Royal Greenland has been associated with high quality seafood at affordable prices. The company’s product range makes it possible to prepare healthy and tasty meals for any occasion. Royal Greenland, have a price that most customers can afford.

Royal Greenland gives the customers the products what they pay for. Place – They owns Production facilities in Canada, Denmark, Germany, Greenland and Poland. The customers can be sure that Royal Greenlands products get delivered o time and in a perfect condition. When dealing with perishable food products and especially frozen goods, it is extremely important to keep temperature constant during transportation and storage. In order to retain the high, natural quality of their products they are checked all the way from production, through storage to the customer by their Quality Control Team.

In Denmark the company is distributing in different Danish supermarkets such as Irma and Fotex Promotion – They use as promotion mainly their homepage. There the customers can find information about the company, the quality of their products, the way they prepare their products. Even though that the company don’t use any special way to promote themselves, Royal Greenland is the largest producer of cold water prawns and the market leader of ever expending seafood products. 4. Strategic Analysis For in depth analysis, to start with we need to identify the elements which affect the strategic decision; strategic position and strategic choice.

The strategic position, where it argues the environmental and stakeholder’s effect on the issue, we identified two elements; economic downturn and new consumer needs. We used the Ansoff matrix to show how Royal Greenland stands concerning Markets and Products as it is shown below. Upon investigation of the company’s reports, one comprehends that both the sales growth rate and profit margin are declining. The company in its mature phase reveals that is the time to look for new segments or new markets. The time seems right for diversification by new product in new markets. 5. IMS (International Market Selection) Analyses

The IMS analysis will help us to identify the right market to export. It is based on low psychic distance, low cultural distance and low geographic distance. Our assignment is about Far East countries and Polynesian Islands. We don’t have to argue why it is that, because it’s given. ————————————————- In their official webpage there is a summary of companies owned or partially owned by the parent company Royal Greenland A/S. There we can see that Royal Greenland is a limited company and 100% of the stock is owned by the Greenlandic Selfrule Government is in Japan.

That means that they already have knowledge with the Far East culture, and are ready to export to more Far East countries a brow. Royal Greenland is the biggest seafood company in Denmark. Royal Greenland is a large and complex organization with subsidiaries in a number of countries around the world. Royal Greenland A/S had an annual turnover in 2010/2011 of 4,7 billion DKK and more than 1,800 employees around the world. It has advantage of food fresh and production technology. Royal Greenland has expanded to many countries and regions on sale.

The global economic is downturn, we should keep currently market share and develop the new market. Royal Greenland owns several production facilities located in the immediate vicinity of fisheries and their “key markets” – Greenland, Canada, Denmark, Poland, Germany. We will go along 4 steps. We will describe more detail the general and specific criteria that is mention above. Step 1: In step one, we have the micro level. – Here we make decision which market the product is going to enter. This is about external factors such as PESTEL (politics economic, social, technology, environment and legal).

In the first step we analysis IMS (International market selection). We chose New Zealand, China and Philippines. We will mainly look at those three countries political and economic factors. After those first reflections, we can figure out where we want to start. We will reduce from three, to two countries. Then we will make a Pest Analysis and compare them. Criteria – size and economy. Step 2: In step two, we have MECO. We will do our product analysis and market analysis. We will find information about the competitors, and compare our products to the competitors.

We will do a competitive analysis. Step 3: Internal analysis. All the internal tickets: are proactive or reactive. Step 4: In step four we actually do segmentation in regards to customers. Demographics – lifestyle, age, gender, buyer behavior, income. New Zealand PESTEL Analysis Political and Environmental Factors: Elizabeth 11 queen of New Zealand has no real political influence and her position is essentially symbolic. Political power is held by the democratically elected Parliament of New Zealand under leadership of Prime Minister, who is the head of government.

New Zeland has ranked fifth in the world for political stability in the IMD world competitiveness yearbook 2009. In New Zealand electronics are held every three years so the government has to at time make some compromises with economic growth in order to pursue its political motives. While it may have been acceptable in the past for businesses to pursue profits single minden with a little or no consideration for the wider social and environmental impact of their activities, this is not the case anymore today.

The consumer movement and the environmental lobby are now firmly established as vigilant and powerful watchdogs, and have successfully brought changes in business practice and in how businesses must operate. In New Zealand the government announced significant changes to business taxation and the business environment to help develop a more innovative and dynamic economy better able to compete in the global marketplace. Economic Analysis: The Economy of New Zealand is a market economy which is greatly dependent on international trade, mainly with Australia, the European Union, the United States, China and Japan.

It has only small manufacturing ad high-tech sectors, being strongly focused on tourism and primary industries like agriculture (though both sectors are highly profitable). Economic tree – market reforms of the last decades have removed many barriers to foreign investment, and the World Bank in 2005 praised New Zealand as being the most business – friendly country in the world, before Singapore. Social Factors: The first release of data from the 2010 New Zealand General Social Survey showed that: New Zealanders have relatively high levels of overall life satisfaction.

In the survey, 87 percent of the population reported they were ‘satisfied’ or ‘very satisfied’ with their lives overall. However, satisfaction with life varied across different groups within the population, in particular when looking at people’s labour force status, stage in life, household income, and the type of family they live in. Technological Factors: As a Western country, New Zealand has a proactive, creative and skilled labor. They have the world’s leading educational institutions; a highly educated population with graduate level is increasing.

English is the main language of New Zealand. New Zealanders also have excellent quality of soft skills, professional ethics and the spirit of daring to do famous. Technology includes: * processes/systems (operational) * machinery * intellectual property * IT systems. The technology or business skills must be introduced into New Zealand as a result of the investment – they must not already be in New Zealand. PEST analysis for China Political Analysis: China is communist country but it is transforming into democratic form of government.

The Chinese government has, in the past, strongly controlled such things as prices, markets, products, foreign assets, and personal assets. However, during the past decade, the Chinese government has chosen to open their markets to world investors and to create laws and regulations more in line with the World Trade Center guidelines. This change in philosophy has encouraged foreign investment in China. However, regardless of the recent move towards an open market, the Chinese socialist political environment should remain a key risk factor in any potential expansion.

There is only one party in china which is communist party of china. As there is only one party ruling the country so there is stability in the country which is very necessary for business activities. The stability in the country attracts foreign investments in the country. The government also provides different incentives and securities to the new businesses. For example government can declare certain area tax free and thus attracting new investors in the country. The laws are a bit complex for the new investors. But if the new investment Is approved then it will be a successful business.

Economic Analysis: China’s economy is huge and expanding rapidly. In the last 30 years, the rate of Chinese economic growth has been almost miraculous, averaging 8 percent growth in Gross Domestic Product (GDP) per annum. The economy has grown more than 10 times during that period, with Chinese GDP reaching 3. 42 trillion US dollars in 2007. China already has the biggest economy after the United States and most analysts predict China will become the largest economy in the world this century. China is a very good market for the investors to invest and earn profits.

Both the industry and agriculture sector provides opportunities to the investors to invest. Inflation rate (consumer prices): The inflation rate in china is 5%. The inflation is very much low and it is in single figure. The prices of commodities are low in china. And this figure is also a controlled one. Central bank discount rate: 2. 79% (December 2009) This is a very good sign for the investors as the financing would be easy and funds can be generated if needed. As the rate is very lower so the expected inflation rate is also low which means that more employment. Social Factors:

China’s spectacular economic growth-averaging 8% or more annually over the past two decades-has produced an impressive increase in the standard of living for hundreds of millions of Chinese citizens. At the same time, this economic development has had severe ramifications for the natural environment. There has been a dramatic increase in the demand for natural resources of all kinds, including water, land and energy. The population growth of china is high and government is taking steps to control this growth of the population. The population growth rate of the country is 0. 94%. The 72. 1% of the population is 15-64 years which is the main target population for the businesses. Technological Factors: The history of science and technology in China is both long and rich with many contributions to science and technology. THE end of cheap China is at hand. Blue-collar labour costs in Guangdong and other coastal hubs have been rising at double-digit rates for a decade. Workers in the hinterland, too, are demanding—and receiving—huge pay increases. China is no longer a place where manufacturers can go to find ultra-cheap hands.

Contrary to conventional wisdom, it will not mean that companies close their Chinese factories and stampede to somewhere poorer. China is still a terrific place to make things. Labour may be cheaper elsewhere, but it is only one cost among several. Unlike its lower-paying rivals, China has reasonable infrastructure, sophisticated supply chains and the advantage of scale. When demand surges for a particular product, the biggest firms in China can add thousands of extra workers to a production line in a matter of hours. Environmental Factors:

China’s development and environment practices have made the country one of the world’s leading contributors to regional and global environmental problems, including acid rain, ozone depletion, global climate change, and biodiversity loss. Environmental degradation and pollution in China also pose challenges well beyond those to the natural environment. The ramifications for the social and economic welfare of the Chinese people are substantial. Public health problems, mass migration, forced resettlement, and social unrest are all the consequence of a failure to integrate environmental considerations into development efforts effectively.

Sacrificing environmental needs, such as trees, for economic gain. PESTE analysis Philippines Political analysis The Philippines’ diverse population, which speaks more than 80 languages and dialects, is spread over 7,000 islands in the Western Pacific Ocean. The country returned to democracy in 1986 after two decades of autocratic rule. President Benigno Aquino III took office in 2010 with a mandate to address pervasive government corruption. Economic analysis Despite the challenging global economic environment, the Philippine economy has been on a steady path of economic expansion.

The government has pursued a series of legislative reforms to enhance the entrepreneurial environment and develop a stronger private sector to generate broader-based job growth. Overall progress has been gradual, but regulatory efficiency has been notably enhanced. The economy has expanded at an average annual rate of close to 5 percent over the past five years. The economy of the Philippines is hampered by huge foreign debt, a low savings rate, inefficient tax collection, inadequate infrastructure , especially outside major cities, and poor agricultural performance.

The Philippine economy is vulnerable to oil-price increases, interest-rate shifts by the U. S. Federal Reserve, and the performance of international stock exchanges. Social Factors: Social factors that have a negative impact on the economy include a high crime rate, especially kidnappings and rape, pockets of Communist rebels in rural areas, threats from Muslim separatist movements, high rates of poverty and unemployment, and the government’s inability to begin its land-distribution program. Environmental factors also damage economic development, including frequent typhoons and drought.

Worker productivity is adversely affected by illnesses brought on by air and water pollution. In metropolitan Manila alone, the effect of pollution on health and labor productivity has been estimated to be equal to a loss of about 1 percent of gross national product annually. Technological Factors: In today’s fast paced world, the need to operate globally and without boundaries has increased the abilities and expectations for technology. Information technology, being the theme on everyone’s mind throughout the last decades is still reaching new levels. The new and tremendous dvancements in telecommunication technology in the new millennium were the milestone for the outsourcing of service activities that were about to penetrate the Philippines. The country has a lot of highly skilled IT people and the IT infrastructure and supports are very advanced. Therefore, the technology allows products and services to be made significantly cheaper than in domestic markets, and yet maintain at least the same quality. The employees are working at wages approximately 400% smaller than in Europe but the final results they deliver are hard to distinguish from the European ones.

The cheap costs also give the possibility to be more flexible and take risks because there is not much to lose. It is easy foreigners who did not really have beliefs or big plans for their businesses but they thought it would be fun to run a company without seriously endangering your budget. Environment Factors: The Philippines is prone to natural disasters, particularly typhoons, floods, landslides, volcanic eruptions, earthquakes, and tsunamis, lying as it does astride the typhoon belt, in the active volcanic region known as the “Pacific Ring of Fire,” and in the geologically unstable region between the Pacific and Eurasian tectonic plates.

The Philippines also suffers major human-caused environmental degradation aggravated by a high annual population growth rate, including loss of agricultural lands, deforestation, soil erosion, air and water pollution, improper disposal of solid and toxic wastes, loss of coral reefs, mismanagement and abuse of coastal resources, and overfishing. According to Greenpeace SouthEast Asia, the Philippines major historical river, the Pasig River is now biologically dead due to negligence and industrialization.

Currently, the Philippines’ Department of Environment and Natural Resources has been busy tracking down illegal loggers and been spearheading projects to preserve the quality of many remaining rivers that are not yet polluted. Conclusion: By using the PESTEL framework we analyzed the many different factors in a firm’s macro environment. In some cases particular issues may fit in several categories. The PESTEL Factors in China appears in several categories, we simply make a decision of where we think it best belongs. We think that to export in China will have the greatest impact.

We have made a SWOT analysis, which proves that China would be the best market to export in. 6. SWOT Analyses SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. So concerning our previous explanations and answers to themes in analyses, we came up with the following SWOT analyses: 7. Business Law

Contract for the International Sales of Goods (CISG): CISG stands for contract of sale of goods, the convention applies when the buyer and seller have their place of business in different states and when the parties are from contracting states . As Royal Greenland Company is going to sell its product to China from Denmark. At the same time, China is approved to apply CISG, but Denmark is not agreed with the CISG Law. So there are two conditions: ?Royal Greenland company (seller)—the buyer in China: If the two parties did not agree about which law is to apply, then the rule of seller? s country shall apply.

So in this situation, the rule of the Denmark should apply, as the Danish law mentions that the CISG takes precedence in international sales. So if the Royal Greenland Company is seller and the buyer is in China, then the CISG should be applied. ?Royal Greenland company (buyer)—the suppliers in China: It is also about the sales of goods, the rule of seller? s country shall apply, and as the China is not approved the CISG. So the law from the China shall be applied if the Royal Greenland is buyer and the supplier is from China. Performance is the fulfillment of a promise in the contract.

Many issues can arise in a sales contract after the contract is made and before a party’s performance is required. Sometimes performance may be made impracticable. If the goods are completely destroyed before the risk of loss has passed to the oversea buyer, and the goods have not been destroyed through the fault of either party, Royal Greenland may be excused from performing. Risk of loss is responsibility for any damage or destruction of goods; the parties may decide in the contract when the risk of loss of the goods passes from Royal Greenland to the buyer.

If the goods are only partially destroyed or have deteriorated, the buyer may demand to inspect the goods and either void the contract or accept the goods with a reduction in the contract price. Royal Greenland may avoid performing only if the destroyed goods were specifically identified when the sale was made. There are two situations in which a party must make a substituted performance in case the agreed method of performance becomes impracticable. First, when the goods cannot be transported by the agreed-upon method of transportation, Royal Greenland must use available transportation that is a commercially reasonable substitute.

Second, if an agreed-upon method of payment fails, the buyer must use a commercially reasonable substitute method of payment if one is available. If a party fails to substitute transportation or payment, she could be liable to the other party for losses resulting from the failure. In some cases the purpose of a sale may be frustrated by circunstances beyond the control of both buyer and seller. At times it may appear to a party that the other party will be unable to perform by the expected date. For example, assume that a party agrees to sell goods on credit.

If the buyer becomes financially insolvent before the goods are delivered, the seller may demand cash before delivering the goods. If the goods are in transit, the seller may instruct the carrier to withhold delivery of the goods. A party is considered insolvent if she cannot pay debts as they come due, has ceased to pay debts, or has liabilities that exceed assets. If a party has reasonable grounds to feel insecure about the other party’s ability to perform, the insecure party may demand assurances before performing. Alternatively, if the other party gives the assurance, the concerned party must follow through on his obligations.

Precisely what constitutes an effective assurance is a question of fact that depends on the nature of the goods, the size of the contract, the length of time until performance, and similar considerations. In any case a concerned party may not make commercially unreasonable demands on a party prior to performance and then withhold performance if the other party does not meet the demands. Delivery We think that there are two-clause suit for the Royal Greenland Company, one is F-clause, and the other is C-clause. ?F-clauses FOB (free on board).

In this situation, the Royal Greenland must load the products on board the designed by the buyer in the China. The goods are delivered when they have been handed over to the first carrier designed by the buyer. The advantage of this rule is the transportation fees and the risk is shared by the Royal Greenland and the buyer in the China. FAS (free alongside Ship). In this situation, the Royal Greenland must deliver the goods to the specified spot; the goods and risk are delivered when they are placed alongside the ship. The advantage of this is that the seller don? t need to take the goods to the board. ?C-clauses

CIF (cost insurance and freight). In the situation, the seller shall pay for marine insurance and costs all the way to the place of destination, the risk passed when goods are on board the ship in the dispatch port. For example, we deliver the products (named of) to China and we pay all the insurance and transportation fee until the products arrive to the place of destination, The advantage of this rule is although the Royal Greenland pay all the transportation fees and insurance fees but they have the lowest risk, if they got any damages during the transport the insurance company will pay all the losses. Seller? obligations (CISG) and Buyer? s obligations (CISG) ?The seller must: 1, Deliver the goods 2, Handover documents 3, Transfer rights of ownership of goods to the buyer The seller must deliver the right goods quantity and quantity at right place and at the time agreed in contract. And hand over the document that is necessary. Transfer rights of ownership of goods to the buyer, such as risk. There are many conditions: some risk is passed to buyer when the goods are hand over to the first independent carrier. Some risk passes to buyer when buyer at the time of receipt of the goods at the seller? s place of business.

When the risk passes to buyer, it is depend on the which kind of transportation way that the seller and buyer choose. ?The buyer shall to take delivery of goods and pay the payment that has been agreed at the agreed time and place. Buyer? s remedies in the event of the seller? s breach of contract (CISG) There are also some remedies in the event of each parties breach the contract. First of all, we list several breaches from the seller, and remedies for the breach. When the sell breach a contract in case: 1. Delay 2. Defect 3. Defective title. The buyer can choose to: 1. Affirm 2. Cancel 3.

And claim damages if a loss has been incurred. The buyer can also demand corrective performance, at the same time the seller has a right to correct also after the goods have been delivered. Seller? s remedies in the event of the buyer? s breach of contract (CISG) When the buyer breach a contract in case: 1. Not paying for the goods 2. Not taking delivery of the goods. In such cases happen, the seller has the rights to: 1. Affirm 2. Cancel 3. Claim damages. Conclusion It is benefit for the Royal Greenland Company to put then in a good position if they are similar with the CISG and doing the international sale with China. 8. Economics

As attachment in appendix there is the study on investment table as well as the net-cash flow diagram. Anyway below is our conclusion: 9. Conclusion Royal Greenland A/S (Royal Greenland) is a Denmark based company operating in the provision of seafood products. It is one of the world’s biggest producers of coldwater shrimps and a market leader in a wide range of seafood products. The company, along with its subsidiaries is engaged in fishing, processing, production, marketing and distribution of seafood products. The core products of the company include prawn and shellfish products, fillet products, ready to eat products and smoked products.

The company operates through a number of production sites across Greenland, Denmark, Germany and Poland, and sales offices in Europe, the US and Japan. Royal Greenland is headquartered at Nuuk in Denmark. Export to restaurants. In our assignment we decided after making an PESTEL analysis in 3 different countries from Far East, to export in China. Beside that we chose to export in the restaurant market. The reason why we chose to export in restaurants is, that restaurant is the largest segment of the profit foodservice sector in China, accounting for 94% of the sector’s total value.

The pubs, nightclubs and bars segment accounts for a further 1. 2% of the sector Market analysis. The Chinese profit foodservice sector displayed double digit growth over the 2007 to 2011 period. The sector is forecast to post healthy growth during the period up to 2016. In comparison, the Japanese sector will decline with a compound annual rate of change (CARC) of -0. 8%, and the Indian sector will increase with a CAGR of 17. 4%, over the same period, to reach respective values of $102. 8 billion and $58. 1 billion in 2011. Sector consumption volumes are forecast to increase with a CAGR of 3. % between 2007-2011, to reach a total of 115. 6 billion visits in 2011. The sector’s volume is expected to rise to 133. 1 billion visits by the end of 2016, representing a CAGR of 2. 9% for the 2011-2016 period. The restaurants segment is expected to be the sector’s most lucrative in 2011, with total revenue of $135. 5 billion, equivalent to 94% of the sector’s overall value. The pubs, nightclubs and bars segment will contribute revenue of $1. 7 billion in 2011, equating to 1. 2% of the sector’s aggregate value. Market value forecast

In 2016, the Chinese profit foodservice sector is forecast to have a value of $236,162. 1 million, an increase of 63. 8% since 2011. Buyer power in the profit foodservice sector in China Buyers in the global profit foodservice sector are individual consumers, which are large in number but hold very little financial muscle independently. High transaction volumes mean that the impact of any one customer on revenues is usually small. The exception here can be in the case of premium-price, non-chain restaurants, whose business model relies on low-volume, high-margin sales.

This lack of financial muscle minimizes the power of buyers, although they benefit from the lack of costs incurred by switching from one profit foodservice player to another. Profit foodservice is not strictly essential to consumers: they can backwards integrate by cooking their own food. Profit foodservice players have invested heavily in brand-building, especially in the low- and medium- price segments. The Uppsala model has described the internationalization of a firm as a process of experiential learning and incremental commitments which leads to an evolutionary development in a foreign market.

Royal Greenland Export Royal Greenland A/S sales subsidiaries have been established on the most important markets i. e. in Denmark, France, Germany, Italy, Japan, Sweden, the UK and the USA. The southern part of Asia is yet another potential sales subsidiary location. However, no matter where a subsidiary is placed, company policy dictates that it be managed by local staff to ensure the greatest insight into each country’s market, and dietary and cultural traditions – a policy which has proven very rewarding.

The Export Division sells about 65,000 t of high-quality products from a constantly expanding product range to 40 main markets all over the world. The division’s product development department ensures that customer demands concerning products and lines are made in consultation with Royal Greenland. Delivery reliability is equally ensured and realised through close collaboration with the Division’s colleagues in Greenland. Royal Greenland Development Royal Greenland Development was established in 1995 to offer its know-how and expertise to Third World fishery development projects.

The division’s role is to participate in research fishing aimed at establishing what resources are at hand and to assist with product development and production. Further assistance in the form of raw materials and sales facilities may also be offered by the Division, which works in collaboration with internationally recognized aid organizations. Contracts have already been drawn up in India and Vietnam and business prospects are promising in China, Southeast Asia, Africa and South America. 11. Reference List Global Marketing – A Decision-Oriented Approach Fifth Edition, Svend Hollensen Business and Danish Law Book ttp://www. royalgreenland. com http://www. royalgreenland. com http://www. slideshare. net http://www. stats. govt. nz http://www. linz. govt. nz http://www. economywatch. com http://www. economist. com http://www. cfr. org http://www. heritage. org http://www. nationsencyclopedia. com http://en. wikipedia. org http://www. articlesbase. com ——————————————– [ 1 ]. The countries that are in Far East are: China, Hong Kong, Macau, Japan, Mongolia, North and South Korea, Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Papua New Guinea, Philippines, Singapore, Thailand, Vietnam, Russia.

Geographically, the Polynesian Triangle is drawn by connecting the points of Hawaii, New Zealand and Easter Island. The other main island groups located within the Polynesian Triangle are Samoa, Tonga, the Cook Islands, Tuvalu, Tokelau, Niue, Wallis and Futuna and French Polynesia. [ 2 ]. ————————————————- (http://www. royalgreenland. com/uk/Our-company/Organisation/Ownership-and-Asso ciated-Companies. aspx ) [ 3 ]. http://www. royalgreenland. com/uk/Our-company/Facts-Figures. aspx [ 4 ]. http://www. royalgreenland. om/uk/Fishery-and-processing/Production-facilities. aspx [ 5 ]. http://www. slideshare. net/Nokhov/new-zealand-presentation-847054 [ 6 ]. http://www. slideshare. net/Nokhov/new-zealand-presentation-847054 [ 7 ]. http://www. stats. govt. nz/browse_for_stats/people_and_communities/Families/nz-general-social-survey-info-releases. aspx [ 8 ]. http://www. linz. govt. nz/overseas-investment/applications/technical-resources/benefit-nz-factors/new-technology [ 9 ]. http://www. economywatch. com/world_economy/china/? page=full [ 10 ]. http://www. economist. om/node/21549938 [ 11 ]. http://www. cfr. org/china/chinas-environmental-challenge-political-social-economic-implications/p5573 [ 12 ]. http://www. heritage. org/index/country/philippines [ 13 ]. http://www. heritage. org/index/country/philippines [ 14 ]. http://www. nationsencyclopedia. com/economies/Asia-and-the-Pacific/Philippines-OVERVIEW-OF-ECONOMY. html#ixzz2AIfp1mkg [ 15 ]. http://www. articlesbase. com/outsourcing-articles/technological-factors-in-the-philippines-4035972. html [ 16 ]. http://en. wikipedia. org/wiki/Environment_of_the_Philippines