Đang tải... (xem toàn văn)
This report aims to find out the market structure of (Vietnam Association of Seafood Exporters and Producers) VASEP in local market and the international and how it influence to the making decision of VASEP about the price, volume, etc. besides, VASEP culture also affect its activities in the international market and the business environment of EU one of the biggest customer of VASEP. Bài assignment môn Môi trường kinh doanh (BE) về hoạt động của hiệp hội sản xuất và xuất khẩu thủy sản Việt Nam VASEP.
BTEC HND IN BUSINESS (FINANCE) ASSIGNMENT COVER SHEET NAME OF STUDENT REGISTRATION NO UNIT TITLE Trần Quyết Thắng - Joe F05 - 194 Business Environment (Unit 1) ASSIGNMENT TITLE Vietnam Association of Seafood Exporters and Producers (VASEP) ASSIGNMENT NO NAME OF ASSESSOR SUBMISSION DEADLINE of Jubred A Peñano January 8, 2013 I, Trần Quyết Thắng - Joe hereby confirm that this assignment is my own work and not copied or plagiarized from any source I have referenced the sources from which information is obtained by me for this assignment Signature 01/08/2013 _ Date FOR OFFICIAL USE Assignment Received By: BE A2 2012-2013 HVNH Date: Red Unit Outcomes - BE A2 Outcome Evidence for the criteria Assessor’s Decision Feedback First attempt Understand the behavior of organizations in their market environment LO3 Be able to assess the significance of the global factors that shape national business activities LO4 Explain how market structures determine pricing and output decisions of businesses 3.1 Illustrate the way in which market forces shape organizational responses using a range of examples 3.2 Judge how the business and cultural environments shape the behaviour of a selected organisation 3.3 Discuss the significance of international trade to UK business organisations 4.1 Analyse the impact of global factors on UK business organisations 4.2 Evaluate the impact of policies of the European Union on UK business organisations 4.3 Merit grades awarded M1 M2 M3 Distinction grades awarded D1 D2 D3 BE A2 2012-2013 HVNH Rework Red Internal Verification Outcome Evidence for the criteria Assessor’s Decision Feedback First attempt Rework Assignment ( ) Well-structured; Reference is done properly / should be done (if any) Overall, you’ve Areas for improvement: ASSESSOR SIGNATURE DATE / / DATE / / NAME: (Oral feedback was also provided) STUDENT SIGNATURE NAME : FOR INTERNAL USE ONLY VERIFIED YES NO DATE : VERIFIED BY : NAME : BE A2 2012-2013 HVNH Red Internal Verification BE A2 2012-2013 HVNH Red Vietnam Association of Seafood Exporters and Producers (VASEP) Title page Prepared for: Professor Jubred A Peñano Business Environment Organizations in Their Environment Banking Academy, Hanoi World count: 3,358 (not include the table) Submitted on January 8, 2012 Prepared by: Trần Quyết Thắng (Joe) Class: F05-B Registration No.: ITP- F05 - 194 BE A2 2012-2013 HVNH Red Vietnam Association of Seafood Exporters and Producers (VASEP) Executive summary This report aims to find out the market structure of VASEP in local market and the international and how it influence to the making decision of VASEP about the price, volume, etc besides, VASEP culture also affect its activities in the international market and the business environment of EU - one of the biggest customer of VASEP The find shows VASEP structure in local is oligopoly, and in the international market is monopolistic competition Additionally, there are many policies about social, regional, contact law policies It is clearly that VASEP has tried too much to have the suitable decisions for particular market and the right behavior that follow the laws, the regulations of the foreign markets especially EU BE A2 2012-2013 HVNH Red Table of Content Title page i Executive summary ii Introduction Outcome 3.1: Explain how market structures determine pricing and output decisions of businesses 3.1.1 Local 3.1.2 The international market Outcome 3.2: Illustrate the way in which market forces shape organizational responses using a range of examples The international market .4 Threat of new entrants: low .4 Threat of substitutes: high Customer’s power: high .5 Suppliers’ power: low Intensity of competition: high Ways of competing Marketing segmentation: Marketing mix: Competitive strategies: Outcome 3.3: Judge how the business and cultural environments shape the behavior of a selected organization Outcome 4.1: Discuss the significance of international trade to UK business organizations Outcome 4.2: Analyse the impact of global factors on UK business organisations .10 4.2.1 The political factor 10 4.2.2 The economical .10 4.2.3 The social factors .10 BE A2 2012-2013 HVNH Red 4.2.4 The technological factors 10 4.2.5 The environmental factors .10 4.2.6 The legal factors 11 Outcome 4.3: Evaluate the impact of policies of the European Union on UK business organizations 11 4.3.1 Monetary system (EMS) 11 4.3.2 Common agricultural policy 11 4.3.3 The social welfare 12 4.3.4 Regional policy 12 Reference 13 Table 1: The market structure of VASEP Table 2: The prices of VASEP and its competitors Table 3: The competitors of VASEP in international market Table 4: The shrimp price in Japan market of VASEP .3 Table 5: The average price of frozen pangasius fillet between VASEP's competitors .3 Table 6: The volume of pangasius fillet and tiger black shrimp in 2011 Table 7: The substitutes of seafood Table 8: The marketing segment of VASEP .6 Table 9: The yield of pangasius fillet and tiger black shrimp in 2011 and 2012 .9 BE A2 2012-2013 HVNH Red Introduction VASEP is one of the biggest seafood associations in Vietnam and its members include a lot of huge Vietnamese companies about producing and exporting seafood As the result, VASEP always try to find the judicious ways to improve in the international market by following the requirement of other countries Besides, there are many benefits of international trade; it does not consist of the profit but also the market share and reputation of VASEP All of them make VASEP become stronger and have strengthened position in the market Outcome 3.1: Explain how market structures determine pricing and output decisions of businesses a) b) c) d) e) Market Type Pricing Volume (Units) Product Variety Customers Local International Oligopoly High Average Wide Many Monopolistic competition Competitive High Wide Many Table 1: The market structure of VASEP 3.1.1 Local a) The competitors of VASEP are: Ca Mau Association of Seafood Exporters and Producers (CASEP) - 2007 VINAFIS – 2000 Directorate of fisheries - 1990 This shows that VASEP has an Oligopoly structure b) The product price of VASEP is also affected by this competitor Therefore, VASEP set a suitable price to take advantage of competing and attract more customers with high market share The table below shows the comparative prices of VASEP and its competitors: CASEP Pangasius fillet (1kg) 24,000 VND Penaeus monodon (20 shrimps/1kg) 240,000 VND VASEP 41,000 VND 230,000 VND VINAFISH 41,000 VND 251,000 VND Crab egg(1kg) 50,000 VND 47,000 VND 51,000 VND Table 2: The prices of VASEP and its competitors (VASEP, 2012; CASEP, 2012; VINAFISH, 2012) c) The local market always is the traditional market for VASEP so they not need to provide too many products but it is still enough to supply the Vietnam customers’ demands It is about 479.000 tons in the end of 2011 BE A2 2012-2013 HVNH Red d) There are some main products such as tiger black shrimp, pangasius fillet, tuna, tilapia, bivalves… so customers have many choices e) The main customers of VASEP are individual, the retailers and the organizations like seafood restaurants, supermarkets…like Big C, METRO, and COOPMART or Minh Long Seafood Restaurant, Melia hotel, Hanoi Hotel, My Way, Sushi bar … 3.1.2 The international market a) The products of VASEP and other associations in the world are differentiated so the associations can raise the price without losing all of their customers Because of the different farming condition of each country, the differentiated products sold in the monopolistic competition have some features that make customers prefer it to available related seafood of other associations This below shows the competitors of VASEP in international market: Fresh & Frozen Seafood Association of the Philippines (FFSAP) Indonesian Frozen Seafood Association (APSI) Malaysian Frozen Food Processors Association (MFFPA) Myanmar Fishery Products Processors & Exporters Association (MPEA) Thai Frozen Food Association (TFFA) Brunei Darussalam Aquaculture Producers Alliance Cooperative (BAPA) Bangladesh Frozen Foods Exporters Association Seafood Exporters Association of India (SEAI) Seafood export Ecuador (INEPACA) 2000 2000 2004 1984 1953 1949 Table 3: The competitors of VASEP in international market b) VASEP has to provide the price have a little bit difference compare with other suppliers because it has several huge direct competitors such as Thailand, India, etc It means that if VASEP sets high price, customers will chose alternative products Oppositely, with low price, VASEP cannot ensure about making profit The shrimp price in Japan market 80.75 ¥/USD, the frozen shrimp, 07/07/2012 The price of Japanese companies, USD/block Penaeus monodon HLSO (1.8kg/block) Origin Vietnam India Indonesia Size Low High Low High Low High (quantity/pound) BE A2 2012-2013 HVNH price price price price price price Red 8-12 13-15 16-20 21-25 26-30 36.86 28.87 22.73 21.50 - 37.47 29.48 23.34 21.50 - 29.48 20.88 19.41 19.66 29.48 21.50 19.66 19.66 36.86 28.87 24.57 21.50 20.88 37.47 29.48 25.18 22.11 21.25 Table 4: The shrimp price in Japan market of VASEP (VASEP, 2012) Average price of frozen pangasius fillet, US$/pound, FOB Price Change (%) Jan 2011 Dec 2010 Jan 2010 Jan 2011 vs Origins Cambodia China Thailand Vietnam 2.160 4.546 3.342 2.375 4.604 2.934 3.224 3.243 4.243 3.049 3.114 Dec 2010 -9 -1 +4 Jan 2011 vs Jan 2010 -100 +7 +7 Table 5: The average price of frozen pangasius fillet between VASEP's competitors (Pangafish, 2012) c) The sizes of foreign customers are very large so their demand is high so if VASEP cannot ensure the amount of products it will lose the customers Total Vietnam seafood exports estimate 1.2 million tons(Taichinh, 2012) Pangasius fillet (ton) 172,000 Volume Tiger black shrimp (ton) 198,000 Table 6: The volume of pangasius fillet and tiger black shrimp in 2011 (Globefish, 2011) d) The main seafood exporting products are pangasius, shrimp, tuna, mollusks, bivalve mollusk, crustaceans, marine fish, cephalopod, fishmeal, and others e) There are many customers of VASEP They are: Seafood Importers Association of Australasia Inc (SIAA) Scottish Seafood Association (SSA) Japan Fish Traders Association In general, VASEP has the different activities in the different market to run business effectively Based on the particular market conditions, VASEP set the reasonable price and the right output to satisfy specific customers BE A2 2012-2013 HVNH Red Outcome 3.2: Illustrate the way in which market forces shape organizational responses using a range of examples The international market Oppose to the Vietnam market, VASEP has many rivals in the world market Therefore, the competitive forces are very different Threat of new entrants: low Based on the competitors of VASEP there are several new entrant in producing and exporting seafood industry However they are very young and not have less experience compare with VASEP Besides, VASEP has stable suppliers to ensure the source of materials for producing Additionally, there are many loyal customers of VASEP around the world so these new entrants will meet several troubles Threat of substitutes: high The development of other food industries: Fruits Vegetables Roots and tubers Pulses Nuts and oil seeds Oils and fats Sugar and honey Table 7: The substitutes of seafood (Rstb.royalsocietypublishing, n.d.) There are many alternative choices for customers so it can bring a huge impact on the activities of VASEP For example, if seafood price has any fluctuations, the customers would choose other kinds of foods instead of purchasing seafood BE A2 2012-2013 HVNH Red Figure 1: Food and consumption trends and drives (Rstb.royalsocietypublishing, n.d.) Customer’s power: high Based on the customers in the customers who are named below, there are several customers so if they not purchase the VASEP’ products, VASEP can have loss and not sell the seafood These bring the negative impacts on running business of VASEP For example, the seafood will be kept in the stocks for the long time and it can lease the toxic smell if the date is not still valid Suppliers’ power: low Raw material: An Giang fishery association Aquaculture Stewardship Council Dong Thap seafood association Can Tho seafood association Dong Thap seafood association (TalkVietnam, 2012) There are many partners who supply raw materials for VASEP to produce As the result, VASEP can have a lot of choices to have the best materials to ensure the quality of seafood to meet the demand of not only local market but also the international market Besides, VASEP can receive the reasonable price and can make more profit BE A2 2012-2013 HVNH Red Intensity of competition: high Now the markets are witnessing the intense competition about the quality of the products There are many requirements in the international buyers about the quality For example, Japan established the policy about levels of antibiotics in seafood products especially shrimps namely tiger black shrimp Ways of competing The marketing philosophy: VASEP uses marketing concept to find out what the customers need and want and after that it could bring the reasonable strategies to satisfy the customers and ensure the profit There are four main factors that make marketing become more efficient They are: targeting market, the demand of customers, marketing mix and the profitability Marketing segmentation: Existing products USA Existing markets New markets Japan EU China Russia ASEAN Taiwan Table 8: The marketing segment of VASEP Marketing mix: Product: Core product: seafood like pangasius, shrimp, tuna… Augmented product: delivery on time, warranty about the quality Product class: frozen seafood Product form: various like pangasius, shrimp, tuna, mollusks, bivalve mollusk, crustaceans, marine fish, cephalopod, fishmeal, etc Place: Make products always available at big markets like USA, EU, and Japan… Building the warehouses or stocks near raw material and processing areas Promotion: BE A2 2012-2013 HVNH Red VASEP joined Seafex-Dubai-2012 – seafood exhibitions Advertising through foreign business newspapers, magazines or through TV, radio Send direct mails to customers to introduce products Sale forces go to customers Price: Make product prices become competitive Discount Offer a period of non-interest credit Competitive strategies: Cost leadership strategy: make the producer costs lower by stabilizing the raw material for producing Differentiation strategy: invest more to improve the farming technology to make Vietnam products have special taste Focus on customers like Japan, EU, USA Overall, by applying the reasonable strategies and have a suitable marketing for particular markets, VASEP can increase the sale revenue and the market share in the international market to take advantages of competing with other associations Outcome 3.3: Judge how the business and cultural environments shape the behavior of a selected organization Predatory pricing: yes When VASEP exports the pangasius fillet into USA markets, most of its members had set lower price than the standard price in USA By doing this, VASEP could attract more customers quickly and took more advantages than other USA companies However, Vietnam pangasius fillet had been sued in 2002 by Catfish Farmers of America because this association considered that Vietnam products price less from $0.008 to $1/pound than similar USA products (VASEP, 2002) Actually, Vietnam had loose this suit and pangasius fillet is stretched anti-dumping taxes This brought many negative impacts on Vietnam products There are many reasons to explain for this activity of VASEP’s members One of them is these members not know and understand the laws of USA market so they also not comprehend obviously the importance of these requirements Furthermore, Vietnam is development country It means Vietnam companies though this price was reasonable and decided to use it Collusion: yes BE A2 2012-2013 HVNH Red There are many associations in ASEAN which produce and export seafood so there are several competitors of VASEP This is the reason for establishing the ASEAN Seafood Federation (ASF) to bring the agreement between businesses to ensure they not compete with each other in outside markets More than ever, ASF should play the key role in coordination its member efforts to overcome the increasingly blatant protectionism (Vietfish, 2012) By joining this association, VASEP and other ASEAN seafood associations can support each other and cut down the competition between business to have good price and high market share in the international market Carter: yes One of roles of ASF is all member has agreed on prices of their products like pangasius fillet from $2.9to $3.5 per kg or $25 to $29 per kg penaeus monodon By following this agreement, all seafood associations in ASEAN including VASEP can make sure increase profit and reduce the competition between them There are many advantages for the development of VASEP in not only local market but also in international market Because of these cartels, VASEP could achieve the objective – earning 2.2 billion USD in 2012 (VASEP, 2012) This is very good for running business of VASEP In general, most of VASEP’s behaviors are very good excepting dumping However, dumping is only the lack of understanding of Vietnam companies – VASEP’s members All these behaviors help VASEP exist in the difficult competitions of the international market Outcome 4.1: Discuss the significance of international trade to UK business organizations VASEP has become a UK business and this also brings many benefits to not only VASEP but also the development of Vietnam economy There are some reasons to explain the important of international trade in the whole economy today First of all, the international trade helps VASEP cut down the dependence on local market For example, Vietnam economy has fluctuated for the last few years with high inflation rate, interest rate…It makes the customers limit on expenditure so these have negative influence to VASEP However, by selling to the foreign buyers, VASEP can turn over the difficulty of the effects of local market Moreover, there are numerous customers on the outside markets, it helps VASEP actively produce Besides, the life cycle of seafood products is extended and the international trade also gives VASEP the opportunities to stabilize the seasonal market fluctuations BE A2 2012-2013 HVNH Red Based on the ‘Table 6: The volume of pangasius fillet and tiger black shrimp in 2011’ in outcome 3.1 and other data which is collected from VASEP’s resources about its volume in 2012, I think VASEP should focus more on pangasius, produce only it and not create any more tiger black shrimp By doing this, VASEP will use the resources like labours, materials…effectively; therefore it can make more profit and expand the business’s scope Besides, VASEP can receive many orders from many different customers and increase the market share It can be assumed that the volume of exporting pangasius fillet can increase 30% in 2013 2011 2012 Increase/Decrease 30% increase in 2013 Pangasius fillet (ton) 172,000 380,000 208,000 494,000 Tiger black shrimp (ton) 198,000 270,000 72,000 Table 9: The yield of pangasius fillet and tiger black shrimp in 2011 and 2012 (Globefish; 2011, 2012) VASEP has comparative advantage so it can increase the revenue in the international market Moreover, when VASEP joins the international market, it can have more customers Therefore, VASEP would produce more to supply the demands and it can get the economies of scale It means that VASEP has more customers and use all the resources like labours, material, machines… more effectively For example, the productivity of a worker will increase to ensure the output goes up As the result, the unit cost for a unit product can be reduced and VASEP can cut down the price to have more advantages than its competitors The chart above will show the relationship between output and the average cost when a business get economies of scale It can be seen clearly that when VASEP has economies of scale, it can reduce the average cost and increase the output (from C1 to C2) This will bring more benefits for VASEP and cut down the waste of resources Figure 2: The economies of scale BE A2 2012-2013 HVNH Red Outcome 4.2: Analyse the impact of global factors on UK business organisations 4.2.1 The political factor Elizabeth II has reigned for 60 years in UK and the political of UK changes rapidly As the result, it makes the foreign companies outside UK like VASEP could predict the future of the UK economy Besides, one stable politic can create a favourable business environment for the development of companies and associations 4.2.2 The economical The UK economy grew by 0.5% in the first three months of the year; official figures have shown, reducing the risk of a double-dip recession (BBC, 2011) This shows the opportunities for businesses and VASEP is no exception The growth of economy brings many benefits to the people and they can use more money for expenditure and Thus, VASEP can sell more products and get more profit 4.2.3 The social factors According to the Office of nation statistic, the 2011 Census finds the population of England and wales has reached 56.1 million, up by 3.7 million or 7.1% from the 52.4 million in the 2001 Census (Woodridge, 2012) The population increases, it means that the demand about food also go up and seafood products of VASEP can be purchase more This can help VASEP increase sale revenue and productivity 4.2.4 The technological factors To help Vietnam farmers improve the quality of seafood products, some companies of UK transfer a number of IT technologies in order to create supply chain of safe seafood (Vietfish, 2007) By applying the new technologies, VASEP can bring many high quality products for not only UK market but also various markets Besides, VASEP also attract more new customers and satisfy the existing buyers The market share of VASEP can be increased and bring more profit 4.2.5 The environmental factors Environment has become a global issue so UK has some policies about this problem For example, as a responsible and caring company, Direct Seafoods will work within the Directive 94/62/EC on packaging and packaging waste (BBC, 2011) This means that VASEP has to prepare carefully about packaging to follow these requirements If not, the seafood BE A2 2012-2013 HVNH 10 Red products of VASEP can be recalled easily and it will affect the reputation of VASEP in the world market 4.2.6 The legal factors The legal factors are very important It directly affects the running business of VASEP in UK One of these factors is contract law Directive 2004/18/EC on the coordination of producers for the award of public works contracts, public supply contract and service contracts and in particular the principle of free movement of goods, freedom of establishment and freedom to provide services (ETC, 2012) This policy regulates the requirements about contracting Contracting is a significant step in order to co-operate with other associations If not follow these requirements, VASEP cannot have the partners to work with in UK market Outcome 4.3: Evaluate the impact of policies of the European Union on UK business organizations 4.3.1 Monetary system (EMS) European monetary system was set up to establish the greater monetary stability in European Union To implement it, the European Council adopted and drafted a Regulation 640/2006 that relating to EMS It requires about the exchange rate between members of EU and other countries to ensure the profit and limit the fluctuation This is the main reason for creating the Exchange Rate Mechanism The legal basis for ERM II is the Treaty on the European Union, particularly its articles 138 and 140, and the Decision of the European Council of June 16, 1997 Therefore, the exchange rate between VND and pound has to follow the requirement and it affects directly to VASEP’s members For example, the exchange rate decrease will make VASEP export easier 4.3.2 Common agricultural policy This system has the regulations to ensure the outside Eurozone products not bring the virus or parasitic which can harm the plants and animals that are farmed in EU For example, Regulation (EU) No 28/2012 dated 11.1.2012 amending Decision 2007/275/EC and Regulation (EC) No 1162/2009 certification requirements for certain products processed synthetic from animals and plants (composite products) are imported into or transit through EU It means that VASEP has to make sure about the products whether they follow the laws If not, VASEP products can be recalled easily and it will bring negative impacts on VASEP’s reputation in the world market, especially EU BE A2 2012-2013 HVNH 11 Red 4.3.3 The social welfare These purposes of the social welfare are improving the living and working conditions, social securities, treating equal between women and men and health protection and safety at workplace…for the workers For example, Communication from the Commission to the other institutions concerning the conversion into euros of the amounts provided for in the Staff Regulations No 1999/C 60/09 It regulates about the salaries that employees have to be paid These presents that VASEP’s employees when working in EU will be paid equal and receive benefits like other EU workers 4.3.4 Regional policy EU consists of many members so EU brings a lot of regulations to promote an overall harmonious development and strengthen economic and social cohesion by reducing development disparities between the regions Regional Development Fund (Regulation of the European Parliament and of the Council (EC) 1261/1999), co-financing measures aiming at decreasing regional disparities in the Community This policy aims to ensure the development of difference areas in EU about farming fish and other material for producing seafood Therefore, VASEP also meets some difficulty in selling seafood products in these regions It means VASEP should focuses more on potential markets in EU like German, French… Conclusion VASEP brings the suitable decisions to develop in the difference markets especially local market and international market This is not only makes good profit but also help Vietnam economy develop Furthermore, VASEP is now likely to focus on trading in international market To implement these, VASEP needs to improve its ability like resources, labors, policies… Reference affairs, E a (n.d.) What is ERM II? Retrieved 12 25, 2012, from Economic and financial affairs: http://ec.europa.eu/economy_finance/euro/adoption/erm2/index_en.htm BE A2 2012-2013 HVNH 12 Red BBC (2011, 04 27) UK economy grows by 0.5% in first quarter of 2011 Retrieved 12 25, 2012, from News Business: http://www.bbc.co.uk/news/business-13206430 directseafoods (n.d.) Environmental policy Retrieved 12 23, 2012, from directseafoods: http://www.directseafoods.co.uk/index.php/about-us/environmental-policy/ europedia.moussis.eu (n.d.) European Monetary System Retrieved 12 25, 2012, from Europedia.moussis.eu: http://www.europedia.moussis.eu/books/Book_2/3/7/2/2/index.tkl?all=1&pos=87 globefish (2012) Market Reports Retrieved 12 27, 2012, from globefish: http://www.globefish.org/market-reports.html Globefish (n.d.) Reports Retrieved 12 27, 2012, from Globefish: www.globefish.com.vn/ http://ec.europa.eu (n.d.) Environment Retrieved 12 25, 2012, from http://ec.europa.eu: http://ec.europa.eu/environment/archives/guide/part1.htm http://ec.europa.eu (n.d.) Regional policy - Inforegio Retrieved 12 25, 2012, from http://ec.europa.eu: http://ec.europa.eu/regional_policy/information/legislation/index_en.cfm populationmatters (2012, 07 16) Highest UK population growth ever Retrieved 12 25, 2012, from populationmatters: http://www.populationmatters.org/2012/populationmatters-news/highest-uk-population-growth-records-began/ rstb.royalsocietypublishing (n.d.) Food consumption trends and drivers Retrieved 12 25, 2012, from rstb.royalsocietypublishing: http://rstb.royalsocietypublishing.org/content/365/1554/2793/T3.expansion.html ukinvietnam (2012) Lễ kỉ niệm 60 năm trị Nữ hồng 2012 Retrieved 12 25, 2012, from British Embassy Hanoi: http://ukinvietnam.fco.gov.uk/vi/visiting-uk/070-thequeen-jubilee-2012-vie/ VASEP (2012, 12 04) Cong van so 409/QLCL - CL1: Quy đinh moi cua EU Retrieved 12 25, 2012, from VASEP: http://www.vasep.com.vn/Thu-Vien-Van-Ban/74_4683/Congvan-so-409QLCL-CL1-Quy-dinh-moi-cua-EU.htm Vietfish (n.d.) Market report Retrieved 12 27, 2012, from Vietfish: www.vietfish.com/ Vietnam Seafood Trade Magazines (2012) Vietfish International Retrieved 12 23, 2012, from Vietnam Seafood Trade Magazines : http://vietfish.org/p49c82/News.htm welfare.ie (n.d.) Your social security rights in Ireland - A Guide for EU Citizens Retrieved 12 25, 2012, from welfare.ie: http://www.welfare.ie/EN/Policy/EU/Pages/SocialSecurityRightsIreland.aspx BE A2 2012-2013 HVNH 13 Red BE A2 2012-2013 HVNH 14 Red ... Low High (quantity/pound) BE A2 2012 -2 013 HVNH price price price price price price Red 8-1 2 1 3-1 5 1 6-2 0 2 1-2 5 2 6-3 0 36.86 28.87 22.73 21.50 - 37.47 29.48 23.34 21.50 - 29.48 20.88 19.41 19.66... http://ukinvietnam.fco.gov.uk/vi/visiting-uk/070-thequeen-jubilee-2012-vie/ VASEP (2012, 12 04) Cong van so 409/QLCL - CL1: Quy đinh moi cua EU Retrieved 12 25, 2012, from VASEP: http://www.vasep.com.vn/Thu-Vien-Van-Ban/74_4683/Congvan-so-409QLCL-CL1-Quy-dinh-moi-cua-EU.htm... Ireland - A Guide for EU Citizens Retrieved 12 25, 2012, from welfare.ie: http://www.welfare.ie/EN/Policy/EU/Pages/SocialSecurityRightsIreland.aspx BE A2 2012 -2 013 HVNH 13 Red BE A2 2012 -2 013 HVNH