The document discusses using the PESTEL model to analyze the business environment of ASEAN (Association of Southeast Asian Nations) and Thailand from 2013 to 2020. It provides an overview of the PESTEL framework and its components - Political, Economic, Social, Technological, Environmental and Legal factors. Several examples of factors to consider under each element are also listed. The document aims to help businesses strategize and understand opportunities and risks in the ASEAN region using this analytical tool.
3. What is a PEST?
(from www.marketingteacher.com)
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4. What does PEST stand for?
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5. What does PEST stand for?
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6. What does the “P” stand for?
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7. What does the “P” stand for?
Political. What is a synonym for politics?
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8. What does the “P” stand for?
Political.
What is a synonym for politics?
Government. Why is politics important for the
business environment of a country?
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9. What does the “P” stand for?
Political.
What is a synonym for politics?
Government. Why is politics important for the
business environment of a country?
The Government makes laws which regulate
businesses, and this in turn influences the
spending power of consumers and other
businesses.
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10. What are some aspects of Politics that you should
consider in a PEST Analysis of a country?
Two are given as examples. Think of three more
aspects with your partner.
1.How stable is the political environment?
2.Will government policy influence laws that regulate
or tax your business?
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11. What are some aspects of Politics that you should
consider in a PEST Analysis of a country?
Two are given as examples. Think of three more
aspects with your partner.
1.How stable is the political environment?
2.Will government policy influence laws that regulate
or tax your business?
3.What is the government's position on marketing
ethics?
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12. What are some aspects of Politics that you should
consider in a PEST Analysis of a country?
Two are given as examples. Think of three more
aspects with your partner.
1.How stable is the political environment?
2.Will government policy influence laws that regulate
or tax your business?
3.What is the government's position on marketing
ethics?
4. What is the government's policy on the economy?
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13. What are some aspects of Politics that you should
consider in a PEST Analysis of a country?
Two are given as examples. Think of three more
aspects with your partner.
1.How stable is the political environment?
2.Will government policy influence laws that regulate
or tax your business?
3.What is the government's position on marketing
ethics?
4. What is the government's policy on the economy?
5. Does the government have a view on culture and
religion?
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14. What are some aspects of Politics that you should
consider in a PEST Analysis of a country?
Two are given as examples. Think of three more
aspects with your partner.
1.How stable is the political environment?
2.Will government policy influence laws that regulate
or tax your business?
3.What is the government's position on marketing
ethics?
4. What is the government's policy on the economy?
5. Does the government have a view on culture and
religion?
6. Is the government involved in Free trade
agreements such as EU, NAFTA, ASEAN, or others?
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15. What does the “E” stand for?
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16. What does the “E” stand for?
Economic Factors
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17. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
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18. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
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19. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
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20. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
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21. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
The price of oil.
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22. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
The price of oil.
Interest rates.
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23. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
The price of oil.
Interest rates.
Unemployment rates.
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24. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
The price of oil.
Interest rates.
Unemployment rates.
GDP % growth rates.
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25. What does the “E” stand for?
Economic Factors
What are some Economic factors that you should
consider in a PEST analysis?
Two are given as examples. With a partner think of
three more factors.
Spending power of the local consumers.
Long term prospects for the economy.
The price of oil.
Interest rates.
Unemployment rates.
GDP % growth rates.
Inflation/Deflation rates.
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26. What does the “S” stand for?
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27. What does the “S” stand for?
Social and cultural factors
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28. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
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29. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
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30. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
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31. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
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32. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
2.What are attitudes to foreign products and services?
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33. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
2.What are attitudes to foreign products and services?
3.How does language impact product marketing?
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34. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
2.What are attitudes to foreign products and services?
3.How does language impact product marketing?
4.How much time do consumers have for leisure?
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35. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
2.What are attitudes to foreign products and services?
3.How does language impact product marketing?
4.How much time do consumers have for leisure?
5.What are the roles of men and women within society?
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36. What does the “S” stand for?
Social and cultural factors
The social and cultural influences on business vary from
country to country. It is very important that such factors
are considered.
What are some Social and cultural Factors that we need
to consider in a PEST analysis?
Again the first two are given as examples. With your
partner think of three more social factors.
1.What is the dominant religion?
2.What are attitudes to foreign products and services?
3.How does language impact product marketing?
4.How much time do consumers have for leisure?
5.What are the roles of men and women within society?
6.Do the population have a strong/weak opinion on
green issues?
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37. What does the “T” stand for?
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38. What does the “T” stand for?
Technological factors
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39. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
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40. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
One factor is given as an example. With your partner try to think
of two more factors.
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41. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
One factor is given as an example. With your partner try to think
of two more factors.
1. Does technology allow for products and services to be made
more cheaply and to a better standard of quality?
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42. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
One factor is given as an example. With your partner try to think
of two more factors.
1. Does technology allow for products and services to be made
more cheaply and to a better standard of quality?
2.Do the technologies offer consumers and businesses more
innovative products and services such as Internet banking, new
generation mobile telephones, etc?
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43. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
One factor is given as an example. With your partner try to think
of two more factors.
1. Does technology allow for products and services to be made
more cheaply and to a better standard of quality?
2.Do the technologies offer consumers and businesses more
innovative products and services such as Internet banking, new
generation mobile telephones, etc?
3.How is distribution changed by new technologies e.g. books
via the Internet, flight tickets, auctions, etc?
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44. What does the “T” stand for?
Technological factors
Technology is vital for competitive advantage, and is a major
driver of globalization.
One factor is given as an example. With your partner try to think
of two more factors.
1. Does technology allow for products and services to be made
more cheaply and to a better standard of quality?
2.Do the technologies offer consumers and businesses more
innovative products and services such as Internet banking, new
generation mobile telephones, etc?
3.How is distribution changed by new technologies e.g. books
via the Internet, flight tickets, auctions, etc?
4.Does technology offer companies a new way to communicate
with consumers e.g. banners, Customer Relationship
Management (CRM), etc?
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45. What is a PEST Analysis?
It is very important that an organization
considers its environment before beginning the
marketing process. In fact, environmental
analysis should be on-going and feed all
aspects of planning.
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46. What is a PEST Analysis?
It is very important that an organization
considers its environment before beginning the
marketing process. In fact, environmental
analysis should be on-going and feed all
aspects of planning.
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47. What is a PEST Analysis?
It is very important that an organization
considers its environment before beginning the
marketing process. In fact, environmental
analysis should be on-going and feed all
aspects of planning.
What does Environment mean?
◦ the social and cultural forces that shape the life of a
person or a population.
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48. The organization's marketing
environment is made up of:
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49. The organization's marketing
environment is made up of:
1. The internal environment e.g. staff (or
internal customers), office technology, wages
and finance, etc.
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50. The organization's marketing
environment is made up of:
1. The internal environment e.g. staff (or
internal customers), office technology, wages
and finance, etc.
2. The micro-environment e.g. our external
customers, agents and distributors, suppliers,
our competitors, etc.
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51. The organization's marketing
environment is made up of:
1. The internal environment e.g. staff (or
internal customers), office technology, wages
and finance, etc.
2. The micro-environment e.g. our external
customers, agents and distributors, suppliers,
our competitors, etc.
3. The macro-environment e.g. Political (and
legal) forces, Economic forces, Sociocultural
forces, and Technological forces. These are
known as PEST factors.
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52. What are the Legal aspects
Regulation
Labor laws
Import and Export Laws
Border laws
International law
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53. Exercise
Fill in what you believe are the key PEST for
Thailand 15mins
Political Economic
Social Technology
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54. Southeast Asian Economic Outlook:
With Perspectives on China and India
Thematic focus: Narrowing development gaps
2013 edition
ASEAN Business and Investment Summit
18 November 2012, Phonon Penn
Rintaro Tamaki , Deputy Secretary General
www.oecd.org/dev/
asiapacific
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55. Outlook- Key questions
• What growth prospects for Asia in 2012-2017?
• What does ‘narrowing the development gaps in
ASEAN countries’ mean?
• Structural policy challenges of Cambodia as an
example (from Structural policy country notes)
• What is the main message of the SAEO 2013?
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57. Southeast Asia shows resilience, though Emerging Asia, in
particular China will begin to slow gradually…
Real GDP Growth of Southeast Asia, China and India (annual percentage changes)
2011 2017 2000-2007 2013-2017
ASEAN-6 countries
Brunei 2.2 2.9 - 2.4
Indonesia 6.5 6.6 5.1 6.4
Malaysia 5.1 5.5 5.5 5.1
Philippines 3.9 5.3 4.9 5.5
Singapore 4.9 3.8 6.4 3.1
Thailand 0.1 5.3 5.1 5.1
CLMV countries
Cambodia 7.1 7.3 9.6 6.9
Lao PDR 8.0 7.6 6.8 7.4
Myanmar 5.5 6.7 - 6.3
Viet Nam 5.9 6.3 7.6 5.6
China and India
China 9.2 8.0 10.5 8.3
India 6.8 7.0 7.1 6.4
ASEAN-10 average 4.6 5.8 5.5(a) 5.5
CLMV average 6.0 6.5 7.8(b) 5.9
Emerging Asia average 7.8 7.4 8.6(a) 7.4
Notes: The cut-off date of data is 1 November 2012. a) The average number www.roberttwiddy.com
www.k-solutions.com and does not include Brunei and
Myanmar. b) The average number does not include Myanmar. Source: OECD Development Centre,
MPF-2013
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61. Table 1 ASEAN Statistics
Selected basic ASEAN indicators
as of 15 February 2011
Annual Gross domestic Gross domestic product 5/
Population International merchandise trade 4/
Total land area Total population1/ 1/
population product
2/
per capita Foreign direct investments infow
density 1/ at current prices
Country growth at current prices Exports Imports Total trade
2 2
US$ million 2/ 3/ US$ million US$ million US$ million US$ million US$ million
km thousand persons per km percent US$ US$ PPP
2009 2009 /p
2009 2009 2009 2009 2009 2009 2009 2009 2009 2010
Brunei Darussalam 5,765 406.2 70 2.1 10,758.6 26,486.0 36,177.4 7,168.6 2,399.6 9,568.2 369.7 247.9
Cambodia 181,035 14,957.8 83 2.1 10,359.2 692.6 1,787.6 4,985.8 3,900.9 8,886.7 530.2 313.5
Indonesia 1,860,360 231,369.5 124 1.2 546,864.6 2,363.6 4,371.2 116,510.0 96,829.2 213,339.2 4,876.8 6,243.9
Lao PDR 236,800 5,922.1 25 2.8 5,579.2 910.5 2,250.0 1,237.2 1,725.0 2,962.1 318.6 100.6
Malaysia 330,252 28,306.0 86 2.1 193,107.7 6,822.0 12,353.3 156,890.9 123,330.5 280,221.4 1,381.0 3,313.0
Myanmar 676,577 59,534.3 88 1.8 24,972.8 419.5 1,138.1 6,341.5 3,849.9 10,191.3 578.6 n.a
The Philippines 300,000 92,226.6 307 2.0 161,357.6 1,749.6 3,591.8 38,334.7 45,533.9 83,868.6 1,948.0 732.0
Singapore 710 4,987.6 7,023 3.1 182,701.7 36,631.2 52,871.8 269,832.5 245,784.7 515,617.1 16,808.9 17,341.0
Thailand 513,120 66,903.0 130 0.6 264,322.8 3,950.8 7,943.5 152,497.2 133,769.6 286,266.8 4,975.6 3,511.8
Viet Nam 331,212 87,228.4 263 1.2 96,317.1 1,119.6 3,123.8 56,691.0 69,230.9 125,921.9 7,600.0 4,310.0
ASEAN 4,435,830 591,841.0 133 1.4 1,496,341.3 2,532.5 4,872.9 810,489.2 726,354.1 1,536,843.3 39,387.3 36,113.6
Sources ASEAN Finance and Macro-economic Surveillance Unit Database, ASEAN Merchandise Trade Statistics Database, ASEAN Foreign Direct Investment Statistics Database (compiled/computed from data submission,
publications and/or websites of ASEAN Member States' national statistics offices, central banks and relevant government agencies, and from international sources)
Symbols used Notes
- not available as of publication time 1/ Refers to/based on mid-year total population based on country projections, 2009 is preliminary figures
n.a. not applicable/not available/not compiled 2/ 2009 annual figures for Lao PDR and Myanmar are taken from the IMF WEO Database April 2010.
Data in italics are the latest updated/revised figures 3/ Computed based on IMF WEO Database October 2009 estimates and the latest actual country data
from previous posting. 4/ Unless otherwise indicated, figures include equity, reinvested earnings and inter-company loans. Data for 2010 are preliminary figures and covers only first half of the year.
p/ preliminary 5/ Trade statistics database as of September 2010
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62. Evolving development landscape in the region
• Domestic demand will be an important driver
of growth in the region.
• The expansion of the middle class is likely to
continue to boost domestic demand
• Fiscal capacity needs to be strengthened
through better revenue mobilization
• Managing the extensive dollarization is a
challenge for CLMV countries
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63. Narrowing development gaps is critical towards
an ASEAN Economic Community
Greater efforts are required in poverty and human
capital
ASEAN-OECD Narrowing Development Gap Indicators (NDGIs):
disparities between ASEAN-6 and CLMV countries
2005 2011
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Source: OECD Development Centre and ASEAN Secretariat.
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64. Disparity both “among” and “within” countries
needs to be addressed in CLMV
The picture varies across countries
Note: Change in Gini coefficient between: 2004 and 2008 for Cambodia; 2002 and 2008 for
Lao PDR; 2004 and 2008 for Viet Nam.
Sources: OECD Development Centre, ASEAN Secretariat and World Bank World
Development Indicators. www.k-solutions.com and www.roberttwiddy.com
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65. Cambodia’s medium-term policy challenges
Build agricultural productivity and
Agriculture
tap the export potential of milled rice
Increase enrolment rates at all levels
Human
of education and strengthen training
capital
and vocational education (TVET) to
development
build a skilled labour force
Reform of
Strengthen the banking sector and
financial
prudential measures
sector
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66. Main messages
Growing at 5.5% through 2017, ASEAN economies
show resilience, however, they need to narrow
development gaps to sustain robust growth
Disparities need to be examined beyond income level
differences; and greater efforts are required in
poverty reduction and human capital development.
Southeast Asian countries need to rethink new
growth and development strategies, rely more on
domestic demand to adapt to changing international
market conditions
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67. Medium-term structural policy challenges (1):
from country notes
Build agricultural productivity and tap the export potential of
Agriculture
milled rice
Human capital Increase enrolment rates at all levels of education and
Cambodia development strengthen TVET to build a skilled labour force
Reform of financial
Strengthen the banking sector and prudential measures
sector
Narrow the regional divide by enhancing connectivity and the
Infrastructure
capacity of local government
Strengthen the capacity of local government to provide
Indonesia Education
education infrastructure
Accelerate healthcare reform, in particular, increase coverage
Social security reform
and access to healthcare services
Human capital Strengthen TVET and the education system to address skills
development shortages
Malaysia Labour market Address weaknesses in labour market functioning
SME development Enhance productivity of SMEs
Improve road transport, power and energy infrastructure and
Infrastructure
strengthen public and private investment
Philippine Labour market Focus firmly on job creation strategies
s Improve access to quality education and training by
Education
strengthening K+12 programme
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Sources: OECD Development Centre, forthcoming Outlook
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68. Medium-term structural policy challenges (2):
from country notes
Manage foreign worker dependence by increasing the
Labour market
productivity of local workforce
Singapore SME development
Sustain SME growth through fostering entrepreneurial
environment
Innovation Enhance the innovation capabilities of local enterprises
Education Raise the quality of education and reduce disparities
Thailand Healthcare system Achieve a more equitable healthcare system
Green economy Foster green growth through investment and fiscal reforms
Human capital Reform training and education to better meet demand for skilled
development labour
Development of Strengthen the banking system by establishing effective
Viet Nam banking sector supervision
SOEs reform Strengthen market-based reforms and monitoring of SOEs
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69. Strategy and ASEAN
Study Analysis
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70. Study
SET 50 interviews
◦ A Top Level
◦ B Strategic Content
◦ C ASEAN specific
◦ D Strategy to Action
Analysis Statistical
Analysis Commentary
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71. Statistics to date
% using balanced scored 50%
% quarterly review 100%
% common strategy theme 25%
% with feedback systems 20%
maturity of strategy process 25%
% problems with ASEAN 90%
% problem with free flow labor 90%
% problem investment 100%
% Compliance 100%
% problem buying real estate 100%
% with specific ASEAN objectives 25%
% supporting ASEAN single market 75%
% looking internationally not ASEAN specific 25%
% implement using localisation approach 75%
% implement using centralised approach 25%
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Saturday, 26 January 13
72. Analysis commentary
Political
◦ South China Sea
◦ China’s interest in Laos and Cambodia
◦ Thai red, yellow, age of the King
◦ Corruption in Indonesia
◦ Elections
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Saturday, 26 January 13
73. Analysis commentary
Economic
◦ Localisation via Mergers and Acquisition
◦ Banking regulations are country specific
◦ No single point of ASEAN information
◦ Country regulations are not aligned to ASEAN
roadmaps
◦ No immigration changes except specific roles
◦ Tariffs have been implemented for ASEAN EC
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Saturday, 26 January 13
74. Analysis commentary
Social
◦ Muslim religion
◦ Language - common: English or Chinese?
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Saturday, 26 January 13
75. Analysis commentary
Technology
◦ IT and Telecoms
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Saturday, 26 January 13
76. Comparison with EU so far
Roadmaps of how to develop three pillars
No binding laws or contracts
No common currency or banking regulations
Multiple religions
No single borders
No free work movement
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Saturday, 26 January 13
77. Summary
Introduced you to PESTLE
ASEAN projection economically
Analysis of our study to date
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Saturday, 26 January 13
78. QUESTIONS
www.asean.org
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Saturday, 26 January 13