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Lessons Learnt from Field Visit

This document outlines the lessons learned from Group 3's field visit to Dan Kwian Pottery on May 22, 2012. It introduces the Dan Kwian Pottery cluster, established in 2005, comprising 40 members specializing in handmade pottery and tourism. Key insights include best practices such as strong local cooperation, government support, and dynamic management. Recommendations for improvements focus on sustainable practices and competitive strategies. The cluster’s success in exporting 80% of its products internationally highlights its potential in both domestic and global markets.

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Lessons Learnt from Field Visit

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  1. Lessons Learnt from Field Visit Group 3 Dan Kwian Pottery May 22, 2012

  2. Contents • Group members • Brief introduction of Dan Kwian Pottery Cluster • The best practices we have learnt from company • Type of improvements

  3. Group Members Mr. Hoang Cong Minh Ms. Mai DieuHuyen Mr. AungZawMyint Mr. AungMyo Mr. VannithaPhommavong Ms. EkSopheara Mr. PhetanongInsarn

  4. Brief introduction of Cluster • Name : Dan Kwian Pottery • Established : Early 2005 • Members : 40 • Products/Services : (1) Pottery (Handicraft) such as: Flower pot house, Light blub house, Peak cook house, Fish house, heart furnace. (2) Tourism (Home Stay) • Location : Dan Kwian, Chokchai District, NakhonRatchasimaProvice

  5. Brief introduction of Cluster (cont) • Source of founds: • Initial financial supported by the government -- no longer financial support now • Self-financing: Sales commission fees (5% of the total sales) from members

  6. Market • The current and potential market: domestic and international market • Export members: 10 • The total sales amount: Approx. 625containers/year • Export amount: 80% of total sales, amounting to 500 containers/year • Export location: USA, Canada, Japan and EU • Domestic market: 20%, accounting for 125 containers

  7. Best Practice of Dan Kwian • Good cooperation and relationship • Government support • Job creation for the local people • Dynamic leader and good management • Culture • Common standard for the raw material • No copy rights – product differentiation

  8. Improvement needed for Dan Kwian • Substitute wood by the rice husk • Design centre (R&D) • Assign the cluster for buying the raw material and packaging • Apply fair trade system for the cluster • Build up the common logo and slogan

  9. Competition with Dan Kwian Cluster • Comprehensive value chain: Raw material, processing, and export) • Reinvest the commission fee to other additional activities such as training and R&D • Design products by attaching the culture to make the product differentiation • High value added products • Set up the quality control system • Development plan (sales and marketing, management, and budget) • Business trip and market survey • Develop the domestic market

  10. Competition with Dan Kwian Cluster • Set up the export consortia to build the export network (including the market promotion) • Promote products through internet and website

  11. Thank for your attention!

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