This document provides an overview and summary of a presentation on doing business in Southeast Asia. The presentation covered: 1) The diverse political, regulatory, and legal systems across Southeast Asia and the risks they pose for foreign businesses. 2) The different types of risks foreign companies may face, from transnational risks to risks specific to individual countries, sectors, corporations, human capital, and events. 3) Key points for foreign companies to mitigate risks, including conducting thorough due diligence, setting a tone of integrity from senior leadership, being transparent about policies, and clearly communicating standards against bribery and corruption. 4) Brief overviews of some challenges and risks associated with doing business in Indonesia and Vietnam

1. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval

2. Connecting your business to Asia
Banking Advice & Help
18 October, The Kia Oval, London.
rbs.co.uk/international

3. Agenda
• Introduction
• Concerns and Challenges
• Mitigating Risk
• Trade Cycle and Working Capital
• How can RBS/Natwest help?
• Innovations designed to help International trading businesses
• Government Schemes for Exporters
• Q&A
rbs.co.uk 3 3

4. Concerns and Challenges
Potential Challenges for companies trading internationally
• Time
• Distance
Risk Mitigation
• Local business customs and practices
• Ease and effectiveness of communication
• Ability of the trading parties to meet their obligations
• Trust Common Business Needs
• ‘Plan B’ if something goes wrong?
• Logistics
• Insurance
Finance Cash
• Risks and risk management
• Getting Paid
rbs.co.uk/international
4

5. Mitigating Risk
Mitigating Risk
Exporter Importer
rbs.co.uk/international

6. Trade Cycle and Working Capital
Trade Cycle and Working Capital
rbs.co.uk 6 6

7. How can RBS/Natwest help?
What support can a banking partner provide?
Managing Risk Working Capital
• Understanding a Businesses Trade Cycle
• Trade Products
Developing the • Trade Finance – to match the Trade Cycle and Working Capital need
right solutions • New forms of finance – UKEF supported facilities
• Accounts domiciled in Asia in local currency
• Access to various international payment mechanisms
• Visibility and electronic delivery
rbs.co.uk 7

8. How can RBS/Natwest help?
RBS / Natwest can help
• RBS is currently ranked among the top 10
Long History in Asia foreign banks in Asia
We are present in 10 countries in the
• We have 2,000 Electronic Channel Clients
region, employing over 7,500 staff and
and process more than 100,000
servicing over 75,000 accounts. transactions per day
• We process more than 8 million cheques
and issue over 23,000 Letters of Credit per
Global Presence year in the region
• Our Client Service is rated as one of the
Best in Asia by our clients
• Our local banking presence combined with
our broad product capabilities and award-
winning delivery channels have resulted in
strong client relationships
Branch/representative office;
cash, clearing and trade capabilities
Partner banks
rbs.co.uk 8 8

9. Helpful solutions and guidance for
exporters/importers
Rob Keller
rbs.co.uk 9

10. Innovations designed to help International trading businesses
Help with getting paid on time
• Debt collection service for open account trading in partnership with Atradius
• 19 offices worldwide covering 40 countries
• Nil cost to register for service
• Upfront cost for each debt of £50-£100
• Success fee of between 4 & 30%
A helping hand for Exporters
• Creation of exporter’s documents - Invoices, Packing lists, Certificate of origin
• Assistance in preparation of 3rd party documents (Insurance Certs, Bills of Lading, etc)
• Follow-up with third party document providers
rbs.co.uk/international

11. Innovations designed to help International trading businesses
Investing in your business – importing machinery
• Secure the machinery without having to pay up-front
• Minimises risks of international trade via Letter of Credit
• One stop shop: Asset Finance automatically pays the Import Letter of Credit facility
• Budget with certainty: a payment structure tailored to the business’ needs
Helping businesses secure export funding
• Risk sharing between the banks and the government (up to 90%)
• Most popular schemes: Bond Support Scheme & Export Working Capital Scheme
• Conditions: 20% UK originated & exports to non-OECD countries
• Speak to us or UK Export Finance at an early stage
rbs.co.uk/international

12. Government Schemes for Exporters
Help & Guidance
• Local experts & an ‘International’ Hotline 0800 210 0235
• Guide to International Trade
• Internet (Education & tools):
www.natwest.com/international
www.rbs.co.uk/international
rbs.co.uk/international

13. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval

14. LEGAL GUIDANCE
UKABC, UKTI & RBS 18 October 2012
Business | Individual | Not for Profit 14
www.taylorvinters.com
www.taylorvinters.com

15. Taylor Vinters LLP:
Taylor Vinters LLP:
Our story Environment Set-up •Cambridge, London and
•Cambridge, London and
Singapore
Singapore
•Technology, investment
•Technology, investment
and private wealth
and private wealth
•Focus on hi-growth tech
•Focus on hi-growth tech
Future Tax companies and MNCs in
companies and MNCs in
SE Asia
SE Asia
•In Singapore 33years
•In Singapore years
•Opened full-time office
•Opened full-time office
2011
2011
Doing deals Networking Me:
Me:
•Technology lawyer
•Technology lawyer
•International practice
•International practice
•Strategic leadership
•Strategic leadership
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 15
www.taylorvinters.com

16. Our story Environment Set-up
•• Legal systems
Legal systems
•• IP protection
IP protection
•• Governance
Governance
and stability
and stability
Future Tax •• Approach to
Approach to
contracting
contracting
•• Attitude to rule
Attitude to rule
Doing deals Networking of law
of law
•• Reality of
Reality of
enforceability
enforceability
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 16
www.taylorvinters.com

17. Our story Environment Set-up • • Soft or hard landing?
Soft or hard landing?
• • Documenting
Documenting
partnerships
partnerships
• • Corruption and
Corruption and
bribery compliance
bribery compliance
Future Tax • • Transparency & ease
Transparency & ease
of set up
of set up
• • Immigration
Immigration
• • Regulated sectors
Regulated sectors
need extra care
need extra care
Doing deals Networking • • Issues arise on
Issues arise on
transition
transition
• • Plan for evolution of
Plan for evolution of
your business
your business
structure
structure
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 17
www.taylorvinters.com

18. LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 18
www.taylorvinters.com

19. LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 19
www.taylorvinters.com

20. •• Key driver in
Key driver in
Our story Environment Set-up choice of location
choice of location
•• Regime and
Regime and
incentives are
incentives are
equally important
equally important
Future Tax •• Corporation tax
Corporation tax
rates
rates
•• R&D tax relief
R&D tax relief
•• Personal tax rates
Personal tax rates
Doing deals Networking •• Treatment of
Treatment of
dividends & capital
dividends & capital
gains
gains
•• Withholding tax
Withholding tax
•• Double taxation
Double taxation
Talent Launching Funding
treaties
treaties
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 20
www.taylorvinters.com

21. LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 21
www.taylorvinters.com

22. •• World-class networking
World-class networking
Our story Environment Set-up cities
cities
• • Britcham
Britcham
• • Amcham
Amcham
• • Eurocham
Eurocham
• • Business development
Business development
culture
culture
• • Centres for conference
Centres for conference
Future Tax activity
activity
• • Transport hubs
Transport hubs
Doing deals Networking
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 22
www.taylorvinters.com

23. • • Private vs public funding
Private vs public funding
Our story Environment Set-up • • Smaller-name investment
Smaller-name investment
funds and angels
funds and angels
• • Government remains aa
Government remains
major source of funding
major source of funding
• • Check industrial policy
Check industrial policy
• • Legally complex
Legally complex
Future Tax
Doing deals Networking
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 23
www.taylorvinters.com

24. • • Hard or soft landing?
Hard or soft landing?
Our story Environment Set-up • • Due diligence and
Due diligence and
documentation
documentation
• • Service vs Product
Service vs Product
businesses
businesses
• • Commitment
Commitment
Future Tax • • Brand and credibility
Brand and credibility
vital
vital
• • Relationships will
Relationships will
take time
take time
• • Local
Local
Doing deals Networking partners/employees
partners/employees
important
important
• • Regional strategy
Regional strategy
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 24
www.taylorvinters.com

25. •• Expat vs local?
Expat vs local?
Our story Environment Set-up •• Immigration
Immigration
•• Check where you
Check where you
sit with industrial
sit with industrial
policy
policy
Future Tax •• Brand and
Brand and
credibility vital to
credibility vital to
recruitment
recruitment
•• Light-weight
Light-weight
Doing deals Networking employment
employment
protection
protection
•• Churn issues
Churn issues
•• Reward and
Reward and
remuneration
remuneration
Talent Launching Funding
•• Expat tax
Expat tax
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 25
www.taylorvinters.com

26. • • Generally aahighly
Generally highly
Our story Environment Set-up sophisticated market
sophisticated market
• • Process more
Process more
important than
important than
contract
contract
• • Discipline
Discipline
Future Tax • • Take care with
Take care with
negotiation style
negotiation style
• • Anticipate face to
Anticipate face to
face negotiation
face negotiation
• • Use of intermediaries
Use of intermediaries
Doing deals Networking • • Some specialised
Some specialised
areas may require
areas may require
you to educate the
you to educate the
market
market
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 26
www.taylorvinters.com

27. • • Emerging markets
Emerging markets
Our story Environment Set-up building legal
building legal
infrastructure
infrastructure
• • Improvements in IP
Improvements in IP
protection and
protection and
enforcement
enforcement
Future Tax • • Polarisation of choice
Polarisation of choice
of law
of law
• • Singapore and HK
Singapore and HK
will dominate dispute
will dominate dispute
forum
forum
Doing deals Networking • • Shift away from trade
Shift away from trade
protectionism
protectionism
• • Move towards
Move towards
tightening of
tightening of
immigration rules
immigration rules
Talent Launching Funding
LAWYERS
WITH A
CAMBRIDGE
ATTITUDE
Business | Individual | Not for Profit 27
www.taylorvinters.com

28. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval

29. Doing Business in Southeast Asia
Strategic Planning and Risk Assessment
Chris Torrens

30. Southeast Asia – risk environment
 Divergent political, regulatory and
legal systems
 Mix of resource, manufacturing and
service economies
 Unified by FDI-fuelled growth
 Big Brother China is watching –
strategic importance
1

31. Macro to micro: risks in Southeast Asia
 Exposure to international regulation (e.g. FCPA)
Transnational risk  Risks at export destination
 Embargoes and sanctions
 Political risk
Country risk  Operational risk
 Regulatory risk
 Sector-specific regulatory risk
Sector risk  Appropriation risk
 Operational risk
 Ownership structure
Corporate risk  Related party transactions
 Corporate governance
 Fraud and corruption risk
Human Capital risk  Political exposure
 Reputational risks
 Natural disasters
Event risk  Civil and workforce unrest
 M&A events
1

32. Key points for foreign companies – SMEs included
• Single largest risk stems from anti-bribery legislation
• Private companies as well as public ones
• Passive as well as active bribery
• Extra-territorial reach
• Corporate failure to prevent bribery: you can’t outsource corruption, and ignorance
is no defence
• Remember:
• Know your partner/customer/vendor/supplier: due diligence
• Tone from the top
• Get your dirty washing out: listen to local manager problems
• Create and maintain code of conduct/business integrity principles
• Communicate policies
• Create mechanisms for disclosing
• Be clear on facilitation payments

33. Indonesia
• Sector risks Challenges for business
• Nationalist political agendas versus •Creaking infrastructure
business pragmatism •Persistent and entrenched corruption
• Reactive regulation – business/politics nexus
• Licensing problems and appropriation risk •Difficulty of doing business – 129 out
• Corporate risks of 183 in World Bank Index
• Who owns the business, really? •Complex regulatory environment
• Is the company’s plan really aligned with •Terrorism and natural disasters -
your investment? though not a major concern for
• Human capital risks business
• Where’s your money and what was it used •More remote regions pose greater
for? challenges
• What happens if that “well-connected” •Health risk issues
company is no longer so connected?
• Reputational risk eg environmental
damage

34. Vietnam
Overview
•Economy dominated by inefficient state sector
•Double digit inflation – Dong devalued 6 times since 2008
•Opportunities:
• Export-focused manufacturing expanding
• Fragmented FMCG market ripe for consolidation
• Infrastructure under-invested (and dominated by Japanese
investors)
Key risks
•Ongoing economic reform initiatives face political opposition
•Ad-hoc approach to policy-making – economic volatility
•Endemic corruption à la China
• ownership structures opaque
• supply chains complex
•Legal fragility: poorly defined laws patchily enforced

35. Myanmar
Overview
•Reforms are real and will continue – but not a smooth process
•Significant questions over political sustainability, especially 2015
•Economic reform complex and difficult – managing expectations
•Hard and soft infrastructure severely lacking
•New foreign investment law will help – but it remains a highly-
challenging business environment
Key risks
•Under-developed foreign investment environment
•Opaque ownership structures – links to leadership
•Fraud and malpractice widespread
•Investor enthusiasm far ahead of reality – political, operational and
infrastructure challenges remain
1

36. Associated parties: spotting red flags
 Wants to be paid offshore
 Lacks appropriate professional qualifications or
experience
 Recommended by the government official with
whom you’re negotiating
 Close personal links with politicians, officials
 Asks for extra payment for ‘special services’
 Promises services that are ‘impossible’
 Damaging press reports or questionable
reputation in the market place
 Seems to be in financial difficulties

37. Thank you
chris.torrens@controlrisks.com
+44 7595 966 970

38. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval

39. The University of Nottingham
Social and Cultural Understanding
The practical toolkit for setting-up business in South East Asia

40. Truly Global University
•4 UK Campuses; 2 international Campuses
•First UK University to establish in Malaysia (2003) and
China (2006)
•42,000 students -One of the largest international
student communities
•4,800 in Malaysia
•5,500 in China
•9,000 international students in the UK

41. Importance of Social and Cultural Understanding - Our
experience
•Develops our specific local knowledge in each South East Asian country
•Helps us engage appropriately with existing and aspiring students
•Improves and enhances the ‘The Nottingham Experience’
•Enhances our relationship building with decision makers, institutions
and individuals
•Promotes effective communication at all levels
•Improves business etiquette when working with industry

42. Respecting religious and cultural traditions
Importance of pre-departure research
•Respecting religious observances e.g. Ramadan
•Know key festival and holiday dates e.g. Lunar New Year;
National Days
•Respect and use titles e.g. Tan Sri; Dato’
•Drink and dietary obligations
•Personal greetings

43. Successful Meetings
•Research attendees and identify most senior person
•Ensure ‘like for like’ seniority
•Gifts-small and generally wrapped
•Prepare business cards with as much detail
as possible including academic titles
•Expect informalities at the beginning
•Address responses to the most senior person
•Calm and engaged-maintain ‘face’
•Posture
•Do not push too hard for a decision

44. Successful Meetings (cont’d)
•Dress code-Generally business attire but
expectations differ
•Dinner
•See dinner as part of the meeting
•Develop the relationship, bring in more personal
information
•Be aware of hosts dietary obligations

45. Importance of language
•Differing levels of spoken English across SE Asian
countries-find out before
•What does ‘Yes’ mean?
•Indirect language conveying bad news
•Clarify for what is expected or required
•Using Interpreters
•Professional interpreters; students
•Brief and share presentation well before meeting
•Clarify technical terms
•Debrief after the meeting

46. Successful longer term business
•Engage with the right people-both key decision
makers and those on a day to day basis
•Role of contracts
•Importance of the team
•Focus on the relationship not the current problem
•Spend time in the host country
•Maintain contact formally and informally

47. Investment in social and cultural training
•Constantly learning about social and cultural issues
•Develop links with the host country
•Interns; Studentships
•Attend events and network with visiting delegations
•Spend time with your customers through visiting
and hosting

48. Thank You
Jason Feehily
Head-Asia Business Centre
jason.feehily@nottingham.ac.uk
@AsiaBusinessCtr

49. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval

50. fst // UKTI presentation // 2012
prepared for // practical toolkit delegates
presented by // Craig Watson
Brand and marketing planning
for Southeast Asia
Speaker notes for UKTI practical toolkit
for doing business in Southeast Asia
fst // www.fstthegroup.com

51. fst //
Why am I here?
> Brand expert
> Broad experience of sales and marketing
knowledge
> Some experience of SouthEast Asia market
fst // www.fstthegroup.com

52. fst // UKTI presentation 2012
Presentation focus…
> The SEA market
> Brand and it’s potential role
> Defining a brand proposition
> Communicating your brand proposition / taking your brand to
market
> Our experience
fst // www.fstthegroup.com

53. fst //
Who are we?
> fst is an integrated creative agency
> We partner our clients to deliver inspiring ideas
and creative
> Established 20 years ago, fst currently employ
around 50 people
> fst opened the Singapore office March 2011
fst // www.fstthegroup.com

54. fst //
What fst stands for >
free
spirited
thinkers
fst // www.fstthegroup.com

55. fst //
Section 1
The SEA market
fst // www.fstthegroup.com

56. fst // UKTI presentation 2012
Plans for SouthEast Asia
> What is your vision for this region?
> What countries in the region do you want to target?
> What do want to achieve?
> How are you going to get there?
fst // www.fstthegroup.com

57. fst //
Market complexities
> Disparity of economies from super rich (Singapore in top
5) to very poor (Cambodia -141st out of 183 listed
countries)* NB. UK ranked 22
> Resourcefulness – in this region if they can buy cheaper
or do it themselves they will
> There are around 18,000 Indonesian islands, speaking
725 different languages. They do however have the 4 th
largest population in the world at around 238m
*World bank ranking 2005-11, Wikipedia list of countries by GDP per capita
http://en.wikipedia.org/wiki/List_of_countries_by_GDP_%28PPP%29_per_capita
fst // www.fstthegroup.com

58. fst //
ASEAN 10
> The Association of SouthEast Asian Nations comprises
Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar,
Philippines, Singapore, Thailand, Vietnam
> They combine to offer the world’s 4th largest single
market
fst // www.fstthegroup.com

59. fst //
Research is key
> Research as much as possible before you develop a
marketing plan.
> UKTI very helpful with the macro support, but only you
can manage the micro details required
> Shopping habits, credit card penetration, internet
accessibility
> Know your market; your customers; your agent or
distributors; your competitors
fst // www.fstthegroup.com

60. fst // Intelligent Environments // 2012
Section 2
Your brand
fst // www.fstthegroup.com

61. fst //
The meaning of brand
> Your brand has a crucial role in realising your
dream
> Much, much more than a logo
> Brand is a cluster of values and associations
> Brand encompasses imagery, design, language
and behaviour to ideally deliver an emotional
message
fst // www.fstthegroup.com

62. fst //
Why brand matters
“when your employees understand your brand
they sell your brand
when your customers engage with your brand
they buy your brand
and when your competition fears your brand
you win”
Richard Gray, Creative Director fst
fst // www.fstthegroup.com

63. fst // UKTI presentation 2012
Views from the market
“Asian markets are driven by brand and relationship. Good
branding is an essential component of launch – and that goes
way beyond just a logo”
Tim Pullan – Head of Technology & Outsourcing Asia at Taylor Vinters
“We are selling innovative and revolutionary technology to world
class organisations. Thanks to fst, our new brand sends out the
right message and corporate profile to our target audience. I
believe this will help to play a vital part in realising our business
plans in SouthEast Asia and beyond”
Jerry Lee Barber – Chief Executive Officer at Optitune
fst // www.fstthegroup.com

64. fst //
Brand power
Looking at it another way – A good brand can help you to:
Become Rich AND Successful
fst // www.fstthegroup.com

65. fst //
Great brands are…
> simple
> relevant
> consistent
> unique
fst // www.fstthegroup.com

66. fst // Intelligent Environments // 2012
Section 3
Brand proposition
fst // www.fstthegroup.com

67. fst //
What is a brand
proposition?
> It’s a succinct phrase or sentence that encapsulates
what your brand promises…
For example:
We partner our clients to deliver inspiring ideas and
creative
fst // www.fstthegroup.com

68. fst //
Why do I need one?
> It’s a base on which to build your marketing plan and
marcomms activity
> It’s the essence of your brand
> It’s top of your brand triangle
fst // www.fstthegroup.com

69. fst // UKTI presentation 2012
What is your UK brand
proposition?
b
> What is the compelling reason for your customers to want
to buy your product or service in the UK. What are your
values and benefits?
> Will this work in SEA?
> Which of the following do you have or need: a brand
proposition: descriptor: tag line: elevator speech
fst // www.fstthegroup.com

70. fst // Intelligent Environments // 2012
Section 4
Taking your brand to
market
fst // www.fstthegroup.com

71. fst // UKTI presentation 2012
Is your brand in shape
for SEA?
> What messages need to be delivered to this region?
> What marketing tools can you utilise or will have to
produce?
fst // www.fstthegroup.com

72. fst //
Developing a marketing
plan
Having done your research you should know the following;
-which country / countries you’re starting with
- is there definitely a need for my product or service in this country?
-how and where you’re going to produce and deliver your product
or service
- which elements of the marketing mix are available and relevant
in the region
You are now in a position to develop your marketing plan to realise your
business plan
fst // www.fstthegroup.com

73. fst // UKTI presentation 2012
The ‘P’s’ of marketing
p
Based on E. Jerome McCarthy’s 4 p’s of
marketing devised in 1960, there are now a few
more…
b
> Product > Place
> Positioning > Promotion
> Price > People
> Passion > Planet
> Profit > Profile
fst // www.fstthegroup.com

74. fst // UKTI presentation 2012
Considerations
> Language / translation
> Customer CRM / segmentation
> Meanings of colours and numbers
> Religious sensitivities and events
> Avoid colloquialisms
> Cultural differences
> During Q4 of 2010, it is estimated that there were
4.02 billion search queries in China of which Baidu
had a market share of 56.6%. Google who?
fst // www.fstthegroup.com

75. fst // UKTI presentation 2012
Numbers and Colours
> The Chinese consider 8 a very lucky number
> Conversely, 4 is bad – car number plates with 4’s in
are avoided
> The Chinese consider red to convey good fortune
and joy
> White is the colour associated with death and
mourning in China, but symbolizes purity in Thailand
and Korea
fst // www.fstthegroup.com

76. fst //
Some potentially useful
brand comms tools…
> A ‘local’ website
> SEO, PPC and social media campaigns
> Advertisement (TV, radio or trade)
> A video, motion graphic or animation explaining what you do
> Exhibition stand
> Company brochure
> Speaker events
fst // www.fstthegroup.com

77. fst // Intelligent Environments // 2012
Section 5
Our experience
fst // www.fstthegroup.com

78. fst // UKTI presentation 2012
Launch
> Visa, a valued client, presented an opportunity
for us to open an office in Asia Pacific
> Feasibility study and planning from September 2010
> Local agent appointed December 2010
> UKTI assisted launch event, Singapore March 2011
> Marketing collateral, website and business cards available
for launch
> Had a tactical Regis Office, Raffles Place
fst // www.fstthegroup.com

79. fst // UKTI presentation 2012
Progress
> Moved to own dedicated office in Kampong Glam
February 2012
> Appointed medium weight designer 4 th June 2012
> SEO and networking has broadened client base
from just Visa to include…
Avis, Bosch, Bridgestone, Singapore Turf Club,
Optitune and Transcendent.
> We are recruiting 2 new members of staff
fst // www.fstthegroup.com

80. fst //
fst // www.fstthegroup.com

81. fst //
fst // www.fstthegroup.com

82. fst //
Future
> To develop new website to better reflect our current
proposition
> To develop an international network of regional associates
> To demonstrate thought leadership and educate SEA clients
in the value of highly considered design and branding
> To grow a work force of excellent local talent
> To develop fst SEA as a stand alone integrated creative
agency
> To open other international offices in Middle East and USA
fst // www.fstthegroup.com

83. The Practical Toolkit for Doing
Business in South East Asia
Thursday 18th October
The Kia Oval