Nội dung

��#ࡱ#�################>###�� #####################################����########################��������������� �������������������������������������������������������������������������������� �������������������������������������������������������������������������������� �������������������������������������������������������������������������������� �������������������������������������������������������������������������������� �������������������������������������������������������������������������������� ���#`  ###�#�###############D#####bjbj��################## ###�`##��##��##########&#######################��##########��##########��####### ###########�#####h#######h###h#######h#######h#######h#######h###D###########F ##�?##��######��######��##�###n�##D###��##�### I######a@##2###��## ###��##"###��######��######��######��##"###��## ###��######�?######�?######�?######�?######�?######�?######�? ##$###�A##h###�C##T####@######################h#######4�######################�� ######��######4�######4�#######@##############h#######h#######��##############�� ##�####@#######�#######�#######�######4�##�###h#######��######h#######��######�? ###############�######################################################4�######�? ###############�#######�##�### '##�###h#######h###############################################################� ,######��######��## ###�աL ��#########��######,�##�####)##8###########�,## ###1@##0###a@######<)##t###OD######��######OD##p###�,########################### ###################################################OD##############h#######�,##$ ###��##�###]�##�####�######��######��##O###################################��### ###��######��#######@#######@#######################################�########### ###########################��######��######��######a@######4�######4�######4�### ###4�############## I###### I###### I##�##��###### I###### I###### I######��######�###4###�###b###B ######h#######h#######h#######h#######h#######h#######����###### ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ ###################VIET TRADE - LEFASO VIETNAM THE ABC�S OF FOOTWEAR MARKETING PART III MARKETING GUIDELINES FOR VIETNAM FOOTWEAR PRODUCERS (Making the Transition from Shoe Processing to Full Production)Produced by: LEFASO VIETNAM Assistance Provided by:INTERNATIONAL TRADE CENTREUNCTAD / WTO INTRODUCTIONIn developing this product, a great deal of material was reviewed including international marketing textbooks, export marketing guidelines generated by various international experts, and material contained within the websites of many companies and international organizations. While this information was helpful and generated ideas, it was not of the practical, step by step, nature needed by a company trying to determine if export marketing is a viable option. Virtually all the information contained in previously mentioned export marketing publications deals with marketing branded products rather than the private label products that Vietnamese companies are called upon to produce by international buyers. This guidebook�s primary focus is on marketing private label or customer branded footwear. This does not mean that Vietnamese companies should not make a greater effort to produce products for the domestic market nor does it mean companies should not consider developing their own brand names. Both of these are viable options and could be a more profitable alternative for many companies now attempting to export. This guidebook uses the methodology of analyzing individual companies from the viewpoint of an international buyer, who has a choice of thousands of factories worldwide to produce any individual product. The questions asked are the ones the buyer would ask and the infrastructure and material referenced are what would be expected from companies with which he plans to develop a relationship. Section A is perhaps the most important part of the guidebook. It contains a quick start analysis with numerous questions a company should answer to determine where it should focus the efforts of its business. There is no right or wrong answer to these questions but a company with many negative answers, should consider the steps necessary to rectify these before attempting to expand its marketing effort. The questions asked in this section are critical for companies to discuss internally as they develop short and long term strategy. These questions could easily become the foundation for a company�s annual strategic planning session. Section B discusses the steps in process, knowledge, and human resources that are necessary to successfully move from producing shoes under export processing contracts to full product production and marketing. Also discussed are the same considerations for a company who wishes to focus on the Vietnamese market. Section C contains the basic marketing guidelines and suggestions for those companies who wish to pursue the export market. The Guidebook Appendix includes information sources and important examples of Vietnamese companies who have become success stories in developing and exporting footwear to international markets. This guide is by no means a full fledged marketing textbook but is designed as a product to help Vietnamese companies approach the international footwear market in an effective and professional manner. A. Quick Start Company Analysis DomesticAre you currently producing footwear for the Vietnamese domestic market?Do you have your own retail outlets?Do you have your own sales organization or a network of wholesalers covering the entire country or regions of the country?Do you produce goods under a brand name?Is this brand name recognized and legally registered?If 10 consumers were asked if they were aware of your brand name would at least 5 likely say yes?Do you participate in domestic bids and tenders from government and private companies and are you aware of most of these opportunities?Do you have a process for determining the exact cost of shoe�s you produce?If you produce products under a brand name can you explain what the brand name stands for and do you try to develop products around that theme?If you produce products under a brand name do you know how much of your business the top 10% of the shoe styles represent?When developing new styles, do you first meet with your dealers or focus groups of consumers to get their reactions?Do you understand how to identify the footwear you produce in categories other than men�s, women�s, children�s?Do you understand the meaning of niche markets? Do you compete in at least 3 niche markets and how do you make your customers aware of this?Is someone in your company responsible for meeting and dealing with your customers 100% of his/her time and is that person willing and able to give you bad news as well as good news concerning customers?Is someone in your company responsible for understanding and developing new products and technology? Do you attend at least one trade fair a year with the focus being on seeing new products, technology, and materials?Have you met the managers of the large foreign production companies and offered your services for subcontracting?Have you ever tried to sell cut and fit uppers?Do you attend at least one trade fair a year with the focus being on sales?Do you read and apply to your business at least one international publication per month dealing with footwear/clothing fashion? Are you using the same production processes to produce over 75% of your shoes that you used 5 years ago?Do you have access to the internet and use it for business research?Do you know your leading suppliers and customers e mail address?If a customer calls your company or sends you an e mail, do you have a system in place so that the call or e mail is always promptly answered?Have you ever developed a fashion show combining your footwear and clothing / accessories for your wholesale or retail customers?Are you able to identify your expenditures on sales, advertising, and R&D on a yearly basis and compare them to your sales growth?Are you a member of LEFASO and /or a local footwear association and are you aware of the benefits of membership?ExportAre you currently producing footwear for the export market?Are you now or have you previously produced footwear under an export processing contract?Are you currently engaged in a joint venture agreement? If not have you tried to locate companies who might be interested in forming joint ventures?Have you developed a business card and basic written profile of your company in Vietnamese and English which provides information on your company (production, years in business, employees, etc.) to give to potential customers?Have you ever attempted to export cut and fit uppers?Do you have a specific plan to use the exhibitor guides of foreign trade shows for a marketing prospect list? Have you attempted this?Are you aware of every foreign trading company that has an office in Vietnam and are they aware of your company and its capabilities?Do you understand the various methods of pricing your shoes (fob, c&f, cif, etc.) and can you quickly produce quotes using these methods?Have you made major upgrades to the machinery and processes in your factory over the past 5 years? Are your lasts and molds in European or American sizes? Do you understand the various international foot sizes?Do you frequently visit the main country you export production to? Are you aware of the foreign and domestic producers of raw materials and components located in Vietnam and have you approached them to see if their products are a good option for you?Do you have a person on your staff that devotes 100% of their time to dealing with customers? Does that person speak English and have e mail capability?Do you have a formal product costing system that lets you identify material and labor cost for each product you manufacture? If you purchase your raw materials have you developed at least 2 sources for every product and do you receive competing quotes? Do you have a person on your staff whose responsibility it is to use the internet for sales and material sourcing leads?Do you have someone your staff with the ability to quickly and accurately duplicate a sample from either a picture or an actual sample?Do you have an employee or an agent in a center of footwear materials (Taiwan / Hong Kong) who can supply you with the correct materials to produce a sample for a customer quickly?Do you have an internet website and have you researched and listed your company with every internet search engine and internet footwear industry site?Are you able to receive orders and bill customers using EDI? Do you have the capability of receiving customer patterns electronically?Have you developed in your main office, an area that displays awards, citations, and certifications that your company has received and would want customers to know about?Do you attempt to sell your products to markets closest to Vietnam rather than those the furthest away? Have you developed a list of your top 5 target markets? Have you tried to locate sales agents in these countries?Do you exhibit at the HCMC International Footwear Exhibition?Are you a member of LEFASO and aware of the services it offers to help you in exporting? B. Moving Beyond Export Processing ContractsIt�s likely that over 95% of the footwear exported from Vietnam is what we call private label footwear. These shoes may have a famous brand (Nike, Doc Martens), the trade name of a chain store (Famous Footwear, K Shoes), or no name at all. But the common factor is that a foreign buyer supplied the design, and possibly the components and dies to produce the product. This is the type of production that the majority of foreign buyers are interested in producing in Vietnam. In discussions with Mr. Nguyen Gia Thao, Chairman of LEFASO, a major objective of the industry must be the transformation of companies from processing export contracts to full shoe marketing and production. Many Vietnamese companies have been able to successfully make this move but many others have expressed concerns as how to accomplish this move and question whether their company should make the attempt. This section will discuss the steps a company should follow in order to make the move, the requirements in process and knowledge, and the challenges.In today�s business there are several phases in the life of a style of footwear:Concept Phase � Research, DesignProduction Phase � Engineering, Materials Procurement, ManufacturingDistribution Phase � Logistics, Wholesale Marketing, Retail Marketing These percentages aren�t this exact, but to illustrate our point let�s assume that each of the 8 tasks above represent 12.5% of retail value of a shoe. A company that operates under a processing contract has the opportunity to add only 12.5% of the value to a shoe whereas a company that is engaged in full production has the opportunity to add up to 60% of the value to a shoe depending on its ability to sell to the retailer or a distributor. The characteristics of a typical company operating under an export processing regime: # EMBED PowerPoint.Slide.8 ###In order to be successful, companies operating under this type of process must have the skills to obtain and train a workforce, understand their production costs, and have access to a building and machinery. Some machinery and the product dies and patterns will likely be supplied by the customer. They are not participating in the concept phase or distribution phase of the shoe and only 30% to 50% of the production phase. They are adding a very small amount of value by selling only labor. Even so, they still may not be able to turn a profit as their labor cost will be compared to the same in countries all around the world. While the downside risk is limited for a processing company so is the profit potential. Many companies have decided they do not wish to make the investment in personnel and systems to move to the full production stage and are successful footwear processors. If a company can understand and control its production costs, try to increase its value by performing more functions in the manufacturing phase of the product, and develop a network of customers, remaining a shoe processor makes good strategic sense. In order to add value, many Vietnamese companies have attempted to move to full production. While some have been successful, many have had problems. This usually occurs because of a lack of understanding about the knowledge functions required to move to the next level. We call the next step, Full Stage I Production. This type of company is responsible for its own machinery, purchasing of raw materials, and producing footwear for a select group of trading or distribution companies that supply a sample or a picture of the product that they wish to purchase. It must upgrade the knowledge functions of its business but also must have modern production processes to make footwear of a more complicated nature. The size of the staff required need not be large, as its sphere of customers will be small and they are likely to be based in the home country as buying offices. This type of company has added the value steps of the entire production phase and a portion of the distribution phase to its resume and has the ability to charge higher prices than a processing company, but has taken on some higher risk. Many domestic Vietnamese companies are operating at this stage.Requirements for Processing Companies to Move to Full Stage I Production Trained Product Development Commercialization Employees (link between design & manufacturing).Trained Materials Sourcing & Purchasing Employees.Trained Sales & Customer Service Employees.Trained Export Documentation Employees.Trained Finance Employees.Upgrade of Production Process & Machinery. The next stage of the process is defined at Full Stage II Production. These companies take the previous stage a bit further and add value to the process by fulfilling the functions of the trading companies. Instead of marketing to trading companies, they are marketing their products to importers or volume retailers located outside of Vietnam. Several Vietnamese companies are operating at this stage. Many others have attempted the transition but have either not understood the process or have not allocated the necessary resources to be successful. Requirements for Stage I Production Companies to Move to Full Stage II ProductionUpgrade of Product Development Commercialization Staff.Upgrade of Materials Sourcing & Purchasing Staff.Upgrade of Customer Service Staff. Development of a Fully Trained Marketing Staff with International Offices and/or Agents.Upgrade of Export Clerks to Fully Trained Logistics Staff.Upgrade of Finance Clerks to Fully Trained International Credit Staff. Companies at Stage II are able to add a portion of the concept phase, all of the production phase, and the majority of the distribution phase value steps to each shoe they produce giving them the ability to charge higher prices than any of the companies mentioned previously. There also comes more risk in that this company has a higher fixed overhead and a higher investment in plant and machinery than those of other company types. A company at full stage II production is exactly the goal Chairman Thao has in mind for many more Vietnamese companies.Building brands is usually a long and expensive process. It is best done in a home market where a company has experience and a feel for what its target customers prefer in style, size, and price range. Packaging, fashion trends, advertising, in store promotion and merchandising are necessary skills required in the marketing of branded goods. These skills and a heavy budget is the difference in a Japanese consumer paying $800 for a Prada purse at a fashionable store or $8 for an item looking much the same in the local market. It takes a huge amount of advertising and promotion to convince consumers that a Mercedes Benz automobile or an Armani suit gives the purchaser the look of elegance and success. Several Vietnamese companies have successfully been able to build wholesale and retail brands for the domestic market. These have not translated well when the attempt was made to transfer them to international markets. Many companies with a large domestic presence have a difficult time becoming successful in selling private label goods on an international basis. This is usually because the thought process necessary for success is so very different between the two. A long established business that manufacturers footwear for its own stores and independent retail network in a domestic market has likely built up systems and procedures, that while being necessary, slow down its market response and add cost to the products. The best example of this is the Canadian company Bata, which has a huge presence in many countries around the world in wholesale and retail but has never become a factor in the international sourcing and distribution of footwear, outside its own network. If this sounds like your company here are a few suggestions:Consider forming a joint venture instead of attempting direct international marketing. Joint venture partners are not easy to find but the sphere of companies you will be contacting for this purpose will be small and can be done directly by you, as the company director. The joint venture partner will bring many strengths which combined with your will make you both better companies.If you are committed to direct international marketing, consider hiring a manager from outside your company and let him/her choose the staff from within and outside your company.Locate the operation in another building or another city. The new operation needs to be able to respond quickly to its customers and provide the services needed at minimum cost but maximum quality. The theme should be looking forward and not so much the history of the parent company. Communicate well to everyone in the organization that the new international exporting operation may be the future of your company and it is imperative that its needs and requests are supported by the rest of the company. If this message comes from the top it has a much better chance of being understood and accepted. Consider licensing an international brand name for distribution in select countries. Licensed brand names in footwear and clothing have become multi billion dollar businesses. Many international licensing agencies have been skeptical about the distribution of their products in many Asian countries, including Vietnam, because of potential illegal use of brands and trademarks. An established domestic company has a much better chance of obtaining the licensing rights to an international brand than an upstart company. Accurate records and timely licensing payments made and domestic success can allow expansion to countries within the region.There are examples in Vietnam of companies who have begun as processing companies, formed joint ventures, and have begun direct export marketing. Those companies have continued to operate on all three levels. This gives the company a good foundation and allows them the security of having a secure amount of business to absorb overhead when other portions of the business are not going as well. This type of business requires exceptional top and mid level management to insure that all areas of the business run smoothly without undue conflicts. Much credit should go to companies who can make this complex operation work and their methods should be studied by others. This section of the guidebook has focused on showing you the steps necessary to move from export processing to some form of full production and marketing. Most of these steps are knowledge based and can be accomplished by even a small company who is willing to properly train its employees in the critical tasks outlined. There are examples in Vietnam of the largest companies failing to continue to upgrade the knowledge processes of its staff and even though they had the resources of plant and equipment and were well known with access to capital, could not keep up with smaller, more nimble companies.A key for smaller companies is to try very quickly to identify the type or types of products you wish to specialize in and become the best at producing them. A buyer who sees a small factory trying to produce leather and synthetic dress shoes and suede hiking boots at the same time understands that this is a company that is unlikely to be efficient in producing either. As soon as possible find your specialty and strive to become the most efficient producer of that type of shoe.C. Marketing Guidelines & Real World SuggestionsYour company has decided that it should become involved in the export market as a full production company. Now what should you do? Marketing textbooks might spend 100 pages in telling you the studies you should undertake and the formal process you should follow in order to determine how to convince a buyer in another country to buy your product. Experience teaches us that selling is not rocket science but occurs when a buyer understands that what the seller offers is of enough value to cause him to spend his money. It�s that simple. The difficult part is locating the buyer and convincing him that you are the right person to supply that product. Here is a 6 step approach that should give you the best opportunity for success:Contact LEFASO VN.SWOT Your Company.A Professional Presence.Familiar Is Better.Selling Begins With A Discussion.Success Follows Persistence.A Critical Mass Is Necessary For Long Term Industry Success.Contact LEFASOLEFASO should be your first point of contact as soon as you decide that exporting is the right path for your company. Membership in this organization brings with it benefits in the years of experience that LEFASO has. It would be helpful to explain to the LEFASO staff what you wish to do and ask them what types of information they can provide you from previous foreign trade missions, inquiries, and from other member�s experiences. The ability to use the information LEFASO can provide will put you a step ahead in the export process. LEFASO has very nominal membership fees and you should take full advantage of the services they offer. The same is true of your local footwear trade associations which should also be a point of contact. SWOT Your Company A huge mistake that companies make is in not understanding what they have to offer a potential buyer or company with which they want to develop a long term relationship. SWOT stands for strengths � weaknesses � opportunities � threats. It is sometimes difficult for a company to analyze themselves and you might consider having someone at LEFASO or a business associate you deal with to look at the answers you arrive at and see what he comes up with. A good start is to answer the questions in section A. The answers to these should begin to give you some idea of your present situation. Next take a piece of paper and start taking inventory of your company by function. Start from manufacturing from the first operation. Here is an example:4 clicker cutting machines. (3 operators and 1 manager trained in cutting leather).45 sewing machines for the fitting operation. (25 experienced operators, 20 trainees, and 1 manager). Follow this process for the entire factory.Our current machinery can produce 800 pair of vulcanized outsole shoes per 8 hour shift. We can easily find more workers, train them, and increase to 2 shifts per day. Employees for stitching are easy to find and train.Our Vulcanized molds are in European sizes 36-45. We understand how to convert these to American sizes. New molds will cost us $2,500 each and are required for each new size per width. We buy these in Taiwan and it takes 2 months to receive them from order date.We currently have dies to make a low top and high top basketball shoe in canvas. New dies for a full set of sizes cost us $3000 and also come from Taiwan. We have an experienced patternmaker who can develop the paper patterns we sent to the die shop. The time to receive these is 3 weeks.This process should then be followed to your office staff:1 individual with finance training in letters of credit transactions.1 individual with previous export experience who speaks English and Russian. Has training in export document preparation. No experience in footwear.1 individual with design and patternmaking experience. Can duplicate samples from pictures or supplied sample.1 individual with purchasing and material sourcing experience. Can locate materials necessary for samples and select reliable sources.1 engineer with experience in formal costing.I (owner) speak Italian and Vietnamese. My expertise is finance.We have e mail, which we check every 2 hours.The total of the above inventory is your resources. How you put these resources to use becomes your company�s strengths. Use the same inventory to determine your weaknesses. Here is an example:Our process equipment is for making vulcanized footwear. If a customer wished cement lasted or stitchdown footwear we cannot produce that without major equipment changes.We can make 800 pair per day per shift or 1600 pair per day on 2 shifts. We now sell 600 pair per day so to sell more than 1000 additional pair per day will require longer delivery times or another factory.Our molds are made in European sizes and widths. It will take major expenditures to make Japanese sizes and widths.We cannot obtain raw materials for leather shoes in less than 60 days after an order receipt. We follow the same process on opportunities and threats. Here are examples:We had very good interest at the shoe fair in Russia. We had an order from one company and interest from 3 others. Maybe it could be a good market and we can ask the current customer if he has some leads for us and our export manager can communicate with the others by telephone or fax. (opportunity)Our biggest customer opened an office in China. He likes our shoes but says the prices in China are 20% lower. (threat)The SWOT analysis tells us a few things about this company:The primary export markets this company should consider are those that speak Italian or Russian.The primary products the company should consider offering are vulcanized outsole canvas shoes in low and high tops. We can easily offer 200 pair per day for early delivery and another 800 pair per day for slightly longer delivery.The company should consider offering to sell uppers of somewhat higher quantities.We can make samples of other products using the same processes and give an accurate cost quote on them.We should not attend the trade fair in Japan next month as suggested.We should make a longer trip to Russia and see if we can develop more customers there.It is important that you answer the questions in section A and in the SWOT analysis very honestly. The purpose is to get an accurate understanding, not paint a better picture of your company than is there. It is also ok to have a long term plan. Maybe in 3 years you wish to have a new factory with a different type of construction and 1,000 employees. Now is the time to develop a strategy as to how you can make that happen. Your SWOT analysis should be for today and your long term strategy for tomorrow. Next we try to put this information into a saleable form.A Professional PresenceAll of the resources that your company has to offer are of little benefit if they can not be communicated to your potential customers. All of your experience as a owner/manager of a company is of no benefit to your customer if he is unable to communicate with your company or its representative. It also makes sense for you to spend no more of your resources than you have to in order to provide this ability. You could have sales offices around the world but your costs might soon become uncompetitive. What you should strive for is to give your company as professional presence as possible without taking undue risks. You can do this by looking at your company from the buyers eyes. Here are a few suggestions:Develop a company profile. This is not a product catalog but a nicely printed summary of what your company is about, such as: XX Company founded in 1975. Located in xx industrial park, 5 miles west of Hanoi Vietnam. 500 employees producing 3,000 pair per day of vulcanized canvas shoes and 1,200 pair per day of leather footwear uppers. Currently exporting to Russia, Italy, and Poland. Capability of producing extreme sizes, small order lots, and short notice orders. Our company is ISO 2000 and WRAP Certified. We have received best supplier awards from Xxx Company in Italy. This information can be put together in a single page and should include the same contact information on your business card. You can include pictures of your office and factory on the profile, if you desire. Also if you have future plans for expansion, include as something like this: Phase III is planned to open in 2005. This will expand production to 5,000 pairs per day, employment to 1,200 and increase production capability to produce 2 shot p/u outsoles on leather footwear. Do not mislead your customer by making false claims. The profile is not the place for pictures of your product unless you concentrate on only one product. The profile should be easy to update and should be in English and the primary language of your customers. It should be given out to all potential customers in person and through e mail and fax.Develop a business card. This sounds simple but many companies assume they don�t need one. A readable business card is the most important piece of information you can have. Please make it readable. Block letters instead of a fancy print that is difficult to read. Current telephone, mobile, fax, and e mail address should be included and new cards produced if that information changes. Also insure that the physical address of your office/factory is included so the potential customer can send something to you by mail or courier or he could show it to a taxi driver to find your company. It needs to be in English or the language of your primary customers.Produce an album of products you have produced. Unless you are selling branded in stock merchandise, you don�t need a catalog. For sales calls you will have to produce samples but you can also easily and cheaply produce an album of styles you have produced in the past for other customers. You should be using a camera to take a photo of every style you make, for reference, and a number of these can be put together to give prospective customers an idea of the products you have made previously and what other customers are purchasing from you.If you have an internet website insure it is up to date. Outside of communications, internet websites are not of a great value to smaller companies unless they are well promoted. Many companies spend thousands of dollars on creation of a website and wonder why they do not get visitors. It�s simple; no one knows it is there. If you want a website to be visited insure it is registered with the major search engines, LEFASO, and the major footwear industry websites such as shoeinfonet.com. If you are selling products in the domestic market, a more substantial effort in creating and marketing your company�s website is appropriate. Produce a material folder for each style. For reference as well as to show professionalism you should create a tri fold that contains the cut pieces of material for every style produced for your customers. This eliminates potential problems in the future, especially if the customer signs off on it and is an easy way of keeping records. Professionalize the staff. A potential buyer is impressed when not only do you act professional but when the staff does too. A good method of accomplishing this is to train several key members of your staff (manufacturing, customer service, engineering) to be able to make a quick and accurate presentation of their job and how they are responsible for some part of the production and shipping of the customers order. This should be done in advance of customer�s visits and the presentation should be gone over to see that it is accurate but no confidential information is provided. The goal is for the customer to know that his order is being attended to professionally from the time it is received until it is shipped. Professionalize your communications. Although it is not likely, it is possible that a customer will buy from you but never visit your office. It is likely that a customer or potential customer will communicate with you for some time before visiting your office. A mistake many companies make is to not make a major effort to professionalize their office communications. You should insure that if you have e mail there is a policy that it is checked and responded to promptly. Even if the response is, �we have received and will answer you tomorrow.� Fax machines often run out of paper and continue to ring or customer fax�s are collected but not acknowledged. Company telephones are answered by people who speak only the native language and hang up if it is a foreign language on the other end. The way your company communicates says a great deal to a potential customer about your emphasis. Professionalizing your office communications is very inexpensive and pays off many times over. Familiar Is BetterMarketing textbooks go into great detail about the process you should use to select your potential markets. There is also a wealth of information about the characteristics of various markets on various websites. We suggest that you take some time and look over the market information on the UN/ITC�s website # HYPERLINK "http://www.intracen.org" ##www.intracen.org#. The best advice we can give on market selection is start with the market that is the most familiar to you. If your previous experience has been in selling goods to Western Europe. The most cost effective market you can solicit is Western Europe. You have some contacts there. You may have traveled there and have an idea of how to get around. You may have an agent or agents there and can go about finding others in the same manner. You can ask your current customers if they can give you leads on other potential customers The familiar market also means that if you are selling in France learn as much as possible about the French market by using the information sources contained in this guidebook, information from LEFASO, information you can obtain from the Vietnamese embassy in France, and every other source possible including buying French fashion publications and looking at the ads from French companies. The initial sales in many markets come about just by chance. A buyer might find about your company and visit you in Vietnam or a walk in customer at a trade show. You can look upon this customer as an opportunity to build upon. You now have 1 customer in France. There is no reason you can�t have 20. You now have also become much more professional about the French market. You know how much it costs to ship goods there, how long it takes for shipments to arrive by sea, you know the top trade fairs in France, and the usual size range used in France. In short, you are becoming an expert on the French footwear market. Textbooks aside, this is the exact process that is followed by most companies marketing goods today. Build upon your small successes and obtain as much information as possible. If you are totally new to exporting and looking for your first overseas market, there are a few considerations. The usual suggestion would be the closer the market the better. It is easier for you to travel to and have buyers visit your company from Hong Kong, Singapore, or Tokyo than it is from London or Chicago. You could take the approach of selecting test markets wherever there might be a direct international flight from your city. Alternatively, the success of the Vietnamese pavilion at the GDS Fair is a reason to participate in that and similar events and build upon any success that you find there. Build upon the success you have in the markets you become most familiar with, using all the sources of information at your disposal, before you spend resources chasing after another market. You obviously can�t be an expert on the first market you approach but you can familiarize yourself by learning as much as possible before you go. If the GDS is your first international trade fair it is important to ask others who have exhibited previously what to expect. You should professionalize your company by insuring that the booth is manned at all times during show hours, have a supply of business profiles with your business cards to pass out, and insure your display area is decorated along the same lines of the other Vietnamese exhibitors. A professional presence does not mean an elaborate display but it is critical that you create an attractive booth that will catch the attention of passing buyers. Make sure that you get the business card or contact information from every prospective customer who visits your boot. Keep these cards separate and after the show send them a letter or e mail thanking them for their interest and asking them how we can proceed in establishing a business relationship.While we are on the subject of trade shows, many companies spend their resources going to a trade show one time and come away disappointed because they did not write orders. The real purpose of trade shows is to identify and begin a discussion with new accounts. If you have current accounts who will attend the trade show, perhaps you should make appointments to see them before or after the show or outside business hours. You can then devote the major part of your time to prospective customers who visit your booth. A few suggested steps in maximizing your trade show experience:Before attending the show obtain from the organizer a list of exhibitors and attendees from the previous show.Go through both lists and mark out any names that are not complete or not relevant to your needs (vendors, press, etc.)There might be several thousand names in the list so eliminate from the attendees list any names that are outside of your target market.Many exhibitors could/should be your customer. Go over this list and weed out unfamiliar names and those that produce products much different than your own. If you make ladies sandals, a men�s safety shoe producer is not likely to be your customer.Write a letter to the companies on both lists. Explain who you are, what your company produces, and that you will be at the trade show in booth 123 and would like to discuss business possibilities. Ask for their interest and a reply.Send the above letter by fax or mail a month or so ahead of the trade fair. Any replies you receive should be followed up on prior or during the trade show.The same process should be followed before and after the trade show using the information supplied from the organizer. To obtain the maximum success from a trade exhibition you have to be proactive in marketing your company. A list of major footwear trade exhibitions is included in the appendix. Always check with the organizers for possible date changes. There are likely to be trade shows in your target market or a market that you are familiar with. One final word on trade shows. Many companies feel they can attend trade shows and not go to the expense of a booth. They can simply go from booth to booth and try to sell their products or catch customers in the aisles. It is a good idea to attend a particular trade show prior to exhibiting. Obtain a directory and use the names of exhibitors in your marketing. However companies that have booth are at trade shows to sell their products. You will not get a very cordial reception if you enter a potential customers booth to sell your products while he is busy trying to sell his. More and more trade shows are going to closed booths and meetings by appointments because of this. It�s fine to survey the show for the sake of gaining market intelligence. If you want to sell your products there, become an exhibitor. We have not discussed the decision to have or the process of locating sales agents. There are several considerations in this process. Unless you plan to locate sales offices in countries abroad, you are not going to be able to reach or service many clients without sales agents. On the other hand, many of your potential customers will want to deal factory direct and eliminate the extra cost that an agent brings. Our experience is that there is nothing wrong with an agent to sell and service customers in the countries you do not plan to visit frequently and that if both parties have an understanding the business an agent can bring is a plus. We suggest the following points:Have a written agreement and make it non exclusive. Before doing so ask your embassy or chamber of commerce in the particular country if there are laws governing independent sales agents and obtain a copy. Ask the agent what accounts he plans to sell in his particular area and confirm that in writing. Agree on a particular timeframe for him to begin producing business or good prospects. If you have particular accounts in his area that you will continue to sell yourself, make that clear.Understand what other companies the agent represents.Understand what trade shows the agent exhibits at.Agree on how samples will be handled and who will pay for shipping, etc.Ask for the agents input in how you can assist him in developing business in his area.Do not recruit a multitude of agents until you have some success with one and have the staff necessary to manage and service them. Take one step at a time.The footwear associations in a particular country are a good place to start in looking for experienced sales people or agents. The footwear trade publications are also a good place to look over and run a classified advertisement for the same. Many countries have shoe traveler organizations that offer a free service in posting notices of lines offered for their members. Selling Begins With A DiscussionBy this point you are taking advantage of LEFASO�s services, you understand and are working toward the strengths of your company, you have developed and put forward a professional presence, and you are beginning to have an understanding of the most familiar markets. You now are having some interest from potential customers you have met at trade shows or by other means. How do you sell to them? Selling is actually the easy part of the process; just treat it like a discussion with a friend.The selling techniques in the private label footwear business are very different than in selling an instock line of branded shoes. Here are a few key points:You prospect for potential customers at trade fairs, from local offices of foreign buying organizations, from enquiries to LEFASO and Vietnamese embassies, and via inquiry letters you send to company names you find via the internet and various trade lists. (Large prospect list.) You target those companies that most closely resemble the profile of your product capability (men�s safety shoes, men�s leather dress shoes, etc.). (Smaller target company list.)You solicit the companies on your target list by every means possible (email, fax, direct mail, telephone) and attempt to start a discussion with them. You have included your company profile and business card so they know something about your company. You do not start sending them samples of your products. Your discussion should center on the capabilities of your company and your interest in having them as a potential customer. If they are located in markets you are familiar with you can point out that you have experience in this market, �we have been making shoes for the French market for several years. We have an understanding of the labeling requirements and have also been able to develop an economical but fast sea freight service with xyz ocean freight company.� In each contact with the prospect you tell a little more about your company and he will ell you a bit more about his. After each contact you invite him to visit your company. This likely won�t happen for a period but it gives you an opening to ask if he has styles of shoes or a program you can work on for him. If he believes now that you are a professional company and a potential good source he will likely send you samples or pictures of shoes to duplicate and price. (Individual company solicitation.) The sampling process is a critical part of selling in this manner. Your potential customer is likely to send you a sample, picture, or drawing of a shoe and ask you for a price. As you become more experienced in the business it will be easier to determine if this is just a variation of another product you make and easy to quote a price on or if it is an entirely new shoe. Likely your biggest expense will be in the development of samples. Unfortunately this cost must be looked upon as part of the cost of doing business. The ability for your company to quickly and accurately produce a sample from a supplied sample, a picture, or a drawing is the most important task you have. Potential customers are very impressed when within a few days they have a correct sample with a cost. A few points in sampling are critical. Do not look upon sample requests as a negative. Large orders grow from small samples just like large trees grow from little seeds. You might send potential customers pictures but before they buy a product they want an actual sample that they can see, touch, and possible wear. The factory that can quickly and accurately produce a sample usually gets business.Don�t be afraid to ask questions. Now is the time to ask questions about any sample a customer may want. What is the last number, who is the outsole from, who is the leather vendor, what type of packaging is required, what labels are necessary, etc. It is better to ask questions now rather than to assume you know something that might influence the situation later. Packaging and labels are items you may not have at this time but you will need to know the requirements in order to prepare your actual cost.Understand your potential expenses. After the sample is made go over it with your people that are involved in its creation and understand exactly what you have and what will be required to make the item. If this style requires new lasts, new dies, and a new outsole mould now is the time to understand it and make note of it. Now is the time to also develop your labor and material cost for the product. You need to know what your actual expenses will be to produce the item, especially the preproduction costs of dies, which you will have to amortize over a production run.Provide a professional quote. There are several ways to quote prices. Buyers may like to haggle over prices but they have more respect and confidence in a source that gives a quote based on certain conditions and maintains that price. Changing a price is ok if the conditions change but bargaining on costs always leaves a customer wondering what your real price was. A professional quote describes the product and all of its salient characteristics. It gives the sizes and widths it can be made in, and descriptions of capital costs for moulds, lasts, and dies. It gives an approximate time to make and the conditions required. You can choose to include a price now or wait until the customer has received the sample and get his reaction to price it. Something like: sample # 4233, 6� plain toe hiker. All over grey split leather (General Split), Full Cambrelle lining, unbranded rubber outsole, gunmetal hex eyes with hooks, USA sizes 7-11-12 D & EE width. Upper dies necessary, outsole molds necessary. Delivery time is 120 days from date of order and L/C payable to xxxx bank. All the information is here except for the price. This allows you time to develop an accurate cost and also to see if you can find alternate suppliers, at a better price for components. That way when you communicate with the buyer and he says your price is too high you can say that �we have found alternate material on which we can quote a better price.� You should keep good records and confirm everything in writing. Communicate, communicate, and communicate.You will likely sample a potential customer many times before you get an order. If he is a good buyer, he is likely testing you to see how well you make samples and respond to his requests. He is looking for quality and low costs but he is also looking for a customer that has an understanding of his products and can be a good long term partner. Do not under price a sample, expecting that you can raise the price after you get an order. That will quickly ruin a relationship. Ask the customer questions about the product; what it is used for, where it is going, if he also sells it in brown or in women�s and children�s sizes. This is the time not only to make a sale but learn where the item is used and for what purpose. Make yourself an expert. If you do not get the business ask the buyer later who he bought the item from and what he paid. He may not tell you but this information should also become mart of your market intelligence for the next attempt.You will notice that we have not mentioned anything about your company hiring a designer. Unlike a branded instock line, the critical skills in the private label business are having trained personnel who can quickly and accurately duplicate a sample from a supplied sample, picture, or drawing. It is a good idea for your company to subscribe to one of the Italian style publications such as, ARS SUTORIA, if you concentrate on men�s shoes or similar ones if you concentrate on women�s shoes. These come out 8 times or so a year and cost several hundred dollars for a subscription. They show pictures of sample shoes and sketches of what will be appearing over the next season in shoe fashion. You will be amazed that shortly after an issue comes out you will likely get a request from one of your customers to make a sample of a shoe that looks very much like one shown in this publication. By having your own current copy of this publication you and your staff can be looking over it to get an idea of the production and material requirements for what will be requested and you can even make a few of the items to exhibit at your next trade show.Success Follows PersistenceThe #1 characteristic a company wants in a sales person is persistence. The majority of companies who fail in the private label business or who do not reach their potential are those who are not persistent and market their products in a proactive manner. Keep in mind that every day there are 10,000 factories around the world who are attempting to sell the exact products you produce to a very small number of the same buyers you wish to sell to. Only the companies who are professional and exhibit persistence will succeed.We have previously explained the need to use trade show exhibitor lists for customer contact programs. These lists are available from almost every major footwear trade show and LEFASO also has copies. The companies who are exhibiting at these trade shows are your potential customers, especially brand marketers. You should develop an approach and a plan for contacting these companies and maintain the plan persistently. Devote an hour per day in contacting via fax, telephone, or e mail, potential customers who you do not know. Mark your progress after six months and a year. You will be surprised at the success rate. Even the success rate of one major customer after an hour per day work for a year is a major achievement and can make the difference between success and failure of your company. A Critical Mass Is Necessary for Long Term Industry SuccessVietnam has made remarkable progress in its growth in footwear exports. Some companies have benefited greatly while for others success remains elusive. It is important to understand that one of the factors which increase the potential for business of every company in Vietnam is developing a critical mass. In order to achieve its production and employment goals, Vietnam needs to needs more successful footwear companies, making more pairs, who will hire more workers. A large portion of the world�s major footwear buyers are still unaware that Vietnam is one of the world�s largest producers and exporters of shoes. Many companies will not place orders without first visiting a factory where the production will be made. This limits of potential of current factories and means the development of subcontractors and component suppliers are still in the future. For a total industry to grow it is much better to have 20 modestly successful companies rather than 3-4 very successful companies. Unfortunately Vietnam has the few superstars but not enough moderately successful companies to cause a large number of buyers to visit. It is critical the the industry Sell Vietnam as well as sell the ability of all individual companies. A few ideas to accomplish this are:Improve and support LEFASO. LEFASO is the natural organization to be constantly selling the benefits of a company choosing Vietnam for a sourcing location or the location of its next factory. This should be a concerted effort to make Vietnam a natural visit for every international shoe buyer. This type of promotion takes resources and LEFASO needs the support of all the footwear and related industry companies in Vietnam in order to obtain the resources. The industry members should also focus the efforts of LEFASO into promoting the trade promotion function.Company public relations. Advertising is expensive. An individual company has to spend its advertising dollars where it can receive its best return. Publicity and the PR process is another story however. In addition to an effort by LEFASO to promote Vietnam, every company that is exporting has a part to play. Included in the appendix is a listing of the major worldwide footwear publications. Each company should make it a point to develop and submit interesting events about that company to some or all of these publications on a regular basis. You are sending a news story without paid advertising so they all won�t be run but any stories about your firm that are run will bring interest to your company and educate the readers more about the Vietnamese industry. News of interest would be the opening of your new factory, the gaining of a certification, a record year in shipments, etc. If you don�t have the skills to write such a release you can hire a local advertising or PR firm to do it and submit it to these publications with pictures. Always mention Vietnam and the growing industry in the release. HCMC International Footwear Exhibition. This footwear exhibition is a natural venue to sell the importance of the Vietnamese industry. There seems to be a lack of support from the overall industry for this exhibition and that is likely to be from its lack of success in drawing visitors. Whether the exhibition is being managed to its potential is a legitimate question for all involved to ask. Whether the promoter is actually doing enough international promoting is also a relevant question. These questions should be asked and changes made in the efforts or the promoters but the industry should make every attempt to support the show with its attendance. This show should be the single best way to draw international visitors from the industry to Vietnam and have them see new companies. There should be a system to encourage visitors to visit many companies during their visit. To develop the critical mass it is important that companies be helpful in telling buyers about other companies they should visit while in Vietnam. Everyone will benefit in the long term.We hope that you find the material contained in this guidebook to be useful to you first in helping you to make a decision whether you should become an exporter and then in better preparing your company to meet the challenges of the export market. Feel free to provide feedback to LEFASO as to how we can make future versions of this product more useful. Appendix 1 Information SourcesReference Books on Footwear Marketing, Manufacturing, DesignA source for printed material on various processes in the footwear industry was requested at the last roundtable meeting in Hanoi. The company listed below has a large selection of industry publications and has a good reputation.# HYPERLINK "http://www.shoetrades.com" ##www.shoetrades.com# Acceptable Quality Standards in the Leather and Footwear Industry $49.00 Adhesives in Shoe Manufacture $25.American Last Making OOPAmerican Shoemaking Directory 2001 OOPArt of the Boot $45.Automatic Spraying Machines for Leather Production $132.Bags $25.The Brendan Voyage (book) $20.The Brendan Voyage (video) $30.A Century of Bags $25.A Century of Handbags $35.A Century of Shoes $25.Chemistry and Technology of Leather (3 volumes) $300A Civil Action $19.The Color Book � Color Name Selector $45.Color Harmony $21.Color Harmony Workbook $35.Color Harmony 2 $21.Color Harmony with CD ROM $33.Color Kaleidoscope $80 Complete Book of Tanning Skins & Furs $28.Complete Footwear Dictionary $75. Complete Handbook of Leathercrafting $49.50.Cowboy Boot Book $25.Designers Guide to Color $25. each,$120/5 volumesFootnotes on Shoes $57.Footwear OOPFootwear Materials and Process Technology $114.Footwear Tariffs and Trade Regulations $100.Fundamentals of Leather Manufacturing OOPFundamentals of Pollution Control OOPFungicides use on Leather $25.Handbags $35.Handbags: A Lexicon of Style $45. Heavenly Soles $30Hot Shoes: One Hundred Years $55.The House of Gucci $31.In the Bag $23.Information Systems for Footwear Mfg $50.International Glossary of Leather Terms $60Intro to Modern Footwear Technology $28.Judith Leiber, The Artful Handbag $45.Just Do It $23.Leather Apparel Design $65.Leather Manufacturer Directory 2004 $61.Leather Technician�s Handbook $60.Leather Technnologist�s Pocket Book $50.The Leatherworking Handbook $30.Market for Footwear $1495.00Modern Pattern Cutting and Design OOPOils And Lubricants OOP Pantone Textile Color Guide $114.Pantone Textile Color Guide with CD $139. Pantone Textile Color Specifier $350.Pantone View Color Planner season/$750. Pantone View Color Planner annual $1400.Patrick Cox: Wit, Irony and Footwear $21.Pattern Cutter�s Handbook $50.Physical Chemistry of Leathermaking $78. Plastic Handbags $30.Platform Shoes $25.Possible Defects in Leather Production $43.Practical Leather Technology $50.Practical Pattern Making $50.Professional Shoe Fitting Manual $49.50Profitable Footwear Retailing $45.Retanning, Dyeing and Finishing of Leather $25.Settling Footwear Complaints $55.Sex Life of the Foot and Shoe $38.Shoe Factory Buyers Guide 2004 $59.The Shoe Last $50.Shoes (Pratt & Wooley) $25.Shoes $17.Shoes, Shoes, Shoes $15.Shoes: Fashion and Fantasy $29.Shoes A Lexicon of Style $45.Shoes: Objects of Art and Seduction $65.Shoestats $350.Sitting Comfortably $30.Seven Language Technical Glossary $85.Skin, Hide & Leather Defects $60.Skin, Hide & Leather Defects in Spanish $90.Slips Stumbles & Falls OOPSneaker Book $20.Sneaker Book (the red one) $35. Sole Survivors $31.Standard of the West: The Justin Story $33.Swoosh $20. Technology & Mfg of Double Face OOPTechnology & Tanning of Chinchilla OOPTheory And Practice of Leather Manufacture $68.Tips OOPTom Plant $27.Trouble Shooting Chart $24.US Leather Industry Statistics $25.USM Serving the Shoemaker $20 Vintage Purses $35.When the Shoe Fits (video) $295.00World Leather & Leather Products Industry $75.Footwear Industry Informational Websites:An outstanding website and one that has been recently revamped is the site of the UN / International Trade Centre, the organization working with LEFASO on the footwear project. The ITC site has an extensive amount of data, trade statistics, and copies of marketing reports produced by various organizations for many major markets.# HYPERLINK "http://www.intracen.org" ##www.intracen.org# Another interesting industry website that offers free listings of your company is:# HYPERLINK "http://www.shoeinfonet.com" ##www.shoeinfonet.com#The two previously mentioned websites have links to hundreds of others. You should explore these, link your sites to the ones with the most interest, and list your company on every site that offers the ability to do so.Footwear Industry Trade PressThese publications are an invaluable source of information about what is happening in the footwear industry in potential target countries. They should be used for information collection, as an avenue to locate agents and customers, and a place to submit press releases about what is happening at your company and in the Vietnamese footwear industry:Country#Name#Fax#E-Mail##Australia#Footwear News Australia#(61) 398933967## HYPERLINK "mailto:footwearnews@ozelink.com" #footwearnews@ozelink.com###Belgium#Shoes Magazine#(32) 051480869## HYPERLINK "mailto:vandenkendelaere@planetinternet.be" #vandenkendelaere@planetinternet.be###Brazil#Journal Exclusivo#(55) 515940441## HYPERLINK "mailto:webmaster@gruposinos.com.br" #webmaster@gruposinos.com.br###Canada#Canadian Footwear Journal#(514) 4578787#inta@shoetrades.com##Czech #Kozarstvi#(420) 678524625## HYPERLINK "mailto:kozarstvi@kozarstvi.cz" #kozarstvi@kozarstvi.cz###Finland#Modin#(358) 968447344## HYPERLINK "mailto:modin@muotikaupanliito.fi" #modin@muotikaupanliito.fi###France#Chausser#(33) 146249924## HYPERLINK "mailto:contact@chaussermagazine.com" #contact@chaussermagazine.com###Germany#Leder / Schuh Markt#(49) 692600609## HYPERLINK "mailto:unschau@t-online.de" #unschau@t-online.de###Germany#Schuh Kurier #(49) 2115770890## HYPERLINK "mailto:verlag@sternefeld.de" #verlag@sternefeld.de###Germany#Schuh Revue#49 22286492144###Greece#Dermanea#(30)2109884213## HYPERLINK "mailto:neaderma@internet.gr" #neaderma@internet.gr###Greece#Derma & Vima#(30) 19936009###Hungary#Leather & Shoe Technique#(36) 13691058## HYPERLINK "mailto:bimeo@bimeo.hu" #bimeo@bimeo.hu###Italy#Accessori#(39) 059891701###Italy#Area Pelle Journal#(39) 0248402959## HYPERLINK "mailto:infsett@galactica.it" #infsett@galactica.it###Italy#ARS / ARPEL#(39) 0233611619## HYPERLINK "mailto:arsarpel@arsarpel.it" #arsarpel@arsarpel.it###Italy#Fotoshoe#(39) 248402959## HYPERLINK "mailto:fotoshoe15@zenit.com" #fotoshoe15@zenit.com###Italy#Shoe World#(39) 230039400## HYPERLINK "mailto:profashion@gruppodg.com" #profashion@gruppodg.com###Italy#Tecnica Calzaturiera#(39) 027570236## HYPERLINK "mailto:teccalz@tecnet.it" #teccalz@tecnet.it###Italy#Tecnica Della Pelletieria#(39) 027610351## HYPERLINK "mailto:tecpel@tecnet.it" #tecpel@tecnet.it###Italy#Walking Fashion#(39) 498978061## HYPERLINK "mailto:info@walkingfashion.com" #info@walkingfashion.com###Japan#Footwear Press#(81) 356512875###Korea#Shoedb#(82) 51341704## HYPERLINK "mailto:cokwan@shoedb.com" #cokwan@shoedb.com###Mexico#KeyStep#(52) 56827835## HYPERLINK "mailto:contacto@ks.com.mx" #contacto@ks.com.mx###Netherlands#Schoenvisie#(31) 235465535## HYPERLINK "mailto:e.farber@bp.vnu.com" #e.farber@bp.vnu.com###Poland#Swiat Butow#(48) 226422270## HYPERLINK "mailto:info@wmh.com.pl" #info@wmh.com.pl###Portugal#Journal da Apiccaps#(35) 125074179## HYPERLINK "mailto:paulog@mail.apiccaps.pt" #paulog@mail.apiccaps.pt###Romania#Footwear Business#(40) 16754530## HYPERLINK "mailto:afaceri@fx.ro" #afaceri@fx.ro###Russia#Shoe-Leather-Fur Industry#(7) 0951661521## HYPERLINK "mailto:konsarina@rambler.ru" #konsarina@rambler.ru###Russia#Season's Footwear#(7) 952070804## HYPERLINK "mailto:sezon@pol.ru" #sezon@pol.ru###Russia#Step#(7) 952070804## HYPERLINK "mailto:corstep@cityline.ru" #corstep@cityline.ru###S. Africa#Shoes & Views#(27) 312097506## HYPERLINK "mailto:tony@svmag.co.za" #tony@svmag.co.za###Spain#Calzapiel#(34) 965448036###Spain#Curtipiel#(34) 963652836###Spain#El Calzado#(34) 934875103###Spain#Eurocalzado#(34) 066980218###Spain#Mecanipel#(34) 934155217###Spain#Prensapiel#(34) 932263429###Spain#Revista del Calzado#(34) 913662682## HYPERLINK "mailto:modipress@inescop.es" #modipress@inescop.es###Spain#Tecnica del Calzado#(34) 932322773## HYPERLINK "mailto:prensa.tecnica@ctv.es" #prensa.tecnica@ctv.es###Sweden#Skohandlaren#(46) 8213690## HYPERLINK "mailto:rosen.annonspartner@telia.com" #rosen.annonspartner@telia.com###Switzerland#Schuh Gazette#(41) 619859603###Turkey#Deri / Leather#(90) 2122818965## HYPERLINK "mailto:ezgi@ezgiajans.com" #ezgi@ezgiajans.com###Turkey#Saya Footwear Magazine#(90) 2122529886## HYPERLINK "mailto:rdf@rdf.com.tr" #rdf@rdf.com.tr###Ukraine#Leather & Shoes#(380) 442546380## HYPERLINK "mailto:leather@ukr.net" #leather@ukr.net###UK#Footprint#(44) 2087422396## HYPERLINK "mailto:ifra@netcomuk.co.uk" #ifra@netcomuk.co.uk###UK#Footwear & Leathergoods Today#(44) 1622757646## HYPERLINK "mailto:footwear@datateam.co.uk" #footwear@datateam.co.uk###UK#Shoe & Leather News#(44) 713877028###UK#World Footwear / World Leather#(44) 1519284190## HYPERLINK "mailto:wl@worldtrades.co.uk" #wl@worldtrades.co.uk###UK#Footwear Business International#(44) 1536410626## HYPERLINK "mailto:info@satra.co.uk" #info@satra.co.uk###USA#Footwear News#212 6303796## HYPERLINK "mailto:michael.atmore@fairchildpub.com" #michael.atmore@fairchildpub.com### Dates#Show Name#Location##January####15-18#Mosshoes#Moscow, Russia##15-18#Expo Riva Schuh#Riva Del Garda, Italy##12-15#AYMOD - Istanbul#Istanbul, Turkey##1719#The Super Show#Orlando, USA##29-01#SEHM#Paris, France##31-02#Helsinki Shoe Fair#Helsinki, Finland##February####3-6#Intl. Footwear & Leather Week#Zagreb, Croatia##6-7#Sko & Vaskmassa#Stockholm, Sweden##5-8#WSA #Las Vegas, USA##1013#Scandanavian Shoe Fair#Copenhagen, Denmark##15-17#KABO #Brno, Czech Republic##21-22#International Shoe Fair#Bern, Switzerland##20-21#Footwear UK#Birmingham, UK##15-17#SKOR#Oslo, Norway##26-01#ANPIC#Leon, Mexico##2728#Toronto Shoe Show#Toronto, Canada##28-03#Expocalzado#Alicante, Spain##March####4-7#Modacalzatura#Bologna, Italy##19-21#Leather & Shoe Week#Budapest, Hungary##12-13#Shoe & Bag Fair#Helsinki, Finland##17-20#GDS#Dusseldorf, Germany##1921#Skomoedgar#Stockholm, Sweden##21-22#Footwear Fair#Birmingham, UK##April####13#Modacalzado#Madrid, Spain##3-5#Scandanavian Shoe Fair#Cophenhagen, Denmark##58#MosShoes#Moscow, Russia##19-21#Import Shoe Fair#Tokyo, Japan##1114#Motexha#Dubai, UAE##24-26#Hellenic Shoe Fair#Athens, Greece##6-9#Asia Pacific Fair#Hong Kong##May####21-24#SAPICA#Leon, Mexico##June####7-9#TCF International#Melbourne, Australia##11-14#Expo Riva Schuh#Riva Del Garda, Italy##13-15#Fashion Shoe#Bologna, Italy##27-29#MOCAP#Porto, Portugal##2830#Shoes & Leather#HCMC, Vietnam##July####4-7#Mosshoes#Moscow, Russia##7-9#ANPIC 2005#Guadalajara, Mexico##August####4-7#WSA#Las Vegas, USA##11-14#Scandnavian Shoe Fair#Copenhagen, Denmark##8-9#Footwear Fair#Birmingham, UK##21-22#Toronto Shoe Show#Toronto, Canada##18-20#Moteuken#Oslo, Norway##21-22#Sko & Vaskmassan#Stockholm, Sweden##22-23#International Shoe Fair#Bern, Switzerland##23-25#KABO#Brno, Czech Republic##24-26#Shoe & Bag Fair#Helsinki, Finland##30-01#Intl. Footwear Show#Alicante, Spain##31-01#Polish Fashion Week#Poznan, Poland##September####3-5#SKOR#Oslo, Norway##7-9#China International Shoe#Shanghai, China##22-25#GDS#Dusseldorf, Germany##10-12#International Leather Days#Istanbul, Turkey##17-19#SKO Mode#Stockholm, Sweden##18-20#Scandanavian Shoe Fair#Copenhagen, Denmark##22-23#Shoe Fair#Helsinki, Finland##19-20#Footwear Fair#Birmingham, UK##21-22#Sko & Vaskmassa#Stockholm, Sweden##12-15#Al Hida#Sharjah, UAE##13-16#Motexha#Dubai, UAE##30-02#Modacalzado#Madrid, Spain##October####1-3#Budapest International #Budapest, Hungary##2-4#Asia Pacific Leather Fair#Hong Kong###International Leather Fair#Bangkok, Thailand##2-4#Scandnavian Shoe Fair#Copenhagen, Denmark##15-18#SAPICA#Leon, Mexico##4-8#MosShoes#Moscow, Russia##22-24#Import Shoe Fair#Tokyo, Japan##November####-01#Hellenic Shoe Fair#Athens, Greece##2-4#ATF International#Capetown, South Africa###Lineapelle#Bologna, Italy##8-11#Saudi Leather#Riyadh, Saudi Arabia##12-15#Interntional Shoe Materials#Wenzhou, China###### #####PAGE ##PAGE #37# ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ #################################################### ###G###O###P###Q###�###�###�###�###�###�###E ##G###P###�###�###########�###�###[###`###0###P###S###\###c ##k ##�,##�,##>1##K1##_1##o1##�1##�1##�3###4###4## 4##$4##�������꾲 �Ꝓ���������Ꝇ ��������x �# # # #########################j#####h{#O#CJ##U# #\#�aJ#####h{#O#5#�>*#CJ##\#�aJ####h{#O#6#�CJ##\#�aJ#####h{#O#CJ##\ #�aJ####h{#O#5#�6#�CJ##\#�aJ####h{#O#5#�6#�CJ##\#�aJ####h{#O#5#�CJ##\ #�aJ#####h{#O#5#�CJ0#\#�aJ0####h{#O#5#�CJ$#\#�aJ$####h&t�#5#�CJ$#\ #�aJ$####h{#O#5#�CJ##\#�aJ### #h{#O#5#�>*####h{#O#*#################### ###A###B###C###D###E###F###G###P###Q###�###�###�###�###�###�###�###�###�###�###� ###�###�############�############�############�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�############�############�########### #�############�############�############�############�############�############� ############�###################$##��#^��#a$##########$#a$######d ########$##d ###a$###############C###��###################################################### ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ ############################################�###�###�###�###�###�###�###�#### ##* ##7 ##E ##F ##########�##� ##F###G###�###�###########�###�###`###a###+###�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�############�############�########### #�############�############�############�############�############�############� ############�############�############�############�############�############### #######$#a$######$#a$######$##��#^��#a$#######+###0###P###R###\ ###�###�###E###n###�#######�###�###j###�###Z###�###X###$###�#######r###�###�###o ###�#######^###�############�############�############�############�############ �############�############�############�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�############�############�##### #######�############�############�###########################$# &##F##a$######$#a$######$#a$###^###�###o###�###c ##d ##k ##� ###!##�! ##z"##�"##8###�###H$###%##d %###&##�&##5'##�'##0(##�(##m)###*##�*##7+##�############�############�########## ##�############�############�############�############�############�############ �############�############�############�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�##############################$ # &##F##a$######$##��#`��#a$#####$# &##F##a$###7+###,##P,##�,##�,##�,##�,##�.##�.##�0##�0##>1##_1##�1##�1##�1##�3##� 3###4###4##(4##�8##�8##�9##�9##J=##K=##�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�############�############�##### #######�############�############�############�############�############�####### #####�############�############�############�###########################$#a$#### ##$#a$######$##�h#^�h#a$#####$# &##F##a$###$4##%4##'4##�9##�9##K=##�=##�>###? ##�@##FA##�U##�U##�W##�W##�Y###Z##�]##�]##�`##�`##�a##�a##�j##�j##�j##�j##�j###k ##�m##�m##�m##�m##�t##�t##�w##�y##�z##�{##�##  �##ā##Ł##  ��##��##I�##J�##��##��##u� ##v�##]�##g�##h�##z�##��##��## ����������������������������������������������##��##��##��##�###�##�##�## #ٍ # ‫ ؍‬##‫׍‬ ‫����������������� ٲ‬##h{#O#0J##CJ##\#�aJ## ##�#j� ######h{#O#CJ##U##\#�aJ#####h{#O#5#�CJ##\#�aJ#####h{#O#6#�CJ##\ #�aJ#####h{#O#CJ##\#�aJ####j#####h{#O#CJ##U##\#�aJ#####j�YDE ###h{#O#CJ##U##\ #�aJ###BK=##L=##�=##�=##'>##S>##{>##�>##�>##�>##�@##�@##FA##~A##�A##�A##,B##gB## �B##�B##�D##�D##�H##�H##�K##GM##�M###O##�############�############�############� ############�############�############�############�############�############�## ##########�############�############�############�############�############�#### ########�############�############�############�############�############�###### ######�############�############�############�############�##################### $# &##F##a$#####$# &##F#a$######$#a$####O##[P##�R##�R##�U##�U##�W##�W##�Y##�Y###Z###Z##�\##�\ ###]##)]##=]##_]##|]##�]##�]##�]##�`##�`##�`##�c##�############�############�### #########�############�############�############�############�############�##### #######�############�############�############�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�###########################$# &##F##a$######$##�h#^�h#a$######$#a$######$#a$#####$# &##F##a$###�c## d##�d##{e##�f##�g##�g##�g##+h##�h##2i##�i##�i##*j##Xj##Yj###k##�k##�l###m##sm##~ m##�m##�n##to##�############�############�############�############�############ �############�############�############�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�############�############�##### #################$# &##F##a$######$##�h#^�h#a$#####$# &##F##a$#####$# &##F##a$######$#a$#####$# &##F##a$###to##uo##�o###p##�p##Mq##�q##�q##Rr##Sr##�t##�t##�t##ww###}##�##Ł##J  �# #��##v�##g�##h�##{�##��##��##‫ݛ‬##ߗ##‫ޗ‬##�############�############�############�### #########�############�############�############�############�############�##### #######�############�############�############�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�############�#####################$# &##F##a$#####$# &##F##a$######$#a$###‫ޛ‬##‫ݛ‬##*�##��###�##��##��##��##ϡ##!�##"�##�##�##/ �##0�##ީ##��##ͫ###�##6�##�  ##֬##s�##t�##�##�## �##��##�############�############�############�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�############�############�########### #�############�############�############�############�############�############� ############�############�#####################$# &##F##a$#####$# &##F##a$######$#a$###��##��##��##��##n�##|�##��##'�##(�##k�##? �##��##��##R�##S�##��##��##��###�###�##.�##/ �##k�##h�##��###�##�############�############�############�############�######## ####�############�############�############�############�############�########## ##�############�############�############�############�############�############ �############�############�############�############�############�############�# ###########�#####################$# &##F##a$######$##��#^��#a$#####$# &##F##a$#####$# &##F##a$######$#a$###��##IJ##r�##y�##��##��##t�##��##��##��##��##��##/ �##j�##��##��##��##��##��##�##��##��##��###�###�###�##0�##1�##3�##=�##�##1�##w�##y�##��##��##=�##F�##p�##y�##��##��###�###�##=�##A�##a�##i�##��##��##m �##s�##��##��##��##��##V�##\�##��##��##��������������������Ⱥ 쩺������������������ �###h{#O#CJ##aJ#####h{#O#0J##CJ##\#�aJ## ##�#jY######h{#O#CJ##U##\ #�aJ#####j#####h{#O#CJ##U##\#�aJ#####h{#O#>*#CJ##\#�aJ#####h{#O#5#�6#�>*#CJ##\ #�aJ#####h{#O#5#�CJ##\#�aJ#####h{#O#CJ##\#�aJ####h{#O#6#�CJ##\#�aJ##;#�##? �##@�##��##��##��##��##��##��##�##��##2�##3�##|�##��##��##��##��##�##7�##V�##v�##��##��##��##��## �##�############�############�############�############�############�########### #�############�############�############�############�############�############� ############�############�############�############�############�############�## ##########�############�############�############�############�############�#### ########�###########################$#a$######$##��#^��#a$######$#a$#####$# &##F##a$### �##3�##F�##b�##w�##��##��##��##��##'�##=�##a�##p�##��##��##��##��###�##B�##a�##o �##��##��##��##��##��###�##D�##m�##��##�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�############�############�##### #######�############�############�############�############�############�####### #####�############�############�############�############�############�######### ###�####################$#a$###��##��##��##��## �##5�##V�##s�##��##��##��##��###�##K�##t�##��##��##��##��###�##<�##^�##| �##��##��##��###�##<�##`�##�############�############�############�############� ############�############�############�############�############�############�## ##########�############�############�############�############�############�#### ########�############�############�############�############�############�###### ######�############�############�############�############�##################### ######$#a$######$#a$###��##��##��##��##��##��##��##��##��##^�##| �##��##��##��##��##<�##s�##��##��##R�##\ �##r�##u�##��##��##��##��###�###�##C�##J�##W�##[�##��##��##��## �##! �##F�##G�##H�##X�##Y�##��##��##��##��##��##��##��##��##��##N�##f�##g�##��##����� ���������������������������������ʮ����ʮ���䖑�#####h{#O## #h{#O#5#� #h{#O#5#�>*## ##�#j�#######h{#O#CJ##U##\#�aJ#####h{#O#0J##CJ##\#�aJ## ##�#j*#######h{#O#CJ##U##\#�aJ#####j#####h{#O#CJ##U##\#�aJ#####h{#O#5#�>*#CJ##\ #�aJ####h{#O#CJ##\#�aJ####h{#O#5#�CJ##\ #�aJ#####h{#O#CJ##aJ##7`�##s�##��##��##��##��##��###�##*�##C�##j�##��##��##��##� �###�###�##F�##R�##v�##��##��##��##��###�## %�##C�##W�##z�##��##�############�############�############�############�####### #####�############�############�############�############�############�######### ###�############�############�############�############�############�########### #�############�############�############�############�############�############� ############�############�############�############�############�############### #####$#a$###��##��##��## �##Z�##[�##��##��##��##��##��##J�##K�##L�##M�##N�##V�##[�##_�##f�##�############ �############�############�############�############�############�############�# ###########�############�############�############�############�############�### #########�############�############�############�############�################## ################################################################################ ############################################################### ###$##d8####$#If####a$######$#a$###f�##g�##q�##��##��##��##�############| ############|############|############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��##��##��##��##��###�## �##@�##A�##c�##d�##e�##��##��##��##��##��##��##��##�##! �##C�##D�##o�##p�##��##��##��##��##��##��##��##��##��##��###�###�##D�##E�##a�##b �##c�##��##��##��##��##��##��##��##��##��## �##!�##5�##6�##7�##[�##\�##| �##}�##��##��##��##��##��##��##��###�###�##5�##6�##D�##E�##F�##f�##g�##��##��##� �##��##�##�##�##�##�###�## �##4�##5�##6�##����������������������������������������������������������������� ��������������������������#####h{#O####h{#O#B*#ph##�###j#####h{#O#B*#U##ph##�#[� �##��##��##��###�##e�##�############|############|############|############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kdm####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##e�##f�##m�##�  ##��##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd#####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��##��##�##!�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##!�##"�##)�##3�##C�##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd\####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��##��##��##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd#####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��###�###�##c�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##c�##d�##l�##��##��##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kdK####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��##��##��##7�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##7�##8�##@�##L�##[�##\�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##\�##]�##d�##m�##|�##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd:####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��##��##��##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##��###�###�##F�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##F�##G�##M�##W�##f�##g�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd)####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##g�##h�##n�##��##��##�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�##�##�##�##�##6�##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kds####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##6�##7�##=�##F�##U�##��##�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd#####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##6�##U�##V�##�  ##��##��##��##��##��##��##�##�##�##�##��##)###*###P###Q## #b###c###d###�###�###�###�###�###�###�###�###�### ###!###8###9###:###_###`###| ###}###�###�###�###�###�###�###�###�###�###############:###;###c###d###w###x###y ###�###�###�###�###�###�###�##############.###E###F###G###p###q###�###�###�###�###�###�###�###�###�###############=###> ###_###`###l###����������������������������������������������������������������� ��������������������������#####h{#O#B*#ph##�###j#####h{#O#B*#U##ph##�####h{#O#[� �##��##��##��##��##��##�############|############|############|############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##��##��##########)###d###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kdb####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##d###e###k###�###�###�###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd#####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�###�###�###�###�###:###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##:###;###A###P###_###`###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kdQ####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##`###a###g###n###|###�###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�###�###�###�###�#######�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##############+###:###y###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd@####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##y###z###�###�###�###�###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�###�###�###�#######G###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd� ###$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##G###H###P###b###p###�###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd/!###$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�###�###�###�###�#######�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd�!###$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##############/###=###n###�############|############|############| ############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kdy"###$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##l###m###n###�###�###�###�###�###�###�###�###�###########'###(###)###I# ##J###j###k###�###�###�###�###�###�###�###�###########G###H###\ ###]###^###�###�###�###�###�###�###�###�###�### ###!###>###? ###@###j###k###�###�###�###�###�###�###�###�###�###"#######1###2###3###\ ###]###�###�###�###�###�###�###�###�###�###�###�###�###" ### ##O ##P ##g ##h ##i ##� ##� ##� ##� ### ##������������������������������������������������������������������������������ �������������#####h{#O####h{#O#B*#ph##�###j#####h{#O#B*#U##ph##�#[n###o###v###{# ##�###�###�############|############|############|############| ################################################################################ ################################################################################ ########### ###$##d8####$#If####a$#w##kd#####$##$#If#####�l##��##�\##��##�#�! #'�#����������������#'s#����������������#'�#����������������#'� ����������������#�#� %#�####�####�#����������������#�#����������������#�#����������������#�#��������� �������4�#######4�### #l#a�#4�##�###�###�###�###�###)###�############|############|############| ############| #################...