OH-KA-JHU

Provided by
Tita Keeratiwong 6281059
Vichita Laovong 6281313
01
Company
Background
OH-KA-JHU
● OHKAJHU is registered as “PLUK PHAK PRAW RAK MAE
COMPANY LIMITED”
● 3 founders: Mr.Jirayuth PuwapoonpolP (Jo), Mr.Chalkorn
“Thriving of fresh veggies
Eakchapatnakul (Au), and Mr.Woradeth Suchaibunsiri (Tong) with love to continue the
project plant veggie
● They want their family to consume non chemical and toxic
cause love mom”
vegetable, which lead to the slogan of “plant veggie cause love
mom” (ปลูกผักเพราะรักแม)
● One of the founders have an idea to increase their productivity
from organic products under concept of “from farm table”
 Vision
“Aim to encourage people to
eat more organic vegetables”
Sale growth rate
increased by 10% from
the previous year

Each year's income has

Goals a net profit margin of
30%
Mission ● Assuring that every food
served by OHKAJHU is
free of toxic or chemical
ingredients.

● Attempt to bring
technology and
innovation to reduce
the cost of vegetables in
order to reduce the
selling price
 SWOT Analysis
Strength
● Provided healthy food
● Clear identity and give special
menu for each branches
● Have their own farm
Opportunity
● Less competitors in this area
● Social trend: Healthy products are
becoming increasingly popular
Weakness
● Vegetables are prone to spoilage
● Organic product have higher price
Threat
● Many substitute products that
can be use instead
● Open for new competitors
● Most people still believe that
organic food are not delicious.
 Product Place
● Beautiful decorations
● Always provide fresh ● Some branches offer
vegetables organic farms for their

4p
● Certain high quality of customers to look
products through while waiting
for their foods

Price Promotion
● 340 THB - 840 THB per ● Organize events
person according to each
● The price is consider festival
cheap when comparing
to the amount of food
provided
Position Mapping: Domestic competitors
High price

Many Variety of Menus

Less Variety of Menus

Low price
Why OHKAJHU
should be
expanded?
Current Global Expansion

Thailand

Currently, OHKAJHU has not

expanded its operations to
any overseas countries. They
were solely active in
Thailand.
Branches in Thailand
1. OHKAJHU ORGANIC BRANCH
2. OHKAJHU AIRPORT BRANCH
3. SIAM SQUARE SOI 7 BRANCH
4. SIAM SQUARE ONE BRANCH
5. RATCHAPRUK BRANCH
6. DADFA LASALLE BRANCH
7. SIAM SQUARE SOI 2 BRANCH
8. THE PASEO PARK KANCHANAPISEK
BRANCH
9. SB RAMA 2 BRANCH
10. BTS SENA NIKHOM BRANCH
 OHKAJHU Farms in Thailand

LOVE DAD FARM FARM OF THE FAITH LOVE MOM FARM

 Global Expansion Plan
The demand in organic
food is increasing, high
overall market share and
purchasing power parity.
Denmark

Highest organic China

consumption in Euros !
Hofstede's Cultural Dimensions
02
International
Expansion
CHINA
 China being the largest consumer of food products and also
the fastest-growing food market across Asia

60.6 63.1
55.9

35.7
27.9 30.2

Source: Chinese Industrial Information Website. The market

size of organic products in China has developed steadily
 The Demand in Organic Consumption

China's demand for organic

food has increased
significantly in recent years China organic food market is
expected to be more than
USD 13 Billion by the end of
the year 2024
Due to rapid socio-economic
development by
modernization and the
industrialization of
agricultural food production
Country Attractiveness
Benefits
● Close relationship between Thai and China
● Less organic restaurant competitor
● Huge population and workforce
● Rising middle class
● High purchasing power

Costs
● High cost of tax

Risks

● Government can influence on business, and have much

restriction.
 Geographical Overview

● Located in Southeast Asia

● Is the world’s third largest country
● China's total population in 2020 was 1.4 billion

China
people (1,400,000,000)
Geographical National
_______ resources

Overview
● 4th world rank on agriculture area, increasing
population on this limited agricultural land is
severe, making China's battle to grow agricultural
production to sustain its population all the more
challenging.
● Majority of China's arable land is in the eastern
region, which also happens to be where
significant number of the country's people is

China
located.
● Large expanses of western China that are mostly
deserted, the hilly landscape of much of southern
China makes cultivation difficult.
● Farmed acreage, multiple-cropping, and overall
crop yield, there are major differences between
provinces.
 Social-Cultural Overview

● Having cultural sensitivity

● China's social patterns are dictated by
cultural beliefs.
● The Chinese are famed for their eclectic
mix of flavours, spices, colour and taste.
● Their staple foods are rice, tofu and
noodles which form a basis to the wide
variety of complimentary ingredients
● More than 850 million Chinese people are
using the Internet in 2021, and bing world
largest social media market.
Economic Overview
● China's outward FDI in 2020 hit $153.71 billion,
increasing 12.3 percent year-on-year and ranking
the first place worldwide for the first time ever.
● Moderate and stable level of inflation that
average lower than in other BRIC countries.
● Purchasing power parity, the current 19% is even
larger than the US’s 16% share and the
Eurozone’s 12%. The Chinese economy is
projected to be as large as the US and the
Eurozone together by 2050.
● World's largest consumer of food and the
fastest-growing food industry, production of
organic methods.
 Political Overview
&
Legal Overview

● Civil law system, consisting of statutes, administrative rules

and regulations.
● China Business Tax or Corporate Income Tax (CIT) applies
to all companies in China. It is levied on company profits at
a rate of 25%.

Infrastructure Overview
● China has become the world’s largest infrastructure
market in the last 30 years
● Foreign technology investors are having more
opportunities to grow in China
● The government aims to promote its innovation in the
technology sector by inviting more foreign investors
Competitor Analysis
Overview
● One of the best organic café in
Beijing
The Rug
● Provide western-style food
● A little bit expensive for average
locals
Competitive Advantage
● Tasty dishes

International strategy

Unexpanded
Competitor Analysis
Overview
●
●
Provide Western vegetarian dishes
The ingredients are from their
The Veggie Table
local farm in Beijing

Competitive Advantage
● Vegetarian friendly
● Gluten free
● Peaceful atmosphere

International strategy

Unexpanded
Competitor Analysis
Overview
● Provide Western and international
organic food
Tribe Organic
● Consists of two branches in
Beijing
● Mid-range price
Competitive Advantage
● Provide delivery option
● Gluten free
● Both meat and vegan options are
available

International strategy

Unexpanded
 International Strategy

Localization Strategy
● Willing to adapt our dishes menu to align
Global
with Chinese food culture Standardization Transnational
● By combining the taste of their traditional
food, for example, Mala with our menus
● Strategy aim to get into local people
among differentiation between each
demographic and culture to provide local International Localization
needs to organic food
 Differentiation
Strategies
● OHKAJHU value their customers by
providing unique dishes
● The main objective is to increase
competitive advantage
● They can also charge their customers a
higher price
● Force customers to remembers on their
values and identity.
 ENTRY MODE:
Corresponding between 80’s I Can (CH) being OHKAHU (TH) to expand business.
80's I Can
● Chinese buffet restaurant with a lot
of Chinese sauce provided
● Provided Thai translation to Thai
tourism
● Have connection with the seafood
industries and popular ingredients
in china
Joint Venture
OHKAJHU
Benefits:
● Expand OHKAJHU ara to be more
well-know and create more revenue
● Assess local taste and preferences with
share development cost and risk
● Not conflict with foreign business
restriction, political acceptable
 ENTRY MODE: Joint Ventures
OHKAJHU
80's I Can
To succeed in capturing opportunities in China.
Managing their risk strategically and conduct
appropriate due diligence on every aspect of their
business. Companies that focus on maintaining the
integrity, security, and resilience of their business will
experience smoother and more efficient operations,
greater transparency, and higher investment returns.
Cost & Risk
The cost of land, and the cost of living,
employees wages is not too high
compare with Thailand, but it could be
costly on the investment and political
policy due to the political unstable.
Moreover, as China has unstable
political system, so doing business in
China also assist with risk. Nonetheless,
Joint venture, which cause the
problems via the cultural diversity and
management style, decision to make
the decision
Collaborating Menu: 80's I Can X Ohkajhu

Proving organic vegetables, and

products from Ohkajhu with their
restaurant. Representing both
brand identity and values.

Customers can get both benefits

from both brands which available
in famous area of China, which
including the organic product
and special organic manu from
Ohkajhu and the seafood from
80’s I Can
Special Menu Provided Only in China

Chinese Chicken Salad Mala Xiang Guo Vegetable Dumpling

Sesame vinaigrette (Salad

Dumpling
Dressing)

Mala
These special ingredients
are popular in China
 Organizational Structure: Decentralized

Headquarter (China)

Guangdong Beijing Shanghai

Restaurant Restaurant Restaurant Restaurant Restaurant Restaurant

Organizational Structure
Decentralized

Allows a new company today to operate as a

separate company, allowing it to adapt more
swiftly to the demands of various Chinese
local and sub-markets.

This decentralization also makes it easy for

the company to transport the product to the
store from Ohkajhu farms directly which
marks organic produce still fresh.
 PRODUCT
Market Planning Our product branding will affordability and
convenience, framing ourselves as an easily
accessible, casual dining spot that focuses
on healthy, clean, and being organic and
efficient dining service, with various menu
both organic, localized, and answering on
buffet preferences.

TARGET MARKET

The target group of customers, ranging from

students, families, friends, and/or Colleagues, and
people who consider the health conscious segment
which match Ohkajhu customers target. This will
promote to target customers who prefer healthy and
non-chemical ingredients.
Moreover, target customers also be people who
would like to follow reviews from influencers, and
celebrities.
 Distribution
Distribution Channels

Physical Payment Options Delivery

Physical stores will be the Pay by cash or online Providing the delivery
primary source of payments from phone call or via
distribution across China, popular third party
with a focus on major Such as mobile banking
application like Ele.me
cities, and the location including tap-to-pay and
and Meituan
should easily to access mobile wallet like
WeChat Pay, Alipay
 Distribution
Distribution Barriers

Cultural
● Cultural differences can lead to
miscommunication
● Business culture is largely influenced by
Confucianism
● Both Guanxi and Guanxiwang play an
important role to get successful

Political and Legal

● Bureaucracy structure
● Domestic political unrest also poses risks
● Legal matters lack of consistency
 Marketing Strategy
“plant veggie cause love mom”
Social Media Influencer
Online advertising through TV commercials, social
famous chinese social media, using celebrities
media likes Instagram, and influencers, comes
Wechat, Weibo & Twitter to review and promoted
accounts posts
Localization
Ensure that our brand is
spread through positive
word of mouth, localized
content, and the hiring of
Thai celebrities who are
well-known in China to
make people feel
attractive
 Product
● Collaborating menu
(Seafood Buffet)
● Special menus
4p
provided only in China
Price
● Buffet cost per 1
person is 890 THB,
which Include
special menus and
drinks
Place
● Established in 3
provinces: Guangdong,
Beijing and Shanghai
● With 2 branches each
Promotion
● Organize events
according to each
festival
● Special menus will not
be the same in each
festival
DENMARK
 Denmark has highest
344 338 organic consumption per
capita in Euros
265
215 216
174
144 136
83 93

(Wunsch, 2021)
Organic Food Sale in Denmark 2020
The organic food
sale increased with
14%

12.8% of Danes’
food purchases
were organic
products

Denmark has the largest

organic market share

(Hansen, 2021)
World population by age and region 2021

In europe, there is a
higher percentage of
older people than the
rest of the world

Older generations
would be more
concerned about
their health and
tend to eat more
organic food
Country Attractiveness
Benefits
● Government support organic agricultural
● Agricultural is one of the most developed sector in Denmark
● Their policy leans towards reduction of trade barriers
● Foreign investors have the same rights as domestic ones
● High skilled and multilingual workforce

Costs
● High setup cost
(Denmark have a higher currency rate than Thailand)
● High labor rate
● High rent costs

Risks
● Small open economy
● Very high household debt
● High external debt
Geographical Geographic
_______

Overview
Denmark is located in the northern Europe and
is the southernmost of the Scandinavian
countries. No part of Denmark is more than 32
miles from the sea. The population size is
approximately 5.8M.

National
_______ resources
The natural resources in Denmark consists or
oil, natural gas, coal, minerals, and the forest.
 Social-Cultural Overview
● Cosmopolitan
● Multilingual workforce
● Families in Denmark are close and most
prefer to cook dinner at home together every
night.
● Denmark has the highest market share of
organic products in the world

Infrastructure Overview

● The most reliable on 99.99% workable with

electrical grid, clean water, and well
maintained road and railway.
● The Danish communication infrastructure is
cutting-edge, and there is virtually universal
access to wireless broadband. Denmark's
geographic location makes it a perfect
transportation hub for Northern Europe,
Scandinavia, and the Baltic Sea area.
Economic Overview
● Small open economy
● High standard of living
● High economic freedom
● More than 60 percent of the total area of
Denmark is used for agricultural
purposes. This allows it to produce two
times more food than its total national
food requirements.
● Denmark's economic freedom score is
77.8, making its economy the 10th freest
in the 2021 Index.
 Political Overview
● Political Stable, which have very low risk on
corruption .
● parliamentary representative democracy
● Successive governments have been pursuing a
course of economic reforms to improve
competitiveness and ensuring the economy is in
a good position.

Legal Overview
● Common law
● Very high degree of contractual freedom
● No civil code but has instead divided the most
important legislation into specific commercial acts
that separately govern fundamental private law
topics such as the law on contracts and sale of
goods.
Competitor Analysis
Overview
● An organic vegetable restaurant
that’s located in the heart of
Gemyse Tivoli
Tivoli Gardens
● “Veggie Wonderland”

Competitive Advantage
● Cheap price
● Well-known restaurant

International strategy
Unexpanded
Competitor Analysis
Overview

● Organic restaurant at the rooftop Gro Spieri

farm

Competitive Advantage

● Provide rooftop view

● Provide activities for their customers
to experience to be a farmer

International strategy
Unexpanded
Competitor Analysis
Overview

● 3 stars organic restaurant Geranium

● High price

Competitive Advantage

● Run by world’s best chef in 2011

● Ranked the 2nd best restaurant in
the world in 2021

International strategy
Unexpanded
 Differentiation
Strategies
● OHKAJHU value their customers by
providing unique dishes
● The main objective is to increase
competitive advantage
● They can also charge their customers a
higher price
● Customers can get special experiences
with organic farm and activity.
 ENTRY MODE: Joint Ventures
Since Denmark is far away from Thailand, it is then too risky to invest by our own
● Established a 50-50 venture between OHKAHU (TH) and Stedsans (DK)

Stedsans OHKAJHU
Benefits:
● Organic restaurant and hotel
● To understand the customer’s
● Aim to share natural food, design
preference in Denmark
and lifestyle with their customers
● Increase the market distribution network
● Has all the necessary infrastructure
and capacity
and capabilities to help OHKAJHU
● Have the opportunities to learn and get
to established the business
ideas to develop from partners
 ENTRY MODE: Joint Ventures
OHKAJHU
Stedsans
To eliminate/decrease the risk from
business expansion by being joint
ventures, both companies should have
clear contracts and obligation to conduct
business
Cost & Risk
The cost of land, and the cost of living,
employees wages are very high in
Denmark compared with Thailand.
This means that OHKAJHU have to
spend huge money to invest in
Denmark
Moreover, as Denmark is very far away
from Thailand, this could make
OHKAJHU face some operation
problems, so this would rely much on
Joint ventures, which cause the
problems via the differences in
cultures and management style,
decision making and responsibility
 International Strategy
Transnational Strategy
To launch a new subsidiary, OHKAJHU will
form an joint venture with Stedsans. They
will be able to take use of the Stedsans Global
hotel's competitive advantages. Standardization Transnational

By implementing Transnational strategy,

the company will benefits from:
● Having more opportunities for
business
● Lower costs
● Improved cultural awareness International Localization
● Competitive advantage in local
market
Market Planning PRODUCT
For Denmark’s Product branding. OHKAJHU will
represent style to resemble more toward Danish
lifestyle and culture by adapting with local danish
dishes and other special menu from OHKAJHU to
represent it’s product which under the concept of
“organic” and “from farm table”.

Moreover, Joint venture with Stedsans which

already has their own farm which would benefit
OHKAJHU expansions to learn farming technology
and develop its product better
 Market Planning TARGET MARKET

As Denmark has high organic consumption per

capita and denish families in Denmark are close
PRODUCT with each other, our target market in Denmark
would be people who spend time with family,
friends and people who enjoy consuming
organic products

Moreover, it also targets customers who prefer

special or variety experiences via the special
menu and the event which the brand conducts
 Location Production Facilities
Decentrated production factors

As Denmark has high potentials with an infrastructure

system and being a perfect transportation hub in
Northern Europe, which encourages companies to easily
locate and transport the product from various regional
locations to the major market places

Moreover, to learn and develop the technology factors in

farming, it is better to locate near our joint venture farms.
Organic product which create from plants would have
low value-to-wage ratio which mean that decentralize will
make product easily to export in each region
 Distribution System

hotel
Final
Copenhagen
customers
restaurant
OHKAJHU
Farm
hotel
Final
Aarhus customers
restaurant
 Distribution
Distribution Distribution
Channels Barriers
Physical Cultural

● Physical shop will be the main source ● Denmark have only one official
of distribution. The physical shop is language: Danish and English as their
located in Copenhagen with Stedsans second language
farm
Political and Legal
Online
● As being the members of EU, so there
● Online delivery through the shop and
is free trade barrier in Eurozone
third party delivery application
○ Just Eat Denmark
 Push-Pull Mixed
Communication Strategy : Strategy
“From farm to table

Push Strategies Used to gain and increase product exposure, and being in consumers
with an eye-catching and informative point-of-sale display

Event Promotion

Denish families are TV commercials, radio

closely conducting the advertising and
event or activities may
newspaper are very
create interaction and
popular advertising
stories which encourage
people to interest in the strategies in Denmark
business
 Push-Pull Mixed
Communication Strategy : Strategy
“From farm to table

Pull Strategies Relies on access to advertising through media to build up

consumers’ demand.
Denmark media usage of people age between 15-75 years

Social Media Mass Media

Online advertising TV commercials, radio

through Instagram, advertising and
Snapchat & Twitter newspaper are very
TV commercials, radio
accounts posts popular advertising
advertising and newspaper strategies in Denmark
are very popular advertising
strategies in Denmark
 Product Place
● Organic restaurant ● Established in 2
freshly from Stedsans’ provinces:
farm Copenhagen and

4p
● Hotel with special Aarhus
activities for families

Price
● Organic restaurant:
Approximately 1030 THB
per plate
● Hotel: Around 1908.91
THB per night
Promotion
● Organize special
activities for families
according to each
festival
03
Evaluating the
Global
Business
Expansion Plan
China
 Our Products

Seafood Buffet
(including special menus and drinks)

Approximately 169.05 CNY

(890 THB) per person
Estimated Growth Rate
Annual Growth Rate
CAGR Represent the healthy
food industry

14 %

The increased in
growth rate is from
COVID-19 Recovery
 China Projected Financial Model
We estimated that we have minimum
of 40 customers comes to our The increase price due to the growth
restaurant rate: COVID-19 recovery

The minimum wages in Denmark is

approximately 3,440 CNY. Moreover, we
will hire 90 workers for 6 branches
We estimated that we need 16 millions THB as our
initial investment
Where each 2.5 millions THB are for each
branches.and the remaining 1 millions THB is for
prepaid expense
 Penetration Strategy

Year 2024

Year 2028
 Payback Period

PB is used to show
the amount of
time to cover for
our initial
investment.

Therefore, we need 7.54 years to recover

the initial investment
Denmark
 Our Products and Services

Restaurant Hotel

Approximately 200 DKK Approximately 1,908.91 DKK

(1,030 THB) per plate (9,830.89 THB) per night
The price according to Stedsans
Estimated Growth Rate
CAGR Annual Growth Rate
(Danish Agriculture &

20%
Food Council, n. d.)

The increased in
growth rate is from the
impact of our
advertising strategy
 Denmark Projected Financial Model
We estimated that we can sell We have increased our price from 200 DKK
30 dishes per day to 250 DKK due to the growth rate

The minimum wages in Denmark is We estimated that we need 5 millions THB as our initial
approximately 20,133 DKK. Moreover, we investment
will hire 20 workers for 2 branches Where each 2 millions THB are for each branches and the
remaining 1 millions THB is for prepaid expense
 Penetration Strategy

Year 2030

Year 2034
 Payback Period

PB is used to show
the amount of time
to cover for our initial
investment.

Therefore, we need 2.81 years to recover

the initial investment
 Should we expand in this project?
We set our criteria for payback of 4 years

We will expand to We will not expand

Denmark to China

We make a loss only in

the first year of We make a loss for
operation, so we get the first 3 years of
more income than operation. It’s not
what we assumed. the same as what
we assume at first
to invest in China.
Our PB period is 3.23
years which is less Our PB period is
than 4 years 7.54 years which is
more than 4 years

We can benefit more We do not get benefits

from Denmark by from management
getting technology know-how in China as
know-how we expected.
 References
● https://www.statista.com/statistics/263077/per-capita-revenue-of-organic-foods-world
wide-since-2007/#:~:text=Denmark%20and%20Switzerland%20had%20the,food%20con
sumption%20in%20that%20year
● https://www.organicdenmark.com/facts-figures-about-danish-organics
● https://jonessalad.com
● https://www.farmfactoryworld.com/menu/menu-farmfactory
● https://bcrweb.kloud.kitchen/#products
● https://www.hofstede-insights.com/country-comparison/china,denmark,thailand/
● https://www.hofstede-insights.com/country-comparison/china,denmark,thailand/
● https://www.globenewswire.com/news-release/2019/11/04/1940427/0/en/China-Organic
-Food-Market-2024.html
● https://daxueconsulting.com/organic-food-in-china/
● https://www.globenewswire.com/news-release/2019/11/04/1940427/0/en/China-Organic
-Food-Market-2024.html
● https://digitalagencynetwork.com/the-key-to-marketing-in-china-cultural-sensitivity/
https://www.commisceo-global.com/resources/country-guides/china-guide
 References
● https://www.britannica.com/place/Denmark/Economy
● https://www.oecd.org/economy/denmark-economic-snapshot/
● https://www.nordeatrade.com/en/explore-new-market/denmark/economical-context
● https://international.groupecreditagricole.com/en/international-support/denmark/econ
omic-overview
● https://risk-indexes.com/corruption-map/
● https://www.doingbusiness.org/content/dam/doingBusiness/country/d/denmark/DNK.
pdf
● https://thelawreviews.co.uk/title/the-complex-commercial-litigation-law-review/denma
rk
● https://www.globalinfrastructureinitiative.com/article/critical-issues-next-decade-china’
s-infrastructure-effort
● https://nhglobalpartners.com/new-china-infrastructure-plan-opportunities/
● https://theculturetrip.com/europe/denmark/articles/organic-farms-you-can-eat-at-in-d
enmark/
● https://www.thefirstultimate.com/blog/รีวิวบุฟเฟตในเซี่ยงไฮ-ชื่อก็แปลก-จะแหลกลายไหม
 References
● https://th.tripadvisor.com/Restaurant_Review-g298085-d15319867-Reviews-Organic_Re
staurant_Danang-Da_Nang.html
● https://www.statista.com/topics/5604/advertising-in-china/#dossierKeyfigures
● https://www.statista.com/statistics/263077/per-capita-revenue-of-organic-foods-world
wide-since-2007/#:~:text=Denmark%20and%20Switzerland%20had%20the,food%20con
sumption%20in%20that%20year
● https://www.organicdenmark.com/facts-figures-about-danish-organics
● https://www.statista.com/statistics/265759/world-population-by-age-and-region/
● https://kids.nationalgeographic.com/geography/countries/article/denmark
● https://www.theglobaleconomy.com/Denmark/Natural_resources_income/
● https://www.globalbusinesscompass.com/product/doing-business-with-denmark-bun
dle/
● https://agricultureandfood.dk/danish-agriculture-and-food/organic-farming
● https://www.britannica.com/place/Denmark/Economy
● https://www.oecd.org/economy/denmark-economic-snapshot/
● https://www.nordeatrade.com/en/explore-new-market/denmark/economical-context
 References
● https://international.groupecreditagricole.com/en/international-support/denmark/econ
omic-overview
● https://risk-indexes.com/corruption-map/
● https://www.doingbusiness.org/content/dam/doingBusiness/country/d/denmark/DNK.
pdf
● https://thelawreviews.co.uk/title/the-complex-commercial-litigation-law-review/denma
rk
● https://theculturetrip.com/europe/denmark/articles/organic-farms-you-can-eat-at-in-d
enmark/
● https://www.visitcopenhagen.com/copenhagen/eat-drink/organic-restaurants
● https://www.usda-eu.org/https://www.statista.com/statistics/972395/distribution-of-me
dia-usage-in-denmark-by-media/
● https://www.statista.com/statistics/233886/minimum-wage-per-hour-in-china-by-city-a
nd-province/
● https://asialinkbusiness.com.au/china/business-practicalities-in-china/business-hours-i
n-china?doNothing=1
 References
● http://offshore-denmark.com/advertising.aspx
● https://www.paylab.com/dk/salaryinfo
● https://www.orbitax.com/news/archive.php/Denmark-Publishes-Updated-Tax--39586
● https://agricultureandfood.dk/danish-agriculture-and-food/organic-farming