EXPORT NEWS 07/2012

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Vol. No. 07 31st May, 2012

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In this Issue

NEWS UPDATE 02 – 04

Press Clippings

Bilateral Trade 2

Government to facilitate investment in textile sector 2-3

Exports to India increase by 2.8pc during first quarter 3

Tajikistan to begin visa service from Karachi 3-4

Towel makers visit S Africa: Pak-Africa Business Network set up 4

EXPORT GUIDE 05 – 09

Performing a Competitor Analysis for Home and Furnishing Textiles

LIST OF IMPORTERS 10

List of Argentina's Supermarkets

ADVERTISEMENTS 11

FEEDBACK FORM 12

PRESS CLIPPINGS

Bilateral trade Trade Development Authority of

Pakistan (TDAP) has assured full support to

R e a d e r s m a y p r o v i d e F e e d b a c k o n t h e f o r m a v a i l a b l e o n t h e b a c k p a g e f o r f u r t h e r i m p r o v e m e n t o f t h e b u l l e t i n

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UAE for promoting bilateral trade between the two countries.

This was stated by Chief Executive of TDAP Tariq Puri in a meeting with Essa Abbdulla Al Basha AlNoaimi, UAE ambassador to Pakistan.

The ambassador briefed Mr. Puri about the UAE bid for World Exposition 2020 where his country is pitching Dubai as the host city.

Chief Executive TDAP emphasized upon the ambassador that in order to bid for Dubai, the UAE government has to conduct extensive road shows worldwide to seek the maximum votes of members of the Bureau of International Exhibition (BIS).

Ref: Daily Dawn, 22 May, 2012.

Government to facilitate investment in textile sector

Mark-up with Rs50m per annum cap The federal government will pick up

50 percent of the mark-up subject to a maximum of 5 percent per annum whichever is less with a cap of Rs 50 million per annum with the objective of attracting investment in the textile sector, a notification issued by the Ministry of Textile.

The government would also provide grant up to 5 percent of the equity for new plant and machinery with a cap of Rs 50 million and 20 percent of the capital cost for new plant and machinery not exceeding Rs. 10 million as investment support to Small and Medium Enterprises (SMEs) as defined under the State Bank of Pakistan Prudential Regulations for SMEs.

The government had announced a technology up-gradation fund scheme in Textile Policy (2009-14); and later issued Technology Up-gradation Support Order 2010 (April) providing incentives to textile machinery and technology.

For projects with equity investment in machinery and technology, the government may provide grant up to 5 percent of the equity (based on LC document) for new plant and machinery with a cap of Rs 50 million. For projects with investment (loan or equity based) in machinery and technology not exceeding Rs. 10 million, the federal government may provide grant up to 20 percent of the capital

cost for new plant and machinery only as investment support to Small and Medium Enterprises (SMEs) as defined under the State Bank of Pakistan Prudential Regulations for SMEs.

The mark-up support and investment support will cover only the technology and machinery identified in the "TUF documents", as per eligibility criteria determined by a technical committee chaired by the Secretary to be constituted and notified by the Ministry of Textile Industry. If any question of interpretation or clarification is raised as to the machinery under the scheme, the decision of the technical committee will be final.

The notification further adds that the federal government will periodically review and revise the list in consultation with the industry. Mark-up support and investment support will be paid by the commercial banks after fulfillment of eligibility criteria notified in the "TUF documents" by the unit on six-month basis in March and September each year subject to release of funds by the government for relevant fiscal year.

The scheme takes effect from September 01, 2009 and will remain valid up to June 30, 2014. Disbursements under this notification will continue for the duration of loans till June 30, 2024. The repayment period shall not exceed ten years including grace period as may be allowed by the SBP.

The Textile Policy states that the units availing the technology up-gradation scheme would be required to establish that their investments will have at least one of the following characteristics:

(i) Improve overall technological configuration of the sector;

(ii) Remove critical imbalances in the value chain; or

(iii) Achieve compliance with international standards.

The machinery that may benefit from the 50 percent mark-up scheme with a cap of Rs 50 million may be used for processing/production of fibre, filament, yarn, fabric, or any other article made wholly or in part with the fibre along with the machinery to improve efficiency, productivity, information & communication technology, energy and environmental compliance in identified machinery/technologies as defined by the Technical Committee. Machinery used for the manufacturing of machines used for the

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production of textile chemicals and accessories will be included in later stages. Domestic machinery manufacturers, textiles dyes and chemicals and accessories units would also be required to be registered with the Ministry of Textile Industry to take advantage of this scheme. The Technical Committee will decide their inclusion and procedures, including eligibility criteria.

Mark-up support and investment support will be provided to existing and new textiles units registered with Ministry of Textile Industry. The unit availing the support will be a registered sole proprietor, partnership or a company and will be a member of a textiles associations or Chamber of Commerce and Industries registered with the Directorate General of Trade Organizations (DGTO), Ministry of Commerce.

Ref: Business recorder, May 17, 2012

Exports to India increase by 2.8pc during first quarter The exports from the country to

India witnessed 2.8 percent increase during the first quarter of the ongoing fiscal year (2011-12) as compared to the same period of last year.

The overall exports to India were recorded at $73.871 million during July-September (2011-12) as against the exports of $71.825 million during July-September (2010-11), according to data of Commerce Ministry.

The major growth was witnessed in fruit and fruit preparations, exports of which increased from $19.076 million to $22.425 million, showing positive growth of 17.6 percent.

This was followed by the exports of construction materials including cement that increased from $5.717 million to $10.850 million, showing growth of 89.9 percent, the data revealed.

The exports of cotton yarn increased by 149.2 percent by growing from $2.112 million to $5.264 million while the exports of medical and surgical instruments increased from $1.217 million to $1.725 million, showing increase of 41.7 percent.

The exports of all crude minerals (excluding salt) increased from $0.581 million to $2.280 million, showing 292

percent increase while exports of crude vegetable materials increased from $0.709 million to $1.151 million, showing 62.3 percent increase.

Ref: Business recorder, May 16, 2012

Tajikistan to begin visa service from Karachi Major breakthrough in bilateral trade

relations between Pakistan and Tajikistan is in the offing as Tajik Airlines is starting its flight operation from Dushanbe to Islamabad from next month, this was stated by Tajikistan's Ambassador to Pakistan, Dr Zubaydullo N. Zubaydov. Following a meeting along with Honorary Consul General, Irshad Kassim held with high officials of Trade Development Authority of Pakistan (TDAP) Dr Zubaydov announced to extend full-fledged status to Consulate General of Tajikistan in Karachi and start issuing visas to the businessmen as well to the tourists very soon.

"Initially a visa councilor will be posted in Karachi and more staff to be added later on depending on the volume of visa applications flowing in at the Consulate", Tajik Envoy said.

He said that Honorary Consul General, Mr Irshad Kassim is striving hard to boost bilateral trade and brotherly relations between the two countries and spearheading the Karachi Consulate.

He further announced to form a Pakistan-Tajikistan Business Forum (PTBF) very soon to further boost the bilateral trade and in this regard he will again visit Karachi by the end of this month.

"Tajik Air will operate two flights a week from June in the first place and will add Karachi and Lahore to its operation later on", Zubaydov said adding that he is planning to set up a display center of Tajikistan in Karachi for introduction and promotion of Tajik products in Pakistan. He said that the display centre would be a one room trading centre that would be extended further in late stage. Moreover, tripartite negotiations between Tajikistan, Pakistan and Afghanistan are going on for Transit Trade Agreement and construction of road linking Pakistan with Tajikistan through Wakhan, Afghanistan.

He also informed that Tajikistan after Karachi has already appointed Honorary Consul General in Lahore and Peshawar. Tajik envoy informed that big activities of

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improvement of road network and infrastructure are going on in Tajikistan and China has taken up construction of road network at a cost of $500 million.

Ref: Business recorder, May 15, 2012

Towel makers visit S Africa: Pak-Africa Business Network set up Pak-Africa Business Network

(PABN) has been established to develop close contacts between the business communities of Pakistan and Africa.

The Network was established during the visit of a six-member Towel Manufacturers' Association of Pakistan (TMA) delegation to South Africa from April 22-26. Munawar Feroz represented Pakistani businessmen and Aslam Rangoonwala represented the South African business community.

The visit was organised by the Trade Development Authority of Pakistan (TDAP) in collaboration with the South African unit of the Trade Commission of Pakistan.

The delegation having satisfied with its visit returned with an impression that the tour would yield better results as far as export of Pakistani home textile goods to South Africa is concerned.

According to the Trade Commission of Pakistan in South Africa, Pakistani towels and bed linen were not new in the South African market as Pakistan ranks quite high in terms of towel export.

Trade statistics showed that Pakistan enjoyed high position in terms of towel export to South Africa. However, when compared with Pakistan's overall towel export, it is seen that the export was still far below the total potential of South African market. Pakistan has maintained second position after China since 2007 followed by India and Turkey, showing annual growth of 30.4 percent.

During the delegation's visit, meetings were arranged with counterparts in Johannesburg and Durban. Visits to various chain stores, wholesalers and warehouses and meetings with the President and

Directors of Minara Chamber of Commerce, Durban, were also arranged.

The delegates were advised to regularly participate in trade exhibitions and visit South Africa.

In its recommendations and observations, Trade Commission of Pakistan, South Africa, said:

Meetings should be followed up and the delegates should visit South Africa in future for which meetings could be arranged on individual basis.

Delegates from TMA should participate in textile expos in South Africa, and TDAP should send delegation of textile manufacturers to South Africa on regular basis and such delegates should inter alia include towel manufacturers.

High Commissioner of Pakistan Zaighamuddin Azam floated an idea of warehousing in Johannesburg and emphasised that in order to capture South African market, one has to have his presence and stock available in the warehouse to enable customer satisfaction of quality and quantity.

The group leader and delegation members appreciated the idea and assured the High Commissioner of putting the case before the competent authority to establish warehouses in South Africa with the help of TDAP and funded from Export Development Fund (EDF).

The TMA delegation comprised of the following: Munawar Feroz, Group leader, Feroz Feeds Ltd., Hasham A Razzak, Hasham Towel, Abdul Muqeet Kapadia, Millennium Towel, Kamran Ejaz, Tee Zee Textile, Syed Ahmed Ali, Silver Textile Factory, and Muhammad Shoukat Shabu, Sohail Weaving Factory.

Ref: Business recorder, May 12, 2012

PERFORMING A COMPETITOR ANALYSIS FOR HOME AND FURNISHING TEXTILES

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Competition is high in the home and furnishing textiles market, making it a challenge to enter this market. Competitors can not only be found in developing countries (DCs) supplying home and furnishing textiles, but also in the EO or in other developed countries. You need to examine your competition, learn from them, and distinguish yourself. Try to identify your main competitors in your priority countries. What are their strengths and weaknesses? Which strategic moves are they likely to make in response to opportunities and threats presented by the market?

It is important to perform an in-depth analysis of competitors in the market (product- country combination) and market segment you are planning to target. Competition is different for every segment of the market. The low-end market is different from the high- end market, and the consumer market is different from the contract market.

Analyzing your competitive environment Your first step in determining who your

competitors are is to analyze the competitive environment of the market you are aiming at. Porter's 5 Forces model offers a basic tool for analyzing your competitive environment.

Porter distinguishes between five

market forces which determine the competitive intensity and, therefore, the attractiveness of a market. However, an attractive market does not necessarily mean that you will succeed on that market! Effectively applying your core competencies, a sound business model and your network are vital determinants.

Three of Porter's five forces refer to competition from external sources. CBI's Export

Marketing Planner offers you a good entry to analyze these threats:

Competitive rivalry; established

competitors are a principal determinant for competition in the home and furnishing textiles industry.

o In general, the home and furnishing textiles market is highly competitive, resulting in strong pressure on companies' margins. The sector is characterized by concentration, one of the indicators of competitive rivalry. Consumers can easily switch between the different products offered, and would only refrain from this if they are attached to a certain brand name.

o Depending on the market segment you address, you meet competition from different players. When targeting the high-end segment, you will meet competition mostly from EU manufacturers offering high quality design products which have a brand name. When looking at the low- end segment, you will receive most competition from other DC suppliers, for example from China, India or Pakistan.

o Growth and niche markets are usually less competitive. For example, the niche market for organic home textiles is growing strongly and is a relatively new market, where competition is not so high (yet). Another example is felt carpets, which is a product that is growing in popularity, and therefore offers opportunities to new suppliers.

o Search for the gaps in the market, where there is room for new players, or try to differentiate yourself from the companies

already on the market by offering a competitive price or a unique design. Other ways are to creatively use distribution channels, for example by supplying a retailer directly.

o Finding established competitors is discussed in the Case "The competitive environment for Philip's Cushions".

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Substitute products; the competitive environment is also determined by the risks of substitution of your product by another product. The more substitutes available, the higher the price elasticity of your product, since consumers have more choice.

o In the home textiles market, several product substitutes increased competition. You can think of the development of duvets and quilts, which in some consumer markets almost completely replaced the use of single sheets used under traditional blankets and bedspreads. A less obvious example is the dishwasher, which has diminished demand for tea towels, especially in the lower segment. Also check the standard sizes of your products, because requirements vary per county.

o Furnishing textiles can be substituted in the same manner. Carpets can easily be replaced by wooden floor coverings or tiles, while curtains can be replaced by other window coverings like blinds and shutters.

Determining possible substitutes for your product is not easy, but at least the following steps are of importance in your analysis:

o Which products perform the same function as your product? They can be found within the textiles industry (like duvet covers), but also in other industries (like wooden flooring).

o How does your product compare to the possible substitute (price, functionality, costs of substitution for consumers, legislation)?

o Only then can you determine the chances of substitution occurring, and assess whether these competitors need to be included In your analysis.

Also be aware of producer complements in the industry, i.e. products which are compatible with, or complementary to, your product. If you are a producer of duvet covers, you are also influenced by the market for duvets. The same holds for cushion covers and cushions. You could therefore also decide to produce both the

cushion and its cover, giving you more control.

New entrants to the market; besides established competitors, you should be aware of possible new entrants to the market. o New entrants to the market are an

especially competitive factor for growing (niche) markets. These markets are quite open to competition, for example because quantities traded is low and consumption is increasing strongly. They are seen as highly attractive by many suppliers.

o East-European countries could be a possible threat to DC suppliers. Production in these countries increased during recent years and, on many aspects, they can compete with DCs (like low wages and low transportation costs). Furthermore, an important trend is 'buying local', which favors production in the EU. It should be evaluated if these countries would be possible new entrants in the market for your product.

o For many home and furnishing textile products, the barriers to entry (considering volumes, prices, investments and established brand names) are such that it is difficult for competitors to enter this market successfully.

o Questions you can ask yourself include whether the barriers to entry, such as investment needs, legislation, volume requirements, prices, the nature of supplier-buyer relations (long-term or short-term), or favourable location (labour costs, import duties), and access to raw materials make it difficult to enter your target market. You need to relate this to how attractive your market is in terms of margins and growth rates.

The other two forces in Porter's model are internal threats, or vertical threats, because they concern threats within your value chain, from your suppliers or buyers.

Bargaining power of customer concerns the ability of your customers to put your

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company under pressure, and to influence the price. Factors that influence their power include price sensitivity, buyer concentration, buyer volume, switching costs and available product substitutes. You should evaluate, for your product, the power of your buyers; you can keep in mind the following points when doing so: o In the high-end market segment,

buyers are less price-sensitive, and are looking for a unique design to complete their collection. Usually, smaller volumes of these products are bought, and fewer substitutes are available, which reduces the power of buyers. In the low-end market, mass production of standardized products results in higher customer power. Buyers in this segment are sensitive to changes in price, and (can) easily switch to another supplier of a similar product.

o When targeting the contract market (including hotels, restaurants and hospitals), their buying power is often higher than in the consumer market because they buy higher volumes at once, and usually demand very high quality durability standards.

o Regarding niche markets, like organic or Fair Trade textiles, the bargaining power of buyers is relatively low.

o A good source on how to analyse the power of customers is: http://www.mindtools.com/pages/article/newSTR 49.htm

Bargaining power of supplies means the degree of power that your own suppliers have on your production, and include for example labour, suppliers of raw materials (like cotton) and suppliers of machines. o The home and furnishing textiles

industry is highly labour-intensive, meaning that labour accounts for a large share of the production costs. This is also why manufacturing is increasingly being moved to low-cost production countries. However, since the necessary skills for textile production are not that high in

general, workers within a low-cost country still have limited power, since the manufacturer could usually easily hire and train somebody else.

o When materials are standardized and there are a lot of competitive suppliers, they do not have much bargaining power, as is the case with standardized home and furnishing textile products, mostly for the low- end market.

o Cotton supply is an important issue; see the recent strong price fluctuations of this commodity. Sometimes there is a shortage in the supply of organic cotton, which is when suppliers of organic cotton have increased power.

You can use Porter's five forces in conjunction with, and as an input for, your SWOT analysis.

Analyzing your competitors Profiling your competitors is of vital

importance. Knowledge of rival companies provides an opportunity to offer additional customer value compared to these players. It can reveal weaknesses in your competitors, which you can exploit; you can respond to challenges from your competitors, and you can be pro-active in your strategy to capitalize on your strengths. Many resources about developing a competitor profile are available online. A good start is http://competitive-intelligence.mirum.net/introduction-to-profiles/what-goes-in-a-competitor-profile.html.

Some questions which can shed light on your competitors are:

1. Where is he located? How does that give him/you a competitive edge (labour costs etc.)?

2. How is production organized (small-holder cooperative, uniform quality)?

3. What kind of products does he offer (range of product portfolio)?

4. What market segments does he serve and how does he distribute his products?

5. How does he promote his products (price, services, certification, quality)?

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6. What type of relationship does he have with his clients (short term/long-term)?

7. For what price can he deliver and according to what conditions?

8. What volumes can he deliver, what are his minimum order requirement and lead times?

9. What certification schemes does he have in place? And to what degree has he integrated sustainability into his production system outside these schemes?

10. What quality assurance systems does he have in place?

Based on this analysis, it is possible to see if you can define your own Unique Selling Point (USP) which allows you to distinguish your company from your competitors. You could compete on price, service, quantity, supply time or on logistics. Addressing a niche market is another way of distinguishing yourself.

Additional sources CBI's 'Export Marketing Planner'

(chapter 4.4);

CBI's 'Your guide to market research' (chapter 3.1.7);

CBI’s ‘EMP Builder’ (Chapter 3);

The competitive environment of Philip's Cushions This case will show how Mr. Luisa analyses his competitive environment in his target market, France.

Competitive rivalry The document 'Cushion covers in

the EU' shows that France belongs to the most promising target markets during the economic crisis. However, the market remains difficult and, like most EU countries, shows a decline in imports. Currently, consumers are more careful about spending their money on decorative products like cushion covers. Therefore, in any market, competition is strong due to the drop in consumption. The main DC suppliers of cushion covers to the EU are China, India, Turkey, Pakistan and Tunisia as described in the fact sheet. Mr. Luisa decides to take a more detailed look at French imports of HS

code 63°4.92, as this code mostly concerns cotton cushion covers.

The leading suppliers to France are India, Belgium, China, Spain, Germany and Tunisia. China witnessed an increase in supplies between 2006-2010, despite the economic crisis, but French imports from India, Belgium, Germany and Tunisia declined. An emerging supplier is Pakistan, which therefore could also from a threat. As appears from the statistics, Philippine supplies to France were negligible during recent years, indicating that Mr. Luisa will face little competition from produce in his own country, at least in the short term.

As cushion covers come in many different sizes, colours, designs and so on, Mr. Luisa concludes he could compete with these other suppliers, as long as he offers a unique product. As the market intelligence on furnishing textiles indicates that, during the aftermath of the economic crisis, uniqueness and sustainability are important issues, he decides to focus on these aspects. Being one of the few Philippine suppliers to France, he is thinking of adding cushions with a Philippine touch to his collection, making his product more personal. He will take these ideas into consideration, when developing his product strategy.

Substitute products Cushion covers are mostly

decorative, and in that sense could be replaced by other decorative articles. When used on a couch, they can be replaced by cushions that are part of the couch itself. However, the current trend is having a large couch with many different cushions on it, to decorate the living room. In any case, people probably do not intend to replace cushion covers by other decorative items, but rather not to buy them at all in times of economic downturn, as they are luxury products. Mr. Luisa therefore takes into account that demand is temporarily low in the EU, due to the economic crisis.

New entrants The threat of new entrants is rather

high, because it is relatively easy to enter the market for cushion covers. The design can be easily adapted, because of which it is easy to create a collection. Moreover, there is a market for both low and high volumes, a wide price range, and all retail channels sell

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cushion covers. However, the market is already quite developed, and experiences a dip during the economic crisis, because of which new entrants may not enter at this moment. The market for sustainably produced cushion covers, however, is still a growth market, with room for new suppliers. and can be seen as more attractive by new suppliers.

Bargaining power of customers In general, the bargaining power of

customers is high. They have many different products to choose from and. because it is a luxury product. They do not necessarily need to buy cushion covers if they can't find a product that they like. However, the more unique your design is, the less replaceable it is by competitors' products. This is the case with high-end products, or with sustainable products. In market niches, consumers have fewer options to choose from, and therefore are less able to influence your price. When developing his product strategy, Mr. Luisa Decided to develop smaller batches of more unique products, and use organic cotton as the raw material. By upgrading his product, he can expect a higher price; he will now be addressing the middle-high market segment.

Bargaining power of suppliers The supply of cotton, both regular

and certified, could pose a problem. Prices of cotton witnessed a strong increase during recent years, which gives the cotton suppliers of Philip's Cushions more power to ask a higher price. Furthermore, the skills necessary for textile production are not that high, so workers within the Philippines still have a limited power, since Mr. Luisa can usually easily hire somebody else.

Keep this in mind while doing your own analysis

Looking in the ratio between import value and volume offers further insight into your companies. Some countries export high value products, such as design home textiles, to your target market and this can tell you whether you are truly in competition with companies from these countries. Moreover, in some cases, supplies by the EU do not concern domestic production, but re-export of products to your target country. In this case, these companies are competitors on your target market, but could also be potential buyers.

Find competitors in competing countries There are many different ways of

finding competitors, once you know where they could come from: .

Sector organizations for your product in these countries.

Company databases such as Europages. http://www.europages.com. Kompass: http://www.kompass.com and Alibaba http://www.alibaba.com

Modules on Promising EU markers and fact sheets on your target country.

Relevant trade fairs are a great source for learning more about competitors. Moreover, exhibiter lists can be used to find companies. The most important trade fair for the home furnishing textiles is Heimtextil (http://heimtextil.mesefrankfurt/en)

Chambers of Commerce in your target countries.

You can use the websites of companies you find to determine whether they indeed supply products similar to yours. After this, you can further analyse companies by using the questions in the second part of this module.

This survey was complied by profound—Advisers in Development in cooperation with Steve Pepper

Disclaimer CBI market information tools: http://www.cbi.eu/disclaimer

Source: CBI,

Ministry of Foreign Affairs of the Netherlands

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L I S T O F A R G E N T I N A ' S S U P E R M A R K E T S Continue from issue

Firm Name Tel / Fax / E-mail / URL Items Description SODIMAC San Martín 421 Buenos Aires, Capital Federal

(54)11 4959 0000 http://www.sodimac.com.ar info@sodimac.com.ar

Textile

ARREDO Sarmiento 4034 Buenos Aires, Capital Federal

(54) 11-4983-3261 http://www.arredo.com.ar http://www.arredo.com.ar jsasson@arredo.com.ar

Textile

ARMAVIR Ecuador 575, 3º Piso, (C1214ACG) Buenos Aires, Argentina

Tel/Fax: +5411-48634025, 48634026, 48649751, 4865-2835 E-mail: info@armavironline.com.ar http://www.armavironline.com.ar

Textile

BLANCO NIEVE Av Boedo 464 Buenos Aires, Argentina

Tel: 5411-4958-1609 Email: info@blanconieve.com http://www.blanconieve.com

Textile

PORTE DE GENTILLY SA Paso Juan Jose Dr. 545, Capital Federal (1031), Capital Federal, Argentina

54 11 4964-3502 / +54 11 4964-3501 / +54 11 4954-6231 / +54 11 4952-5171

Textile

MM GROUP SA Cnel. Pringles 2441 Lanús, Buenos Aires

Tel: (0)11 4225 8306 http://www.mmgroupsa.com.ar contacto@mmgroupsa.com.ar

Textile

KARATEX Santiago del Estero 453 (C1075AAI) Buenos Aires, Capital Federal

54-11-5167-9600 / 5167-9679 / 3264-5083 texttrade1@aol.com http://www.karatex.com

Sporting Goods

ATLETIC SERVICES Inclán 3015, C1258AAO, Buenos Aires, Argentina

Tel./Fax: 5411-4941-7711. líneas rotativas, fax interno 18 Email: atleticservices@fibertel.com.ar atleticservices@fibertel.com.ar http://www.atleticservices.com.ar/default.aspx

Sporting Goods

DALEMAS Bv.Ascasubi 365 - 2550 Bell Ville - Córdoba - Argentina

54-3534 - 425491 / 425109 http://www.dalemas.com.ar dalemas@nodosud.com.ar

Sporting Goods

SPORTOP S.A. Paraná 457 8 Floor off. A &B Buenos Aires, Argentina

Tel/Fax: (54-11) 4371-2568/ sportop@fibertel.com.ar http://www.sportop.com.ar

Sporting Goods

TENISA S.A. 8200, Del Libertador Av. Buenos Aires, Capital Federal

Tel: +5411 4511 3500 cristian@tenisa.com.ar team@tenisa.com.ar http://www.tenisa.com.ar

Sporting Goods

Source: - Commercial Section

Pakistan Embassy Buenos Aires

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