CP Group Thailand Management Model in China
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A final project for the course Managing International Business in China at the University of Nottingham Ningbo Spring 2020.
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CP Group Thailand Management Model in China
- 1. Charoen Pokphand Group Presented by: Suthida C. 20212814 Wei Zheng 20214001 Xue Yi 20217582 Babangida H. 20219439
- 2. 1. Introduction a. What is Agribusiness? b. History & Development c. Entry to China Overview 2. Crisis Management 3. Glocalization a. Operations in Thailand b. Operations in China c. Adaptations d. Analyses 5. Reflections 4. Future Challenges
- 3. Introduction ag·ri·busi·ness /ˈaɡrəˌbiznəs/ noun Future outlook ● Technology ● Distribution ● Climate change ● Population
- 5. Corporate Culture Vision: Kitchen of the World This is a sample text. Insert your desired text here. Sustainable growth & ROI ‘CFP Way’: Code of Conduct Strategy: Sustainability, Excellence, Solid Foundation (Talent) Chinese roots Seniority Globalness Reciprocity & Integrity
- 6. Entry Mode 1979 Joint Venture Chia Tai Conti International 1980 Shenzhen Built feed company 1981 Registered First foreign investment in CH
- 8. 1997 Tom Yum Goong Crisis ● Thailand → Asia ● CP was forced to sell many of their stakes But ● Recovered completely by mid-2000s ● Rebought some of their stakes ● ‘Biggest challenge’
- 9. 2003 Bird Flu ● Exported 270 million chickens in 2003 alone ● Early 2004: Drastic decrease in sales volume ● Government intervention to save poultry industry ○ Then Prime Minister Thaksin ○ PR campaigns ● Recovered in 2005
- 10. 2018 African Swine Flu ● A $140 billion industry in China ● Outbreak affected several of CP farms in China ● Lack of adequate bio-security ● Served as a motivator for transformation
- 11. Forced Labor Controversy ● Largest prawn farmer in the world ● U.S. law firms’ lawsuit against Costco and CP Foods ● Allegations of the knowledge of suppliers’ ties to slavery ● Halted transactions ● Supported authorities in the investigation
- 12. Hong Kong Comments ● Shareholder in many publicly listed companies ● CP share fell down by 2.9% ● Government’s reaction to Cathay Pacific staff’s involvement ● Newspaper calls for peace and order in the region
- 13. Implications
- 14. Glocalization
- 15. Management Philosophy ● To create prosperity on three levels: 1. For the countries where we operate 2. For the communities we engage 3. For our company and its people ● Two foods CP provides: 1. Physical foods on the table – CP All, CPF 2. Spiritual foods in daily life – TRUE Telecommunication Only when agriculture is stable, then society can be stable ” “
- 16. Reforms back home ● Family business → Organisation ● Adapted European family business model ● Meritocracy & Talent > bloodline ● Value of personality traits ○ Compassion ○ Consideration ○ Helpfulness ○ Philanthropy
- 17. Reforms back home ● People oriented ○ Panyapiwat Institute of Management ○ Future Leaders Program
- 18. On Sustainability While much has been achieved, I reiterate and will continue to emphasize upon the leaders of our businesses that we must not become complacent or convince ourselves that the job is finished. We must build on this momentum that we have established and continuously keep pushing ourselves to go beyond and stay ahead of current norms and best practices. As these continue to change, we too must adapt to change. This job will never end. “ ”
- 21. Management in China ● More Eastern approach ○ Focus on ‘big picture’ ○ Set priorities to implement strategies ○ Empower through motivation ○ Enhance holistic qualities ○ Play Go Chess 围棋 ● Yin and Yang: a paradox of offense and defense
- 22. Company Culture 2.0 ● Diligence & thrift ● “Learning by doing” ● Thirst after talent ● “Spread your words when success strolls” ● Accept changes ● Keep innovating ● Integrity & Honesty“If it benefits the people”
- 23. Adaptations 1. Combine management from TH + Recruitment in PRC. 2. Advanced e-learning and on-job training system. 3. Lessons combine CP TH traditions & Chinese philosophy.
- 24. Adaptations As a pioneer in: 1. Industrial fodder 2. Animal nutrition 3. Original chicken species 4. Modernisation 5. Outsourcing
- 25. Adaptations
- 27. Strengths Weaknesses ThreatsOpportunities Brand recognition Ethics Global reach Automation R&D Quality assurance Diversified workforce Work appraisal (multilevel) Global coordination Response time Price fluctuations Managerial talent (new markets) E-commerce Tax cuts (post Covid-19) Green Energy Technology Globalization Connectivity Higher purchasing power Recession Climate disasters Animal illnesses Competitors Protectionism/Trade War Changing consumer preferences
- 28. Recommendations? ● Managing paradox ● Embrace changes
- 29. Recommendations?
- 30. Recommendations? ● Middle Path ● Karmic action
- 31. Our Team Reflections :) Q&A?
- 32. Suthida It’s been a humbling and inspiring journey working with my group members through our wechat discussions and zoom meetings. I enjoyed and appreciate the fact that we always communicated our different perspectives and contributed to each others’ understanding, not only for this presentation but also during our weekly discussions. It was truly a test of our intercultural communication skills and diplomacy. My teammates have offered valuable insight, analysis and new perspectives that have greatly inspired my learning. My greatest takeaway from this presentation and the module is the pivotal role of moral uprightness and integrity in business leadership. Traditional Chinese wisdom has so much to offer for the contemporary world, from insights to management philosophy and guidance for inter-human interactions. Just because businesses aim for profit doesn’t mean ethics and values can’t be part of their purpose in creating a better, more inclusive society. And as much as ethical practices are concerned, action definitely speaks louder than words.
- 33. Abba 1). With regards to my group members and working with them, it was a pleasure and there was a sense of familiarity with them which made it easier and enjoyable. 2). Getting professionals to share their rich experiences over the past two months has been a great source of inspiration and motivation and also a great gesture on the part of the professor.
- 34. Xue Yi Throughout this entire course, including the guests' speeches and the peer presentations, I find Dr.Fu is very profound in showing us the meaning of life. Importantly, learning from successful influencers such as the CP chairman Mr.Dhanin Chearavanont and its conglomerate, that triggered me to think further on the questions why we exist in this world and how to live an impactful life, and what benefits we can bring to others. Before I had never looked deep into the CP group even though most of my life necessaries were produced by CP when living in Thailand, it's a good start and opportunity if I'd want to join such a humane organisation in the later career stage. Also, I find it is idea-stimulating when working with the group, allowed us to see how to handle misunderstandings and provide the best piece of work possible.
- 35. Zheng Wei 1) Thanks to this module, I got the chance to further investigate the CP Group, I was impressed by CP's management philosophy, no matter how far they go, they never forget what they start. 2) I have a wonderful memory with my teammates, though we come from different part of the world, but we work towards the same target. 3) Thank you again for Professor Fu, we have a brilliant MIBC this semester!