Culture Issues for Successful Operation for an International Enterprise - Charoen Pokphand Group - Research Proposal Example

RESEARCH PROPOSAL: A CRITICAL EVALUATION OF THE CULTURE ISSUES FOR THE SUCCESSFUL OPERATION OF AN INTERNATIONAL ENTERPRISE IN FOOD INDUSTRY: CASE STUDY CP GROUP By (Student Name) 1. INTRODUCTION 1.1 GENERAL BACKGROUND Charoen Pokphand Group (CP) is one of the largest companies in Thailand with its operations spanning over 250 companies in more than 20 countries around the world. Most of its operations are in Malaysia, Indonesia, Cambodia and India. CP employs over 100, 000 workers and has sales of $13 billion. CP group strongly believes in diversification hence its ambition to expand to all regions internationally and as such has adopted the slogan “Kitchen of the World.” It is a completely vertically integrated agriculture-to- retail business empire which includes animal feed production as well as poultry, egg and livestock production (Charoen Pokphand Group, 2004). For 2010, CP anticipates its net profit and sales to increase by a further 10 per cent due to expansion efforts into foreign investments as well as distribution channels and ready-to-eat food products (CP All ICC, 2010). For 2009, the company’s net profit increased by 226 percent and the sales revenue increased by 6 percent from 2009 to record a profit of 10.19 billion baht and sales of 165.06 billion baht. A large part of this success was due to profitable overseas earnings in markets such as Turkey, Russia, Philippines and India. Foreign operations are expected to contribute around 23 per cent to the overall kitty, an increase of 19 percent of 2009 and this is very significant considering that domestic sales are down by 64 per cent In additional, the company’s exports have been very profitable, increasing from 15 per cent in 2009 to 19 per cent in 2010. This is due to its renewed focus on aquaculture and food as opposed to livestock which have recently been affected by disease and trade barriers. CP intends on investing 6 billion baht on expansion and half of this will be invested in overseas operations particularly in the area of broiler production in India, pig production in Russia pig farms in Philippines and finished foods in Turkey. This expansionist plans are also planned for Africa, with Tanzania and Kenya being earmarked as the first countries of operation in the region. The main reason for this success in expansion abroad has been its long standing experience in the industry and its vast political connections worldwide which has caused it to become the partner of choice for other companies such as its motorcycle manufacturing operating which is in partnership with Honda of Japan (Cohen, 2010). The UK food industry is a highly profitable one and if CP group can penetrate it, they are sure to reap the financial benefits. According to UK Trade and Investment (2007), the UK has one of the fastest growing food and drink markets in the world. This is mainly due to research in the nanotechnology and chemistry sectors which has subsequently fueled innovation in the UK food and drink industry in the areas of health and convenience foods and hi-tech packaging to name but a few. As a result, the UK food and drink industry employs about 500, 000 workers and generates sales of £70 billion. As of 2007, the UK chilled food market was worth £7 billion and accounted for 60 per cent of the total European chilled food market while the UK organic industry alone was estimated to be valued at about £1.2 billion a year. Evidently, the UK food industry is one that any forward thinking organization would be keen to invest in. 1.2 PROBLEM STATEMENT Despite the evident success of the company both locally and in most of its overseas operations, CP Group has failed to establish a formidable presence in the UK specifically and in Western Europe generally. This research shall thus be concerned with CP’s expansion efforts into the particularly with regards to the cultural differences between Thai and British culture. The author thus proposes to conduct a research based on the cultural issues faced by the Thai enterprise CP Group in its bid to establish an international presence in the food industry. In addition, CP has a major competitor in the form of China as the international business world, including industry heavyweights operating on a global scale, rushed into what was fast becoming the world’s largest single market. The fact that an Asian nation such as China has managed to establish such a major presence in the global food industry serves as a major challenge to CP and lessons can be learned from China’s global strategy. 2. RESEARCH QUESTIONS The central research question of this study is: what are the cross cultural issues that a Thai company such as CP Group need to overcome in order for it to become successful in the UK? However, in order to answer this central research question, the following major sub-questions will be addressed: What are the cultural differences between Thailand and the UK? How has CP Group been able to become successful in countries such as Russia which are culturally different? What are the keys to its expansionist success in its overseas operations? What are the characteristics of the UK food industry? What are the keys for success in the UK food industry generally? What foreign food organizations/ companies, if any, have achieved success in the UK food industry? How has China managed to become a world leader in the food industry despite being an Asian country? 2.1RESEARCH OBJECTIVES 2.1 a Secondary Objectives The secondary objectives of this research are two- fold. Firstly, the author has a keen interest in the international food industry and wants to develop a career in it as a person of culture living in a Western country. This case was thus appropriate as it deals with a company that seeks to become the “Kitchen of the World” by having a presence in each corner of the world, including the UK. Secondly, the author seeks to discover ways in which a Thai company such as CP can overcome cross- cultural issues with the UK and set up a successful presence therein. If successful, the findings of the research will serve as template for other foreign companies seeking to expand into the UK or any other culturally different country. 2.1 .a Primary Objectives There are several objectives this research seeks to achieve. For one, the major research objective is to discover the possibility of success of a foreign food company such as CP in a country such as the UK. This comes against the backdrop of CP’s lack of a significant presence in Western Europe with the company only having a headquarters in Germany and a mere representative office in UK. For a company that aims to be a "Kitchen in the world" and whose current ambition is to expand into the UK and European market, what challenges must it overcome and how will they accomplish it? In addition, this research aims to find out the reasons for CP Group’s great success in other countries such as Thailand China, Turkey and Vietnam. From studying the reasons behind this success, will it be possible to discover strategies that may be similarly replicated in the UK? Another research objective is to discover the importance of the food industry in UK in general. What are the unique characteristics of the food UK industry, what its net worth is and what is the presence of foreign food companies in the UK industry. What can the CP Group learn from the successes of local British food companies as well as the few foreign ones? A further key objective of this research is to find out the key to success for cross cultural management in general and for the food industry in specific. An additional objective is to find out the Did CP Group learn anything from UK market yet? The last objective of this research will be to discover the cultural differences between Thai and British culture. What does the company need to learn about British culture and in what ways will they need to adapt? 3. THEORETICAL BACKGROUND 3.1 Relevant Theories There are quite a number of theories that have been derived from cultural anthropology and that deal with cross-cultural management that are useful for general business and management. The following theories represent the theoretical framework against which the proposed research shall be based on: 3.1.a Hofstede's Five Dimensions It’s the most common theory of cross-cultural communication and according to this theory, every culture has to tackle a variety of questions that can be dealt with according to a five culture dimensions- individualism/ collectivism, uncertainty avoidance, power distance, aggressiveness and lastly long term/ short term orientation. Individualism/Collectivism: in this dimension, people view themselves differently, either from a very deep level like being a member of group or less deep as an individual, independent actor. Uncertainty Avoidance: Some cultures prefer everything to be clear cut to prevent any surprises and this is referred to as uncertainty avoidance. In cultures with low uncertainty avoidance, people have lesser expectations and hence do not become nervous in unusual situations while in cultures with high uncertainty avoidance, the opposite is true. Power Distance: This is the gap between the lower and higher classes and this gap refers to the power distance. In cultures where there is a low power distance, people are inclined to expect that the people in power have earned it as opposed to merely obtaining power due to their position in society while in cultures with a high power distance, people tend to think that those in power only got it because of their position. Aggressiveness: This deals with the gender gap and associated aggressiveness. In cultures with a low aggressiveness dimension, women are seen to value consensus seeking and gentleness and the men similarly hold to these values. However, in cultures with a high aggressiveness dimension, both women and men tend to possess more distinctive values such as assertiveness, competition, and so on. Long Term/Short Term Orientation: this dimension refers to whether a certain culture values foresight or not as opposed to short- sightedness. In cultures with long- term orientation, values such as frugality, hard work and long-term planning, are while in cultures with a short- term orientation, values such as partying, living for the moment, day, and so on are deemed as being more important (Hofstede, 2001). These five dimensions of the theory help to shed light for businessmen seeking to expand their businesses into a different culture. While not completely accurate, these dimensions nevertheless help predict the actions of groups, communities or even nations. As such, it is useful in predicting the actions of communities on the basis of the cultures they ascribe to. 3.1 b Theory of Proxemics: According to Edward Hall's theory of proxemics, human perception of space are patterned and shaped by culture. All people internalize different cultural frameworks at a subconscious level when defining and organizing space and these different frameworks can cause serious failures in communication and understanding in cross-cultural contexts. This theory posits that individuals will maintain differing degrees of personal distance depending on the social setting and their cultural backgrounds (Hall, 1966). 3.1 c Model of Cross Cultural crossing: Jussi V. Koivisto’s concept of cultural crossing is a model that describes the way in which the cross-cultural divide in a company is structured in terms of three factors: its locus (where cultural interfacing occurs within a company); its modus (the way in which the cultural interfacing is established according to interpersonal and organizational dimensions); and its focus (the equilibrium of influence in the interface in terms of direction). Through the use of the three dimensions, the concept of cultural crossing is used to evaluate cross-cultural organizations according to their current structure and state as well as their historical or longitudinal progress and evolution over time (Koivisto, 1998). 3.1 d Trompenaars' Seven Dimensions of Culture: The Seven Dimensions of Culture theory helps in explaining cultural differences in companies and also shows how managing such cultural differences within a heterogeneous business environment can pose a serious problem to international managers. According to this theory, cultures differentiate themselves from other cultures by opting for one side of a dilemma’s continuum and the theory singles out seven linked processes formulated as dilemmas. The seven dimensions of cultures are: universalism vs. particularism; individualism vs. communitarianism; specific vs. diffuse; affective vs. neutral; achievement vs. ascription; sequential vs. synchronic; and internal vs. external control dimensions. These seven dilemmas help managers to understand the other culture better especially during challenging situations such as when making mergers or trans-national projects work. This enhanced understanding helps lessen the amount of culturally instigated conflicts which in the process decreases the costs of coordination. 3.1. e The Lewis Model of Culture: The Lewis Model categorizes international cross-cultural behaviour in relation to linear-active, multi-active and reactive categories. The model is a method of profiling the cultural traits of individuals and groups as well as in analyzing the institutional, regional and national cultures of an organisation with the data accrued being incorporated into the behavioural training of the organization in question. 4. Literature Overview The following works shall be used for the enrichment of the proposed research study: Cross- cultural Theory Works: The Hidden Dimension by Edward T. Hall. Cultural Heritages and Cross-Cultural Management by Jussi V. Koivisto Riding the Waves of Culture: Understanding Diversity in Global Business by Charles Hampden-Turner and Fons Trompenaars. Building Cross-Cultural Competence: How to Create Wealth from Conflicting Values by Charles Hampden-Turner and Fons Trompenaars. Managing People across Cultures by Charles Hampden-Turner and Fons Trompenaars. The Seven Cultures of Capitalism by Fons Trompenaars. Mastering M and A: Cross-cultural Dimensions of Mergers and Acquisitions by Fons Trompenaars and Maarten Nijhoff Asser. Cultures’ Consequences, Comparing Values, Behaviours, Institutions, and Organizations by Geert Hofstede. Cross-cultural Management: A Knowledge Management Approach by Nigel Holden. Intercultural Research, the Current State of Knowledge by Stephan Dahl. Objective study of abnormal personality in cross-cultural settings: The Minnesota Multiphasic Personality Inventory (MMPI-2) by JN Butcher, J Lim and E Nezami UK Food Industry Works:  The UK food industry: acquisitions and mergers in 1989 by Lisa R. Hines Strategic alliances in the European food industry: implications for the UK food sector by A. Zwart and A. Fearne. The impact of European integration on FDI: the UK food industry in the 1990s by Katharine Wakelin and Wyn Morgan. The UK food and drinks report: market, industry and new product trends Vol.2 : the UK drinks market by Moira A. Hilliam The UK food and drink industry: a sector by sector economic and statistical analysis by John Strak and Wyn Morgan Thai Culture Works: Cross-cultural comparisons and the presumptions of equivalent measurement and theoretical structure: A look beneath the surface by B. M Byrne and T. L Campbell, T. L. The international expansion process of MNEs from developing countries: A case study of Thailand’s CP Group by P. Pananond and C. P Zeithaml Agri-Food Restructuring and Third World Transnationals: Thailand, the CP Group and the Global Shrimp Industry by J Goss, D Burch and R. E Rickson R. E. Intercultural Negotiation in International Business, Group Decision and Negotiation by W. S Jeswald W.S. 5. Planned Actions 5.1 Data Resources and Collection Methods 5.1.1 Data Resources 5.1.1.a Primary Resources For the purposes of this research, the main sources of primary information shall be the information accrued from the primary data collection instruments- in depth interviews and questionnaires. Additional sources of data for the proposed research will be blogs, websites and company archived documents. The informants shall mainly be Human Resources managers within Thailand and the UK, possibly from the CP Group and other major food industry companies in the two countries. 5.1.1.b Secondary Resources The relevant articles, journals, seminar papers, books, online web pages, company reports, research databases, business magazines and the like related to cross cultural theories and the food industry in the UK shall be used. This secondary data collected shall be helpful in providing a literary basis for a research as well as providing it with a comparative angle. 5.2 Sampling Methods For the proposed research, stratified sampling shall be used for the survey questionnaire to come up with the appropriate sample. Stratified sampling is whereby a stratum is a subset of populations that have common characteristics. The researchers categorize the appropriate stratums then enough subjects from each stratum are chosen through random sampling. It is the best probability method since it lowers sampling error (Galloway, 1997). The informants for the proposed research shall mainly be human resources managers in multicultural organizations within the food industry and they will be obtained from company employee databases. For the in- depth interviews, judgment sampling is proposed for the sampling. This is where samples are chosen on the basis of judgment and are often chosen from one “representative” city (Galloway, 1997). The reason behind the choice of this method lies in the fact that since the objective is to obtain the views of human resource managers in food industry, the target sample is already known and is very specific and thus judgment based on their existing expertise will help narrow down the sample. With regards to the sample size, a census of all main food organizations will be conducted therefore a sample size is not needed for the managers. To narrow down on the food industry organizations, a brief list of sample units will be compiled from government records. Within this list, a number of organizations will be located. A random sample will then be obtained from this sample to consist of the different types of food companies. Their respective numbers in the sample will then be selected sample according to their similarity to CP Group in terms of the products produced as well as their profitability. As such, for the in depth interviews, an initial snow balling method will be used which will then followed up by random sampling. 5.3 Research Design The proposed study will be based on an inductive as opposed to deductive approach. This is mainly due to the fact that this research is to a large extent qualitative in nature. Inductive reasoning, as compared to deductive reasoning, is prevalent in qualitative studies because it is theory generating. The focus of inductive researchers is to search for a theory that provides an explanation for the data while deductive researchers search for data that matches a particular theory they may have. In terms of the approach or strategy, exclusively inductive researches begin with data collection, measurements of some kind or empirical observations. Such an approach is appropriate for this study since the attempt is to generate data concerning the strategies CP group need to employ in their bid to successfully expand into the UK. Since the available data is scanty, an inductive research is important to fill this knowledge gap by generating data (Cooper & Schindler, 1998). The study shall also be exploratory in nature and the approach to be used will be the mixed design approach- a combined qualitative and quantitative approach defined by Creswell (2003) as a “Sequential Exploratory Strategy”. In order to meet the research objectives, such an exploratory study is crucial in benefiting from the strengths of both approaches. It is also known as the triangulation approach and is geared towards capturing a more holistic, complete and contextual depiction of the respondents under research while at the same time reducing the effect of bias in any approach used. Moreover, researchers can attain high levels of data validity, verifiability and generalizability by making use of triangulation approaches that provide justification and replication of data results across all methods. In addition, the combination of both research approaches within one research project releases tremendous opportunities for mutual advantage because the weaknesses of one strategy can be neutralized through the incorporation of other methods (Simon and Vosseberg, 2001). On its own, qualitative research is important as it provides a detailed description of the data while at the same time allowing for a flexible approach to the study. As Myers (2000) aptly put it, qualitative research is a tool used to understand and describe the world of human experience. Since we remain human during the entire span of a qualitative research process, our humanity guides us through subtleties such as 'aha' moments or intuition. Therefore, qualitative studies have an important human touch to it thereby adding a certain amount of reality to the results accrued in the end. In this research, it was especially necessary to attain this human touch since the opinions and experiences of the ready made clothes consumers are what form the bulk of the basis for the final results. In addition to this, an importance of a qualitative research is that it is more open to the refinements and adjustments that researches undergo with time. Moreover, the research setting of an in depth interview is not subject to manipulation as is the case with quantitative studies. Instead, the main focus is to get a better grasp of phenomena as they naturally occur (Matveev, 2002). This ensures that the data collected is more accurate. A quantitative research approach, nevertheless, is likewise necessary as it allows for the measuring of the performance of the research subject while clearly identifying what the independent and the dependent variables to be studied are. Quantitative studies also strictly follow the research goals set on from the onset, arriving at more objective conclusions, testing hypothesis, determining the issues of causality and eliminates or minimises subjectivity of judgment (Kealey and Protheroe, 1996). Therefore, while descriptiveness is important, data analysis based on facts and figures are crucial particularly in the interpretation phase for marketing researches. This mixed/ combined approach will function differently for the different phases of the research. Qualitative secondary information from a wide range of secondary sources will be collected and quantitative data shall be obtained from the various company registries and databases. 6. Research Methods Narrowing down on a particular research method is one of the toughest parts of a research. The previous discussion has highlighted all the available options and evidently, each method has its own benefits. However, every research differs in terms of the research problem; the scope; mandate; size; and resource availability. As such, every researcher needs to understand the unique qualities of their particular research so as to adopt a research that suits their specific research. If the incorrect or inappropriate method is used, it may have a negative bearing on the results of the data analysis. This step of the research should thus be accorded the seriousness and sensitivity it deserves to ensure that the most accurate results are obtained. With this in mind, choosing the correct research method will undoubtedly be a major aspect of the proposed study in question. The study by its nature is quite wide in scope, targeting human resource managers in the food industry within the UK and Thailand. After a comparative analysis of all the available methods, the proposed research has narrowed down to the use of in depth interviews for the manufacturers’ marketing managers and questionnaires for the quantitative methods and 6.1 a Qualitative Methods In depth interviews shall be one of the preferred methods for collecting data from the human resource managers due to the fact that it is the one method that is best suited for obtaining information from experts. This form of one-on-one interviews is the most appropriate when trying to uncover the expert thoughts of each respondent without the hitches of group dynamics (The Centre for Strategy Research, 1997). Comparatively, it was thus more appropriate then the similar method of focus group discussions where only a tiny percentage of respondents do most of the talking. In focus group discussions, group-think bias is a major drawback since the discussions are mainly monopolized by a few people unlike in depth interviews where the individual participant has the full attention of the interviewer. In addition, the in depth interview is preferred above all such as focus group discussions others due to the fact that there is a greater amount of information obtained as opposed to other methods such as focus group discussions. Furthermore, there is more depth in the interviews plus more statistics are obtained (The Centre for Strategy Research, 1997). Essentially, with in depth interviews, researchers collect twice the amount of data per participant in a 20-minute interview than in a 90-minute focus group discussion with 10 participants. Therefore, in depth interviews are more cost effective. In addition, in-depth interviews cover all the important research areas while in a focus group discussion; there is a tendency for the discussion to go off topic with each participant taking their own angle. Statistically, more statistics are obtained than in focus group discussions since these groups generate several pages of text causing there to be a greater tendency for inaccuracies. Further to that, focus groups do not obtain information from all the participants thus making it impossible to reliably and accurately measure the responses through the content analysis of individual responses. In fact, there has been a growing tendency in the modern world to utilize focus groups to merely provide statistically relevant as opposed to statistically accurate data (The Centre for Strategy Research, 1997). Therefore, since this particular study was interested in obtaining accurate data, in depth interviews were preferred as opposed to focus group discussion for their statistical accuracy. 6. 1 b Quantitative Methods With regards to quantitative methods, the use of questionnaires is proposed for the collection of data from consumers as opposed to any other method; they are viewed as the most suitable for their privacy and anonymity. In addition, a questionnaire is a simple tool that has several questions related to the particular marketing research objectives thus obtaining specific answers for specific questions is easier (Learning Technology Dissemination Initiative, 1999). As a tool, it is very useful as it allows the researcher to reach a wide number of people. Questionnaires are also the most cost effective method of reaching as many managers in the various food industry organizations in both countries will be possible with the least dent to the budget of the research (Learning Technology Dissemination Initiative, 1999). 6.1 c Methods of Data Analysis and Interpretations For the proposed research, the SPSS software statistical analysis tool will be appropriate for an easy method of analysis. The SPSS software also helps generate conclusions and recommendations necessary for the research. 7. Research Pitfalls: Time constraints: During the study of cross- cultural issues, there exist major time constraints involved in straddling different countries. The planning of the dissertation time schedule must be given the utmost importance with the times allocated for each section strictly adhered to. Cultural studies are time consuming and complex undertakings thus proper time management in terms of studying for the research, collecting data, analyzing data, etc must be done to avoid rushing through the process and subsequently negatively affecting the quality of the research. Financial- the cost of conducting this research will require considerable amounts of finances especially in relation to collecting data, transportation, producing/ printing the questionnaires, and so on. The lack of adequate resources may thus serve as a stumbling block for this research. Scope- the scope is quite wide as it spans two different continents and this may create logistical problems during the research particularly with regards to data collection. Language barrier- in obtaining information from Thai resources and respondents, the language barrier may prove a major hindrance in obtaining accurate information and finding translators may likewise prove a challenge. 8. Research Plan: The following is a proposed time frame for the completion of the research study: Time Period Research Activities Comments May 2010- July 2010 Collecting and Reading Research Materials August 2010- September 2010 Writing Chapters 1- 3 October 2010- November 2010 Writing Chapters 4-6 Writing Chapters 7-8 Submission of the First Draft Submission of the Final Draft 9. Proposed Dissertation Structure 1. Introduction 1.1 Choosing the Topic 1.2 Background to the Research 1.3 Aims 2. Literature Review: Evaluation and Comparative Research 3. Methodology 3.1 Introduction 3.2 Research Philosophy 3.3 The Main Research Methods 3.4 Methods Used in the Research and Justification of the Same 3.5 Research Design and Strategy 3.6 The Sampling Frame 3.7 Sampling Methods 3. 8 Data Collection 4. Exposition 4.1 Introduction 4.2 Validation 5. Data Analysis 5.1 Introduction 5.2 In- Depth Interview Results 5.3 The Analysis of In- Depth Interview Results 5. 4 Survey Questionnaire Results 5.5 The Analysis of Survey Questionnaire Results 5.6. Summary of Results In Relation To the Research Objectives 6. Summary of Chapters, Conclusions and Recommendations 6.1 Summary of Chapters 6.2 Summary of Objectives 6.3 Conclusions 6.4 Recommendations 7. Bibliography 8. Appendices 10. Conclusions The proposed research will generate several conclusions relevant to the research questions already discussed above. Based on the conclusions obtained, recommendations for cross cultural food industry organizations shall be accrued as well as for further research in the field. The findings will similarly be crucial in the near future during the course of the author’s career in the food industry after completion of his studies. REFERENCES Butcher, J. N., Lim, J., & Nezami, E. 1998. 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The UK food and drink industry: a sector by sector Economic and statistical analysis. Northborough: Euro PA & Associates The Centre for Strategy Research. (1997). Advantages of In-depth Interviews (IDIs). Retrieved 10th of October, 2009 from http://www.csr-bos.com/approach/focusgroups.html UK Trade and Investment. 2007. UK food and drink sector opportunities. Retrieved 25th April, 2010 from http://www.ukinvest.gov.uk/Food-&-Drink/en-GB-list.html Zwart, A and Fearne, A. 1994. Strategic alliances in the European food industry: implications for The UK food sector. Food industry perspectives discussion paper series Vol 7 Read More