As a second generation business leader, Chairman Dhanin Chearavanont built it to become a leading diversified conglomerate in Thailand and took over the family agribusiness company and enlarged the company in SE Asia and China. He and his brothers created a holding company to both preserve and distinguish the interests of the family with the growing business units while growing the business.
As a third and maybe fourth generation of Chearavanonts enter the firm, how has Chairman Dhanin created a business culture that keeps the closeness of a family business with the strategic vision, innovations, and foil of a professionally run company -- particularly given the fact that many business units are public companies? This case attempts to outline the balance of a family business with the needs of a competitive and growing international conglomerate.
PUBLICATION DATE: September 23, 2011 PRODUCT #: 312059-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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