The COFCO Group Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

COFCO was the one legitimate window for agricultural foreign trade in China before 1987. COFCO is price its monopoly position by the reform of China's foreign trade system starting in 1987. Later, the SOE giant capitalized on its foreign trade expertise to strategically move upstream in the food industrial chain. Also, COFCO made investments in unrelated areas.

The new Chairman Ning Gaoning, made in 2004 stoped these unrelated diversification activities. The company, under his leadership, focused on strengths and its weaknesses, to identify a centered entire strategy. He brought in the "ultimate industry chain" notion to COFCO with three evident goals in mind: 1) to figure "farmland to table" food processing to give assurance to customers of secure, high-quality food, 2) to bring in cooperation the COFCO's segmented industry units, and assist them to put on aggressive edge over local companies 3) to expand the company's strength to fight back with global food companies.

The instance identifies its mergers and acquisitions since 2005, depicts the historic transformations of COFCO and shows its financing history. Info is offered about several domestic and foreign competitors to exemplify COFCO's part in a bigger China environment. It's not just a market player but also a primary force in the only national food company and also China's column business that can match food companies that are global in China's national market.

The COFCO Group case study solution

PUBLICATION DATE: December 01, 2013 PRODUCT #: TU0044-PDF-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION