1 nufarm in france best in france case study december 2004 by: ms. a. jaros, mr. s. montigny, mr. j....
TRANSCRIPT
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NUFARM in France
Best in France Case Study
December 2004
By: Ms. A. Jaros, Mr. S. Montigny, Mr. J. Khwaja and Mr. M. Watanabe
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Executive Overview
• What's your business
• Company clients
• Why did you go to
France
• Do company values fit
the French culture?
CHEMICAL PRODUCTS
B2B, DISTRIBUTORS
BIGEST EU MARKET SIZE
NO
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Nufarm Company (1)What's its business
• Nufarm Limited is an Australian-based company, headquartered in Melbourne, with core capabilities in chemical synthesis, sales and marketing
• Through a global network of manufacturing and formulation facilities, the company operates in two key areas of business activity: – crop protection– industrial, fine and performance chemicals
• Nufarm employs more than 2,000 people at its various locations in Australia, New Zealand, Asia, Africa, Europe and North America
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Nufarm Company (2)
When did it come to France
• The French subsidiary is based in Gennevilliers in France and began operating in 1928 (Former CFPI)
• It was taken over by Nufarm in 1996• Initially it was treated as an investment holding
and afterwards fully integrated in the group • The company develops, manufactures and
markets a wide range of chemical products used in agriculture and a range of industrial applications
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Company products
Crop Protection Industrial Chemicals
• Herbicides(main business)• Fongicides(low margin product)
CORE BUSINESS NON-CORE BUSINESS
Product expansionProduct expansion DisinvestmentsDisinvestments
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Company's clients
• Products manufactured and supplied by the company are used to help farmers protect crops from damage caused by weeds, insects and disease, as well as in a variety of other industries such as manufacturing, pharmaceuticals and consumer products
• Customer segments– B2B (Bayer, BASF…)– End-users (distributors)
• Customers expectations– Reliable results from quality products with top technical support
and flexible supply– Regulatory support as the products are used in the agriculture
sector, which is regulatory driven
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Why it went to international
• After 1994 Nufarm has started an international growth mainly through acquisitions
• In the last 10 years it tripled its sales
• Today 59% of total sales comes from foreign subsidiaries
0
600
1200
1800
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
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Why it went to Europe
Today the European subsidiaries generate 21% of total sales
Australia41%
Americas28%
Asia5%
New Zealand5%
Europe21%
• France• UK• Germany• Austria• Netherlands• Spain• Portugal• Ireland
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Why it went to France (1)
1. Participation in the market
2. Business strategy
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Why it went to France (2) 1. Participation in the market
MARKET CONDITIONS
1. France has the largest total agriculture and forest area of the EU member states
2. It boasts a very large and fertile land area of 55 million hectares (56% of it is agricultural)
3. Over half of the agricultural lands is used for arable production (cereals, maize, protein crops, sunflower, soybean, oilseed rape, sugar beet, potatoes)
Crop protection need
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Why it went to France (3) 1. Participation in the market
MARKET SIZE
The total French agrochemical market is twice the size of any other European agrochemical market
Agrochemical Markets in Europe
France
Germany
Accession States (10)
Italy
Spain
UKNetherlands
GreeceBelgium
Denmark SwedenFinland
Ireland
Portugal
Austria
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Why it went to France (4)1. Participation in the market
PRODUCT TYPES
Agrochemical sales by product type
40%
40%
9%
11%
27%
31%
18%
38%
Herbiclides
Fungicides
Insecticides
Others
Share in sales in France France share in European Market
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Why it went to France (5) 2. Business strategy & competition
• Horizontal acquisitions are typical for the whole agrochemical industry
• The leading agrochemical companies are buying out mainly family businesses in order to:
– Extend the production lines
– Increase the registered/ licensed product portfolio
– Increase market shares in the local markets (organic growth too timely and costly)
– Integrate the acquired business into the group and generate core business related synergies
• Main competitors: Bayer, BASF, Dupont, Sumitomo Chemical, DOW Chemicals, Rhodia
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Company values
Headquarter Australia European subsidiaries
• Australian managers are mainly action oriented
• The structure and processes are adjusted afterwards (secondary element)
• European managers set up the processes first
• Their actions follow worked out and generally agreed business structures
Gap
• Gap difficult to close as the differences are mentality based and none approach is superior
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Company values
Headquarter AustraliaHeadquarter Australia French subsidiaryFrench subsidiary
DECISION MAKING PROCESS
“Oral” “Written”
BUSINESS ORIENTATION
Customer Production
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Constraints in FranceWhat are the principle constraints the company foresaw before going to France?
– The Australians expected that the main constraint associated with expanding their activities will be the trade unions but, as in Australia there are no unions, they underestimated their impact on the integration of the French business
– In fact, as labor laws in Europe are complex & the French unions are very strong, this slowed down the integration and almost freezed the necessary reorganization
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Adaptation to France
1. Recruitment/Selection
– The recruitment of the majority of the local employees stays on the local level as the operational business is quite independent from the Headquarters
– The Headquarters is involved in appointing key management positions in order to assure the cultural “fit”
– In the past there were problems with setting up efficient reporting lines between the subsidiaries and headquarters top management
– Additional communication difficulty arose from the time zones differences between the two continents
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Adaptation to France2. Compensation
– As there are big differences in the compensation schemes between the countries, the compensation rules stays in the local responsibility
3. Management Development
– In the first integration stage there were no Management Development and Succession plan in place
– In the meantime there was created one position in the HQ to cover the topic from the global perspective
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Adaptation to France4. Workforce Planning
– Workforce planning is included in the local budgeting phase and then agreed yearly at HQ level
5. Performance Appraisal
– Performance appraisal differs between the French subsidiary and the Australian HQ as it is directly linked to the management mentality
– HQ: yearly formal review for each employee– France: employee’s review process exists but doesn’t
reflect the performance rewards as the trade unions are involved and insist on equal rewards for all employees based on external indicators such as consumer price index
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Adaptation to France6. Motivation
– Main motivation tools in the group:• Increasing responsibility• Financial incentives
– Because of the reasons described in pn. 5 (trade unions influence) it is difficult to implement group standards like:
• Short term incentives for operational successes• Medium term incentives for the yearly achievements• Long term incentives (based on the option-like tools)
– Additional difficulty in motivating and rewarding the French employees lies in the divesting process as the group wants to concentrate on the core business.
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Adaptation to France
7. Job Design, Job Assignment
– Adjustments at group level not possible as the job assignments and their treatment is mentality driven
– HQ: Job specification is kept at minimum level and its scope is flexible as the management culture is action and results driven
– France: Written Job specifications play crucial role as they define & structure responsibilities but often do not enable the communication flow between departments
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Adaptation to France
8. Communication Policies
– At the beginning the HQ didn’t introduce global communication policies in its subsidiaries in order to prevent interferences into local operations
– In the meantime there is a need to standardize the majority of the policies in order to minimize the operational risks
– Recently a global revision unit for all foreign subsidiaries was created
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Adaptation to France9. Use of Expatriates
– In the initial phase 4 Australian Expatriates were present
– Their goal was to understand the local culture, set up new strategies and put in place new local management
– As of 2005 there will be only one Expatriate in France and the management structure will improve the communication
INITIALY NOW
Australian
Australian American French
French
French French French
Australian
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Adaptation to France
10. Training
– Wide range of trainings for the new SAP system
– Trainings in other specific areas not developed at a satisfactory level
– Training in the HQ for two French employees in the area of marketing and operations
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Key Constraint CostsWhat are the key costs of operating in France that are more or less than operating in other locations?
– Due to complex HR activities the French HR department is relatively bigger and more costly than in other locations:
• France: 6 employees for 400 FTEs• Australia: 4 employees for 600 FTEs• UK: 25% of the French size• Other locations: mainly consolidated with
Finance functions
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Essential Advice1. Before going to France– Understand the labor laws and the rule of the trade
unions especially when you increase your presence in France though acquisitions
2. Adaptation while in France– Understand the French way of doing business and
take into account slower adaptation mode
3. Future investments– The market is nowadays in decline (products removed
from the registration, price decreases, competition from non-European countries eg. Africa, China, India)
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We Thank• Manager 1:
– Chris Fazekas– General Manager Technical Sales– [email protected]– Tel. 0033/140-85-50-52 5492
• Manager 2: – Antoine Meyer – General Manager Specialty Products (Executive)– [email protected] – Tel.01 40 85 50 50
• Manager 3: – Henri Dorfsman – Senior Financial Analyst– [email protected]– Tel. 0033/6-65-00-63-43
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Our Team
HEC MBA 2006: