Page 87 - 35 Year CPRAM

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In the following era, C.P. Retailing and Marketing continued to strive

and to set the strong foundation for sustainable growth, the company
planned the investment to expand production based on 2 aspects.
The investment on establishing branch factory in order to reach more
th
5 Era consumers including the ability to deliver foods to 7-Eleven store
within 4 hours radius delivery timeframe helped the consumers to
receive fresh products, reduced global warming and created local

Growth and Firm Era self-sufficient economy.
Nevertheless, there were several significant crises both in and outside
(2008-2012) of the country that caused C.P. Retailing and Marketing to set defense

for each situation which impacted the company’s performance.
The oversea crises such as Sub-Prime in the USA widespread

throughout the world, European economy and disaster in Japan all
affected C.P. Retailing and Marketing’s export sales overseas.
“To set the strong foundation
for sustainable growth, Looking back in the domestic situation, there were political conflict
incidents and great flood that caused C.P. Retailing and Marketing
C.P. Retailing and Marketing invested to postpone the opening of regional branch factory in the country.

in the branch factory production In every crisis lied opportunity, although the plan to open factory
and human resource development.” had to be slowed down, C.P. Retailing and Marketing didn’t stop to

increase work efficiency by implementing Lean Process system and
Total Productive Management System (TPM). This assisted to reduce
the cost and increased work efficiency while responding to the Other than creating proactive leader in the organization, C.P. Retailing
customers’ needs. In the following period, oversea markets expanded and Marketing also focused on personnel development to become
rapidly resulting in an increase in export value. While the domestic innovator by giving the opportunity for everyone to think creatively.

market became stagnant during a short period due to flood, the It did not have to be new product innovation for sell to customers
market had bounced back and grown continuously after consumers only, it could be innovation in production process or innovation in
had realized the benefits of ready to eat foods during crisis period. the organization to stimulate employees to think of value added
and to bring organization towards better idea.
At the same time, C.P. Retailing and Marketing also emphasized in the
st
investment on human resource development which was highly valuable The company won 1 runner up prize in the Food Design Innovation
resource in the organization to support the company’s sustainable from National Innovation Agency from “sticky rice burger” product
growth. C.P. Retailing and Marketing in this period went through a lot which was from the work of internal research and development team in
of changes especially after receiving Thailand Quality Class (TQC) in the organization along with other 5 excellent innovations outstanding
2005, it was a turning point for the company to see opportunity to adjust award from 10 innovations in the final round selected from the total of
the organization in many aspects particularly leader creation. In these 500 projects in Charoen Pokphand Group. The product also received

5 years, C.P. Retailing and Marketing continuously developed leaders Chairman Award from the chairman, Mr. Dhanin Chearavanont, in
and focused in building innovative atmosphere in the organization CP Innovation Exposition events in 2011 and 2016 which was the
by promoting and supporting activities that concentrated on innovation proof of being innovative organization and to set the foundation of
activity such as Ant/Bee Mission Conference, Innovation Conferences new era for C.P. Retailing and Marketing in the upcoming 5 years.
2 times a year for ready to eat food business, CPRAM Award and
Product Award for bakery business.