Please answer the below questions in reference to the case study provided below;

1. What is the governance structure of the CP Group? How does the Group balance its businesses with participation with family members?

2. Do you think the governance structure of CP Group can fit the Philippine family culture? Why yes or Why no?

3. What are the key success factors for the CP Group?

4. If you were Chariman, whom would you choose as your successor?

HARVARD BUSINESS SCHOOL 9-312-059 REV: NOVEMBER 17, 2011 WILLIAM C. KIRBY TRACY YUEN MANTY CP Group: Balancing the Needs of a Family Business with the Needs of a Family of Businesses The Charoen Pokphand Group (CP Group) was a Thailand-based conglomerate that operated a variety of businesses ranging from agriculture to retail to wireless telecommunications. Founded by two Chinese brothers (surnamed "Chia" in Chinese and "Chearavanont" in Thai) who moved to Thailand in 1921, the CP Group has steadfastly remained a family business throughout its 90-year history. But at the same time, the company also developed a strong professional structure that enabled it to balance the financial needs of the business and the financial the security of the family. This case will discuss the factors that have allowed the Chearavanont family to sustain its various businesses while keeping family-control. In 2011, the Chearavanont family had three generations working within the CP Group. The Group was managed by a holding company controlled by the family. The holding company also included non-family members primarily consisting of long-standing senior managers who were personally invited by the family to become shareholders. (Exhibit 1 provides a table listing the companies under the CP Group and its executive team). The trust between the family and its professional managers, many who had been with the company for over 40 years, was a testament to the strong culture and values imbued in the company based on a strong foundation laid by the founding generation