Escolar Documentos
Profissional Documentos
Cultura Documentos
VENTURES
ARUNA
SYAZLINA
NURINA
FAKHRUL
1. History Of FGV
2010
2011
2012
2013
Sustainabil
ity
Strategy
Growth
Strategy
Mergers
&
Acquisiti
ons
Defensiv
e
Strategy
Sustainability Strategy
In 1956, FELDA was establised as a
Malaysian government programme to
address rural poverty and empower
the poor to contribute to the national
economy.
FGV engaged in greater diversity and
well
planned
development
programmes to become breeding
ground for agri-leaders.
FGV Implemented
Intended or
Emergent Strategies?
10
Analysis
Sustainability, Mergers & Acquisitions and Growth
Intended Strategies.
These are well planned strategies and FGV had
come up with excellent development programs to
achieve their goals.
Defensive
Emergent Strategy
In order to compete with the CPOs price, emergent
strategy was used by FGV to also profit from
downstream operation.
2. Mission
12
Mission
Mission is a statement
which defines the role of
that an organization plays
in a society.
13
FELDA GLOBAL
VENTURES
To be a global leader
by:Creating value through our human
capital
Championing our locally invested
culture
Building an integrated value chain
advantage
Cultivating diversification in
14
Major
Goal
15
Main Goal
Goals are short term (one year
or less) milestones or bench
marks that organizations must
achieve in order for long term
objectives to be reached.
16
To be the leading
globally diversified
integrated agribusiness.
-FGV
17
3. PRELIMINARY
ANALYSIS
(SWOT ANALYSIS)
18
SWOT Analysis
Opportuniti
Strength
es
SWOT
Analysis
Weakness
Threat
es
19
Strength
1. FGV is a commercial arm of FELDA (in
the upstream and downstream palm
oil business and other agribusiness).
2. Listed on the main market of Bursa
Malaysia Securities Berhad (June
2012).
3. Gives it good bargaining power when
it comes to negotiating for contracts
or supplies purchases.
20
Opportunities
1. The huge cash hoard post-listing (in
2012) allows the flexibility and
bargaining power to potentially
acquire large assets & already
profitable assets in plantation space,
which other companies may not be
able to swallow.
2. FGV principally engaged in 6 main
business clusters (Palm Upstream,
Palm Downstream, Sugar, Rubber,
R&D and Agri Services, and Transport,
21
Weaknesses
With more than 19,000 people in
the group from the subsidiaries
as
well
as
jointventure
companies and associates, could
mean higher chances to an
unorganized structure or even
cost inefficiency.
22
Threat
1. New
rules
and
regulations
governing land bank acquisition /
expansion in Indonesia could limit
its future long- term growth.
2. Operates in more than 10 countries
across Asia, North America and
Europe involving lot of shipments
hijacking of parcels and goods
might be happened
23
4. CEO of FGV
24
The CEO
Dato' Mohd Emir
Mavani Abdullah
was appointed to the Board on
1st January 2012 as a NonIndependent
Non-Executive
Director and subsequently
appointed as Chief Executive
Officer Designate of FGV on 1
January
2013
and
redesignated
as
NonIndependent
Executive
Director.
25
Leadership Capabilities
Visionary
Sensitive
Focused
Strict
Inspirational
26
THANK
YOU
27