FISHERY PRODUCTS INTERNATIONAL (FPI)

Fishery Products International (FPI) Case Study



Table of Contents

Fishery Products International Limited (FPI) Case Study3

1.0) Introduction3

2.0) Aims and Objectives3

3.0) Management Theory4

3.1) Management roles and responsibilities4

3.2) Business Strategy5

3.2.1) SWOT Analysis9

3.3) HRM and managing people10

3.4) Organisation/ structure/ culture/ design11

3.5) IT and the learning organisation12

3.6) Quality / TQM14

3.7) Managing change15

4.0) Conclusion16

5.0) Recommendations17

References18

Fishery Products International Limited (FPI) Case Study

1.0) Introduction

It's early September 2000 and CEO Vic Young is reflecting on the past few months. Since 1984, Young has directed Fishery Products International Limited (FPI) through a host of challenges, extending from the fishery crisis in the early 1990s, to a recent hostile takeover bid by three united competitors. Though the bid was rejected, Young identifies another takeover try is very possible and wonders if he can convince shareholders to remain confident in FPI's management team. FPI was experiencing one of its best performances in more than a decade with a projected annual earnings goal of net income in surplus of $0.75 per share. This compared with $0.51 per share in 1999. In late August, Young traveled to New Zealand to explore opportunities to give FPI a more international flavour in the fish-marketing business (Benson, 1999).

2.0) Aims and Objectives

The purpose of this study is to discuss the organization interventions of

Fishery Products International Limited (FPI). It also focuses on the FPI's management roles and responsibilities, their business strategy, change management of organization, Quality/TQM approaches, I.T and the learning organisation, Organizational structure, HRM and managing people, SWOT Analysis and suggested recommendations .

3.0) Management Theory

3.1) Management roles and responsibilities

From its beginnings in the Atlantic Canadian fishery, FPI has grown into an international seafood company making and selling a complete range of seafood products around the world. Publicly traded and amidst the biggest seafood companies in North America, FPI is headquartered in St. John's, Newfoundland, Canada and has offices in Canada, the United States and Europe (Burke, 2000).

The fishing industry has a long history in Atlantic Canada and drew primarily European settlers to the region as early as the 1500's. By the early 1980's, over-fishing, over-capitalization (i.e., an excessive number of plants), and a recessionary economy directed to a disintegrate of fish supplies and a fishery crisis in the region. In liability millions of dollars, some fishing companies went under or were beside bankruptcy, causing the federal and provincial governments to step in to restructure the fishing industry. Fishery Products Ltd., the Lake Group Ltd., John Penney and Sons Ltd. and other seafood company assets were amalgamated into Fishery Products International Ltd., and through a money injection and alteration of debt to equity, the federal government gained 63% of the new company, the Newfoundland government, 26%; and a bank, 11% (Clearwater, 2000).

In the late 1980's and early 1990's, management faced ongoing struggles (Exhibit 2). Declining cod stocks, employee demonstrations for salary rises, and a high Canadian dollar hampering trade items dwindled the entire industry. The administration was currently functioning below capability when on July 2, 1992, the government government harshly decreased cod total ...