Beyond Fair Trade: How One Small Coffee Company Helped by Mark Pendergrast

By Mark Pendergrast

A multi-faceted, inspiring narrative of a espresso corporation whose practices have redefined the idea that of reasonable trade.

The Akha hill Tribe of Thailand has an extended, tumultuous heritage. Politics, economics, and land improvement regularly labored opposed to the Akha’s wish to circulation clear of their dependency on opium creation and create a sturdy destiny for his or her little ones. that each one replaced in 2006 whilst fashionable businessman John Darch met with entrepreneur Wicha Promyong. Their assembly led to the institution of an equivalent partnership company enterprise that is going past reasonable exchange: the Doi Chaang espresso corporation. 'Beyond reasonable Trade' tells the tale of the expansion of this exact partnership, its successes and demanding situations, and the folk at the back of it.

A wealthy and resonantly exact account of an not going partnership that enabled the hard-working tribespeople of a distant coffee-growing village in Thailand to emerge from poverty and obscurity to good fortune within the sophisticated new international of good coffee.
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3 (2002). 2009 12:47:40] page_130 < previous page page_130 next page > page_130 next page > Page 130 This page intentionally left blank. 2009 12:47:40] page_131 < previous page page_131 next page > Page 131 CHAPTER 7 THE IMPORTANCE OF CONSISTENCY: HARRY KRAEMER ALIGNING THE NEW BAXTER Since being selected as CEO of Baxter International, the global medical-products company, in 1999, Harry Kraemer has transformed the company into one of the industry's most successful and consistent growth engines.

It has been asserted throughout this book that if executives are to overcome business setbacks, they must demonstrate an ability to consistently execute in the following three strategies: LEADERSHIP GOVERNANCE CRITICAL CAPABILITIES This chapter looks at the third element that executives need to overcome business reversals: CRITICAL CAPABILITIES, OR THE SPECIFIC ACTIONS THAT EXECUTIVES DRIVE TO BREAK THROUGH THE WALL. CAPABILITIES ARE NOT COMPETENCIES Very much at the core or heart of what a company does, competencies are the ways that the company differentiates itself.

Courses are taught at Crotonville to upwards of 5,000 GE staffers each year, but rather than the old-style education, where teachers teach and students do little more than listen, GE "students" are encouraged to challenge their "teachers," to question what they are doing, to offer fresh ways of looking at business issues. By watching the give and take, Welch and his human resources team could judge how best to recalibrate talent. FOCUSED CORPORATE TRANSACTIONS One of the overriding differences between leaders who have broken through the wall and those who haven't is a keen focus and intensity on mergers, acquisitions, and divestitures.

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