Abstract
In 2012, U.S.-based CHS Country Operations executed their first steps in an international business strategy with the acquisition of Canadian agriculture retail company, DynAgra. In 2014 they purchased more retail locations from CPS and Viterra, and in the time since these international acquisitions, management at CHS has worked to bring the company’s core values and business culture to their new employees, customers, and market. Through a qualitative analysis of the company through interviews with key stakeholders in the acquisition and operation of the Canadian assets, a case study is formed to better understand the overall international business strategy of CHS Country Operations. This paper discusses CHS’ adjustment to the culture, the differences they identified between the U.S. and Canada, the strategic fit of the acquisitions, the performance mindsets, and the perceptions of Canadian employees and communities of CHS as an American company operating a Canadian enterprise.
Recommended Citation
Lloyd, Robert A.
(2016)
"CHS Country Operations’ International Business Strategy,"
Journal of the North American Management Society: Vol. 10:
No.
1, Article 7.
Available at:
https://thekeep.eiu.edu/jnams/vol10/iss1/7