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From the Ground Up - McCain Foods Limited

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lEFt: Dave Morgan with<br />

Japanese colleagues at a<br />

food expo sampling booth in<br />

Tokyo, 1998.<br />

RIGHt: Carl Morris (left)<br />

launched and managed<br />

<strong>McCain</strong>’s Japan business; here<br />

in 1996 with George Suzuki,<br />

national sales manager for<br />

Japan, and Yon Yamaguchi,<br />

country manager.<br />

One day in 1974, Wallace <strong>McCain</strong> called David Morgan, a veteran <strong>McCain</strong> employee<br />

who was working at production planning in <strong>the</strong> Florenceville plant. He said, “David,<br />

I’ve got a customer I want you to look after. He calls most every day, and I want you<br />

to look after him.”<br />

The customer worked for Nichirei, a Japanese food distributor. Wallace <strong>McCain</strong><br />

had made contact with Nichirei during a trip to Japan as part of a Canadian trade<br />

mission. The distributor had already sold one container of retail product, and it was<br />

obvious that this was a promising opportunity for <strong>McCain</strong>.<br />

Japan had emerged from wartime devastation to become, by <strong>the</strong> mid-1970s, an<br />

important industrial power. It was a populous, wealthy country and getting wealthier<br />

all <strong>the</strong> time. The Japanese are traditionally rice eaters, not potato eaters, but <strong>the</strong>y were<br />

receptive to Western influences, and <strong>the</strong> American fast food chains were beginning<br />

to make inroads. So David Morgan became <strong>the</strong> scheduler for exports to Japan and<br />

Korea, with Nichirei continuing as <strong>McCain</strong>’s agent in Japan.<br />

Because many of <strong>the</strong> boxes in that first shipment had arrived broken, Wallace decided<br />

he needed a trusted employee on <strong>the</strong> spot to look after this potentially lucrative<br />

new business. Carl Morris, looking for a change after many years on <strong>the</strong> production<br />

side, got <strong>the</strong> assignment and made <strong>the</strong> first of many day-long trips from Florenceville<br />

to Tokyo. <strong>From</strong> 1974 to 1989, he made two to five trips per year. <strong>From</strong> 1989 to 1994, he<br />

spent six months of each year based in Tokyo, as president of <strong>McCain</strong> Japan.<br />

It soon became apparent that <strong>the</strong> Japanese market deserved a full-time <strong>McCain</strong><br />

presence, so Morris hired Yon Yamaguchi, a Japanese who had lived in Canada for<br />

twelve years, to head <strong>the</strong> Tokyo office. Morgan, in Florenceville, reported to Morris<br />

as export manager.<br />

A South Korean office was opened in Seoul in 1990, with Mike Cho as country<br />

manager, a position he still held in 2007. By 1995, <strong>McCain</strong> had fifty full-time employees<br />

in Japan, most based in Tokyo, with a few in Osaka. <strong>McCain</strong> employees tend<br />

to stay <strong>McCain</strong> employees, which turned out to be a major competitive advantage<br />

for <strong>McCain</strong> – <strong>the</strong> o<strong>the</strong>r foreign companies competing with <strong>McCain</strong> in <strong>the</strong> Japanese<br />

market tended to have rapid turnover among <strong>the</strong>ir sales representatives. “There<br />

would be different people every two years representing a company,” says Morris. “It<br />

got to <strong>the</strong> point where some of my customers told me <strong>the</strong>y had been visited in <strong>the</strong><br />

same year by <strong>the</strong> same person representing two different companies.”<br />

It’s common for a Japanese to remain with one company throughout his or her<br />

working career, and Morris found that his Japanese customers were favourably impressed<br />

that <strong>the</strong> <strong>McCain</strong> representatives stayed put. “It showed <strong>the</strong>m that we were<br />

<strong>the</strong>re to stay.” In addition, <strong>the</strong> Japanese tend to have a positive attitude toward Canada.<br />

“The average Japanese thinks of <strong>the</strong> United States as smokestacks in Pittsburgh. When<br />

he thinks of Canada, he thinks of clean air and Niagara Falls.”<br />

Although <strong>the</strong> big U.S. fast food chains are present, <strong>the</strong> main business for <strong>McCain</strong> in<br />

Japan has turned out to be what Morris calls “street business” – restaurants o<strong>the</strong>r than<br />

<strong>the</strong> quick-service chains. Japan has thousands upon thousands of restaurants, many of<br />

<strong>the</strong>m tiny. They don’t have much room for storing frozen products, so <strong>the</strong> wholesaler<br />

distributing <strong>McCain</strong> french fries often makes daily or twice-daily deliveries.<br />

“It’s a tough market,” says Morris, “though a lot of people think it’s a lot tougher<br />

than it is. Most people hear about all <strong>the</strong> difficulties of entering Japan. And it is very<br />

difficult to do it by telephone and emails if you don’t speak <strong>the</strong> language. You have to<br />

go <strong>the</strong>re. A lot of companies haven’t done that, so <strong>the</strong>y say it’s difficult.”<br />

208 <strong>From</strong> <strong>the</strong> GrouN d up<br />

New w orlds to CoN quer 209<br />

lEFt: <strong>McCain</strong>’s Japan team,<br />

2006.<br />

RIGHt: <strong>McCain</strong>’s Taiwan<br />

team, 2006.

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