“A house takes only a few months to build but lasts decades, and in every square meter, believe it or not, there is often a brand we never see hidden away.”
The company just recently celebrated its anniversary: Crocodile Corporation Limited, a 100% Thai-owned construction materials manufacturer behind almost every home, condominium, office, school, and hospital in our lives.
Today, Crocodile enters its 34th year and has become one of the most influential Thai brands in the construction and building decoration industry. Yet, at the same time, this marks an important milestone as the company undergoes a leadership transition amid a business battlefield unlike before.
Looking back to before Thais were familiar with the term “cement adhesive,” Crocodile started as Cera C-Kiew Company Limited, founded by a group of 100% Thai entrepreneurs under the simple but powerful concept of the “Crocodile family” in 1992, when Thailand’s construction world was very different.
Then the "first bag of Crocodile cement adhesive" was born, using technology from the United States, marking a turning point in Thailand’s tile-setting industry—from relying solely on skill and experience to an era of “standards.”
Since then, Crocodile has not stopped at cement adhesive; its product portfolio has expanded to include:
This means that a single house or building may have more Crocodile products hidden within than owners realize. Over three decades, Crocodile has been one of the companies that set standards in this industry through continuous innovation and developing new products that became market benchmarks, despite ongoing new competitors.
Early 2026 marked another key milestone as Crocodile officially announced a leadership transition, appointing Jiratt Sirichalermpong as CEO from 5 January 2026. He is not an outsider but a long-time executive who served as senior assistant managing director and has been involved in driving multiple critical business initiatives for over 25 years in the construction industry.
However, this appointment did not come during a typical business cycle but amid global economic volatility, a slowing real estate market, fragile purchasing power, and fiercer competition in the construction materials sector than ever.
This presents a significant challenge because today Crocodile has about 1,500 employees with an average age around 40, known for their endurance and resilience true to the brand’s name, requiring strong management.
At the same time, Crocodile has subsidiaries in Vietnam and K Cera Company Limited (specializing in tile-related products) under five main brands: Crocodile, Chalawan, Greater, Crocodile Paint, and Crocodile Easy, with a combined product range of thousands of SKUs divided into three major business groups.
Executives recall that during the COVID-19 pandemic, the company experienced a “golden year” due to a surge in home repairs and renovations. But today the market has shifted: new home construction slows while the resale market heats up, which is an advantage since the brand sells to both new and existing homes.
Meanwhile, external risks pile up, including border tensions near Cambodia affecting exports and local construction, labor shortages causing project delays.
Conversely, Vietnam has become a key growth driver in the CLMV region, prompting Crocodile to seriously establish its regional headquarters there. All of this means the leadership transition is not merely “continuation” but a major challenge for the 34-year-old company to move swiftly in a fast-changing business world.
Looking at Crocodile’s announced direction, it is clear the company’s next move is not just to “sell well” but to “reshape the entire industry.”
Step one: Maintain number one and enter new segments. Crocodile still holds over 50% market share in cement adhesives and grout and is expanding into higher-margin construction chemicals while growing a network of over 3,000 stores domestically and internationally.
Step two: Grow beyond Thailand. Currently available in 17 countries, the company aims for long-term growth through local partnerships and strong distribution networks, believing foreign markets will be the organization’s “new engine” for the next decade.
Step three: Launch a new game with “Crocodile Easy.”
This may be the most interesting move: transforming the brand from “products for professionals” to “products for homeowners.” Executives say Crocodile Easy is designed as construction materials easy for ordinary people to use themselves, purchasable online, making home repairs more accessible.
All of this is built on the brand’s traditional strengths of quality and innovation. Though prices may be higher than some competitors, the key selling point is “finished right, no problems left behind.”
At 34 years old, like a person, the company knows itself better. This is the age to decide whether to “rest on past success” or “create new achievements.” For Crocodile, this leadership transition amid a difficult business world may be uncomfortable but also a crucial opportunity to redefine itself—from market leader in cement adhesives to a Thai construction innovation company with global ambitions.
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