個案總覽

Vegpro, a horticulture company, is Kenya's largest exporter of fresh vegetables and flowers to top supermarkets in the U.K. and Europe. In 2007, Vegpro's business is threatened by growing consumer concern about the environmental impact of food production and transport, including "food miles". The case describes the company's growth, which includes the use of owned land and outgrowers for production, the addition of value-added processing to obtain premium prices, and the introduction of global certification to ensure food safety and meet retailer and consumer requirements. The case also discusses the potential impact of increased consumer awareness of ethical sourcing and introduces the potential trade off between local production and economic development.

In rural India, farmers historically had limited access to quality input items for both their fields and homes. Indian conglomerate DSCL has undertaken a Rural Business Initiative to address this issue, establishing a chain of retail outlets throughout rural India geared toward farmers and their families. Through its growing network of stores, DSCL is able to establish relationships with farmers and provide them with a host of agricultural services, including improved crop inputs, agronomic support, fuel, banking, and consumer goods. The outlets also buy back some of the farmers' production at harvest time. In utilizing the products and services offered by the stores, farmers are able to improve the quality of their crops and access a network of helpful resources in an environment that was once considered completely tangential to the benefits of agricultural research and technology reaped in other parts of the world. DSCL strategizes about how the company can also benefit from these freshly forged connections with India's rural millions.

In 2003, Monsanto's patented "Roundup Ready" technology was used illegally on 70-80% of the soybean area in southern Brazil. Under pressure from U.S. soybean growers, who were paying to license the technology, the firm implemented an innovative delivery-based collection system in Brazil. Growers paid a post-harvest "indemnity" fee for those soybeans grown with illegal seed. Although there were initial concerns by farmers and grain companies--who collected the fee on Monsanto's behalf--the system worked smoothly, with over 97% of the farmers "self-declaring" their Roundup soybeans the first year. Jerry Steiner, executive vice-president of commercial acceptance, must decide if the situation in Brazil is stable enough to support a significant increase in breeding and biotech spending to develop products specifically designed for the Brazilian market. In addition, outlines situations in Argentina and India, and asks if the world's leading biotechnology firm should develop similar delivery-based systems.

Brazil's national agricultural research corporation, Embrapa, has developed an integrated crop and livestock production system that will allow farmers and ranchers to intensify production and improve profitability. Broad adoption of the technology would provide the country with greater agricultural production, a major source of exports, without the need to convert additional areas of the Cerrado or Amazon to farmland. However, producers have been slow to adopt it due to the initial costs of the system and the fact that many of the benefits are beyond the farm gate. Embrapa's director of technology transfer must develop a plan to encourage adoption.

ViaGen has invested heavily to develop cloning technology for the livestock industry. Cloning has the potential to significantly improve the genetics of livestock, leading to higher quality meat, healthier animals, and more efficient production. Since 2003, the firm has been waiting for the FDA to declare that meat and milk from cloned animals are no different from non-clones. During that period the company has worked to educate regulators, consumers, and members of the livestock chain about cloning. In late 2006, the FDA announcement appears imminent. ViaGen CEO Mark Walton needs to develop different business plans to commercialize cloning technology in pigs, cattle, and horses, all of which have a different industry structure. At the same time, he must consider what to do if the announcement is delayed yet again.

In an effort to capture market share in the children's foods category, Disney Consumer Products (DCP) debuted a broad line of "better for you" foods, ranging from fresh fruits and vegetables to frozen meals, through a partnership with Kroger supermarkets. In answer to a global obesity epidemic, DCP reformulated existing products and introduced new ones which met stringent nutritional requirements. Disney--and by extension, DCP--is highly influential with children: can the company use its "magic" to get children to switch from sugary, processed foods and become lifelong converts to a more nutritious diet? What is the food industry's responsibility in this controversial space?

The Convention on Biological Diversity (CBD) was a U.N. treaty that by 2006 had been signed by virtually every country in the world except for the United States. The treaty established three main goals: the conservation of biological diversity, the sustainable use of its components, and the fair and equitable sharing of the benefits arising from the use of genetic resources. Although the treaty had been in effect for almost 15 years, progress was slow. CBD Executive Secretary Ahmed Djoghlaf needed to increase the participation of the private sector in order to meet the treaty's "2010 Target," which called for a significant reduction in the loss of biodiversity at all levels (global, regional, and national). Provides background on the relationship between biodiversity and agriculture.

Barilla, the world's largest pasta company, has introduced a new high-quality, high-priced product line that features a range of authentic Italian food products sourced from artisan producers. Management believes the line will appeal to consumers seeking healthier foods and convenience, and will help extend Barilla's brand identification beyond pasta. However, the new line is a bold departure from Barilla's core competencies of high-volume production and sales of fast moving, low-priced goods. Provides an opportunity to discuss trends in consumer eating habits, supply chains for locally-produced goods, and changes in retail formats. In addition, provides an opportunity to discuss the difference in investment philosophy between a family-owned company and a publicly-traded company.

As CEO of the world's largest oilseed processor, Alberto Weisser of Bunge must not only decide how quickly to expand in fast-growing markets of Eastern Europe and Asia, but also how best to leverage the firm's global footprint and leadership position. The firm is anticipating expanded demand for meat and oils in Asia, increased world trade in agricultural commodities and processed goods, increased volatility, and the possibility of new biotechnology-based products with special quality traits that will require segregated, identity-preserved supply chains from farm to food customer. Bunge is unique because of its focus, its integration from farm to consumer, its commitment to partnering, and its management style that emphasizes decentralization and local entrepreneurship.

The Consultative Group on International Agricultural Research (CGIAR) has a long, successful history at inventing solutions that help developing countries improve their agriculture. Their research centers are spread across the globe. For many years, they were funded by sponsors who took a long-term view--commensurate with the necessary horizon for R&D. Increasingly though, donors want faster, evidence-based payoffs to their donations. How should CGIAR adapt?

Bright Dairy has been growing rapidly since becoming a public company. The Chinese market for milk products is still wide open. What should it be doing to make sure it captures a significant share of the potential market?

Can 7-Eleven United States replicate the successful experience of 7-Eleven Japan in selling fresh foods through convenience stores? Describes the Japanese system and shows the steps the company is taking to try to achieve the same success in the United States.

Should Brioni, an internationally known, exclusive men's suit manufacturer and retailer extend its line to include women's apparel? The opportunity is to enter a much larger and profitable market. The dangers are: 1) compromising the existing image, and 2) failing to recognize the quite different organizational demands of the women's fashion business. Includes color exhibits.

Tesco, a supermarket chain, has been transformed from a third-rate retailer to a global leader in the past ten years. This case describes how that was accomplished. Interviews with Tesco employees explain the company's approach to understanding customers, motivating employees, succeeding on the Internet, and creating an international strategy.

Wal-Mart has been growing at 15% per year for the last 10 years. Can it keep growing at that rate for the next 10 years? CEO Lee Scott reflects on his strategy for achieving such growth, relying on a combination of supercenters, neighborhood markets, and international interest.

Sa Sa Cosmetics has had spectacular success as a low-price retailer of branded cosmetics. But recently, growth has slackened. What are the causes? This case describes recent strategic initiatives and provides market research data to aid the students in diagnosis.

Eddie Bauer has decided to coordinate its merchandising strategy (price, selection) across its stores and catalog. But with e-commerce, is this still sensible?

Presents the background for a video of a focus group on Compaq Computer's new consumer notebook. Engineers, manufacturers, and retailers had collaborated on the product design, which has been approved by the executive committee. A launch is scheduled for nine months later. Does the focus group support the decision? Is it reliable? Any changes mean going against conventional wisdom and possible failure in a new market. Must be used with the video.

Presents the results of quantitative and qualitative market research on the possible acceptance of a non-Intel processor in Compaq Computer's consumer notebook line. If the low-priced, non-Intel notebook is a success, the company will maintain or increase its 45% share of the market. If not, it could cease to be a player in the market it has created and filled. Students must evaluate the reliability of the research and decide which of three products to produce.

Gives the final report, both results and methodology, of the focus group on Compaq Computer's new consumer notebook. Describes the groups, selection method, and methodology in detail. Should Compaq base its product design on the opinions of 64 people? Must be used with the video.