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<meta content="Khanna, Tarun" name="eprints.creators_name" />
<meta content="Mingo, Santiago" name="eprints.creators_name" />
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In 2007, Bunge, an agribusiness company, had over $26 billion in worldwide sales and was considered, along with Cargill and Archer Daniels Midland (ADM), one of three very integrated worldwide agribusiness companies. Headquartered in White Plains, NY, the company has traditionally possessed a strong presence in Brazil. Describes Bunge's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment. New world developments were effecting Bunge directly: high oil prices, a growing demand in emerging economies like China and India, and the possibility of agribusiness companies competing successfully in the production of biofuels. Bunge had traditionally followed an organizational model that was integrated but decentralized, trying to strike a balance between the efficiency of a global entity and the speed of local businesses. What would be the best strategy for Bunge to respond to the external changes imposed by high energy prices and increasing demand from emerging economies? How aggressively should Bunge invest in the rising biofuels markets?
Learning Objective:
To discuss a company's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment.
Setting:
Global; Agribusiness; $26 billion revenues; 22,000 employees; 2007
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<meta content="Mingo, Santiago" name="DC.creator" />
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<meta content="350212 International Business" name="DC.subject" />
<meta content="300901 Farm Management, Rural Management and Agribusiness" name="DC.subject" />
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<meta content="Description:
In 2007, Bunge, an agribusiness company, had over $26 billion in worldwide sales and was considered, along with Cargill and Archer Daniels Midland (ADM), one of three very integrated worldwide agribusiness companies. Headquartered in White Plains, NY, the company has traditionally possessed a strong presence in Brazil. Describes Bunge's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment. New world developments were effecting Bunge directly: high oil prices, a growing demand in emerging economies like China and India, and the possibility of agribusiness companies competing successfully in the production of biofuels. Bunge had traditionally followed an organizational model that was integrated but decentralized, trying to strike a balance between the efficiency of a global entity and the speed of local businesses. What would be the best strategy for Bunge to respond to the external changes imposed by high energy prices and increasing demand from emerging economies? How aggressively should Bunge invest in the rising biofuels markets?
Learning Objective:
To discuss a company's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment.
Setting:
Global; Agribusiness; $26 billion revenues; 22,000 employees; 2007
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<h1 class="ep_tm_pagetitle">Bunge: Food, Fuel, and World Markets</h1>
<p style="margin-bottom: 1em" class="not_ep_block"><span class="person_name">Khanna, Tarun</span> and <span class="person_name">Mingo, Santiago</span> and <span class="person_name">West, Jonathan</span> (2007) <xhtml:em>Bunge: Food, Fuel, and World Markets.</xhtml:em> Other. Harvard Business School.</p><p style="margin-bottom: 1em" class="not_ep_block">Full text not available from this repository.</p><p style="margin-bottom: 1em" class="not_ep_block">Official URL: <a href="http://dx.doi.org/10.1225/708443">http://dx.doi.org/10.1225/708443</a></p><div class="not_ep_block"><h2>Abstract</h2><p style="padding-bottom: 16px; text-align: left; margin: 1em auto 0em auto">Description:
In 2007, Bunge, an agribusiness company, had over $26 billion in worldwide sales and was considered, along with Cargill and Archer Daniels Midland (ADM), one of three very integrated worldwide agribusiness companies. Headquartered in White Plains, NY, the company has traditionally possessed a strong presence in Brazil. Describes Bunge's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment. New world developments were effecting Bunge directly: high oil prices, a growing demand in emerging economies like China and India, and the possibility of agribusiness companies competing successfully in the production of biofuels. Bunge had traditionally followed an organizational model that was integrated but decentralized, trying to strike a balance between the efficiency of a global entity and the speed of local businesses. What would be the best strategy for Bunge to respond to the external changes imposed by high energy prices and increasing demand from emerging economies? How aggressively should Bunge invest in the rising biofuels markets?
Learning Objective:
To discuss a company's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment.
Setting:
Global; Agribusiness; $26 billion revenues; 22,000 employees; 2007
</p></div><table style="margin-bottom: 1em" cellpadding="3" class="not_ep_block" border="0"><tr><th valign="top" class="ep_row">Item Type:</th><td valign="top" class="ep_row">Report (Other)</td></tr><tr><th valign="top" class="ep_row">Subjects:</th><td valign="top" class="ep_row"><a href="http://eprints.utas.edu.au/view/subjects/350212.html">350000 Commerce, Management, Tourism and Services > 350200 Business and Management > 350212 International Business</a><br /><a href="http://eprints.utas.edu.au/view/subjects/300901.html">300000 Agricultural, Veterinary and Environmental Sciences > 300900 Land, Parks and Agriculture Management > 300901 Farm Management, Rural Management and Agribusiness</a><br /><a href="http://eprints.utas.edu.au/view/subjects/350200.html">350000 Commerce, Management, Tourism and Services > 350200 Business and Management</a><br /><a href="http://eprints.utas.edu.au/view/subjects/350211.html">350000 Commerce, Management, Tourism and Services > 350200 Business and Management > 350211 Innovation and Technology Management</a></td></tr><tr><th valign="top" class="ep_row">ID Code:</th><td valign="top" class="ep_row">2730</td></tr><tr><th valign="top" class="ep_row">Deposited By:</th><td valign="top" class="ep_row"><span class="ep_name_citation"><span class="person_name">Miss Alexandra Lejda</span></span></td></tr><tr><th valign="top" class="ep_row">Deposited On:</th><td valign="top" class="ep_row">02 Jan 2008 16:51</td></tr><tr><th valign="top" class="ep_row">Last Modified:</th><td valign="top" class="ep_row">09 Jan 2008 02:30</td></tr><tr><th valign="top" class="ep_row">ePrint Statistics:</th><td valign="top" class="ep_row"><a target="ePrintStats" href="/es/index.php?action=show_detail_eprint;id=2730;">View statistics for this ePrint</a></td></tr></table><p align="right">Repository Staff Only: <a href="http://eprints.utas.edu.au/cgi/users/home?screen=EPrint::View&eprintid=2730">item control page</a></p>
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