Cargill

Case Solution for Cargill: Keeping the Family Business Private

Case Solution & Analysis for Cargill: Keeping the Family Business Private by Ruth S.K. Tan, Yupana Wiwattanakantang.

Complete Case details are given below :

Case Name :      Cargill: Keeping the Family Business Private
Authors :           Ruth S.K. Tan, Yupana Wiwattanakantang
Source :              Ivey Publishing
Case ID :           9B15N022 / W15652
Discipline :        Finance
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
When Margaret A. Cargill passed away in 2006, her 17.5 per cent stake in Cargill went to Margaret A. Cargill Philanthropies (MAC). MAC lobbied for her stake to be liquidated. Cargill proceeded to shed its 64 per cent stake in Mosaic, North America’s second-largest fertilizer company, in exchange for Margaret Cargill’s stake in the company, in order to maintain control over the company. Like many second- and third-generation family businesses, Cargill’s current family owners were not actively involved in the day-to-day running of the company. Was spinning off Mosaic in the best long-term interests of Cargill? Were there other feasible ways in which Cargill could have better facilitated the liquidation of Margaret Cargill’s stake?
 
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Case Solution for Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy
Complete Case details are given below :
Case Name :      Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy
Authors :           Ram Subramanian
Source :             Ivey Publishing
Case ID :            W12080
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. RAN pressured Cargill’s customers such as Nestle to demand palm oil produced by sustainable farming. Palm oil producers formed an industry monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia’s withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill’s CEO had to come up with a plan of action to respond to RAN’s demands.
 
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Case Solution for Cargill India Pvt.Ltd.
Complete Case details are given below :
Case Name :      Cargill India Pvt.Ltd.
Authors :           Dante Pirouz, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13338
Discipline :        Marketing
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cargill Inc., a U.S.-based multinational company, is known for its skills in business-to-business (B2B) marketing. It processes food products and markets them in bulk to large institutional buyers with whom it has a strong customer orientation. However, the head of the refined edible oils business at Cargill India, the company’s fully owned subsidiary, is facing a problem with the parent company’s value proposition around B2B. While developing the annual marketing plans for the next financial year, he finds that the volatility of commodity price movements has made the task of revenue forecasts at Cargill India difficult. This volatility is compounded by frequent changes introduced by the federal government to official regulations governing the edible oil business in India. In order to gain control over the two variables, he is examining the prospect of moving into the business-to-consumer (B2C) space in India. This is a new strategic direction not only for the Indian subsidiary but also for Cargill Inc. Can he achieve buy-in not only from the parent company but also from his own managers? Will he be able to attract marketing professionals who can promote his new brands successfully to the Indian consumer?
 
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