|
Case
| HBS Case Collection
|
1995
(Revised from original version)
IBP and the U.S. Meat Industry
by
David J. Collis and Nancy Donohue
|
Abstract
IBP, the largest U.S. beef and pork processor, is facing deteriorating earnings and undertakes a fundamental strategic review in 1990. Having grown from its founding in 1961 to its current position as a low cost, innovative producer of boxed beef, and more recently pork, IBP's competitors have pursued very different corporate strategies that appear to be more successful. IBP must reevaluate its own corporate strategy and decide whether its distinctive competence is still relevant, and where it should be active in the three dimensions of product, geography, and vertical integration.
Keywords: Earnings Management;
Decision Choices and Conditions;
Cost Management;
Innovation and Invention;
Business or Company Management;
Corporate Strategy;
Vertical Integration;
Food and Beverage Industry;
United States;
Citation:
Collis, David J., and Nancy Donohue. "IBP and the U.S. Meat Industry." Harvard Business School Case 391-006, April 1995. (Revised from original March 1991 version.)