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• Teaching Plan | HBS Case Collection | 2013

  Marks and Spencer: Plan A (TP)

  David Bell and Michael Norris

  Teaching Note for 509029.

  Keywords: Marketing; Corporate Social Responsibility and Impact; Strategic Planning; Environmental Sustainability; Competitive Advantage; Retail Industry;

  Citation:

  Bell, David, and Michael Norris. "Marks and Spencer: Plan A (TP)." Harvard Business School Teaching Plan 513-029, April 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Greencore

  David E. Bell and Natalie Kindred

  Patrick Coveney, CEO of Greencore, one of the top producers of private label prepared foods sold through UK grocery retailers, was assessing Greencore's growth options. Growth potential was limited in the UK, a mature market in which retailers were unlikely to grant much greater market share to Greencore or any of its competitors. In the U.S., where Greencore had struggled to gain traction since its initial entry in 2008, the market for fresh, chilled prepared foods was far less developed. Can Greencore translate its success in the UK to the U.S.? Should Coveney focus on developing the U.S. market or on maximizing Greencore's position in the UK?

  Keywords: Agribusiness; Agriculture and Agribusiness Industry; United Kingdom; United States;

  Citation:

  Bell, David E., and Natalie Kindred. "Greencore." Harvard Business School Case 513-052, April 2013. (Revised from original December 2012 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Brasil Foods

  David E. Bell and Natalie Kindred

  In mid-2011, the management of Brasil Foods, a leading Brazilian branded foods producer and protein exporter, is evaluating strategies for international and domestic growth. The team has just received approval from Brazil's antitrust authorities to complete the merger of Perdigao and Sadia, the two massive food producers that had combined to form Brasil Foods in 2009. Now, the team is free to focus on their ambitious plan to double revenues by 2015. Domestically, the plan calls for Brasil Foods to maintain its allowed retail market share and expand its presence in the fast-growing food service sector. Internationally, the plan sets out a vision of Brasil Foods evolving from an exporter to a true multinational. The team believes their operational expertise and scale combined with Brazil's booming economy and vast agricultural resources form the ideal platform for achieving their vision. Yet, amid a wealth of possibilities, they face tough choices, such as which emerging markets to pursue first. They also face serious personnel issues, including integrating employees from Perdigao and Sadia—longtime industry rivals—and developing an international team that understands foreign markets.

  Keywords: Global Strategy; Growth and Development Strategy; Competitive Advantage; Agriculture and Agribusiness Industry; Brazil;

  Citation:

  Bell, David E., and Natalie Kindred. "Brasil Foods." Harvard Business School Case 512-013, April 2013. (Revised from original December 2011 version.)

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