More from these Authors

• Case | HBS Case Collection | January 2020 (Revised February 2020)

  Rumo: Infrastructure for a Healthier Economy

  Forest L. Reinhardt, Mariana Cal, Ruth Costas and Natalie Kindred

  Brazilian logistics company Rumo operated 13,500 km in railway networks, port terminals, and inland transshipment terminals, connecting major Brazilian ports to the agriculture hubs of Mato Grosso and São Paulo state. Controlled by Cosan, Brazil's leading sugar and ethanol producer, Rumo had been through a turnaround over the last 3 years, including heavy investment in operational improvements, financial deleverage, and taking cash flow generation from a negative $278 million in 2015 to positive $15.3 million in 2018. In 2019, as the company planned its new expansion cycle ($3.4 billion would be invested from 2019 to 2023), Rumo's executives had to find the best way to continue to capture the value created, while preserving its relations with customers and other stakeholders.

  Keywords: Agribusiness; Plant-Based Agribusiness; Customer Relationship Management; Growth and Development Strategy; Logistics; Rail Transportation; Value Creation; Rail Industry; Transportation Industry; Agriculture and Agribusiness Industry; Latin America; Brazil;

  Citation:

  Reinhardt, Forest L., Mariana Cal, Ruth Costas, and Natalie Kindred. "Rumo: Infrastructure for a Healthier Economy." Harvard Business School Case 720-008, January 2020. (Revised February 2020.)  View Details

  CiteView DetailsEducators

  Related

• Case | HBS Case Collection | December 2019

  CME Group in 2019

  Jose B. Alvarez, Forest Reinhardt and Natalie Kindred

  Keywords: Financial Markets; Risk Management; Futures and Commodity Futures; Trade; Price; Competition; Risk and Uncertainty; Competitive Strategy; United States; China; Brazil;

  Citation:

  Alvarez, Jose B., Forest Reinhardt, and Natalie Kindred. "CME Group in 2019." Harvard Business School Case 520-048, December 2019.  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | August 2019 (Revised August 2019)

  New Hope Liuhe: Building an Integrated Agri-Food Business

  Forest L. Reinhardt, Shu Lin, Natalie Kindred and Nancy Hua Dai

  In October 2018, LIU Chang (Angela), chairman of Beijing-based New Hope Liuhe (NHL), was considering the strategy of the firm. With $9 billion in sales and a presence in nearly 20 countries, NHL was China’s largest animal feed producer and a major pork and poultry producer and processor. The firm also marketed a range of food products to consumers. This case describes NHL’s entrepreneurial beginnings, growth, and recent efforts to transform from a feed producer into an integrated agri-food company with an active presence throughout the chicken, duck, and pig value chains. Considerable context is provided on the structure and evolution of these livestock industries in China, the food processing industry, and important issues such as food safety. This background is helpful in enabling students to assess NHL’s evolution in scale and scope and consider what (if any) changes should be made to the firm’s strategy in the context of this critically important market.

  Keywords: Strategy; Corporate Strategy; Food; Agribusiness; Expansion; Diversification; Growth Management; Consumer Behavior; Change Management; Entrepreneurship; Organizational Structure; Organizational Change and Adaptation; Government and Politics; Animal-Based Agribusiness; Transformation; Volatility; Business Cycles; Goods and Commodities; Supply Chain; Product; Agriculture and Agribusiness Industry; Food and Beverage Industry; China; Asia;

  Citation:

  Reinhardt, Forest L., Shu Lin, Natalie Kindred, and Nancy Hua Dai. "New Hope Liuhe: Building an Integrated Agri-Food Business." Harvard Business School Case 720-009, August 2019. (Revised August 2019.)  View Details

  CiteView DetailsEducators

  Related