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  • December 2008 (Revised February 2017)
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Olam International

By: David E. Bell and Mary Shelman
  • Format:Print
  • | Language:English
  • | Pages:31 
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Abstract

In 20 years, Sunny Verghese had built Singapore-based Olam International from a small Nigerian export company into a $5 billion global leader in agricultural commodities with a core competence in Africa. Olam's growth had come by pursuing product and geographic adjacencies, and its “farm gate to factory gate” approach had been extended to 14 agricultural products, including cashews, sesame, cocoa, and coffee. In mid-October 2008, Olam's stock price declined to $1 a share from a high of $3.71 in early 2007 as part of the global economic crisis. Verghese had to decide whether to change the firm's strategy based on the new economic environment.

Keywords

Financial Crisis; Trade; Growth And Development Strategy; Supply Chain; Expansion; Agriculture And Agribusiness Industry; Africa; Singapore

Citation

Bell, David E., and Mary Shelman. "Olam International." Harvard Business School Case 509-002, December 2008. (Revised February 2017.)
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About The Author

David E. Bell

Marketing
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Related Work

    • December 2008 (Revised February 2017)
    • Faculty Research

    Olam International

    By: David E. Bell and Mary Shelman
Related Work
  • Olam International By: David E. Bell and Mary Shelman
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