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• Case | HBS Case Collection | December 2017 (Revised April 2018)

  Area One Farms

  Forest Reinhardt, Jose B. Alvarez and Annelena Lobb

  In 2017, Joelle Faulkner, CEO of Area One Farms, a Canadian private-equity fund focused on investing in the best Canadian farms and helping them expand, considered the merits and disadvantages of expanding her business to the U.S. While the markets shared some similarities, Faulkner did not know the U.S. market as well as the Canadian one. Could her joint venture partnership model work as well in the U.S. as it had in her home country?

  Keywords: Expansion; Decision Choices and Conditions; Private Equity; Canada; United States;

  Citation:

  Reinhardt, Forest, Jose B. Alvarez, and Annelena Lobb. "Area One Farms." Harvard Business School Case 518-069, December 2017. (Revised April 2018.)  View Details

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• Case | HBS Case Collection | February 2018

  Korea Telecom in the New Energy Market

  Forest Reinhardt and Dawn H. Lau

  Keywords: South Korea; Korea Telecom; energy markets; energy; Chang-Gyu Hwang; KT; Energy; Energy Industry; Telecommunications Industry; South Korea; Korean Peninsula;

  Citation:

  Reinhardt, Forest, and Dawn H. Lau. "Korea Telecom in the New Energy Market." Harvard Business School Case 718-051, February 2018.  View Details

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• Case | HBS Case Collection | December 2017 (Revised January 2018)

  NatureSweet

  Jose Alvarez, Forest Reinhardt and Natalie Kindred

  This case describes the business model and workplace philosophy of NatureSweet, a privately owned, vertically integrated greenhouse grower and marketer of fresh tomatoes with sales across the United States and $329 million in 2016 revenues. CEO Bryant Ambelang treated NatureSweet more like a consumer-packaged goods manufacturer than an agricultural producer, with a focus on consistency, branding, margin, and price stability, and a frontline-worker-centric production model inspired by the Toyota Production System. Workers—who, because of NatureSweet’s year-round greenhouse production model, were employed full time—were empowered with training and productivity incentives, allowing them to earn well above the minimum wage and advance their careers within the company. Indeed, improving the lives of workers was the explicit purpose of NatureSweet’s operations. Through its financial incentives, personal and professional development initiatives, and worker-appreciation programs, NatureSweet had cultivated a truly unique, uplifting workplace culture in its Mexico operations. Ambelang aspired to replicate the model in the United States as a way of demonstrating the potential to “transform the lives of agricultural workers in North America.” But in late 2017, the Arizona-based production operations that NatureSweet had acquired in 2014 were still struggling to attain the successes achieved in Mexico. This case describes NatureSweet’s history, achievements in Mexico, and challenges in Arizona, inviting students to evaluate the keys to NatureSweet’s success in Mexico and analyze their potential for replication in the United States. Will Ambelang succeed in Arizona and, in doing so, demonstrate that it is possible to transform the lives of agricultural workers in North America?

  Keywords: NatureSweet; tomatoes; Agriculture; greenhouse; Ambelang; cherry tomatoes; organizational culture; incentives; worker empowerment; Empowerment; Toyota production system; leadership; branding; produce; manufacturing; Organizational change; Agribusiness; Business Model; Employee Relationship Management; Working Conditions; Organizational Culture; Success; Problems and Challenges; Agriculture and Agribusiness Industry; Manufacturing Industry; United States; Mexico; North America;

  Citation:

  Alvarez, Jose, Forest Reinhardt, and Natalie Kindred. "NatureSweet." Harvard Business School Case 518-002, December 2017. (Revised January 2018.)  View Details

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