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  • December 2015 (Revised February 2017)
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BRF

By: David E. Bell and Natalie Kindred
  • Format:Print
  • | Language:English
  • | Pages:28
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Abstract

In 2015, BRF's new leadership team is transforming several aspects of the Brazilian protein giant, which had grown sluggish after the 2011 merger that created it. Underlying their reforms are the common goals of reducing bureaucracy, streamlining decision making, and, most importantly, creating a unified culture that, to date, the company has been missing. CEO Pedro Faria believes a strong culture, in which both BRF employees and its thousands of supply partners feel a sense of pride and ownership in working with BRF, will be critical to enabling BRF's global ambitions.

Keywords

BRF; Brasil Foods; Tarpon; Brazil; Marketing; Protein; Commodity; Commodities; Branding; Turnaround; Culture; Transformation; Mergers; Change Management; Private Equity; Distribution; Food; Goods and Commodities; Supply Chain; Mergers and Acquisitions; Trade; Brands and Branding; Food and Beverage Industry; Brazil

Citation

Bell, David E., and Natalie Kindred. "BRF." Harvard Business School Case 516-058, December 2015. (Revised February 2017.)
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About The Author

David E. Bell

Marketing
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Related Work

    • December 2015 (Revised February 2017)
    • Faculty Research

    BRF

    By: David E. Bell and Natalie Kindred
Related Work
  • BRF By: David E. Bell and Natalie Kindred
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