The Nature Conservancy in 2018

Jose B. Alvarez; Forest   Reinhardt; Natalie  Kindred

Case | HBS Case Collection | December 2018

The Nature Conservancy in 2018

by Jose B. Alvarez, Forest Reinhardt and Natalie Kindred

Abstract

The Nature Conservancy (TNC) is a U.S.-based environmental NGO with $7 billion in assets and a presence in 72 countries in 2018. TNC originated in 1951 as a land trust, acquiring land in order to conserve it. Over the last 20 years, it developed a pragmatic conservation philosophy that embraces both the economic and intrinsic value of nature. Rather than working against economic development, TNC partners with industry and other stakeholders to find more nature-friendly ways of doing business—a posture that irks some in the environmental movement. This case focuses on TNC under Mark Tercek, a Goldman Sachs veteran who became TNC’s CEO in 2008 and steered the organization toward a greater focus on influencing large-scale, complex challenges. As an example of TNC’s approach and of the tension that often exists between nature preservation, economic development, and food production, the case explores TNC’s work in aquaculture, a diverse and fast-growing global industry that is a vital source of food and income in many countries, but that also has a troubling environmental record. The case invites an evaluation of TNC’s strategy, its potential to influence the aquaculture industry, and the factors that can affect the success of partnerships between NGOs and firms. The case also allows for an assessment of the contributions that aquaculture can make to global protein supplies and the challenges that aquacultural expansion poses.

Keywords: Agriculture and Agribusiness Industry; Food and Beverage Industry;

Language: English

Format: Print

31 pages

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Citation:

Alvarez, Jose B., Forest Reinhardt, and Natalie Kindred. "The Nature Conservancy in 2018." Harvard Business School Case 719-054, December 2018.

Case | HBS Case Collection | August 2019

New Hope Liuhe: Building an Integrated Agri-Food Business

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

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Founded in 1963 by Bhavarlal Jain (Bhau), who believed in “providing solutions for every problem,” Jain Irrigation in 2018 had a global footprint and $1.1 billion in revenue. Bhau had insisted that his business add value to farmers' lives and promote sustainable agricultural practices, and that social mission remained at the heart of the organization. Jain’s business was now run by Bhau’s four sons and included five main business units: micro-irrigation (MI) systems, industrial-use pipes, tissue culture research and development, food processing and solar energy products. As a new, third generation began to move into company management, the Jain family considered how to sustain growth, profitability, and also their commitment to farmer livelihoods.

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The Nature Conservancy in 2018

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