News & Highlights

  • OCTOBER 2017

The Latin American Community at HBS

HBS student, Bárbara González Briseño MBA 2018, shares her perspective on how the Latin American community at HBS and the LatAm Club helped make her introduction to HBS a welcoming affair that led to strong connections across sections and classes.
  • JULY 2017

HBS Alumna is Transforming On-Demand Jobs in Latin America

Vera Makarov (MBA 2010) is changing the on-demand job market in Latin America through the creation of her job recruiting platform, Apli. Since winning the 2017 HBS New Venture Competition Alumni Track, Vera and her team have fully launched Apli in Latin America to provide job-matching services that cater to entry level positions with high turnover rates.

New Research on the Region

  • December 2017
  • Teaching Material

A Note on the Snack Food Industry

By: David Bell, Kerry Herman and Amram Migdal

This note provides an overview of the snacking industry in 2017.

  • December 2017
  • Case

Mondelēz International

By: David Bell, Kerry Herman and Amram Migdal

“Mondelēz International” is a packaged foods company competing primarily in “snacks” around the globe. The case describes how and why the Kraft Inc. CEO, and later Mondelez CEO, Irene Rosenfeld, created Mondelez, and how she positioned it as a growth company at a time when many packaged food companies were suffering declines. The case also discusses trends in the snack food business and invites readers to suggest how the company’s new CEO should build on the foundation that Irene created.

  • December 2017
  • Case


By: 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 U.S. 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 U.S. 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 U.S. Will Ambelang succeed in Arizona, and in doing so demonstrate that it is possible to transform the lives of agricultural workers in North America?

See more research

Buenos Aires Staff

Fernanda Miguel
Mariana Cal
Research Associate
Maria Martha Ruiz Melo
Administrative Assistant

São Paulo Staff

Priscilla Zogbi
Vanise Andreasi
Office Manager
Ruth Costas
Senior Researcher
Patricia Thome
Office Manager

Mexico City Staff

Samantha Rullán Rosanis
Assistant Director