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Essay / Research Paper Abstract
A 7 page paper addressing Monsanto’s practice of transformation management and its commitment to sustainable development. The paper discusses Monsanto’s business environment in the mid- and late-1990s; recommends a global asset mix; and examines the corporate structure that emerged under the leadership of then-CEO Shapiro. Bibliography lists 3 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KSintlStratMon.rtf
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Unformatted sample text from the term paper:
Monsanto is an old company that strives to continually reinvent itself. In contrast to those that change only for changes sake, Monsanto frequently has no direct strategy but
always holds a vision for the future. In the mid-1990s, that vision was for sustainable development - not for Monsanto, necessarily, but for underdeveloped parts of the world.
This was a high-sounding goal, and superficially appeared to be in keeping with Monsantos record of having good ideas but failing to capitalize on
those ideas. It would prove to be quite sound, however, and even visionary. In order to achieve its broader goals, Monsanto would focus on agricultural chemicals, plant biotechnology
and food ingredients to "define a new competitive environment in which the company wanted to operate" (Grosse and Shamsi, 1997; p. 3). 1. Monsantos Business Environment
It was in 1960 that Harvards Theodore Levitt wrote that there is no such entity as a "growth" industry, that the primary function of any business
was to get, then keep, a customer. Whatever other purpose anyone connected with a specific business could name, whether production, profit, growth, stability or any other goal of business,
according to Levitt, could be further reduced to the need to cultivate and maintain customers. That goal, however, could not be further reduced. This wisdom from the classic
"Marketing Myopia" directly applies to Monsantos decision to be environmentally and socially responsible in keeping with the tenets of sustainability. The environment in
which Monsanto operated in the mid-1990s was that in which other organizations had experienced a combination of intense competition and angst that they were not operating more efficiently. Many
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