In 2007, Bunge, of agriculture, had over $ 26 billion in worldwide sales and is considered, along with Cargill and Archer Daniels Midland (ADM), one of three highly integrated agro-industrial companies around the world. Headquartered in White Plains, NY, the company has traditionally had a strong presence in Brazil. Bunge describes a compromise between efficiency of global operations and local reactions in the face of uncertainty business. New developments in the world was the implementation Bunge directly: high oil prices, growing demand in emerging economies such as China and India, and the capacity of agricultural enterprises to compete successfully in the production of biofuels. Bunge traditionally follow the organizational model, which was integrated but decentralized, trying to find a balance between the efficiency of the world body, and the rate of local businesses. What would be the best strategy for Bunge to respond to external changes introduced by high energy prices and increased demand from emerging markets? How aggressively should Bunge invest in expanding biofuels markets? "Hide
by Tarun Khanna, Santiago Mingo, Jonathan West Source: Harvard Business School 25 pages. Publication Date: September 4, 2007. Prod. #: 708443-PDF-ENG
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