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Abstract

Syngenta customers are facing increasing costs, price volatility and risk for their production. To help customers deal with these challenges, the company announced the integration of seed and crop protection in early 2011. The “One Syngenta” strategy had three objectives: Innovate, Integrate, and Outperform. In North America, the company’s second largest region, the company faced two challenges: the non-exclusive distributors Syngenta sells through would need to carry Syngenta’s message to farmers and the internal culture of Syngenta’s marketing organization in North America would have to shift from specialists to generalists. The specific objectives of this case are to understand the strategic change Syngenta made as it shifted from a product (seed and crop protection) focus to a crop-based focus, assess how a global business can “think like a grower” and move from a product leadership discipline to a customer intimacy discipline, and gain insights into the Syngenta employee, retailer and grower perceptions of the new strategy.

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