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Essay / Research Paper Abstract
A 4 page paper discussing Monsanto as a global company in terms of economic principles. Globalization allows Monsanto to operate in areas of lower cost where its products also will sell for lower prices. Operating in other countries reduces the company's currency risk relative to operating internationally only from US locations, and also allows Monsanto to become a valued member of the communities in which it operates. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: CJ6_KSglobMons2.doc
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Unformatted sample text from the term paper:
with more than 21,000 employees worldwide, Monsanto labels itself not as a chemical or seed company, but as an agricultural company (Company History, n.d.). It operates in 61 countries
in all major regions of the world and sees as its mission a role in helping to feed the worlds people. Relevance in the Global Market
Founded in 1901, 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).
Analysts at Standard & Poors explain how and why this approach to its business works for Monsanto. It is because Monsantos weather-related and regulatory risks
are "offset by relatively low exposure to economic cycles and [the analysts] view of consistent cash flow generation" (Monsanto Co., 2009). Monsanto strove
for transformational change in the late 1990s. The company chose to reorganize according to regional boundaries rather than along product lines. Even though administration of global departments can
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