http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
This case study explores the sub-Saharan African business unit of U.S.-based company John Deere. The company has operated in the region for many years through local partnerships with industry, government, and academia. John Deere's competitors have experienced success in the region with business generating revenue returns in the billions of U.S. dollars. With the region ripe for development, John Deere must determine a course of action for continued business or exiting the market. To develop a strategy, factors such as farm size and structure, local farming practices, technology, and market parameters need to be evaluated.Students will be asked to place themselves in the shoes of a consultant by evaluating a number of economic, environmental, and business factors that could impact John Deere's performance in the sub-Saharan farm implement market. They will then formulate a recommended plan of action to provide the board with analysis on a clear path forward.
John Ford, Jack Leinhauser, Ishita Sarkar, Candice Schroepfer, Amanda Bullough.
Includes bibliographical references and index.