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Agrana

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Case 6: AGRANA: From a Local Supplier to a Global Player

1. From an institution-based view, what opportunities and challenges have been brought by the integration of EU markets in both Western Europe and CEE?
Durch die Gründung der EU können Güter, Dienstleistungen, Kapital, und Personen frei verkehren. Dies schafft viele neue Möglichkeiten, aber auch Herausforderungen vor allem in West Europa und in den CEE-Staaten, da sehr unterschiedliche Länder und Nationaliäten mit unterschiedlichen Kulturen, Normen und Moralvorstellungen in einer Vereinigung, der EU, zusammenkommen. Möglichkeiten, die sich für westeuropäische Unternehmen ergeben, sind die Anstellung billiger Arbeitskräfte, aber auch die Chance, in CEE-Unternehmen zu investieren, sodass westeuropäische Unternehmen schnell wachsen können. Diese Möglichkeit der direkten Investition hat auch AGRANA ergriffen, um Economies of Scale erzielen zu können, um mit Wettbewerbern, deren Heimatmarkt und somit auch EoS größer ist (im Gegensatz zum österreichischen Markt von AGRANA), konkurrieren zu können. Der Vorteil billiger Arbeitskräfte bringt jedoch auch den Nachteil mit sich, dass die Arbeitslosenquote im Heimatland steigt. Weitere Herausforderung ist auch, dass nicht nur westeuropäische Unternehmen in CEE-Staaten investieren können, sonderen auch CEE-Unternehmen in westeuropäische Staaten, sodass die Gefahr von Dumping-Preisen entstehen kann. Kulturelle Unterschiede erschweren die Geschäftstätigkeit zudem noch für viele westeuropäische Staaten. Nicht so für AGRANA, da aufgrund der k und k-Monarchie informelle Beziehungen auf kultureller, linguistischer und historischer Ebene bestehen blieben und von AGRANA vertieft wurden. 2. From a resource-based view, what is begind AGRANA’s impressive growth?
Die Beschränkungen durch die EU im Bereich des Zuckers, zwang das Unternehmen in neue Richtungen zu wachsen, wodurch der Geschäftsbereich Fruchtzubereitung entstand, der eng verwandt mit Stärke und Zucker ist. AGRANA blieb bei seinen Kernkompetenzen Raffination und Produktion von landwirtschaftlichen Rohmaterialien und konnte von seinem Wissen und Markt-Know-how sowie von seinen Beziehungen im Bereich Lebensmittelindustrie, die es durch die Geschäftstätigkeit mit Stärke erworben hatte, profitieren.
Nicht nur aufgrund der vielen Acquisitionen von Unternehmen war AGRANA erfolgreich, sondern seine Fähigkeit, diese schnell in die bestehende Organisation zu integrieren, verhalfen dem Unternehmen Synergieeffekte zu realisieren. Auch das bereits erworbene Wissen in den Bereichen Zucker und Stärke führte zu Lerneffekten, die auf den neuen Geschäftsbereich erfolgreich übertragen werden konnten. 3. From an international perspective, what challgendes du you foresee AGRANA facing as it continues ist expansion into other regions such as East Asia?
Potentielle neue eintretende Wettbewerber aus ostasiatischen Staaten können eine externe Gefahr darstellen, da diese geringe Human- und Produktionskosten vorweisen und die Produkte Zucker und Stärke sehr generische Konsumgüter sind, wodurch Differenzierung erschwert wird. Lediglich das dritte und vierte Standbein Fruchtzubereitung und Bioethnol bewirken, die globale Führung übernehmen zu können, da das Unternehmen in diesen Bereichenen grundlegendes Wissen des Raffinerie-Prozesses besitzt. 4. Compare the growth strategy of AGRANA to that of Danisco, one of ist competitors in the sugar market. Which strategy do you expect to be more sustainable in the long run?
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