Torsten Kurth
Managing Director & Senior Partner
Berlin
Agribusinesses are being challenged to meet the globally increasing demand for food, fuel, and fiber, while balancing economic and environmental realities. Agribusiness is evolving from a local and regional model to a global structure, making this sector of increasing interest to corporations, public agencies, and society at large.
New technologies are helping agribusiness increase efficiency and cut costs. But government regulation, historical practices, and poor training can slow technology adoption. Agribusiness leaders must find new answers to challenges such as:
The agribusiness industry as a whole came through the Great Recession with strong total shareholder returns at just over 13%. The gains were spread across all five of the subsectors that make up the bulk of the sector, led by fertilizer producers.
Many agribusinesses benefited from a substantial rise in commodities prices. But higher prices don’t explain the results for all these companies. Some companies executed shrewd acquisitions that reshaped the competitive landscape of their sector. Others pursued promising R&D investments while their rivals were retrenching. Still others made a science of reducing their expenses.
No one knows exactly how the new tax code, NAFTA negotiations, and immigration will impact the future of the agribusiness industry. But since the health of agribusinesses’ bottom line could be at stake, executives must factor them into their strategic-planning efforts right away. Three practices are critical:
Managing Director & Senior Partner
Berlin
Managing Director & Partner
Chicago