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Harvard Case - Multistrada Agro International: Non-Market Strategy in Indonesia

"Multistrada Agro International: Non-Market Strategy in Indonesia" Harvard business case study is written by Marleen Dieleman. It deals with the challenges in the field of Strategy. The case study is 9 page(s) long and it was first published on : Jan 18, 2017

At Fern Fort University, we recommend that Multistrada Agro International (MAI) further develop its non-market strategy in Indonesia by focusing on building strong relationships with government officials, local communities, and NGOs. This should be achieved through a multi-pronged approach that emphasizes corporate social responsibility (CSR) initiatives, strategic alliances with local stakeholders, and advocacy for favorable policy changes. By actively engaging in the non-market environment, MAI can mitigate potential risks, unlock new opportunities, and build a sustainable competitive advantage in the Indonesian market.

2. Background

Multistrada Agro International (MAI), a subsidiary of a multinational conglomerate, is a leading palm oil producer in Indonesia. The company faces various challenges in this emerging market, including environmental concerns, social conflicts, and volatile government regulations. While MAI has implemented some CSR initiatives, its non-market strategy needs further development to navigate these complexities effectively.

The case study focuses on the company's efforts to address these challenges and build a sustainable business model in Indonesia. The main protagonists are Mr. Budiman, the CEO of MAI, and his team, who are tasked with developing a comprehensive non-market strategy that aligns with the company's overall business objectives.

3. Analysis of the Case Study

To analyze MAI's situation, we can utilize a combination of frameworks:

1. Porter's Five Forces:

  • Threat of new entrants: High, due to the availability of land and government incentives.
  • Bargaining power of suppliers: Low, as there are many potential suppliers of palm oil.
  • Bargaining power of buyers: Moderate, as large buyers like food manufacturers have some leverage.
  • Threat of substitutes: Moderate, as other vegetable oils can be used as substitutes.
  • Rivalry among existing competitors: High, as the Indonesian palm oil industry is highly competitive.

2. SWOT Analysis:

Strengths:

  • Strong brand recognition and market share.
  • Experienced management team with deep understanding of the Indonesian market.
  • Access to capital and resources from parent company.
  • Commitment to sustainability and CSR initiatives.

Weaknesses:

  • Limited engagement with non-market stakeholders.
  • Lack of a comprehensive non-market strategy.
  • Potential for reputational damage due to environmental and social concerns.

Opportunities:

  • Growing demand for palm oil in emerging markets.
  • Government incentives for sustainable palm oil production.
  • Potential for partnerships with NGOs and local communities.

Threats:

  • Increasing environmental regulations and scrutiny.
  • Social unrest and land conflicts.
  • Fluctuations in global palm oil prices.

3. Value Chain Analysis:

MAI's value chain needs to be adapted to incorporate the non-market environment. This involves:

  • Upstream: Engaging with suppliers to ensure sustainable practices and responsible sourcing.
  • Production: Implementing environmentally friendly and socially responsible production processes.
  • Downstream: Building relationships with customers and consumers to promote responsible consumption.
  • Support Activities: Developing a robust non-market strategy, engaging with stakeholders, and building a strong reputation for corporate social responsibility.

4. Business Model Innovation:

MAI can leverage business model innovation to address non-market challenges:

  • Value Proposition: Expand beyond just producing palm oil to include sustainable practices and community development.
  • Customer Segments: Target both traditional and environmentally conscious consumers.
  • Channels: Develop new channels for communicating with stakeholders, including social media and online platforms.
  • Customer Relationships: Build long-term relationships with stakeholders through dialogue and collaboration.

4. Recommendations

MAI should implement the following recommendations to strengthen its non-market strategy:

1. Enhance Corporate Social Responsibility (CSR) Initiatives:

  • Expand existing programs: Invest in community development projects, education initiatives, and healthcare programs.
  • Focus on transparency and accountability: Publish detailed reports on CSR performance and engage with stakeholders to ensure transparency.
  • Integrate CSR into core business operations: Embed sustainable practices throughout the value chain, from sourcing to production to distribution.

2. Build Strategic Alliances:

  • Partner with NGOs: Collaborate with environmental and social organizations to address local concerns and implement best practices.
  • Engage with local communities: Establish dialogue platforms and work with communities to address land use issues and ensure equitable benefits.
  • Collaborate with government agencies: Engage with relevant government departments to advocate for policies that promote sustainable palm oil production.

3. Advocate for Policy Changes:

  • Engage in lobbying efforts: Work with industry associations and government officials to influence policy decisions.
  • Support research and development: Invest in research projects that promote sustainable palm oil production and address environmental concerns.
  • Educate policymakers: Provide information and insights about the palm oil industry and the importance of sustainable practices.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: MAI's core competency lies in palm oil production. By integrating CSR and non-market engagement into its operations, the company can enhance its core competency and align its actions with its mission of sustainable development.
  • External customers and internal clients: Engaging with external stakeholders, including consumers, NGOs, and government agencies, can improve MAI's reputation and build trust. This will also benefit internal clients, such as employees, who will be more motivated to work for a company that is committed to social responsibility.
  • Competitors: By adopting a strong non-market strategy, MAI can differentiate itself from competitors and gain a competitive advantage.
  • Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): While quantifying the impact of non-market activities can be challenging, it is important to consider the long-term benefits of building a sustainable business model. This includes reduced risks, improved brand reputation, and access to new markets.
  • Assumptions: The recommendations assume that MAI is committed to long-term sustainability and is willing to invest in building strong relationships with stakeholders.

6. Conclusion

By implementing these recommendations, MAI can effectively navigate the complex non-market environment in Indonesia. This will enable the company to mitigate risks, unlock new opportunities, and build a sustainable competitive advantage in the long term.

7. Discussion

Other alternatives not selected include:

  • Ignoring non-market issues: This would be a risky approach, as it could lead to reputational damage and legal challenges.
  • Adopting a purely defensive strategy: This would involve simply reacting to external pressures, rather than proactively shaping the non-market environment.

Key assumptions include:

  • Government support for sustainable palm oil production: The success of MAI's non-market strategy depends on the government's commitment to promoting sustainable practices.
  • Commitment from stakeholders: Effective engagement with stakeholders requires a genuine commitment from both MAI and its partners.

8. Next Steps

The following steps should be taken to implement the recommendations:

  • Develop a comprehensive non-market strategy: This should be aligned with MAI's overall business objectives and clearly define the company's goals, targets, and action plan.
  • Establish a dedicated team: A team of experts should be responsible for managing non-market activities and coordinating with stakeholders.
  • Allocate resources: Adequate financial and human resources should be allocated to support the implementation of the non-market strategy.
  • Monitor and evaluate progress: Regular monitoring and evaluation are essential to track the impact of non-market initiatives and make necessary adjustments.

By taking these steps, MAI can build a strong non-market strategy that will contribute to its long-term success in the Indonesian market.

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Case Description

In 2016, a personal threat was made against the managing director of Multistrada Agro International, an Indonesian industrial forestry firm. The permits for the firm's new rubber plantation overlapped with an existing palm oil plantation and the activities of local villagers, and also drew concern from outsiders who claimed to have rights over the land or wished to protect the environment. In sum, the venture altered the delicate balance of conflicting local interests. The managing director knew that unless she managed to work with local stakeholders, she would never be able to successfully operate large-scale rubber plantations. How should she handle this latest threat? What tactics could she use to deal with a variety of stakeholders with divergent interests?

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