This case describes the international expansion plans, the second largest grain producer in Latin America, Los-Grobo. Based in Argentina with $ 550 million in annual sales, the Los-Grobo also operates in Brazil, Uruguay and Paraguay - usually with local partners. Los-Grobo was an unusual business model: he did not own the land or farm equipment. Instead, he created a network of partner manufacturers and suppliers. In other words, it is outsourcing as much as possible. Director General Gustavo Grobocopatel believed that the network model Los-Grobo was the best way to work within the "new paradigm in agriculture" in which knowledge and technological advances were farmers most important tools.
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by David E. Bell, Cintra Scott Source: Harvard Business School 23 pages. Publication Date: November 29, 2010. Prod. #: 511088-PDF-ENG
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