A privately owned family farming company in the Central Valley of California, Woolf Farming Company, uncovered its business endangered by too little water, brought on by the amalgamation of drought, poor worth well water and unavailability of surface water due to demanded restrictions that were pumping. Woolf had been farming crops for more than 30 years, but this was the first time they endured a water shortage so severe that harvests had to be left in the field. If there was immediate relief in the form of a heightened allocation of water from the government, Woolf was concerned about the need for additional infrastructure and water dependability to provide long term water security to the area.
Then Woolf should move swiftly to purchase more property which was now accessible at distressed prices, if convinced the water issue would be resolved. Yet some board members questioned the logic of added investment in the area whose resources were not so certain and wondered whether it was prudent to pursue growth elsewhere. At the exact same time, some of Woolf's owners started to believe that more of the company's resources should be prioritized for dividends and other distributions as opposed to simply growth. What, if anything, could Woolf and other farmers do to influence the outcome?
PUBLICATION DATE: December 08, 2009 PRODUCT #: 510C12-HCB-CHI
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Woolf Farming and Processing Chinese Version Case Solution
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