AGRANA - From a local supplier to a global player

2844 WordsOct 15, 201312 Pages
Question 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? The home market from the European Union is one market which everyone has free movement with goods, services, capital and people. This was not always the way if we look back before the time of the EU we had a Europe which was overfilled with conflicts and wars. Because of the foundation of the EU we got a lot of opportunities in the Western Europe and in Central and Eastern Europe but also challenges because it’s not easy to bring so many different countries together with different rules, cultures, norms and ethics under one big Union. Western Europe The Western Europe…show more content…
Moreover, AGRANA expanded during the growth period across the world. Especially with the fruit sector AGRANA practiced plant´s in countries like Argentina, Brazil, China and USA for example. The key to the impressive growth of AGRANA and particular the fruit sector were firstly acquisitions and secondly “the ability to integrate those acquired into the group to realize synergistic effects” . It started with the acquisitions of Denmark´s Vallo Saft (presence in Denmark and Poland) and Austria´s Steirerobst (presence in Austria, Hungary, Poland Romania, Ukraine and Russia) in 2003. Furthermore, this was followed by acquisitions of France Atys Group (largest acquisition, 20 plants across every continent), Belgium´s Dirafrost and Germany´s Wink Group. “AGRANA´s most recent expansion was a 50-50 joint venture with Xianyang Andre Juice Co. Ltd. in China.” The chosen consistent acquisitions policy of AGRANA´s CEO Johann Marihart was only possible because of existing relationships and a huge amount of capital. AGRANA benefited from existing relationships to the food and beverage industry from the sugar and starch sector, whereby the diversification into a new sector was a bit more straightforward. With the existing relationships it was easier to find on the one hand acceptors for the new AGRANA products and on the other hand new business

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