IBP and the U.S. Meat Industry

Case Solution

David J. Collis, Nancy Donohue
Harvard Business School ()

IBP, the largest US beef and pork processor, faces falling profits and conducts a fundamental strategic review in 1990. Having grown from its founding in 1961 to its current position as an innovative producer and From low-cost boxed beef and, more recently, pork, IBP’s competitors have very different business strategies that appear to be more successful. IBP has to re-evaluate its own corporate strategy and decide whether its distinctive competition is still relevant and where it should be active across the three dimensions of product, geography and vertical integration.

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