Business Strategies of Biotechnological Company- Case Of Syngenta

• Main Authors: Liu Hsin-Yi, 劉欣怡
• Other Authors: Hsiao-Cheng Yu
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/68591708650086288870

碩士 === 國立交通大學 === 管理學院碩士在職專班國際經貿組 === 96 === Since the 1970s biotechnology has been developed, it gradually expands the commercialization of research fields. In 1999, the EU had imposed a moratorium on any new GM approvals. By 2003, GM maize and soya were widely grown in the western hemisphere, and the big exporting countries were fed up. In addition, according to Cropnosis, an industry consultancy, the market for agricultural biotechnology grew from about $3 billion in 2001 to over $6 billion in 2006, and is expected to reach $8.4 billion by 2011. Because the developing country grow richer, the world is likely to need much more food, just as arable land, water and energy become scarcer and more expensive. The modern agricultural offer a way out of the bind, providing higher yields as it require less water, energy and fertilizer. Through innovative research and technology, Syngenta is a world-leading agribusiness committed to sustainable agriculture. It keeps being the leader in crop protection, and ranks third in the high-value commercial seeds market. Syngenta is a company with enviable financial solidity and growth prospects. Studying the business strategies of this outstanding company, it can find the secrete of how to become a global and sustainable enterprise.