Beruflich Dokumente
Kultur Dokumente
FIELD CROPS
DECEMBER 2014
THINK ACT
FIELD CROPS
THE BIG 3
1
7bn
50%
2bn
Creating
EUR 3bn of
added value
p. 10
2
THINK ACT
FIELD CROPS
1993
1995
Rapeseed
1997
Sugar beet
1999
2001
Sunflower seed
2003
2005
2007
2009
2011
2013
Wheat
Source: FAO
THINK ACT
FIELD CROPS
COMPANY
HEAD COUNTRY
SALES
[USD BN]
1. Glencore Xstrata
Switzerland
232.7
2. Cargill
USA
136.7
USA
89.9
Netherlands
63.6
5. Bunge
USA
61.3
6. CHS
USA
44.5
7. Wilmar International
Singapore
44.1
UK
22.0
9. Nidera Handelscompagnie
Netherlands
17.5
Hong Kong
12.2
Denmark
10.9
12. Sdzucker
Germany
10.6
13. Sofiproteol
France
9.6
14. In Vivo
France
8.4
France
6.8
Switzerland
6.7
17. Tereos
France
6.4
18. Terrena
France
6.4
USA
6.3
20. Vivescia
France
5.8
Trading
Food
Feed
Biofuel
POSITIONING
Green Chemistry
THINK ACT
FIELD CROPS
SINGLE CROP
UPSTREAM
PARTNERSHIP
BIG GLOBAL
NICHE
STRATEGY &
INNOVATION
DIVERSIT Y
END-TO-END
SUPPLY CHAIN
& GLOBAL
TRADE-OFFS
COMMODIT Y
STRATEGY
THINK ACT
FIELD CROPS
4.4
14%
2.6
6%
1.1
0.7
#5
#3
#81)
#1 2)
#4
#6
#1
#1
#1
#1
#1
1) Sugar
MARKET VALUE
4%
Wheat
Corn
Rapeseed
Sunflower
Worldwide rank
Sugar beet
Rank in Europe
THINK ACT
FIELD CROPS
1,701
1,591
1,460
er
rn
Co
l ow
nf
Su
pe
se
ed
at
Ra
he
W
ga
rb
ee
1,077
Su
control or suppress pests, improve the soil fertility, increase yields, and so on.
French Field Crops present relatively comparable
all have end-market. Almost all are either exported
(except sugar beet), prepared for human or animal
consumption or, to a lesser extent, transformed into
biofuel (37% of rapeseed and 20% of sugar beet volumes) or other industrial products. End-market
utilization may be comparable across Field Crops, but
its repartition varies greatly from one Field Crop type
to another: more than half of the countrys wheat is
directly exported, almost three quarters of the sugar
beet is transformed for human consumption while two
third of the French corn production is destined to animal feeding. F
Overall, the added value from French Field Crops
1 first transformation generates almost EUR 7 billion, in
addition to the EUR 18 billion already created by farmers, i.e. 27% of total value. G
There is a direct link between the nature of the
end-user and the added value generated by each Field
Crops. The added value generated by the first transformation of sunflower and rapeseed (largely
transformed) is respectively 75% and 60% higher than
those of corn and soft wheat (heavily exported or
directly used for animal consumption). Naturally, the
larger the share of exports or direct consumption, the
lower the transformation and the added value generated on French territory. H
We believe that French Field Crops added value
2 has the potential to increase by 50%, thereby achieving
EUR 10 billion, despite the gradual losses of subsidies
(biofuel and sugar beet), the growing international
competition, and the additional regulations to come
that will further burden the French agri-business
industry. To do so, French agri-business industrials
need to pursue the development of specific winning
strategies, combining enhanced control of their value
chain, disruptive innovations (notably in green chemistry and ingredients), diversification to better resist
volatility, and expand internationally in the relevant
geographies and with the right partners. I
THINK ACT
FIELD CROPS
108
MT
33
30
2
30.2%
25.8%
25.5%
10.3%
8.0%
Wheat
Food
Export
Sugar beet
Animal feeding & on-farm consumption
Corn
Biofuel
Source: CGB (Confdration Gnrale des Planteurs de Betteraves), Passion Crales, FranceAgrimer, Unigrains
THINK ACT
FIELD CROPS
Wheat
0,7
EUR 7bn
Corn
0,8
Rapeseed
2,1
H
1,8
Multiples
1,2
1,2
69
48
45
%
16
7
Sugar beet
Sunflower
Corn
Soft wheat
Rapeseed
THINK ACT
FIELD CROPS
10
+40%
-2
2013
+5
2020
End of Subsidies
International Competition
Operation Excellence
Upstream/Downstream
integration/International
Partnership
Green Chemicals
THINK ACT
FIELD CROPS
U.S.A
CORN
STOVER
EUROPE
WHEAT
STRAW
ASIA
STRAW FROM
RICE PADDIES
SOUTH AMERICA
RESIDUES FROM
SUGARCAN
11
THINK ACT
FIELD CROPS
80
60
40
20
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Asia Pacific
Africa
& Middle East
Eastern &
Central Europe
Western Europe
Latin America
North America
STRATEGY 7:
ACCELERATING PRECISION AGRICULTURE
The development of what is called Precision Agriculture
may also contribute to significant value creation. Precision Agriculture first appeared in France more than
15 years ago but remains only rarely implemented.
Cutting-edge technologies using remote sensing applications, GPS, drones, and other site specific crop
management (SSCM) foster greater traceability and
improve real-time decision-making on optimizing
outputs, genetics and pricing.
12
THINK ACT
FIELD CROPS
Offer and demand variations can better be anticipated Another example is the acquisition by Cofco Corp,
by establishing real-time interconnections with Chinas largest grain trader of a majority stake in Noble
farmers and constantly analyzing often huge amounts Group for $1.5 billion, thus acquiring high-quality
of data, feeding unique in-house reports. Cargill is now assets in the worlds top grain and vegetable oil procommercializing in the USA its Cargill NextField System ducing regions, including Brazil, Argentina, Indonesia
which is organized around data collection, crop and the Black Sea area.
planning, nutrition recommendation, planting recom- With an acceleration of the number of transactions
mendations and precision farming.
during the last 10 years, the M&A market in
The entire organization must adapt
the agri-business industry is very dynamic.
L
to often revolutionary approaches
When analyzing the M&A activity of the Top
and make good use of the huge NUMBER OF TRANSAC- 20 players in this industry (cf. table page 4),
amount of generated data, create TIONS IN 2003 & 2013 the number of M&A transactions doubled
value and increase agility. Developbetween 2003 and 2013, especially Glening Big Data in agriculture is a clear
core and Cargill who performed 35% of all
strategic objective of InVivos 2025
operations. L
x2
road-map. The generalization of
Looking ahead, collaboration is the key for
115
robots, sensors and Big Data anaachieving those strategic paths as it will
65%
lytics is revolutionizing the indusprovide several advantages:
trial world, including Field Crop
>>Immediate footprint in new geographies or
players.
increased market shares in fast developing
businesses;
The
STRATEGY 8: COLLABORATING
>> Greater visibility, and in some cases foreother
The rapidly changing economic and
sight along the supply chain;
18
players
social landscapes appear as great
>>Profit and risk sharing;
opportunities for agro-industrial
>>Greater influence over factors previously
53
groups to adopt structural changes
beyond an organizations control, providing
55%
through collaboration. Collaboragreater security and possibly reducing costs;
tion can be made either through
>>Resources sharing, which enhances com35%
mergers and acquisitions so as to
petition, thus resource optimization to the
obtain more control over the value
best interests of each group.
Glenchain or create new barriers to
However, collaborations and Joint Ventures
45%
core &
entry, or through joint ventures or
are complex to put in place, sometimes diffiCargill
alliances, in order to pool complecult to accurately evaluate, and challenging
mentary resources and interests
to set up appropriate internal & external
(e.g. Bunge and Solazymes joint
skills. First, the right type of collaboration
2003
2013
venture recently led to a commermust be selected, either green-field, minority
cial agreement with Unilever which aims to use its stake, JV, full acquisition, etc. Each market in every
nutritious oils made from algae in its own lotions or region is specific and requires a dedicated solution,
food products). Most of market leaders are accelerating taking into account local regulation, competition, lothrough M&A and collaboration, as illustrated by the gistics issues, return on capital, political acceptance,
acquisition by Switzerland-based Glencore Interna- etc. But also internal factors such as group cultural fit,
tional, the worlds largest commodity trader, of Viterra management capabilities, experience to bolster inteInc. to directly compete with the leading ABCDs. gration and ability to make positive synergies happen.
ROL AND BERGER STRATEGY CONSULTANTS / CAPITALMIND CORPORATE FINANCE
13
THINK ACT
FIELD CROPS
3 GUIDELINES
#1
#2
RECOMMENDATION 1: DECIDE
This might turn out to be the most difficult part. All the
stakeholders of Frances cooperatives need to take
consciousness of the urgency to appropriately go
downstream, accelerate international expansion or
take full advantage of available technologies. France
was the worlds second agribusiness exporter only a
few years ago. It is now fifth, and new actors are rising.
French Field Crops players need to move and expand
fast before competition achieves unrivaled advantages
on prices and added value products. In particular, the
end of quotas, the lower subsidies and the renewed
political will to use land for human food will pose enormous challenges for French beet root, ethanol and first
generation biofuel producers. These plants will either
be closed or evolved towards new markets which are
not yet mature enough. And there is no such thing as a
safe and secure position. The pace at which innovation
becomes a commodity is increasingly faster.
RECOMMENDATION 2:
THINK & PRIORITIZE
It would obviously be counterproductive to run after all
potential levers at once. Industrials need to make
choices and prioritize between where and how to consolidate, innovate, diversify and expand. Selecting the
most relevant strategy on the right basis may complex,
in particular, when taking into account potential moves
from competition. War gaming approaches are a useful
tool to select the best strategy in a highly competitive
landscape.
#3
RECOMMENDATION 3: ACT
Once a plan has been designed, it is essential to mobilize the entire organization and rigorously stick to it.
Most players will naturally follow similar strategies, so
it is important to get there first. Strong and dedicated
project monitoring often involving multi-skilled resources are decisive to meet milestones and develop a
plan into a reality.
14
THINK ACT
FIELD CROPS
ABOUT US
Capitalmind
Founded in 1999, Capitalmind is a European corporate finance advisory firm, with a focus on mid-market deals
up to 200m. We advise mid-market companies, corporates, entrepreneurs and (PE) investors on selling and
buying businesses, MBO, growth capital and debt finance. With 150 deals completed over the past 5 years,
Capitalmind is one of the most active players on the French and Benelux markets. We provide truly international
access to worldwide strategic and financial players through our international partnership totalizing 350+
professionals worldwide. WWW.CAPITALMIND.COM
Further reading
THE STRATEGISTS
CHANGE: HOW
SUCCESSFUL CSOS
TRANSFORM
THEIR COMPANIES
AGRICULTURAL
EQUIPMENT MARKETS
IN BRIC
OPPORTUNITIES AND
CHALLENGES FOR OEMS
Tablet version
DOWNLOAD OUR
THINK ACT APP
STAY TUNED
www.twitter.com/RolandBerger
WWW.THINK - ACT.COM
15
THINK ACT
FIELD CROPS
Roland Berger
Strategy Consultants
Capitalmind
Corporate finance advisory
EMMANUEL BONNAUD
Senior Partner
emmanuel.bonnaud@rolandberger.com
MICHEL DEGRYCK
Managing Partner
michel.degryck@capitalmind.com
LAURENT DUSOLLIER
Senior Partner
laurent.dusollier@rolandberger.com
OLIVIER DE PANAFIEU
Senior Partner
olivier.depanafieu@rolandberger.com
PATRICK ATZEL
Senior Advisor
patrick.atzel@capitalmind.com
GEORGES DE THIEULLOY
Partner
georges.dethieulloy@rolandberger.com
THIBAULT LAROCHE-JOUBERT
Senior Associate
thibault.laroche-joubert@capitalmind.com
This publication has been prepared for general guidance only. The reader should not act according to any information
provided in this publication without receiving specific professional advice. Roland Berger Strategy Consultants GmbH
shall not be liable for any damages resulting from any use of the information contained in the publication.
2014 ROLAND BERGER STRATEGY CONSULTANTS GMBH. ALL RIGHTS RESERVED.