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In 2004, DuPont began to adjust the way it generated new talent. Search and selection specialist, NDK International, was tasked with playing a pivotal role in redesigning DuPont’s employee search system and identifying the right employees for DuPont’s EMEA territories. By providing clearer lines of communication and promoting brand awareness, DuPont has significantly improved its talent management system.

Reviews how the DuPont Lycra division is focussing more on global brand management starting with the development of a new worldwide advertising campaign for Lycra in women′s apparel. Describes how an international team selected the winning advertising theme and agency via teleconferencing. Discusses results of a uniform worldwide consumer advertising campaign and the cost savings as a result of the reduction in the number of advertising agencies. Presents the background information on how DuPont Fibers Department has used product, category, and brand management and discusses the future implications.

The purpose of this paper is to use the DuPont expansion to examine those factors underlying differences in (rates of) return on different crop portfolios over space (ten regions) and time (1960‐2004). The paper also estimates the impact of government payments on farmland values through its impact on farm profitability.

Businesses use the DuPont model to analyze the profitability of a business. This model includes three components: net profit margin, asset turnover, and financial leverage (or assets to equity). It is based on the relationships among these three components and is expressed as a product of ratios. For the purposes of the current study, accrued capital gains from (total) returns are excluded to focus on cash returns “cash flow”. Returns from current income are a “cash flow” available in the short run to pay financial obligations. Furthermore, returns from capital gains are not liquid; they are gains in wealth fully captured as capital gains/losses only in the longer term. Following the DuPont approach, the effect of government payments on farm asset values is equal to the sum of the effect of government payments on profit margins plus the effect of government payments on the asset turnover ratio.

The analysis focuses on agricultural profitability in the ten Economic Research Service (ERS) regions. By comparing the components of the DuPont expansion, profitability differences over time are analyzed. The results indicate that one cause of low profitability in the Corn Belt and Mountain regions is a perpetually low profit margin while the evidence for other regions supports lower asset efficiency. Results show that government payments impact the profit margin and affect value of farm assets in particular farmland values but not asset turnover ratio.

The use of DuPont expansion factor in agriculture is original and really helps us to understand the factors driving profitability in agriculture. Another innovation (originality) in this paper is the theoretical model that connects the DuPont expansion factor, government payments and its impact on farmland values.

Explains how companies can learn from the best practices DuPont uses to aggressively manage its intellectual property and grow its licensing revenues.

This case extracts three key success factors from the DuPont approach and describes how they are applied in practice.

At a strategic level, companies need to have a corporate level commitment to capturing and growing value from its intellectual assets – a proactive approach, not a passive, opportunistic approach. Companies need to focus resources on facilitating the creation of licensing revenue growth – either centrally, as at DuPont, or within every substantial business unit that “owns” licensable intellectual assets. And, companies need to create incentives for business units to devote attention and resources to its intellectual property portfolio.

Smaller technology companies have a strong motivation to aggressively manage their intellectual property and grow their licensing revenues, because scale and the related networks that scale creates enhance a company's ability to capture future growth and value from its IP portfolio.

All companies with valuable intellectual property can learn from the best practices of the industry leaders.

Successful farm business managers must understand the determinants of profitability and have an overall long‐term or strategic management focus. The objective of this research was to explore the use of an e‐learning tool to help producers understand the impacts of different production, pricing, cost control, and investment decisions on their farm’s financial performance. This objective was accomplished by developing and testing a computer‐based training and application tool to facilitate determination of the financial health of farm businesses using the DuPont profitability analysis model. The results of the two experiments indicate that the computer software was effective for teaching techniques of profitability analysis contained within the DuPont model.

Large agricultural producers often demand seed with high yielding genetics along with specialty traits specific to their particular needs. Dairyland Seed Company prides itself on its superior genetics and a research program that adds specialty traits while retaining the qualities of the original variety. Dairyland sources specialty trait technology from two competing suppliers – DuPont and Monsanto. Each of these suppliers is currently pursuing a strategy of forward integration through aggressive marketing programs and acquisitions. The implications for access to future technologies and long‐term survival are profound, and leave Dairyland and other smaller seed companies with strategic decisions to make. This paper examines a channel of distribution for agricultural biotechnologies and the decisions faced by a small, reputable seed company when dealing with its large multinational biotechnology suppliers. Who should Dairyland be partnering with, and can Dairyland balance supplier dependency in an attempt to avoid being eliminated from the channel?

A financial perspective of farmer cooperative performance is assumed by conceptualizing the cooperative as an independent firm. The purpose of this paper is to explore variability in the financial performance of the largest 1,000 US farmer cooperatives with emphasis on efficiency, productivity, and leverage.

Cooperative performance is analyzed by means of the extended DuPont identity, an accounting tool which decomposes return on equity into five ratios of efficiency, productivity, and leverage. The extended DuPont identity is applied empirically with quantile regression, which allows estimation of the statistical interrelationship of the DuPont components across the full response distribution.

Per the results, variability in the financial performance of US farmer cooperatives is for the most part associated with the operating profit margin, which confirms prior findings of cost inefficiency in the empirical literature. Therefore, US farmer cooperatives may improve financial performance by emphasizing sales and operating costs. Specifically, recommendations include placing emphasis on bargaining power, product differentiation, and scale economies. Supply cooperatives may also consider issuing non-qualified equity and securing long-term debt access as additional possibilities to improve financial performance.

The empirical application of the extended DuPont identity with quantile regression facilitates a novel investigation of cooperative performance by placing emphasis on the efficiency, productivity, and leverage of cooperatives with various degrees of performance.