Jhomar A.

Sumilang
BSBA MM 2B DK

1. The customers, employees, and investors were the first ones that Monsanto
valued as its stakeholders which caused the company to become what it is
today. These stakeholders knew this and returned the values they received
from the company by helping it and standing in the defense of the Monsanto
in the issue. This resulted the company to survive through the issue and
made strategies to resolve the conflict. In this case, the customers/ farmers,
as the main consumer of the product of the company, implied themselves
the usefulness of the product without any harmful effects. The investors
interacted with the company on how will they face the issue, and the
employees proved to the public how ‘employee-friendly’ the company is.
The consumers can use the company’s products, the investors can keep
their share, and the employees can keep their job in a ‘relaxing
environment’. These are the win-win interactions between a company and
its stakeholders..

2. Rhodes (1999) stated that Monsanto’s PCB was carcinogenic and

subsequently banned in the 1960s. Monsanto were also, by the FDA, not
required any special labeling of all bio-engineered foods even though
Monsanto is producing unsafe because according to a barber, “responsible
for that Frankenfood that’s killing us all”. Due to this controversy, Monsanto
were not allowed to construct a seed plant in Ukraine in 2013 because of
the community leaders because they were concerned that hosting a
company with a problematic global reputation could damage their status.
And in Argentina, protests arrived near the Monsanto production facilities
because of the same reason. As a result, the company had to make
strategies to resolve this conflict which gave rise to the importance of
another stakeholder group, the communities. They no longer ignore this
group and considered them as a legitimate stakeholders. They now hold
 meetings alongside them in order to show how vital cooperating with each
stakeholder group is.

3. Monsanto has been successful in developing innovative agricultural biotech

products that have increased crop yields and reduced pesticide use, thus
creating value for stakeholders at the rational level. However, the
company's reputation has been tarnished due to criticism of ignoring health
and environmental risks associated with their products. At the process level,
Monsanto has struggled with engaging stakeholders and has been accused
of using aggressive tactics to protect its intellectual property rights and
silence critics. Despite this, the company has made attempts to build trust
through partnerships, transparency initiatives, and dialogue. At the
transaction level, Monsanto has faced legal and reputational challenges,
such as lawsuits and allegations of monopolistic behavior. The company
has incurred significant financial and reputational costs, but it has also taken
corrective actions to address the issues. Overall, Monsanto's stakeholder
management has been mixed, with successes in creating value but
challenges in engaging with stakeholders and balancing profits with social
and environmental responsibility.