activities for long. Besides, the market place is getting more and more competitive every day comprising both giants and small fishes. Everyone is trying the share in the pie with the best of efforts and in this competitive scenario fighting the market space on the basis of both technologies will not be recommended. Alternative 3: Strong Association with Dupont on STS

Considering the facts and figures that show that Dupont does not offer exclusive relationship with Monsanto and even makes strategic alliances with its key competitors in the business, it would be very risky for Dairyland to rely completely on Dupont for future growth. Initially the relationship of Dupont and Dairyland was exclusive but over the years now the same technology sharing relationship exists with 100 other companies.

Though, Dairyland was able to make use of promotional activities of Dupont but Dupont itself recognized the market presence of Round up and its effectiveness to customers. Dupont did not abandon the STS technology but it kept on looking for better strategic and technological partners like Pioneer. Dairyland was able to charge above average prices but following Dupont's attempts to slash prices considerably, the same strategy could not work if Dairyland goes for exclusive one side reliance on Dupont. Dairyland has immense faith in STS technology...

Most companies have failed because of their success as they became too besotted with successful strategies while new elements or changes became a force to reckon with.
Recommendation:

In the changing external environmental conditions, the boundaries getting blurred and globalization taking greater hold of world economy, organization can no more afford to have a narrow and traditional approach to management. Resources and capabilities are the primary source of superior strategic performance for a firm but if a firm wants to establish a sustainable competitive advantage then the use of strategic resources in an effective and inimitable manner is essential. A competitive advantage can only be sustainable if the advantage cannot be imitated or copied easily by others in the industry. Hence the resource and its use should be hard to copy and unique to one's business. In case of Dairyland, Dupont does not offer that uniqueness and exclusivity to it. Also based on the analysis of three alternatives it is recommended that Dairyland adopts the first alternative of making strategic alliance with new emerging technologies and a company like Monsanto having a forward looking and global outlook.