...Benziger Family Winery Case Analysis Misty McCallie Quality Management March 11, 2013 Benziger Family Winery and its management team continue to make extensive leaps in the area of environmental conservation. In addition to the progress being made on Benziger’s environmental management system (EMS), the winery has also been chosen by Cal/EPA as a pilot winery to develop a template that will be consistent with ISO 14001(Silverman, Lanphar, 2003, p. 1). Matt Atkinson, Ranch Manager, and Chris Benziger, partner and National Sales Manager, must decide whether to continue development of an EMS slowly or to forcefully pursue ISO 14001 certification. To be able to answer this question, I must assess and evaluate the information provided in this case. I will start with an assessment of the EMS Gap Analysis which is a checklist consistent with ISO 14001 requirements. This checklist is in the form of questions ask such things as what is their policy, and provide documentation such as records, actions, and management review. At first glance it seems as though Benziger Family Winery leaves a lot to be desired in the way of completing these goals, but upon further inspection it is apparent that the winery has taken great steps towards completion of these goals and only need to follow through on most of the activities already begun. For instance, the communication plan, EMS documentation and writing of the SOPs have all begun but have aspects that are still in development. I believe...
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...distribution channels. These developments were occurring in an environment of rapidly growing demand from new consumers in nontraditional markets. BRLH’s roots could be traced back to 1853 when Thomas Hardy, a 23-year-old English vineyard laborer, acquired land and planted it with vines. In 1857 he produced his first vintage, exporting two hogsheads to England, and by 1882 he had won his first international gold medal at Bordeaux. When Hardy died in 1912, his company was Australia’s largest winemaker, but also one of the most respected. After his death his sons took over the company and formed Australia’s first cooperative winery in 1916, naming it the Renmano Wine Cooperative. With the success and the development in the market Hardy felt they need to expand on its UK sales. This move led management to begin talking about the possibility of buying European wineries that could provide their newly acquired distributors with the critical mass and credibility to give Hardy’s wines greater access to Europe. Hardy’s board felt this was an ideal time to invest. Almost immediately, however, problems surfaced in all three of the European acquisitions and millions of dollars. Combined with a recession driven market slowdown at home, these problems plunged Hardy into losses. When one of Hardy’s banks called in a loan and the company was forced to look for a financial partner, BRL was there. BRL management decided to propose a merger. Following the merger, ex-BRL executives assumed the majority...
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...and they are shorthanded on developers. The company is confronted with two major alternatives (1) Stay with their current business model or (2) Create a different business model in order to not only stay on business but to compete and regain the members both individuals and wineries that they have lost to their competitors. Situation Analysis Since Cork’d inception in February 2006, the company was designed for and by wine lovers. Time showed that this industry had such a demand that needed more dedication and that is when Gary Vaynerchuck bought the company. He, then later appointed CEO, Lindsay Ronga to run the company. Under the new administration, individuals could register for free; however, the main source of income came from the $999 winery annual signup fees. There is brief mention of other source of revenue, which are the commissions Cork’d receives for outbound clicks to an external third-party site that sold wines. Being that their business model did not utilized any other type of strategy to attract customers (wineries and individuals) not even through web advertisements, Cork’d was constrain to their sole revenue source. After the re-launched of the new and improved website, 42 wineries signed up, as previously mentioned at $999 each. However, this amount of money ($41,958) was not going to be able to cover for their expenses as follow described: • Labor costs - Lindsay Ronga – CEO - Harvard MBA - Full-time CTO - Five summer interns • Other costs...
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...NAME, LOCATION & NATURE Name: Winery Comply Location: Napa, Ca Nature: To provide affordable compliance solutions and services to the wine industry. From tax preparation, inventory and shipping sales tax tracking control with new software programs with first hand technical and training support. SELF-ANALYSIS. Skills, abilities and competencies We provide first rate winery compliance software to better meet the needs of those in the winery business. One of our great strengths is the program was written internally and is owned by that same person. Having a great computer programming background we are able to change the software on the spot to better meet the needs of the individual wineries then having them have to adopt to the software to meet their needs are having to conduct business with more than one software. We provide both installation and training onsite or remotely to better meet the needs of the customer. This is outlined in the contract that I signed before install. Unlike most other companies we are providing a tech support team that has regular office hours for remote work and we can scheduled on site demonstrations for other shareholder in the winery as well as training for those individuals. We are taking the mandated laws on shipping wine for accurate sales tax and partnering it with winery operations. Reports can be pulled to determine amount of money that has to be paid to the shipped to state and you can also pull monthly inventory reports to...
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...After having examined the information you provided on the imminent storm and its potential consequences, I have made significant headway in determining what course(s) of action Freemark Abbey Winery can take confidently. However, more important than what the two page summary explains is the information it disregards. The limited scope of information in regards to harvesting options, brand reputation, competitive analysis, managerial risk tolerance, and consumer preferences contribute to a considerable framing bias. Additionally, we have failed to consider the decision of when/how to harvest the Riesling grapes from the perspectives of the various parties involved, including but not limited to other owners, your families, company shareholders, competitors, employees, retailers, and your own. These perspectives are essential in formulating the appropriate problem from which to solve your dilemma. If short-term profit maximization is your goal, with no regard for any of the considerations listed above (a non-exhaustive list), then your best alternative is not to harvest any of your Riesling grapes before the storm. Your Expected Monetary Value for this option is $3.27/bottle; you could expect revenues of $39,240. The highest expected revenue given the “No Harvest” decision is $67,200 ($8.00/bottle), and the lowest is $24,000 ($2.00/bottle). Given Freemark Abbey’s aspirations to compete with Chateau Lafite-Rothschild products, however, it would be short-sighted to ignore the impact...
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...E & J Gallo Winery is a winery and distributor in Modesto, California. Two brothers Ernest Gallo and Julio Gallo founded E & J Gallo Winery in 1933. In 2006 wine in the United States represented a $28 billion industry with 716 million gallons sold. 92 million gallons were desert wines. The desert wine segment is 8% of US wine sales so it’s not that important in the wine industry. According to time Thunderbird and Night train account for less than 3% of sales for Gallo, although Gallo's brands make up 16.1% of the dessert wine category. The redeeming features would be both brands, although thought to be "wino" drinks, provide an entry to the market place for some drinkers. They are sweet, and more palatable to the new drinker as well as readily available. The key success factors in the dessert wine segment have been placement of this product. Supermarkets, corner liquor stores, warehouse clubs carry it. Like it or not it is a staple on the shelves. These wines were the beginning of Gallo and it was not until the late '70's that Gallo started doing premium wines and wine coolers (80's). At first the premium wines were marketed without Gallo's name on them. Now, as years have passed and Gallo's various premium wines have won acclaim the Gallo name is on the premium wine, and not on the dessert wines. While there is not a strategic fit per se between the two there is an economy of scale present and both Gallo and the liquor distributors/ retailers benefit by the company offering...
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...Alternative Actions: Identify at least three possible courses of action to address problem: Key Decision Criteria: Identify specific criteria used to evaluate alternatives: Analysis of Alternatives: Recommendations: Initial Implementation plans for the Delivery alternative : Monitoring/Control procedures E & J Gallo Winery Summary of Situation: Identification and brief explanation of key information in the case affecting eventual decisions: The below information’s I believe to great extend affects the eventual decisions of the case. Ernest and Julio Gallo were the founders of E. & J. Gallo Winery. Since its establishment in 1993, E. & J. Gallo Winery had undergone rapid growth from a small-scale firm to an equivalent “Campbell Soup company of the wine industry”. Today, the company stands as a global wine producer. Its well-reputable brand name stems from its well-diversified product line, manufactured under various labels for a number of different price ranges to attract all types of consumers, and global recognition and awards. E. & J. Gallo was the first American company to date to be recognized three times as International Winery of the Year. In 2006, Gallo received the Gold and Best of Class awards at the San Francisco Wine Competition and won individual awards for its cabernet sauvignon and chardonnay. The possession of major competitive advantages that its competitors did not hold largely contributed to Gallo’s success in the wine industry. Some...
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...From the top to the bottom and back again--Some may hear this and think of a rollercoaster. Some may hear it and think of a yo-yo. But ask Martha Stewart and she'll say, "That was my life". Let's take a ride on the Martha Roller-Coaster. • 1976: Martha Stewart founds a catering company in Connecticut. • 1982: Stewart's first book, Entertaining, is published. • 1987: Kmart signs Stewart to a five-year consulting contract. • 1990: The first issue of Martha Stewart Living is published by Time Inc. • 1993: Stewart begins hosting a weekly television show, Martha Stewart Living. • 1995: Martha Stewart Living is voted "Magazine of the Year" by Ad Age; the Martha by Mail catalogue is launched. • 1997: Stewart buys the company bearing her name from Time Warner. • 1999: Martha Stewart Living Omnimedia, Inc. goes public on the New York Stock Exchange. The initial public offering was one of the most successful ever and made her a billionaire. • 2001: Stewart avoided a loss of $45,673 by selling all 3,928 shares of her ImClone Systems stock • 2002: Martha Stewart resigned her position, held for four months, on the board of directors of the New York Stock Exchange, following a deal prosecutors made with Douglas Faneuil, assistant to Bacanovic • 2003: Stewart was indicted by the government on nine-counts including charges of securities fraud and obstruction of justice. Stewart voluntarily stepped down as CEO and Chairwoman of MSLO but stayed on as chief creative...
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...------------------------------------------------- Firm Analysis – E&J Gallo Winery Prepared for: Gianluigi Giustiziero Prepared by: Salem Najjar Date: 8 December 2011 ------------------------------------------------- Performance E.&J. Gallo is the world’s largest family owned wine maker, the largest U.S. wine maker by volume, and the largest U.S. exporter of wine. Gallo cultivates more than 3,000 acres in the Napa and Sanoma valleys in California. With over 60 brands including table, sparkling and dessert wines, malt beverages, and distilled products; production and distribution facilities throughout the world; and a strong international presence; E.&.J Gallo is third largest wine firm in the world, with a 3.8% market share (Global Wine Manufacturing, 32-36). Refer to chart below. Gallo is the largest wine supplier in the U.S., commanding 22.7% of the market. Also, in comparison with the financial metrics of other firms in the industry, Gallo’s profit over revenue stands at 17.09%, whereas the industry average is 7.6%. Gallo’s sales grew 7% in 2010 as a result of acquisitions and the ongoing success of its Millennial-targeted Barefoot Cellars (up 33.3%) and Twin Valley (10.3%) brands. Twin Valley is described as a “step above” boxed wine (Mintel, Wine-US). With its strong brand and competitive strategy, E.&J. Gallo Winery has been able to weather the economic recession fairly well, capturing over $3.2 billion in revenues last year (Global Wine...
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...1 Cases, 14th Edition case 36 Cases, 14th Edition case 36 Benziger Family Winery Murray Silverman San Francisco State University M att Atkinson, ranch manager at Benziger Family Winery (BFW), was overseeing the development of the winery’s environmental management system (EMS). Matt was working with Chris Benziger, partner and national sales manager, to ensure that development of the EMS was consistent with BFW’s operational and strategic direction. It was February 2003 and Matt and Chris had already invested countless hours in the EMS, which was being developed with assistance from the California Environmental Protection Agency (Cal/EPA). Through its EMS winery pilot project, Cal/EPA hoped to design an EMS template that eventually could be made available to other wineries. Furthermore, Cal/EPA was attempting to develop a template that was consistent with ISO 14001, an internationally recognized standard for environmental management systems. Cal/EPA had selected BFW in June 2000 as one of two pilot wineries because of the winery’s proactive commitment to environmental policies and the significant environmental advances it had already made. Matt believed that considerable progress had been made on the company’s EMS. With Cal/EPA’s assistance, BFW had developed a formal environmental policy, identified and prioritized its environmental impacts, and established objectives and targets. However, there were still many steps to be carried out in establishing a full-fledged...
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