...position, as opposed to being dominated 7by the country-of-origin effect, and be perceived as a “Chilean Wine”? Changing the overall image of its companies wines are added to its market positioning strategy. Even though the branding as a Chilean Wine is easily applied onto MontGras, there are many factors in its control which can make sure that the company dominates the market by having a bigger share as it wants to. MontGras though being smaller than some Chilean wineries, it has been able to stand out due to its interest in high quality wines. The company wants to establish itself as the ‘low price yet high quality’ provider of wines. This is directly related to the seeds, the soil and the production methods. The company was able to affirm that its resources are on par with other high class wineries in one way or the other. Fortunately, studies also show an increase in the number of consumers for the higher quality wines (Reserva) and a minor decline in the demand for the lesser quality (Varietal) wines. The marketing has to be different for every region. Most people with very little information about wines conveniently relate price with quality. Chilean wines thereby being priced lower than other brands were inevitably being considered not so superior in quality. Since that is not the case, MontGras is trying to change its current reputation. It wants to emphasise on its higher end wines such as the Reservas and the Ninquen to show that they don’t not lack in the quality aspect...
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...Chilean Wine Industry’s National Competitiveness Using Porters National Diamond. Part 1: Porters National Diamond model is used to analyse a firm’s ability to compete in a home market, their ability to compete in a foreign international market and to recognise the particular country and market within that, which a firm would be suited to expanding into. In doing so it analyses the viability of a nation to compete in any given market. The model is described by Ozlem Oz (1999) as “a dynamic system which all elements interact and reinforce each other”. The elements to which this refers are; Factor Conditions, Demand Conditions, Firm Strategy, Structure and Rivalry, and Related and Supporting Industries. These main elements are supplemented with Political and Chance factors which influence all of them. The model explains the relationship between related industries and how this helps successful development. Porter believed that a healthy competition would drive the firms to be innovative. With a competitive market, people have more choice and this provides great market research availability to find out what people want. Fig.1, Michael Porter, Porter’s National Diamond (1990) Throughout this report an analysis of the Chilean wine industry’s competitiveness at an international level will be carried out. Care will also be taken when considering how well the company in question will be suited to expanding into this market. The diagram above, figure 1, displays...
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...OPPORTUNITIES 1) Demand for its wine: Although traditional markets like United Kingdom, Belgium, Netherlands, and Germany have historically driven the market for premium wines but in the last year’s new countries around the world have joined the club of countries with a high demand of high-end wines. Countries like United States, Japan, China, and Russia are demanding now almost half of its total demand, becoming very important markets. We see this as an opportunity for the company’s growing. 2) Increasing new consumers in America, Asia where the wine is associated with Status Symbol: China, Taiwan, Singapore, Russia and other countries in North America with big and growing economies, see the Château Margaux brand as a status symbol. We see a big opportunity for the company in those markets with more rich people anxious about luxury wines. 3) Marketing of the Product can help meet the increasing demand: We believe that if the company creates marketing strategies focused on luxury markets and its current customer. It can result an increasing demand of their products. 4) Online Sales: As part of the marketing effort, Online sales can help company knowing its end users and that will help company monitor the changing trends and consumer behavior about their product. THREATS 1) Competition from worldwide manufacturers like California, Australia, South Africa: We believe that one of the main threats for the company are the new competitors, not only new competitors from countries...
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...of Australian Wine Company Western International University LDR 645 – Innovative leadership global May 24th, 2011 1. Executive Summary BRL Hardy is a global wine company that has engaged in a strategy that geared to create multidimensional capabilities for the company but faced with decision dilemma resulted from management tensions. The author of this paper believes the source of management tension is lack of coordination between management teams and absence of precise lines of authority and responsibility. According to author of this paper, Hybrid style of management is the best solution for management tensions in the company for it gives the best of both worlds for since allows management to centralize some important functionalities and activities of the company while enjoying flexibility of decentralization of authority and responsibility. 2. Industry background The history of the Australian Wine Industry originates back to 1788 when Captain Arthur Philip a leader of European settlers introduced it into Australia (Bartlett, Ghoshal & Beamish, 2008, p.666). According to the case study, Australian is originally a beer drinking country, and in 1969 the industry experienced a slow down whereby annual per capita wine consumption was at 8.2 liters as compared to 100 liters per person per annum in France and Italy. The Australian Wine Industry also underwent through transformation and the following changes happen; first, table wine varieties replaced...
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...possibilities to enter the Japanese market | | This study aims to give Quint winery a solid advice wether to enter the Japanese market or to look for other ways to expand their market. | | Roderick d’Hont 48632 | 1-1-2011 | | 1 Contents 1 Case discription 3 2 Analysis 3 Uncovering the potential of the Japanese market 3 How to locate potential Japanese purchasers 4 Should Quint winery visit japan or should japan visit quint winery 4 Entering Japan solo or together with other companies 5 Marketing research 5 3 Conclusion 5 1 Case discription Quint winery is a wine producer located at the Mosel River Valley in Germany. As the home market is becoming increasingly saturated and the competition is increasing, Quint Winery is looking for other markets to expand their sales and distribution. The wines produced at Quint Winery are high quality, and honor the traditions in wine making. Once at a ‘wine tasting party’, one of Quint Winery’s German customers brought a Japanese visitor along. She believed that the wines would prove salable in Japan, if marketed properly. 2 Analysis Uncovering the potential of the Japanese market Wine made out of grapes hasn’t been one of the favorite alcoholic beverages in Japan. Rice wine and plum wine were always the way to go. As these wines are made in Japan, they contribute to the Japanese sense of culture and traditions. Only since 1969 when Pieroth, which is an established wine brand from Germany, set foot on Japanese soil...
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...BRL Hardy: The Post Merger Success Perhaps the main drive for BRL Hardy’s post-merger success was the fact that the two merged companies were so distinct from each other. BRL was a company that sold fortified wines and took a bulk and volume approach, and thus had as one of its main assets its grape resources. Hardy’s on the other hand was a recognized, traditional award-winning brand wine that had marketing expertise and brand recognition. This essentially meant that Hardy had the know-how and innovation while BRL had the funds and resources to implement the ideas. Another reason for the success was the appointment of Steve Millar as CEO of the newly merged companies. Millar’s management placed an emphasis on turning BRL Hardy into a global powerhouse brand by emphasizing the need to decentralize risks and responsibilities while still maintaining the accountability of central management. Steve Millar also took a rational approach by focusing on the Pareto Principle, the law of the vital few (the “80-20” principle), in business. That is, he recognized that 80% of achievements roughly come from 20% of the amount of time and effort spent. He thus decided to focus his operations on getting 80% success with around 20 projects as opposed to 100% success with just one or two. The overall company strategy was also a big reason for the success that occurred post-merger. The company’s central leadership decided to emphasize the majority of their sales in the domestic...
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...BRL Hardy: The Post Merger Success Perhaps the main drive for BRL Hardy’s post-merger success was the fact that the two merged companies were so distinct from each other. BRL was a company that sold fortified wines and took a bulk and volume approach, and thus had as one of its main assets its grape resources. Hardy’s on the other hand was a recognized, traditional award-winning brand wine that had marketing expertise and brand recognition. This essentially meant that Hardy had the know-how and innovation while BRL had the funds and resources to implement the ideas. Another reason for the success was the appointment of Steve Millar as CEO of the newly merged companies. Millar’s management placed an emphasis on turning BRL Hardy into a global powerhouse brand by emphasizing the need to decentralize risks and responsibilities while still maintaining the accountability of central management. Steve Millar also took a rational approach by focusing on the Pareto Principle, the law of the vital few (the “80-20” principle), in business. That is, he recognized that 80% of achievements roughly come from 20% of the amount of time and effort spent. He thus decided to focus his operations on getting 80% success with around 20 projects as opposed to 100% success with just one or two. The overall company strategy was also a big reason for the success that occurred post-merger. The company’s central leadership decided to emphasize the majority of their sales in the...
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...In addition, reading habits are very low; this means that the ability of understanding and use of language is very basic. Speaking of the socioeconomic distribution, high groups represent 15% of the population, media groups account for 65% and the poorest are currently 2%. The 84% of the population lives in urban areas and 16% of the population lives in rural areas of the country. Today, the media are the target groups that companies are heading more and offer various products and services. From the point of view of religion, 70% is Catholic, however, most agree with issues such as divorce, premarital sex, and sexual tolerance. One of the most noticeable features is its xenophobic trait according to a study of the company Flats Search Marketing, 53% of Chileans reject the arrival of foreign immigrants, particularly those from Bolivia, Peru, and Argentina. (Gómez,...
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...BRL Hardy: The Post Merger Success Perhaps the main drive for BRL Hardy’s post-merger success was the fact that the two merged companies were so distinct from each other. BRL was a company that sold fortified wines and took a bulk and volume approach, and thus had as one of its main assets its grape resources. Hardy’s on the other hand was a recognized, traditional award-winning brand wine that had marketing expertise and brand recognition. This essentially meant that Hardy had the know-how and innovation while BRL had the funds and resources to implement the ideas. Another reason for the success was the appointment of Steve Millar as CEO of the newly merged companies. Millar’s management placed an emphasis on turning BRL Hardy into a global powerhouse brand by emphasizing the need to decentralize risks and responsibilities while still maintaining the accountability of central management. Steve Millar also took a rational approach by focusing on the Pareto Principle, the law of the vital few (the “80-20” principle), in business. That is, he recognized that 80% of achievements roughly come from 20% of the amount of time and effort spent. He thus decided to focus his operations on getting 80% success with around 20 projects as opposed to 100% success with just one or two. The overall company strategy was also a big reason for the success that occurred post-merger. The company’s central leadership decided to emphasize the majority of their sales in the domestic (Australian) market...
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...CASE STUDY: “LEADING THE RESCUE OF THE MINERS IN CHILE” COURSE: LDP 604 DESIGN PLANNING AND IMPLEMENTATION NAME: WAIGURU LEILA WANJIRU REGISTRATION NUMBER: L50/76280/2014 AN ASSIGNMENT SUBMITTED IN PARTIAL FULFILLMENT FOR REQUIREMENT FOR THE AWARD OF DEGREE OF MASTERS OF ARTS IN PROJECT PLANNING AND MANAGEMENT. 3RD NOVEMBER, 2014 Chilean Miners’ Rescue On 5th August, 2010 Chile hit the headlines with 33 miners drilling 2300 feet below the surface in a copper and gold mine in Atacama Desert, 800 kilometres North of Chile’s Capital Santiago were trapped by a massive cave- in. Chilean Mining Minister, Laurence Golborne, who had accompanied President, Sebastian Pinera, on a state visit to Quito, Ecuador, got the news at 11pm shortly after their arrival. Golborne informed the president the following morning and flew to Santiago via Peru on commercial flights then took a Chilean Air force flight to Copiapo before a 45-kilometre drive to the mine, arriving on August 7. Golborne, an engineer and entrepreneur, was recruited by the business friendly president who was inaugurated in March 2010 after success as Chief Executive of Censoud A, a large Chilean retail firm. Just 4 months in office with no mining background, Golborne took charge of a widely viewed disaster recovery effort. 69 days later, all 33 miners were rescued. Crew Foreman Luiz Urzua led the 33 trapped miners to form a small society to ration food, preserve morale, and protect their scarce resources. A surface team numbering...
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...CASE STUDY: “LEADING THE RESCUE OF THE MINERS IN CHILE†COURSE: LDP 604 DESIGN PLANNING AND IMPLEMENTATION NAME: WAIGURU LEILA WANJIRU REGISTRATION NUMBER: L50/76280/2014 AN ASSIGNMENT SUBMITTED IN PARTIAL FULFILLMENT FOR REQUIREMENT FOR THE AWARD OF DEGREE OF MASTERS OF ARTS IN PROJECT PLANNING AND MANAGEMENT. 3RD NOVEMBER, 2014 Chilean Miners’ Rescue On 5th August, 2010 Chile hit the headlines with 33 miners drilling 2300 feet below the surface in a copper and gold mine in Atacama Desert, 800 kilometres North of Chile’s Capital Santiago were trapped by a massive cave- in. Chilean Mining Minister, Laurence Golborne, who had accompanied President, Sebastian Pinera, on a state visit to Quito, Ecuador, got the news at 11pm shortly after their arrival. Golborne informed the president the following morning and flew to Santiago via Peru on commercial flights then took a Chilean Air force flight to Copiapo before a 45-kilometre drive to the mine, arriving on August 7. Golborne, an engineer and entrepreneur, was recruited by the business friendly president who was inaugurated in March 2010 after success as Chief Executive of Censoud A, a large Chilean retail firm. Just 4 months in office with no mining background, Golborne took charge of a widely viewed disaster recovery effort. 69 days later, all 33 miners were rescued. Crew Foreman Luiz Urzua led the 33 trapped miners to form a small society to ration food, preserve morale, and protect their scarce resources. A surface...
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...Autumn 15 ROBERT MONDAVI WINE INDUSTRY Dougal POGET & Caroline MULHAUSER U N I V E R S I T Y O F A P P L I E D S C I E N C E -‐ G E N E V A H A U T E E C O L E D E G E S T I O N – G E N E V E Mondavi Wine Industry – Case Study Dougal Poget & Caroline Mulhauser TABLE DES MATIERES 1. Read, reflect on and analyze the company situation within the context of a changing wine industry. ................................................................................................................ 4 2. Think about an outline all of the external, internal, competitive, market, and consumer factors, changes and trends affecting Mondavi in their business model. 5 External factors: ......................................................................................................................................... 5 Internal factors (Integration level) ...................................................................................................... 5 Competition ..............................................
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...Malko Ebers / Simon Wied SWOT Analysis Robert Mondavi and the Wine Industry Seminar paper Dokument Nr. V27469 http://www.grin.com/ ISBN 978-3-638-29511-6 9 783638 295116 Midterm Group Project Robert Mondavi & The Wine Industry SWOT Analysis Course Strategic Management: Concepts & Cases Chair of Management, especially Strategy and Leadership University of Konstanz - Summer Term 2004 by Malko Ebers Simon Wied Malko Ebers, Simon Wied II Structure 1. Introduction ............................................................................................................... 2. Opportunities vs. Threats: Analysis of the environment the Robert Mondavi Company is settled in ................ 2.1 Global environment ............................................................................................ 2.2 The US wine industry – an overview ................................................................. 2.3 Competitive forces in the US wine industry ...................................................... 2.3.1 Potential entrants ....................................................................................... 2.3.2 Bargaining power of buyers ...................................................................... 2.3.3 Bargaining power of suppliers .................................................................. 2.3.4 Closeness of substitutes to the industry’s products ................................... 2.3.5 Intensity of rivalry among...
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...Introduction This is a summary of the case study of the Chile mining disaster that happened in August 5th 2010. It was once of the most unanticipated disaster that attracted the attention of the entire world. The miners of gold were trapped in the mine for many days. The rescue team was led by a newly elected minister of mining: A successful businessman with little or no information regarding the mining or rescue operations. The dilemma was on how to handle the victims, the relatives of victims, the media and the country at large. This was a matter of life and death. The number of stranded miners was 33. * Identify the key problems and issues in the case study. * Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2 sentences. 2. Background Chile has been known as one of the leading mineral explorers in the world as well as having numerous mining fields with different minerals. Mining has been extensively been sources of income thus many people are engaged in mining. This activity has been descripting as dangerous with many miners losing their life. The number of deaths in the mining field has increased considerably in the past few years up to 2010 as companies continue to breach mining rules and regulations. * Set the scene: background information, relevant facts, and the most important issues. * Demonstrate that you have researched the problems in this case study. Body This body is divided into the different...
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...CONTENTS AND TABLES Wine in Venezuela - Category analysis .......................................................................................... 1 Headlines ........................................................................................................................................ 1 Trends ............................................................................................................................................. 1 Production, Imports and Exports................................................................................................. 3 Competitive Landscape .................................................................................................................. 3 Prospects ........................................................................................................................................ 4 Category Data ................................................................................................................................. 5 Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 Table 13 Table 14 Table 15 Table 16 Table 17 Table 18 Table 19 Table 20 Table 21 Table 22 Table 23 Table 24 Table 25 Table 26 Table 27 Table 28 Table 29 Table 30 Table 31 Table 32 Sales of Wine by Category: Total Volume 2006-2011 .................................. 5 Sales of Wine by Category: Total Value 2006-2011 ..................................... 6 Sales of Wine by Category: % Total...
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