...Assessment 2 – Business Report [pic] Southcorp Limited: Winemaker’s winding road Based in New South Wales, Australia, Southcorp Limited is the world's largest maker of premium brand wine. The company oversees a number of brand names, including three of Australia's largest wine groups, Lindemans, and Penfolds, as well as Rosemount Estates, acquired in 2001. Other major wine labels include Wynns and Seppelts--the company has been working to reduce its total number of branded wines to under 850 by the end of 2003. In total, Southcorp owns more than 8,000 hectares of vineyards, and is the largest single landholder in the highly prized Coonawarra region. The company's combined volume, excluding bulk volumes, topped 22.2 million cases in 2001. The company's core brands, including Wynns, accounted for nearly 14 million cases. The United States represents a primary market for Southcorp, absorbing more than five million cases, while Europe accounts for nearly 7.5 million cases of Southcorp-produced wine. The company also owns small winery operations in the United States, where it has formed a joint venture partnership with Robert Mondavi, and in France, where it holds the James Herrick brand. Originally a beer brewer turned diversified conglomerate--the company's former holdings included a large water heater business--Southcorp has transformed itself into a focused wine group, completing the divestment of its water heater operations in 2002. Listed on...
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...Corporate Capers Unless you’re an avid reader of the Financial Review the changes in the Australian wine industry might have passed you by. In recent years Australian wine companies have spread their wings and come of age on the world stage. Companies have expanded and increased their brand portfolio, as well as aligning themselves with other international companies. Takeovers have been rife; in fact with foreign ownership on the increase, it might well be high time for Dick Smith to start bottling Chardonnay! The big four wine companies in Australia are: Southcorp, Beringer Blass, BRL Hardy and Orlando Wyndham. Each company has grown in the past five years on the back of the continued success of Australian wine in the major overseas markets of the United Kingdom and the United State of America. The major four now produce over 70% of Australia’s wine, even though there are a staggering 1424 wineries to be found on our shores. For foreign ownership look no further than the company who sells Australia’s iconic ‘Top Drop’ - Jacob’s Creek, Orlando Wyndham is owned by the French Pernod-Ricard Group. The newest player in the industry, Lion Nathan, remains local but only by the skin of it’s teeth with 46% of the company being owned by the Japanese brewing company Kirin and the majority shareholder in the small Wingara Group which owns Katnook Estate, Deakin Estate and Riddoch labels, is the Spanish sparkling giant Freixenet. In Tasmania Pipers Brook Vineyards was taken over...
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...Proceedings of the 2nd International Conference on Corporate Governance Garrow A New Hypothesis on the Determinants of Acquisitions Nigel Garrow Introduction Merger and acquisition (M&A) activity is a significant factor in business in most advanced economies. According to Thomson Reuters, the value of M&A deals completed globally during the 12 months to November 2009 was US$1.8 trillion. However, the acquirers’ shareholders often lose value. Much of the literature on M&A is centred on the UK and US markets, with only a modest level of research within Australia This paper suggests a new proposition to explain why M&A activity may be value destroying for the acquirers: Success or failure for the acquiring firm’s shareholders in M&A is a function of the combined tenure, personal motivation, and recent performance of the Chairman and Chief Executive Officer (CEO) of the acquiring firm. This examination of the combined effectiveness of the Chairman and CEO is not something that appears to have been undertaken before. The paper will present the constituent hypotheses of the main proposition, followed by a literature review, a presentation of findings from a pilot study, conclusions and next steps. Four constituent hypotheses, each of which refers to the performance of the Chairman and CEO, arise out of the pilot study: Hypothesis 1. The length of time that the Chairman and CEO of the acquiring firm have been together in their respective positions at the time of the acquisition...
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...CASE STUDY AUSTRALIAN WINE INDUSTRY 1. Identify Company’s (Witchmount Estate) objectives. [pic] Corporate - To be one of the top 3 wine estates in Victoria within 5 years. - Produce well known varieties of wine, such as, Chardonay, Sauvignon blanc, Shiraz & Cabernet sauvignon. - Develop new varieties like Pinot Gris. - Expansion & development of the winery, by building new modern wine manufacturing & tasting facilities. Build new restaurant. Build Conference and accommodation facilities. - A more recognisable logo “W”. - Wine produced to be divided into separate lines, and to sell in different price categories to cater for a wider market, pricing to be below & above $20 price point. Marketing - On-site and in the local community - Invite well known Australian performers to perform concerts within the winery. Advertising - Local media (newspapers & radio) within 20km radius. - Industry magazines - Conferences - Festivals - In other wine regions of Victoria - The closet winery to Melbourne CBD • Develop relationships with City hotel concierges • Offer their patrons Wine tasting package, Tour to the winery for a meal and wine tasting, with buses arranged by Witchmount to transport patrons. 2. Define the problem ...
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...Robert Mondavi and the Wine Industry Analysis EXECUTIVE SUMMARY The Robert Mondavi Winery became one of America’s most innovative, high-quality winemakers in the late 1960s and early 1970s. There are over 1 million wine producers worldwide and no winery accounted for more than 1% of global retail sales. Because of this and the fact that there are many substitutes, there is an issue to try to gain economies of scale and become a leader in the wine market. Wine tends to stay it its local region, which makes it harder to compete with its substitutes. In the strategic analysis portion of this case analysis, we discuss Porter’s Five Forces and how they affect the Robert Mondavi Winery. We conclude that in order for the winery to stay competitive and gain economies of scale, they should develop new joint ventures and reform their company structure into a decentralized federation. PROBLEM IDENTIFICATION After analyzing Robert Mondavi Winery the biggest problem they face being in the wine industry is the threat of substitution of their product. There is a range of different products in the alcohol industry. Wine is not the most consumed alcoholic drink in the world, making it a treat to having sustained and effective substitute products. Robert Mondavi Winery’s second biggest problem they must overcome is being able to sustain a competitive advantage over rival companies in different areas. Such areas include the Winery staying local and not being able to compete in...
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...International Business & Economics Research Journal Volume 2, Number 9 The Changing Structure Of The Global Wine Industry Michael A. Roberto (E-mail: mroberto@hbs.edu), Harvard Business School Abstract This paper examines the distinctive economic structures that exist in the wine industry in various regions of the world, and it identifies the critical forces driving changes in the structure of this industry. The paper accomplishes these objectives by applying concepts from industrial organization economics, agency theory, and the field of competitive strategy. T he economic structure of an industry affects the intensity of competition and the average profitability of firms in a particular market.1 While strategy scholars have debated the extent to which industry structure explains differences in firm profitability, virtually no one disputes the idea that structural forces have a sizeable impact.2 More recently, researchers have demonstrated that industries exhibit substantial structural differences across various geographic markets around the world. These structural differences are driven by institutional heterogeneity and contrasting patterns of historical development. 3 Over time, the structure of a global industry can change dramatically. In particular, many industries have experienced consolidation in recent years. Industry consolidation raises several important questions for scholars and practitioners. First, why do these structural shifts take place? Second...
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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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...Chapter 8 Valuation of Company Shares: Earnings Based Methods The objectives of this chapter are to present the earnings based methods of share valuation, to critically appraise the available empirical evidence, and to provide examples of the problems, issues and limitations of share valuation. Chapter Outline • Overview of the relationship between earnings and value. • Compounding versus Discounting • Long Event Windows and Discounted/Compounded Earnings. • Earnings Capitalisation and P/E Valuations. • Permanent versus Transitory Earnings and Financial Analysis. • Ohlson’s Theory of Value. • Example of Ohlson Style Valuation. Why focus on earnings for valuation? In chapter 7 we argued that cash flow and dividend based valuation models were conceptually and empirically inappropriate. Earnings based valuation methods, in particular Ohlson style valuation models, are shown in this chapter to be conceptually superior to dividend and cash flow valuation approaches. There is growing empirical evidence consistent with our arguments, some of which is reviewed in this chapter. Chapter 9 provides some detailed examples of the Ohlson style earnings valuation methodology and should be studied after digesting the current chapter. Why focus on earnings? The actions and statements of the professional investment community provide compelling anecdotal evidence that earnings are important in the...
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...Chapter 8 Valuation of Company Shares: Earnings Based Methods The objectives of this chapter are to present the earnings based methods of share valuation, to critically appraise the available empirical evidence, and to provide examples of the problems, issues and limitations of share valuation. Chapter Outline • Overview of the relationship between earnings and value. • Compounding versus Discounting • Long Event Windows and Discounted/Compounded Earnings. • Earnings Capitalisation and P/E Valuations. • Permanent versus Transitory Earnings and Financial Analysis. • Ohlson’s Theory of Value. • Example of Ohlson Style Valuation. Why focus on earnings for valuation? In chapter 7 we argued that cash flow and dividend based valuation models were conceptually and empirically inappropriate. Earnings based valuation methods, in particular Ohlson style valuation models, are shown in this chapter to be conceptually superior to dividend and cash flow valuation approaches. There is growing empirical evidence consistent with our arguments, some of which is reviewed in this chapter. Chapter 9 provides some detailed examples of the Ohlson style earnings valuation methodology and should be studied after digesting the current chapter. Why focus on earnings? The actions and statements of the professional investment community provide compelling anecdotal evidence that earnings are important in the...
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...AB3601 STRATEGIC MANAGEMENT Course Outline Semester 1 of the Academic Year 2015-2016 Course Coordinator: Assoc Prof Tsui-Auch Lai Si Course Instructor for Groups 2, 5 and 5: Wan Chew Yoong Office: S3-1C-80 Tel: 67905651 email: acywan@ntu.edu.sg Course Description and Objective The Strategic Management Course focuses on identifying and understanding the sources of superior firm performance. This course introduces theoretical concepts and frameworks useful for analyzing the external and internal environment of the firm, and guiding the formulation and execution of different types of strategies. Strategic issues are examined from the perspective of a chief executive or general manager, focusing on how one can formulate effective strategies and develop the necessary resources and capabilities to achieve sustainable competitive advantage in a global and volatile competitive environment. Learning Goals At the end of this Course, students should be able to: synthesize information to recognize the external opportunities and threats as well as the internal strengths and weaknesses that impact a firm’s competitive advantage. critically evaluate how a business, corporate and/or international strategy would lead to sustainable competitive advantage. analyze complex and dynamic interdependencies among strategic issues. identify ethical issues and exhibit informed ethical judgment when faced with an ethical decision. Learning and Teaching Methods This course is structured...
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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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...Business Strategy Formulation: Theory, Process, and the Intellectual Revolution Anthony W. Ulwick QUORUM BOOKS Business Strategy Formulation Business Strategy Formulation Theory, Process, and the Intellectual Revolution Anthony W. Ulwick QUORUM BOOKS Westport, Connecticut • London Library of Congress Cataloging-in-Publication Data Ulwick, Anthony W., 1957– Business strategy formulation : theory, process, and the intellectual revolution / Anthony W. Ulwick. p. cm. Includes bibliographical references and index. ISBN 1–56720–273–X (alk. paper) 1. Strategic planning. I. Title. HD30.28.U44 1999 658.4'012—dc21 99–13714 British Library Cataloguing in Publication Data is available. Copyright ᭧ 1999 by Anthony W. Ulwick All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 99–13714 ISBN: 1–56720–273–X First published in 1999 Quorum Books, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. www.quorumbooks.com Printed in the United States of America The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48–1984). 10 9 8 7 6 5 4 3 2 1 Dedicated to my wife, Heather Lee, and our son, Anthony—my sources of love and inspiration. Contents Preface Acknowledgments Introduction 1. The...
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...9-910-405 AUGUST 13, 2009 CHRISTOPHER A. BARTLETT Global Wine War 2009: New World versus Old “We have the people, expertise, technology and commitment to gain global preeminence for Australian wine by 2025. It will come by anticipating the market, influencing consumer demand, and building on our strategy of sustainable growth.” — Sam Toley, CEO of Australian Wine and Brandy Corporation. “By phasing out the buyback of excess wine and increasing incentives for farmers to uproot their vines, the EC reforms will only bring in the New World’s agro-industry model. We need to protect the age-old European model built on traditional vineyards.” — Jean-Louis Piton, Copa-Cogeca Farmers Association. In 2009, these two views reflected some of the very different sentiments unleashed by the fierce competitive battle raging between traditional wine makers and some new industry players as they fought for a share of the $230 billion global wine market. Many Old World wine producers—France, Italy, and Spain, for example—found themselves constrained by embedded wine-making traditions, restrictive industry regulations, and complex national and European Community legislation. This provided an opportunity for New World wine companies—from Australia, the United States, and Chile, for instance—to challenge the more established Old World producers by introducing innovations at every stage of the value chain. In the Beginning1 Grape growing and wine making have been human preoccupations at least since...
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...growww.businessmonitor.com Q4 2010 AUStrALiA food & drink report INCLUDES 5-YEAR FORECASTS TO 2014 iSSn 1749-2580 published by Business Monitor international Ltd. AUSTRALIA FOOD & DRINK REPORT Q4 2010 INCLUDING 5-YEAR INDUSTRY FORECASTS BY BMI Part of BMI’s Industry Report & Forecasts Series Published by: Business Monitor International Copy deadline: July 2010 Business Monitor International Mermaid House, 2 Puddle Dock, London, EC4V 3DS, UK Tel: +44 (0) 20 7248 0468 Fax: +44 (0) 20 7248 0467 Email: subs@businessmonitor.com Web: http://www.businessmonitor.com © 2010 Business Monitor International. All rights reserved. All information contained in this publication is copyrighted in the name of Business Monitor International, and as such no part of this publication may be reproduced, repackaged, redistributed, resold in whole or in any part, or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping, or by information storage or retrieval, or by any other means, without the express written consent of the publisher. DISCLAIMER All information contained in this publication has been researched and compiled from sources believed to be accurate and reliable at the time of publishing. However, in view of the natural scope for human and/or mechanical error, either at source or during production, Business Monitor International accepts no liability whatsoever for any loss or damage resulting from errors...
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...IntMk-CStud-4.qxd 26/05/2005 14:05 Page 563 section 4 case studies cases 4.1 Wal-Mart’s German Misadventure 4.2 Handl Tyrol: Market Selection and Coverage Decisions of a Medium-sized Austrian Enterprise 4.3 Blair Water Purifiers to India 4.4 A Tale of Two Tipples 4.5 Kellogg’s Indian Experience 4.6 Strategic Alliances in the Global Airline Industry: from Bilateral Agreements to Integrated Networks 4.7 GN Netcom in China 4.8 IKEA: Entering Russia 4.9 The ‘David Beckham’ Brand 563 571 574 583 586 590 594 599 604 case 4.1 Wal-Mart’s German Misadventure I don’t think that Wal-Mart did their homework as well as they should have. Germany is Europe’s most pricesensitive market. Wal-Mart underestimated the competition, the culture, the legislative environment. — Steve Gotham, retail analyst, Verdict Retail Consulting, October 20021 We screwed up in Germany. Our biggest mistake was putting our name up before we had the service and low prices. People were disappointed. — John Menzer, head of Wal-Mart International December 20012 ‘Don’t look now:’ low prices all year round! With thanks to Walmart 563 IntMk-CStud-4.qxd 26/05/2005 14:06 Page 564 section 6 case studies section 4 German blues For the world’s largest retailing company, Wal-Mart, Inc., the German market was proving difficult to crack. By 2003, even after five years of having entered Germany, Wal-Mart was making losses. Though Wal-Mart did not reveal these figures, analysts estimated...
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