...Australian Vintage LTD (AVG) The Australian industry The Australian wine industry is the 4th largest exporter in the world, exporting over 400 million litres a year to a large international export market that includes “old world” wine-producing countries such as France, Italy and Spain. There is also a significant domestic market for Australian wines, with Australians consuming over 400 million litres of wine per year. The wine industry is an important contributor to the Australian economy through production, employment, export and tourism. The Australian Wine export market was worth 2.8 billion Australian dollars in June 2007, and had a growth rate of 9%pa. Of this about AU$2 billion was accounted for by North America and the UK, and in this key latter market Australia is now the largest supplier of still wines. 2007 statistics for the North American market show that Australian wine accounted for a 17% share of the total value of U.S. imported wine, behind France with 31% and Italy with 28%. Australian Vintage Limited Australian Vintage Limited is a leading Australian wine company, known as McGuigan Simeon Wines until February 2008, when shareholders voted to change the name. Today Australian Vintage Limited is at the forefront of the Australian wine industry. Crushing 9% of total Australian annual production, its vineyards and grape supply capacity extend through some of Australian’s most captivating and diverse wine regions including the Hunter and Barossa Valleys...
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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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...bag the stock at discount prices LVMH is the strongest player in the luxury goods industry, a giant in an industry where fixed costs make scale paramount; the only "two-legged" balanced player, leading with mega-brands in both Leather Goods and Wines & Spirits; enjoying stable group EBIT margins as a consequence Champagne consumer demand weakness, de-stocking and oversupply in 2010 are well understood; W&S concerns have depressed the stock close to 20-year trough multiples and in the same range of smaller and more volatile hard luxury players and other peers; an opportunity in our view On top of LVMH's unrivaled industry position, markets seem to under-appreciate cost-saving opportunities, brand-portfolio rationalization, higher FCF from lower W&S inventory investment, above-average mega-brands' results or support from first-mover EM inroads In a medium-term growth environment, LVMH has the chance to be a key consolidator in the luxury goods industry: a mega-merger with CFR would be a strategic master stroke, placing it ahead of any M&A counter move by competitors SEE DISCLOSURE APPENDIX OF THIS REPORT FOR IMPORTANT DISCLOSURES AND ANALYST CERTIFICATIONS LVMH: KING OF THE LUXURY JUNGLE 1 Portfolio Manager's Summary We have few doubts about the opportunity of investing in LVMH for the medium to long term. We expect "winners will continue to win" in the luxury industry. LVMH with its material scale advantage, leading brand portfolio, balanced category...
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...in luxury goods. LVMH inherited a long history, and brings together noble professions, with deeply rooted traditions and a unique combination of internationally renowned brands. The activity of LVMH is mainly focused in luxury industry and its spectrum of products is divided into five generic fields (and their most recognised respective brands): * Wines & Spirits: Veuve Clicquot, Krug, Château d’Yquem, Château Cheval Blanc, Belvedere, Glenmorangie, Newton Vineyards and Numanthia Termes; * Fashion & Leather Goods: Louis Vuitton, Fendi, Donna Karan New York, Céline, Loewe, Givenchy, Kenzo, Thomas Pink, Berluti, Pucci; * Perfumes & Cosmetics: Parfums Christian Dior, Guerlain, Parfums Givenchy, Make Up For Ever, Benefit Cosmetics, Fresh and Acqua di Parma; * Watches & Jewellery: Bulgari, TAG Heuer, Zenith, Hublot, Chaumet and Fred; * Selective Retailing: DFS Galleria, Sephora, Le Bon Marché, Ile de Beauté and Ole Henriksen; Due to its brand development strategy, and the expansion of its international retail network (more than 3,000 stores worldwide), LVMH has had a strong growth dynamic since its creation in 1987. Today, employs almost 100,000 people that share the Group's values, 79% of whom are based outside France. Sources of Information To perform the analysis, we resort to the widely available information in the internet. Among others, we scouted the Investor Relations section in the official websites of LVMH and its...
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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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...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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...International marketing Introduction to Global Marketing (polycopié 1) fidéliser les clients : to build customer loyalty un ensemble de : a set of Définition d'un marché : A market is a set of actual and potential customers. Actual customer is the customer that the company already have. One product is design for one market. One product is design for a set of customers. Market are customers. The marketing process : 1 – Analysis => SWOT analysis - company strenghs & weaknesses (internal analysis) - market opportunities & threats (external analysis) 2 – Planification => setting goals => designing strategies 3 – Implementation => implementing Marketing mix strategies 4 Ps : Product, price, place, promotion 4 – Control => making sure strategies have delivered expected results Global marketing Global marketing is the coordination of marketing activities across various countries that satisfy customers needs. To go global : selling products on a worldwide basis. A) Why do firms go global ? Brand image : a set of mental representations that customers have about the brand. Survival and growth - limited growth in domestic markets eg (équivalent de exemple : exempli gracia en latin) : Nestlé - High growth potential in emerging markets emerging markets : have a fast growth eg China's growth rate around 8 %, BRICS Gaining increased competitiveness - Achieving economies...
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...Scientific Article DALAT WINE: CHALLENGES IN ESTABLISHING THE NATIONAL WINE BRAND POSITION IS STILL YEARS AHEAD -*Ngo Binh, MA. in Marketing Bui Thi Lan Huong, PhD. I. COMPANY HISTORY 1.1 Wine manufacturing traditional in Dalat (Vietnam) Dalat wine has been popular in Dalat, an attractive city located 1500 m above sea level on Langbian high lands. For long time ago, Dalat wine has been produced traditionally by local producers from blackberries (dau tam). Traditional wine makers in Dalat grow themselves dau tam at Bong Lai area. It is reportedly that the first wine producer was Lafaro, a local company founded by Nguyen Huu Duc in 1974. This company imported a new variety of dau tam to produce its wine. Unfortunately, the company stopped to operate in 1975. Nguyen Chi Man, a 80-year-old man, who did distribute this wine at that time, asked the company's owner this variety of mulberry' seeds to grow, then to make wine for his own consumption and later on for his small business in Dalat. Since then, other traditional wine makers follow him to open wine factories and mulberry plantations, especially in Bong Lai. Because of their small scale, they did not build up particular brand name for their wine. Dalat wine has been considered effectively as a “geographical indication”. Dalat wine has been consumed mostly by Dalat residents. The mind climate of Dalat is the favorable place for consuming red wine, especially in traditional holidays. According to Nguyen Trong Anh Dong, Vice-Secretary...
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...to country and culture to culture. An employee from the United States will need to have pre-departure training on a variety of things to be successful on an assignment in France. The following information should provide insight into French culture, communication, and business etiquette, to improve both the training and the success of an expatriate being sent to France. I. France Overview France is one of many countries in the western part of Europe and has an estimated population of approximately 65 million people and continues to grow at about .5% each year (www.indexmundi.com). France is the largest Western European country and is approximately 4/5 the size of Texas (www.cyborlink.com). It is also one of twenty-seven countries that is a member of the European Union. Although France does not have an official religion, the majority of French people are Catholic (www.foreigntranslations.com). The country is bordered by six European nations, which include Belgium, Luxemburg, Germany, Switzerland, and Italy to its east and Spain to its southwest. Not only does France border many countries, but it is also is bordered by the Bay of Biscay and the English Channel to its west and northwest respectively. Communication The primary language in France is French, but most people in business speak English as well (www.foreigntranslations.com). Language is important to the French, so you should try to make an effort to speak...
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...32 Online Retailing Market Overview 32 Online Shopping for Jewellery 33 Profile of General Online Shoppers 33 Site Profile of Top 3 Online Shopping sites 35 1. Amazon US – www.amazon.com (ranked no. 5 in Alexa ) 35 2. WalMart - www.walmart.com (ranked no. 41 in Alexa) 39 3. KOHLS - http://www.kohls.com/ (ranked no. 207 in Alexa in UK) 44 Germany 48 Online Retailing Market Overview 48 Online Shopping for Jewellery 50 Profile of General Online Shoppers 50 Site Profile of Top 3 Online Shopping sites 52 1. Amazon Germany – www.amazon.de (ranked no. 6 in Alexa) 52 2. Otto Germany - www.otto.de (ranked no. 79 in Alexa) 53 3. Idealo - http://www.idealo.de/ (ranked no. 37 in Alexa) 54 France 56 Online Retailing Market Overview 56 Online Shopping for Jewellery 56 Profile of General Online Shoppers 56 Site Profile of Top 3 Online Shopping sites 56 Netherlands 59 Online Retailing Market Overview 59 Online Shopping for Jewellery 59 Profile of General Online Shoppers 59 Site Profile of Top 3 Online Shopping sites 59 South Korea 61 Japan 61 Switzerland 61 Finland 61 Sweden 61 Denmark 61 Canada 61 Norway 61 Australia 61 Belgium 61 Taiwan 61 Hong Kong 61 China 61 Singapore 62 Austria 62 Conclusion 63 Looking Forward 63 Executive Summary Online shopping can be considered a sub-category...
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...THE GLOBAL BRANDING OF STELLA ARTOIS Professors Paul W. Beamish and Anthony Goerzen prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. One time permission to reproduce granted to Interpretive for use in CountryManager by Ivey Management Services on Aug. 1, 2007. Copyright © 2000, Ivey Management Services Version: (A) 2006-08-29 In April 2000, Paul Cooke, chief marketing officer of Interbrew, the world’s fourth largest brewer, contemplated the further development of their premium product, Stella Artois, as the company’s flagship brand in key markets around the world. Although the long-range plan for 2000-2002 had been approved, there still remained some important strategic issues to resolve. A BRIEF HISTORY OF INTERBREW Interbrew traced...
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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...INTERNATIONAL BUSINESS MIDTERM Question 1: One of the discussed themes is on the institutional environment of international business. In this context, we focused mainly on the evolution of the international monetary system and monetary institutions that facilitate international trade and investment. (1a) Marking the benchmarks along your route (i.e. Bretton Woods, Smithsonian, Jamaica, Plaza, and the Louvre Accords, etc), trace this evolution from its origins in the gold standard, through the fixed and the floating exchange rate systems to the managed float (target zone) system we are living in today. Answer: Since known history of mankind exchange of goods and services of value had been going on between individuals, groups and tribes/nations. By the passage of time it developed through barter system to gold coins etc. In modern times starting from the last century, the evolution of institutional environment of international business and monetary system as well as monitory institutions have been developed to streamline the trade and investment among the nations. Going through the various stages of evolution from the origin in the gold standard and development to present time floating exchange rate system and to explained the workings of the international monetary system and pointed out its implications for international business we make Bretton Woods followed by Jamaica, Plaza, and the Louvre Accords, etc. To further elaborate the topic it is imperative to describe each...
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...great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished in the artisan world. Brand image enhancement Because they represent an extraordinary asset, a source of dreams and ambitions. Entrepreneurship Because this guarantees our ability to react and our motivation to create and seize opportunities. Leadership – Be the best Because it is through continually excelling that we accomplish the best and achieve the best results. LVMH 2012 —...
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