fortified wines declined and vineyards were replanted with table wine varieties. Then‚ as consumers became more sophisticated‚ generic bulk wine sales were replaced by bottled varietals such as cabernet sauvignon‚ chardonnay‚ etc. Mid-1990 – domestic consumption stood 18.5 liters per capita. By 1996‚ more than 1‚000 wineries were establish in Australia. The largest accounted for 84% of the grape crush and 4 controlled over 75% of domestic branded sales. The number 2 company was BRL Hardy Ltd. During
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Intgrativecasestudy 1.1 Wine Industry - Porter Analysis Porter analysis‚ a highly competitive industry under consolidation with very high market potential and growth. Faire un summary des points clefs: • A COMPLETER DETAILS: • 1.Bargaining power of customers = High 5/5 o No switching cost o Numerous players‚ numerous wine o At final customer level § Change in consumer habits and needs: • “Industry was becoming increasingly fashion-driven” Australian wine was becoming a “hot trend” o At
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The roots of BRL Hardy’s success lay in global expansion. The company’s strategic vision is to become the world’s first truly global wine company. As CEO and managing director of BRL Hardy Europe‚ Carson’s contribution and achievements had been significant with a 10 fold increase in sales volume‚ in a tenure spanning just seven years. He successfully turned around Hardy’s U.K. business by implementing cost cutting initiatives and ensuring strong systems‚ policies‚ and control. Millar‚ CEO and managing
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BRL Hardy: Globalizing an Australian Wine Company What are the organizational and management challenges surrounding BRL’s international expansion? What would you propose to overcome these? The main challenge surrounding BRL’s international expansion was its merger with Hardy. Both companies were struggling financially and needed the skills of each other’s company to be successful internationally. Organization challenges dealt with how both companies were running their respected business
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BRL Hardy: Globalizing an Australian Wine Company 7/14/2014 Figure 1: Position of BRL Hardy Europe in “Roles for national subsidiaries” Matrix Given that the UK market accounted for two-thirds of BRL Hardy’s export sales‚ it is a strategically important market. BRL Hardy Europe was highly competent subsidiary‚ too. The managing director‚ Christopher Carson had 20 years’ experience in the wine business with particular expertise in Italian wines. He had a sharp eye to detect subsidiary’s
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BRL Hardy: Globalizing an Australian Wine Company Question 1: How do you account for BRL Hardy’s remarkable post merger success? There are a number of factors that account for BRL Hardy’s remarkable post merger success. First‚ the two companies had great strengths that they combined together. BRL had raw materials‚ money‚ and leadership‚ while Hardy had great marketing skills‚ a well-known brand and knowledge on how to make wine. Christopher Carson also contributed
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1. Merge Conditions Although BRL and Hardy were in the same line of business and had many of the same goals‚ these two companies were not initially looking to merge with any other company. However‚ in June of 1992‚ BLR Hardy was formed. Unfortunately‚ the merger was the result of Hardy’s financial crisis and BRL’s need for expansion. These factors drove the two companies to make a decision they may not have made if they were not looking for help. Both companies entered the marriage hoping the
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forces behind BRL Hardy to become a global company? BRL Hardy is the result of the merger of two competing Australian companies “Thomas Hardy & Sons” and “BRL” in 1992. While both companies were financially struggling‚ they believed that the merger would help them to cope with their problems as one big firm. Although both companies were following rather different strategies‚ this merger was a win-win situation. While Hardy was bringing in marketing expertise and winemaking know-how‚ BRL had access
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BRL Hardy Write-up What recommendation would you make to the organization concerning the conflicting proposals for Kelly’s Revenge and Banrock Station? What would you do as Carson? As Millar? Making a recommendation to BRL Hardy concerning the conflicting proposals for Kelly’s Revenge and Banrock Station is complicated. On one hand we have a parent company – and its top management – that aspires to become an “international wine company”‚ leveraging existing marketing capabilities and distribution
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Integrative Case ------------------------------------------------- Group 6 Leslie Sosa July‚ 1st 2010 Christophe Delachanal Sébastien Lacour Charbel Makhoul BRL Hardy Globalizing an Australian Wine Company * Table of Content 1 Introduction 4 2 Hardy & BRL Merger & Acquisition Success Analysis 5 2.1 Wine Industry – Porter Forces Analysis 5 2.2 Pre-M&A Conditions - Evaluation 6 2.3 Post Merger Management 6 3 The “Stephen Davies & Christopher Carlson”
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