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 the 1980s and 1990s changes in the global wine industry had a major
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After a few minutes of vicious brawling‚ the winery was returned to a placid state by my mercenaries present there. Fortunately‚ I survived the bloody turmoil in the winery. No one dared to accuse me‚ Montresor‚ of my felony‚ for they knew they would be lunged by my mercenaries into a bog. Of course‚ Fortunato had to bribe a few dandies and princeps‚ but then again
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everyone at Stone Creek had participated in the harvest of 1999. From mid-September throughout the month of October‚ every available employee worked long hours to ensure that the grapes were picked at just the right time‚ carefully transported to the winery‚ and crushed at their peak of flavor. The result was a record harvest‚ in terms of volume‚ and the Stone sisters had every reason to be pleased after another excellent growing season. Although they were physically exhausted‚ they were also quite optimistic
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Case possible acquisition of Goundrey Wines‚ Australia as part of the strategic internationalization plan developed in 2000 felt they had to look beyond region to be a major competitor biggest wine company in Canada‚ 4th largest in North America first time they try to be international‚ first experience Global Wine Industry new world: U.S.‚ Australia‚ Chile‚ Argentina old world: France‚ Italy‚ Spain Australia leader of new world wine exporting Top 10 wine exporters accounted for 90%
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Executive Decision Making & Strategic Analysis Robert Mondavi and The Wine Industry‚ HBS 9-302-102 (Case 1) Post-Class Analysis Individual Assignment Student: Álvaro Toro I. Executive Summary On May 2001‚ Michael Mondavi took over the position of chairman of Robert Mondavi Company‚ as well Greg Evans assumed as CEO. They company was founded in 1966‚ and has became one of the world’s finest and most innovative winemakers‚ currently having sales for 480 millions‚ and firm’s market
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sheds (to house the farming equipment)‚ the winery building (containing storage tanks‚ aging barrels‚ and a small bottling operation)‚ and a small farmhouse with guestrooms‚ offices‚ and the requisite tasting and sales room. Exhibit 1 summarizes the major assets of the vineyard.1 1 Clemens had heard that choice vineyard land might sell for between $5‚000 and $10‚000 an acre‚ but that acreage was usually sold in units sufficient in size to constitute a winery business. She suspected that‚ in a forced
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INNOVATION STRATEGY IN A GLOBALIZING INDUSTRY: A CASE STUDY OF THE WINE INDUSTRY By Orlando-Marian Voica THESIS Submitted to School of Public Policy and Management‚ KDI in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION 2002 INNOVATION STRATEGY IN A GLOBALIZING INDUSTRY: A CASE STUDY OF THE WINE INDUSTRY By Orlando-Marian Voica THESIS Submitted to School of Public Policy and Management‚ KDI in partial fulfillment of the
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I. Executive summary The quality and reputation of wellington wine have a key role to play in strengthening wellington wine’s brand promise of being a vibrant and welcoming place that celebrates the good things in life. Wellington wines core brand attribute of being Australia’s home of exceptional wine and produce‚ complements other core brand attributes of un spoilt nature at close proximity‚ enterprising tradition of creativity and innovation‚ and a beautiful city and festival spirit.
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1. EXECUTIVE SUMMARY ..5 2. BACKGROUND OF THE CASE STUDY .6 3. ANALYSIS & IMPLICATIONS OF PORTER’S FIVE COMPETITIVE PRESSURES ..7-17 3.1. The Potential Entry of New Competitors 3.2. Competitive Pressures from Substitutes Products 3.3. Bargaining Power of Buyers 3.4. Bargaining Power of Suppliers 3.5. The Rivalry among Competing Sellers 4. ANALYSIS OF THE STRATEGIC GROUP MAPPING .18-20 5. KEY SUCCESS FACTORS OF THE WINE INDUSTRY 21-23 5.1. World famous
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a portfolio of premium to super ultra premium wines to fill various price points and niches in domestic wine market  1981 Opus One joint venture with Baron Philippe de Rothschild  Through 1980’s and 1990’s‚ Mondavi acquires many wineries and vineyards throughout California  Mondavi develops national following  Phylloxera (vine killing insects) begin to infiltrate California vineyards  1993‚ Mondavi‚ in need of capital due to extensive acquisition expenditures
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