Part 2: Contemporary Management Issues 7 Part 3: Market Entry Strategy 11 Recommendation to the Board of Directors…………… ……………………………… ….13 Appendices 14 References 15 Introduction This report has been written by the Boston Consulting Group and uses Porter’s national diamond analysis model to evaluate the attractiveness of investment opportunities in the Tunisian wine industry. Also discussed are two key management issues that need to be
field that countries establish for their industries. Chateau Ksara is considered the first wine company in Lebanon and the most popular. Its wines are exported to over 40 countries. Therefore, how did Ksara managed to achieve such position and compete nationally and internationally? How did Ksara managed to have a competitive advantage over other wine companies throughout the years? Four attributes of the nation constituted the diamond of national competitive advantage of Chateau Ksara; factor conditions
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 growing areas 5.2. Larger growing market for premium wines 5.3. Favorable
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 growing areas 5.2. Larger growing market for premium wines 5.3. Favorable demographic and macro
AND THE WINE INDUSTRY CASE ANALYSIS by Alberto Vicentelli Global wine industry structure. How and why is this structure changing? Production and consumption of wine was mostly localized until the early 1990’s. Wine producers in different countries were traditionally isolated from each other, and most of the world’s wine drinkers consumed either local wines or imports from nearby producers. Winemakers had minimal cross-border interaction and followed local traditions. The wine industry is divided
Case Study 1 : BRL Hardy: Globalizing an Australian Wine Company To: Chris Day, Group Strategic Planning Manager (BRL Hardy) From: Strategic advisor Re: Evaluation of BRL Hardy’s strategy for today and tomorrow Table of Contents: 1. Report Objectives 2. Executive Summary 3. Industry Background 4. BRL Hardy Background 5. Issues within the Wine Industry 6. Implications for Attaining a Position of Competitive Advantage 7. Recommendations 1. Report Objectives BRL Hardy wants to
Introduction Human beings have been dealing with wine for thousands of years, from the Mesopotamians to the ancient Egyptians, from the Greeks to the ancient Romans, the latter which under their vast empire spread viticulture through the Mediterranean region. Through centuries countries, such as France and Italy, obtained a consolidated position in the wine industry, both in demand and production. In the last part of the 20th century newcomers (Australia, South Africa, New
Robert Mondavi’s company is a premium wine making company he founded in 1966. The company is located in California and has grown to become one of the world’s finest and most innovative wine makers over a period of 35 years. The company has over the past enjoyed impressive growth evidenced by earnings per share growing by 28% since 1994 and market value rising to approximately $600 million. Robert Mondavi grew his company through acquisitions such as the purchase of Woodbridge winery and making major
on the world’s economy as its ranking is increasing more and more. The country has an interesting competitive advantage to analyze, and it can be related to Porter’s articles. Indeed, there are different theories shown in Porter’s articles
Question one: the premium U.S domestic wine market and industry The premium U.S domestic wine market and industry had approximately 1500 players or wineries. The concentration of the wine industry had segmentations with the top ten players within the market control more than two thirds of the total production shares. The production of wine was prevalent in all states with the exception of the state of Alaska (Silverman et al, 2001). Selling of wine within the industry was in three tiers (wineries, wholesalers