Case Study Of CorkD

Bonny Doon Vineyards, a successful winery business based in Santa Cruz, California, has grown from selling 5,000 cases of wine a year in 1981 to 200,000 cases a year in 1999. To keep growing and be more profitable, the business must choose amongst three possible strategic directions. The first strategy is to start importing wines from Europe into the United States. The second alternative is branching into a retail outlet for unusual wines of great value, accompanied by a high level of service. Lastly, the business’ D.E.W.N could be expanded to include wines not made by the company itself but by other wineries that follow the same values and philosophy.

Ms. Quintana CEO of Northern Napa Valley Winery Inc. was considering conducting business with Trans Continental stores to sell excess grapes from the 2008 harvest. Prior to making a decision Quintana must determine how much of the harvest should be retained for the production of Northern Napa’s own red table wine. Quintana realized that the quantity of red table wine produced is closely associated to the sales.

1) Evaluate the structure of the global wine industry? How and why is that structure changing? What threats do these changes present for Robert Mondavi?

The premium wine segment is quite concentrated with high barriers to entry making mergers and acquisitions a strong and prevalent growth strategy. With industry analysts forecasting the demand for premium wine to grow at 8% to 10% per year, many former non-rivals are now becoming a threat. Jug wine producers are entering the premium market and beer and spirit producers

Pat Waller was hired as a sales manager for the San Francisco region’s chain division for the Valley winery products and despite having very good sales a high turnover ratio of 100% seemed to be a major impediment in the future prospects of the company. Waller despite lamenting the problems he inherited had a major task ahead of the situation regarding a better planning of strategies which would help in organizing of the sales force activities at Valley Winery and its prospective operations in the region.

Uncorked Bistro will provide a full-service retail merchant of wines and gifts related to wine as well as a full-service restaurant/cafe with a Christian-focused atmosphere in the River District of Danville, Virginia. The restaurant section allows a 50 seat fine-dining area with additional exterior patio seating of 20 seats for a more relaxed setting. We will feature a full menu of traditional French cuisine at moderate price level. It will distinguish itself from the competition by its unique dining experience, selection of wines, and prime storefront location overlooking the river. Customers will be able to enjoy a fine view while dining with the ability to shop our wine collection at any time during their visit. The establishment will encourage the two important values in Christianity: love and service.

Gary took over his father’s Liquors store after he graduated from college in 1998 and renamed the store to Wine Library, also Gary started a daily webcast, Wine Library TV, which covering wine in 2006 (Hammer, 2013). In 2005, he has successfully grew his business from $3 million to $60 million a year by combining e-commerce, email marketing and pricing. However, he decided

However, Bonny Doon is vulnerable and reliant on its suppliers, as 80% of the firm’s grapes are bought from external growers. Bonny Doon requires unpopular grape varieties and grapes that meet high quality specifications (which decreases agricultural yields and creates a trade-off for growers). They need to develop long-term relationships with the growers to ensure uniformity and high production quality with respect to the firm’s key product input: grapes. On the other side of the value chain, the firm has preferred small-medium sized distributors for their product. This has enabled them to retain higher profits, despite selling wine in smaller quantities.

Vincor does market wine alternatives itself, as a way of dealing with substitute demand. Vincor makes cider and has a wine kit business division (Spagnols) that gives Vincor some product diversification. Partly because of the ease of competition and as part of the differentiation and protection of the Canadian wine industry, Vintners Quality Alliance (VQA), a quality assurance program that identifies Canadian premium grape content, assists in making start-up more difficult for those wishing to emulate Canadian wine brands. The dollars spent on marketing and brand loyalty play a large part in protecting market share and there are certain absolute cost advantages that contribute to establishing some barriers to new competition. Ultimately, there is little cost to the consumer when considering switching brands. Experimentation in wine drinking is often a characteristic of the wine drinking market and thus can contribute to promoting new substitute entry into the market.

In 2001 there were over 1 million wine producers worldwide, and no firm accounted for more than 1% of global retail sales. Because of this, it would be nearly impossible for the Robert Mondavi winery to dominate sales in any region. Due to Mondavi’s efforts, the winery became one of America’s most innovative,

The United States wine industry is a 12 billion dollar industry and is composed of 7,000 wineries and around 1,800 different companies. The three major companies within the industry are Constellation brands, E&J Gallo, and The Wine Group Inc. The industry has made its way through the economic crisis at a better rate than some of the other U.S industries however in order for them to continue to see any type of growth it is important that they acknowledge their issues and find ways in which they can rectify them. The majority of the issues among the industry are problems that cannot be directly controlled by individual wine companies. Therefore it is imperative that wineries find away to use these issues to their

In other way, has a few markets considering by Ryan to determine which market to develop including as restaurant, marine, and industrial market. From the different market have a different strategies determine by Ryan such as selling method, channels of distribution, pricing, promotion, patent and trademark, and selling requirement.

The acquisition of other wineries has made it possible for Mondavi to make strategic moves in their plans and strategies. The acquisition will bring together complementary wine assets, including vineyards, production facilities, and distribution capabilities that will strengthen Constellation 's portfolio and further build the Robert Mondavi brand. (6) Acquisitions and mergers are popular in the wine industry. Mondavi 's s long-term goal is to own 25 percent of its grape production.

With that simple call-to-action asking the recipient to share the referral cards with friends (for free wine – who doesn’t love that?), Bright Cellars delivered a customer development tactic that may not scale, but will definitely help them grow.

MICHAEL  SHAPS   WINERY:   EVALUATING  THE  “CUSTOM  CRUSH”   OPPORTUNITY     Case  Analysis               This  report  is  consistent  with  our  signed  Academic  Integrity  Form  on  file  with  the   instructor.                       Name:  Crispin  Gutierrez  (100281381)   Due  Date:  November  4,  2014   Instructor:    Amanda  Bickell     Definition  of  Success       In  order  for  Michel  Shaps  Winery  to  succeed  by  achieving  a  wine  production  of  at   least  25,000  cases  over  the  next  five  years,