Ceja Vineyards Case Study

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.

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.

The company, Cityscape, is the reason the Distillery District is the cultural and historical landmark it is in the present day. Their shared view that the district’s roots should be conserved, led to the approval of Cityscape’s successful redevelopment plan in the early 21st century that completed the de-industrialization of the Distillery District. Cityscape partnered with Artscape, a local not-for-profit that was committed to “fostering the arts” (Kohn, Toronto’s…), they planned no demolitions of any structures and in fact, used the warehouses marked for removal, specifically the Case Warehouse leased by Artscape, as low-cost studio and office space for artists and not-for-profit organizations (NPOs). The benefits of this allowed Cityscape

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.

Nantucket Nectars' numerous strengths have led to their success. They produce all natural products that have a great taste, have a very strong management team as well as a strong branding, guerilla marketing skills, possess the ability to exploit small, rapidly changing market opportunities, last good access to single-serve distribution in the New Age beverage market, and is the best vehicle for juice companies to expand into the juice cocktail category without risking their own brand equity. In addition, Nantucket Nectars' management team has the required knowledge and experience with the single-serve business and thus has the ability to add value to large player who wants to roll out new single-serve products.

You should contact an Agoura Hills plumbing company if you have noticed a persistent drip. This may be a sign that the faucet needs to be replaced. If a weak stream of water comes out of the faucet, then you should call a plumber in Agoura Hills. This could be a sign of a clogged aerator.

Our analysis confirms that Calyx and Corolla 's (C&C) concept of eliminating the middleman in the supply chain, thereby enabling the delivery of fresh flowers is unique, potentially game changing and if executed correctly, extremely profitable. We believe C&C’s target market consists of middle to high income men and women as well as very high income women and in order to succeed, C&C must establish itself as the top of mind provider among its targeted segment. Achieving this goal will require aggressive advertising and clever promotions that establish a luxury brand image while substantial new funding will be required in order to meet these goals. It is our recommendation that

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.

I would mostly use pathos to convince my mom to make ceviche, because I prefer ceviche than any other type of food that she makes. I would wait till she is not busy and watching her novella, so wouldn't be so stressed out. From there I would ask her what is she going to make for dinner tomorrow so I can sound like I care, and if it is not ceviche I would try to start convincing her. I would tell her how much the family loves ceviche and it would make the everyone way more happier to eat that for dinner than whatever else she was going to make. I´ll tell her that I would help her make the ceviche and she wouldn't have to worry about doing all the work on her own. She'll be pretty happy that someone is helping her because usually no one helps

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,

Smaller firms such as the family run operations in Europe may not be able to realize these same cost efficiencies. Furthermore, grapes represent 50 to 70% of a winemakers COGS, thus the competition for sourcing high quality grape growers is quite high. Just as Mondavi does for 75% of its purchases, most premium wine makers enter into long-term contracts with growers to not only ensure that their demand is met but also to make sure that they receive grapes that are consistent in quality.

Canyon Ranch’s strategy should include the full integration of the CLS and Guestware systems to give the managers on duty access to consolidated information so they can take any required actions immediately. POS software should be installed in the restaurants and salons. They should also consider online options for customer bookings and completion of health questionnaires. Customers should be able to book an entire stay online, chat with a customer representative online, as well as complete then submit their health questionnaires online if they opt to.

In business since 1972, the Desert Edge Pub and Brewery offers quality beers and food. Using time-honed techniques, Desert Edge produces several varieties of its house brand. The menu reflects a New American approach to cuisine. Desert Edge Pub and Brewery is good for families, small to large groups, special occasions or just a fun night out on the town.

1.Discuss critically the competitive advantages of New World wine producers and contrast these against their Old World competitors.

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