Edgar Bronfman, Jr.

Definition of Project: After taking over the reins from his father, Edgar Bronfman Sr. in 1994, Edgar Jr. launched a campaign in 1995 after meeting with 200 of his senior management team to announce that Seagram would be the “best managed beverage company”. Therefore, he explained the challenges that the profit gain by the development of their premier products, the diversification and acquisitions into new markets during the 1960’s into the late 1980’s would need a new fresh strategy for Seagram’s

stalled. At the same time its CEO, Edgar Bronfman Jr. (Bronfman) sold their 25% stake in the chemical giant DuPont. This was the payment from when Seagram’s in 1982 sold the oil company Conoco to DuPont. This stake in DuPont, by 1995, represented about 70% of Seagram's total earnings. The income from the sale fueled a further diversification of the company, but also a strengthening of its core business with purchases that gave access to new markets. Bronfman had anticipated the need

Edgar Bronfman’s value system is in jeopardy of not being sustained due to his failure to fully transition from charismatic to instrumental leadership as evidenced by the employee questions following the values program training. Analysis Seagram’s is currently undergoing strategic, anticipatory changes in the company’s value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes

recession, decline in sales, criticism of spirits marketing, and an eroding core market as the business plateaued. The President and CEO of Seagram Company, Edgar Bronfman Jr., recognized the crisis at hand and embarked upon a new vision to reposition and redefine the company’s competitive advantage based on changing its core values. Bronfman took crucial actions to differentiate company’s products and activities by taking ownership in other various industries such as an oil company, Martell USA (cognac)

they could achieve definitive success without transformation was impossible (Jick, & Peiperl, 1993). The old culture was no longer effective. Bronfman was determined to prove that values would be around for a lengthy time. The new direction for the culture change was heralded with values like teamwork, innovation and exceeding customer expectation by

Definition of Project: After taking over the reins from his father Edgar Bronfman Sr. in 1994, Edgar Jr. launched a campaign in 1995 after meeting with 200 of his senior management team to announce that Seagram would be the “best managed beverage company”. Therefore, he explained the challenges that profits gain by the development of their premier products, the diversification and acquisitions into new markets during the 1960’s into the late 1980’s would need a new fresh strategy for Seagram’s

provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees

Definition of Project: Edgar Bronfman, Jr., in 1995, had a vision for Seagram to be the “best-managed beverage company” (Jick & Peiperl, 2011). In his vision, he stated that the company would focus on growth, would be fast and flexible, customer and consumer oriented. Seagram would reward and honor employees for teamwork. For any company to succeed, there must be a vision, and the company must have employees that are well trained, agree with the vision, feel valued and cared for, and are ready

Consulting Proposal #1 I. Definition of Project: As more companies enter the marketplace, the need to attract and retain customers will not only increase but also be necessary for survival. The Seagram Company has undergone numerous changes to maintain market share. Again, the company in the midst of major change and is in need of a current diagnosis of the situation and recommendations on how to advance these ambitious goals. The project needed to implement the change is necessary as today’s organizations

of technology. From the player piano to the vinyl disc, from reel-to-reel tape to the cassette, from the CD to the digital download, these formats and devices changed not only the way music was consumed, but the very way artists created it. (Edgar Bronfman, jr). The music industry is an ever changing and ever growing business, it adapts and changes with culture, economy and technology. For some it is a way of expression and offers realise from mundane reality, for others it is a money making machine