Robert Mondavi

to wholesalers who in turn sell to retailers who sell to the public. The company finds its niche in the “premium” and “ultra premium” segments of the table wine market (Burns et al., 2001). In January 1999, Michael Mondavi, the CEO of the RMC and son of its founder, Robert Mondavi, announced the reorganization of the company and the layoff of 4% of the workforce. RMC had experienced a shortfall in supplying its Woodbridge Chardonnay brand. Unhappy distributors had begun substituting competing Chardonnay

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

Identification: Overview of current situation: Making wine is nothing else but a touch of passion, love and few drops of magic. From the first view, wine industry seems very artistic and secret at the same time. There is no doubt that hearing that Robert Mondavi Corporation is going to layoff 4% of its workforce ring the bell to the investors, at the same type the stock price dropping down dramatically makes an impression that the company is going through difficult period as the senior management is upon

The Robert Mondavi Corporation Table of Contents 1. Organizational Mission and Vision 3 Mission 3 2. Corporate Objectives 3 A. Financial Objectives 3 B. Strategic Objectives 3 3. Corporate level Strategies 3 4. Business level Strategy 4 5. External Analyses – Opportunities and Threats 5 A. Opportunities 5 6. Competitive Analysis 6 A. New Entrants 6 B. Substitutes 7 C. Rivalry within the Industry 8 E. Customers 9 7. Industry Key Success Factors 9 Home markets…………………………………………………………

Mondavi and Evans have decided to focus on “organic growth rather than acquisitions (Roberto, page 16) 1. What is the current status of Mondavi’s external environment? Generally, what are the primary industry-wide sources of competitive advantage? Which ones matter to Mondavi? Why? I apply Porter’s Five Forces to analyst the current status of Mondavi’s external environment as follows (Grant, page 69): 1. Industry Rivalry: - There are many competitors in this industry, but the main competitor of

Mondavi Procurement Management Procurement is the complete process or action of acquiring or obtaining material, property, or services at the operational level, such as purchasing, contracting, and negotiating directly with the source of supply. Procuring goods and services is a larger process than just the label price of wine; the process to buy those items includes major organizational costs, often accounting for half of the product price. When allowing for the vast number of purchases Mondavi

Since the late 1960’s, California wine-maker Robert Mondavi has been perceived by its stakeholders as one of the world’s most innovative and high-quality producers of fine wine. It is therefore not surprising that the company has endured great financial success; in fact, it has secured an impressive annual growth in earnings per share of ~28% over the last 8 years. Recently however, there have been many external forces that may serve to threaten the long-term profitability of the firm: sales have

ROBERT MONDAVI 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

Robert Mondavi and the Wine Industry 1. The industry structure in the Old World is significantly different than the New World. First, the Old World has a very low concentration ratio, while the diversity of competitors is high. Along with other factors the Old Worlds industry rivalry is very high. In contrast the industry rivalry is relatively low because of the extremely high concentration ratio and the low diversity of competitors. The New World is made up of large publicly held firms in

Robert Mondavi Case Review Robert Mondavi Corporation Robert Mondavi began making wine in Napa Valley in 1943. He started working in the wine industry with his family. He later started his own winery in Oakville, California. Mondavi, along with his two sons, Michael and Timothy, would guide the Robert Mondavi Winery to the strong position the company enjoys today. Mondavi introduced many new techniques to the California wine industry that included cold fermentation, stainless steel tanks