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Robert Mondavi and The Wine Industry
Group # 3
Name Id
Tanvir haider shubho 071 561 030
Syed as-sadeq Tahfim 071 881 030
Aseef Shaheed 072 034 030
Zahid Akthar 072 044 030
Mehedi hasan ovi 072 488 030
Faisal Azam 072 654 030
Case Overview
• Robert Mondavi and Its vision• Wine Industry• Value proposition• Current Market situation• Mondavi’s Financial Position• Key Issues• Strategy and Recommendation
Value Proposition
• repositioning by focusing on its Brand Equity
• Followed by achieving greater market share in worldwide.
Robert Mondavi
• start the operation: 1943 • Place: California • its current market value :$600 million.• With EPS of 26%, • chairman : Micheal Mondavi • CEO: Greg Evan
Robert Mondavi
• With new CEO came the new challenges.• Persistent import growth from Australia and
declining sales of Mondavi Wines created pressure on Mondavi to reconsider its position in market.
Mondavi’s Competitive Advantage
Competitive positioning view:• Brand
Brand
valuable
Scarce
Difficult to imitate
uniqueness
Mondavi’s X factors
X-Factors
• Innovative• Technology• Different business units for different brand
segments
Key Issues
• Declining sales• Diversifying the market(other than depending
on local market only)• Consolidation of Global Wine Industry• Merger of rival Firms • Diversified alcoholic beverage companies
making aggressive push into the Premium Wine business.
Robert Mondavi’s Wine Making
• Oak barrels usage to age the wine which became a signature of Mondavi
• Own Vineyards: for RMW 63% of grapes came from company vineyards
• Modern technology: ensuring gentle handling and highest quality fermentation and aging process.
Portfolio Segmentation
• Robert Mondavy Winery– Napa Valley Wines– District– Reserve– Spotlight
• Woodbridge• RM Costal Private Selection• Other California Brands• Imports
Robert Mondavi
DifferentiatorCost leader
“Stuck in the Middle”
Robert Mondavi
Niche Market-
• Specialized in wine industry
• It has One market segment only
Leading Brands in U.S.A
8.80%
4.90%
4.50%
3.60%3.50%
3.20%
2.80%
2.20%
2.10%
2.00%
1.60%
1.60%
1.40%1.40% 1.40%
The wine groupGalloGalloGalloConstellationTrinchero statesConstellationRobert MondaviFoster'sConstellationGalloDiegoGalloKendall JacksonThe wine group
Consumption in 2005
18%
17%
8%9%
2%
6%2%
7%1%
11%2%
2%3% 2% 10%
ItalyFranceSpainGermanyBelgiumUnited KingdomAustraliaArgentinaChileUnited StatesCanadaJapanChinaSouth AfricaRest of the World
Sales Volume by Product Line(2002)
Robert M
ondavi W
onery
RM Coast
al
Woodbrid
ge
Other C
aliforn
ia Bran
ds
Imports
Other R
evenue
$0 $20,000 $40,000 $60,000 $80,000
$100,000 $120,000 $140,000
Q2Q1
Robert Mondavi Sales By Region
18.00%
72.50%
3.20%2.60%1.50% 0.70% 0.40%1.10%
CaliforniaAll other StatesEuropeCanadaJapanLatin AmericaAsia PacificAir, Cruise, Duty-free
Cash Flow Calculation(dollars in Thousands)Year 2000 1999 1998
Cash Flow from Operating activities
26196 27948 (18470)
Cash flow from investing activities
(84894) (47612) (39941)
Cash flow from financing activities
57154 21525 60944
Net Cash increase (decrease) at the end of the
year
(1542) 1861 2533
Cash at the beginning of the year
4544 2683 150
Cash at the end of the year 3002 4544 2683
Robert Monavi’s Distribution
• 100 independent wine distributors in US• Export through importers and brokers in other
nations.• Employed around 200 salesperson, but operated as
single sales force.• Difficulty as single sales force as educating.
Promoting, demand forecasting, pricing all took very long time, and results inefficiency.
• 20 states ban direct sale of alcohol and imposed severe restrictions on direct distribution
Marketing
• Various events organized • Training sessions at fine restaurants to
demonstrate their products • Wine testing programs• Radio and TV advertisements• Print advertising
Growth of different segments
1999 2000 2001
-10%
0%
10%
20%
30%
40%
50%
60%
WoodbridgeRM costalRM WineryImportsOther California Brands
BCG Matrix
STARWoodbridge
QUESTION MARKOther
California brands
CASH COWRM CoastalRM Winery
DOGImports
New Strategy
• Objective– Capture the market of the rivals– Increase and sustain revenue growth– Boost the sales of existing brands – Expand globally specially in African region
Decentralize Distribution system
• Currently one sales force for all the brands• Sales force needs to be decentralized
according to brand categories• Focus on the sales of different brands
separately• Open own distribution office in different
countries to increase their foreign sales
New Marketing Approach
• Separate marketing strategy focusing the brand categories and quality
• Use of media for ultra premium, super premium and luxury wines
• Innovative marketing approaches through distribution for popular premium
• Marketing of the three other existing popular premium brands to gain more market share
Join Venture in South Africa
• South Africa is the heart of Africa.• Robert Mondavi never export in African region• Export Wine from south Africa to other African
countries.• Quality of grape is high• Establish joint venture with South African wine
company• Use own process and technology to upgrade existing
facility• Differentiate product through brand
Star plot of industry structure
Competitive
Rivalry
Power: Buyers
Low
Entry barriers
Threat ofSubstitutes
Power:Suppliers
low
Low
High
Low
THANK YOU