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cpa113, leadership Case 大讨论 [复制链接]

发表于 2009-10-20 23:13 |显示全部楼层
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原帖由 水天蓝 于 2009-10-21 00:06 发表
Schults Cellar Club international expansion 是market penetration 还是market expansion.. 多谢

penetration for UK&US market
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发表于 2009-10-20 23:16 |显示全部楼层
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多谢hezi

发表于 2009-10-20 23:27 |显示全部楼层

回复 209# 的帖子

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难道是47%?

发表于 2009-10-20 23:34 |显示全部楼层
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原帖由 原来 于 2009-10-21 00:27 发表
难道是47%?

同意,看似不太重要,反正差不多50%

发表于 2009-10-20 23:40 |显示全部楼层
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原帖由 113 于 2009-10-21 00:19 发表



有人知道吗???

could come from table 2, 5 and table 6, export sales (million litres) 625+10+3=638 , about 57% of total volume sale which is 1118.

[ 本帖最后由 水天蓝 于 2009-10-21 00:42 编辑 ]

发表于 2009-10-20 23:45 |显示全部楼层
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原帖由 113 于 2009-10-21 00:19 发表



有人知道吗???


这个数据有什么用?
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发表于 2009-10-20 23:58 |显示全部楼层
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read thru all above. below are my contribution.  
1. SW generic strategy: differentiation
a. it's being different create higher margin, not the other way round.
b. SW constant growth thanks to being different
c. market expecting premium wine segment to continue expand/grow: opportunity to SW
d. Ferrari is focus, Benz is differentiation. SW is Benz here and determined to be premium/different. (^_^)

2.SW ansoff's priority: Market expansion first & penetrate (note: working capital might be issue)
a. limited growth in existing markets i.e. domestic &western, plus GFC & industry rationalization, means coy will eat or be eaten opportunity exist
b. SW need to survive first. As per case, repeatedly indicated export is the key success factor. asia posed as lucrative/attracting market.
c. penetrate US/UK further. as per case MR feasibility report shows positive growth is expected for pentration (us/uk direct sale) with limited investment, i.e. website & locate distributor. to me, it's less risky and moderate return return, i.e. only 8% in direct sale increase disregard traditional channel distribution erosion possibility.
c. exposure to india is great op to further expand SW distribution network and market, a feasibility test/research is recommended before investing heavily. because, other than demo graphic, lot of other things to be considered as per case. It's risky but might be worthy it. key S/H include Austrade.

strategic cap: (comments welcomed on this) strong relationship with grower: 3 Yes for SW.
value by customer: ppl buy stuff from coy has good PR. (as per oversub IPO)
better than competitor: never desert your friend
not easily to rep: i reckon not, because of 'a friend is in need a friend indeed.'

with good relationship, being only 20% self suf might be a good thing at this point of time as per case in my view because, 1. shift (may be use share) excessive pdtn risk to growers 2. access to real quality in time from real friend. SW is supposed to fully explore this capability in strategy building

latest dpmt
1. club - good, as above penatration
2. india - superb, grow and eat other to avoid be eaten, manage conflict and cultural difference, new info?
3. airline - risky, plastic might tarnish brand image even though it's evmt frenly. consumer perception on "remium" is impt. MR report is needed or consider subbrand for brand awareness enhancement sake only
4. stefano - riskier, it was a cash cow but now is a dog (sori 4 RSPCA ppl) - i would think it's a not-so-liked one in BCG matrix concept. it's best if SW only buy Gallant one product - unlikely (limited info on coy, i.e. no b/s p/l, S/H or strategy info given, hard to determine strategic mismatch or not)

can any one post some guessed "new info" threads?
can anyone tell me what figure analysis you used? i'm not really good at this...

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发表于 2009-10-21 00:05 |显示全部楼层
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原帖由 113 于 2009-10-21 00:54 发表


我找不到它的出处,TABLE9 说47% 是SHARE OF TOTAL REVENUE
如果是57%,这么说超过一般的WINE都出口了


我的见解是47% 讲的是value , 而57% 是销售量,销售量的比重大过revenue 的比重, 原因在于, 虽然澳大利亚的酒出口量大,但是由于国际市场的buyer power , 他们有能力压价, 因此赵成了这个状况, 这也是澳洲酒商在海外寻求直销的一个原因

发表于 2009-10-21 00:28 |显示全部楼层
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原帖由 113 于 2009-10-21 01:19 发表
看来大家都还在学习!
一起努力吧

113, 你的key stakeholder分析了没有, 讨论一下, 看看有什么补充的 ?

发表于 2009-10-21 06:34 |显示全部楼层
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原帖由 113 于 2009-10-21 03:38 发表
求助!
Allen, BROOKS,stefano和MCFARLANE的 weakness是什么,
BROOKS是FULLY INTEGRATED 吗

allen- weak financial performance
brooks- weak finacial performance , economies of scale , not full integrated
stefano- limited production line
mafarlane- economies of scale

发表于 2009-10-21 07:24 |显示全部楼层
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blue water-sky.
how did you arrive weak fin perf conclusion for allen & brooks? any data support?
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发表于 2009-10-21 07:40 |显示全部楼层
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other weakness (comments welcomed)
allen - potential synergy issue & internal pdt conflict (given the diversification covers beverage rather than wine only, and doing everything in value chain)
brooks- possible (ingredient) quality control problem (i.e. grape supplied by over 1000 growers) - i would think it's hell of work to manage.
capricorn - little diversification, might expose to inability to adapt ever changing consumer taste
McMillan - discounted wine - perceived value / brand is low - not good for long run as premium is ppl after
stefano - succession issue
Mcfar - unidentified (expansion - cash flow?)
other- na
SW- very small mkt share

发表于 2009-10-21 07:42 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 08:24 发表
blue water-sky.
how did you arrive weak fin perf conclusion for allen & brooks? any data support?

yeah , it is based on table table 14, allens sale growth is the lowest.

发表于 2009-10-21 07:53 |显示全部楼层
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有些不同意见

在UK AND US建立会员CLUB我认为是EXPANSION
去印度开发市场也是 EXPANSION

收购公司我认为是PENETRATION而且可行,可以降低成本和提高产量,并且产生行业的特殊优势。

发表于 2009-10-21 07:56 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 08:40 发表
other weakness (comments welcomed)
allen - potential synergy issue & internal pdt conflict (given the diversification covers beverage rather than wine only, and doing everything in value chain)
broo ...


thanks highvolt.good point

any comment on their value propostion ?
mine:allen- full integrated, forward integration and back integration
brook- full integrated, value added bottled wine
capricorn- value added bottled wine, exporter
mcmillan- contract winemaker , inexpensive wine maker and full integrated
stefano- dessert wine
mcfarlane- well known brand, advance technology and innovation

发表于 2009-10-21 08:07 |显示全部楼层
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原帖由 113 于 2009-10-21 03:03 发表


                       objective  align?
        Fred Schultz   growth   yes
        Stefano   making good wine  yes, Schultz’s goal is making premium wine
        Shareholders   high divid ...

我把fred - reputation , maintaining tradition of family company, personal power
shareholders- high return , not align with strategy as SWL conserve fund for working capital , will dilute dividend
employee- job secure, family base value , also they are small share holders , should ensure low staff turn over and maintain company culture

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发表于 2009-10-21 08:29 |显示全部楼层
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原帖由 CPA107 于 2009-10-21 08:53 发表
有些不同意见

在UK AND US建立会员CLUB我认为是EXPANSION
去印度开发市场也是 EXPANSION

收购公司我认为是PENETRATION而且可行,可以降低成本和提高产量,并且产生行业的特殊优势。


i think ansoff and rumelt criteria are basis used here.
i wouldNt focus on cost and production as there's little evidence on it. correct me if i'm wrong

发表于 2009-10-21 09:06 |显示全部楼层
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其实很多我们写的东西我觉得在信息里都没有提到,完全是根绝鸡的范例联想的。

我只想说你怎么认为我说的EXPANSION AND PENETRATION

这两个肯定是最佳OPTION,但是好像楼上几位我觉得不太合理。

发表于 2009-10-21 09:44 |显示全部楼层
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cpa107

agree
expansion is to grow & increase profitability in export/asia market
penetration is to sustain/enhance profitability in existing (domestic & western) mkt, as consumption is capped & will be stabilized.

US/UK is existing mkt, club is designed to enhance the mkt profitability. At least i dont see new mkt (but new channel) and new product.

correct me if i'm wrong.

发表于 2009-10-21 10:26 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 10:44 发表
cpa107

agree
expansion is to grow & increase profitability in export/asia market
penetration is to sustain/enhance profitability in existing (domestic & western) mkt, as consumption is capped & w ...


very clear.

then what activitie do you think is market penetration other than cellar club international expansion ?

发表于 2009-10-21 10:40 |显示全部楼层
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it seems that they will exam acquisition from the extra note.
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发表于 2009-10-21 11:01 |显示全部楼层
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reply...

then what activitie do you think is market penetration other than cellar club international expansion ? [/quote]
...
i personally think mkt pen (a tactic other than strategy) isNt the way, Schultz should focus.
SW need strategic alliance or merger or acquisition for organic growth.
SW needs strategically explore oversea alliance as well, given legal restriction in india foreign investment policy.

that's my interpretation of new info and guess only (guts feeling ^_^)

发表于 2009-10-21 11:11 |显示全部楼层
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原帖由 113 于 2009-10-21 11:46 发表



关于SHAREHOLDER, CASE PAGE17 最后一段提到要MAXIMISING RETURNS WHILE AT THE SAME TIME CONSERVING FUNDS,
那到底是不是一致呢

我的理解是, 作为shareholder, 看重的是每年的投资回报, 当然希望公司把利润全部分配掉。 作为公司, short pain , long gain,发展需要reivest instead of harvest, 所以我认为这个和股东的期望不match

发表于 2009-10-21 11:30 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 12:01 发表
reply...

then what activitie do you think is market penetration other than cellar club international expansion ?

...
i personally think mkt pen (a tactic other than strategy) isNt the w ... [/quote]
good point , i dont reckon aquisition is a good option for SWL, alliance and merger seems realistic

发表于 2009-10-21 11:34 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 12:01 发表
reply...

then what activitie do you think is market penetration other than cellar club international expansion ?

...
i personally think mkt pen (a tactic other than strategy) isNt the w ... [/quote]

since SWL has already started negociating the acquistion, then what preference do you think it is ? product development? would you mention alliance and merger in in this strategy option ?

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发表于 2009-10-21 11:47 |显示全部楼层
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blue water-sky

i dont know at this stage.

i would think new info will be extended on the "latest dpmt", it looks to me the last section is a "to be continue..." story.
anything could arise in exam. - drought, decease, sudden death of Fred    i'm just going through chap 7 and see how story teller's approach are in answering the questions.

i'm now concerning about leadership part. no idea... till now
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发表于 2009-10-21 12:24 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 10:44 发表
cpa107

agree
expansion is to grow & increase profitability in export/asia market
penetration is to sustain/enhance profitability in existing (domestic & western) mkt, as consumption is capped & w ...


I think it depends how you answer the question. Yes US and UA is the existing market, however the segement Schultz targeted is different. Currently the company sales wine through business to business approach, and after expansion, the company use direct-to-customer approach. It's really new to the company. So my conclusion is expansion.

发表于 2009-10-21 12:40 |显示全部楼层
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原帖由 highvolt 于 2009-10-21 10:44 发表
cpa107

agree
expansion is to grow & increase profitability in export/asia market
penetration is to sustain/enhance profitability in existing (domestic & western) mkt, as consumption is capped & w ...

可是club in uk/us是selling direct to the end consumer,在chicken case page7.23有关market expansion 的option提到'A further opportunity for Chasseur is to forward integrate,entering the retail maket and selling direct to the endconsumer',而且在module4 page4.14也提到related market development can occur through:targeting new customenr segments in the same geographic region。所以,在这个case里,club in uk/us不算market expansion吗?糊涂了,大家怎么理解?

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原帖由 cygrace 于 2009-10-21 13:24 发表


I think it depends how you answer the question. Yes US and UA is the existing market, however the segement Schultz targeted is different. Currently the company sales wine through business to busin ...

agree

发表于 2009-10-21 13:02 |显示全部楼层
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这么说我之前理解是正确的

因为UK AND US is NEW RETAIL MARKET
就像 鸡的内容,如果他FORWARDINTEGARATION TO RETAIL MARKET, THAT IS MARKET EXPANSION

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