BRL Hardy: Globalizing an Australian wine company
1. What are the specific factors that have contributed to the remarkable success of BRL Hardy following its merger? The post-merger newly created company has benefited from:
_ Hardy’s award winning traditional quality company with marketing expertise and strong image. _ BRL’s fortified, bulk and value wines and its grape resources. The success can be also credited to CEO Steve Miller who emphasized on the decentralized management approach and his “have a go” mentality where he insisted on delegating some small risk decisions and pushed the company on doing 20 things at a 80% success rate instead of only 2 things at 100% (pareto principle).
2. Identify the specific sources of tension between Mr. Davies and Mr. Carson. How has Mr. Millar been able to handle these differences? How would you rate his performance? What feedback would you give him? Christopher Carson who came from a marketing experience at Hardy insisted on taking labelling and positioning decisions at local level, whether Stephen Davies who came the export division of BRL wanted to keep these decisions at the Australian Corporate level. Steve Millar was “ok” with the tension as it has been constructive and driving growth, which is exceptional in a situation like that. He has also been promoting this tension by appointing Carson as CEO of BRL Hardy Europe.
3. Should Mr. Millar approve Carson’s proposal to launch D’istinto? Defend your response with strong evidence and arguments. Beside I see it difficult to the company to establish a new brand beside the existing one, I would defend the proposal to launch D’istinto for the following reasons: _ Broad source of 135 suppliers who were enthusiastic for the success of the venture, in contrast with the Chilean farmers => SECURITY. _ BRL Hardy expertise sent to Europe and surveillance will assure high quality fruits => QUALITY.
_ D’istinto will fill the price points that have been vacated by the...
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