The Robert Mondavi Winery was founded in 1966 in Oakville‚ California. Robert Mondavi started the business after he separated from his brother‚ with whom he had run a winery until then. Only three years later‚ the Los Angeles Times named Mondavi’s Cabernet Sauvignon 1969 as the best wine produced in California. The Mondavi Winery focuses on three main strategies: * produce wine traditionally * be innovative * educate US costumers concerning wine culture TRADITION Concerning wine making Robert
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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
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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
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The wine industry is very much global‚ and is traditionaly rooted in typical variety coming from distincts regions of the world : California Napa Valley‚ the French regions of Burgundy and Beaujolais‚ fine Italian wines. Wine is very much tied to the winery it comes from in both brand and regional recognition. The global supply chain for the wine industry can take on several forms depending on where the wine is produced‚ who grows the grapes‚ where the wine is sold‚ and how it gets there. Within
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Executive Decision Making & Strategic Analysis Robert Mondavi and The Wine Industry‚ HBS 9-302-102 (Case 1) Post-Class Analysis Individual Assignment Student: Álvaro Toro I. Executive Summary On May 2001‚ Michael Mondavi took over the position of chairman of Robert Mondavi Company‚ as well Greg Evans assumed as CEO. They company was founded in 1966‚ and has became one of the world’s finest and most innovative winemakers‚ currently having sales for 480 millions‚ and firm’s market
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Robert G. Mondavi‚ the son of poor Italian immigrants‚ began making wine in Califor¬nia in 1943 when his family purchased the Charles Krug winery in Napa Valley where he served as a general manager. In 1966‚ at the age of 54‚ after a severe dispute over control of the family-owned winery‚ Robert Mondavi used his personal savings and loans from friends to start the flagship Robert Mondavi Win¬ery in Napa Valley with his eldest son‚ Michael Mondavi. Robert’s vision was to create wines in California
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Strategy Analysis on “Robert Mondavi and the Wine Industry” Robert Mondavi and the Wine Industry The following case study analysis the past success of Robert Mondavi (RM) as a Californian wine maker and the changes in the wine making industry that resulted in struggles‚ threat and – lastly – the takeover of the Mondavi Winery (MW) by Constellation Brands in 2003. In addition‚ it will provide some thoughts on strategic moves to enhance the future success of the MW. A. Analysis of Past Success
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Robert Mondavi Case Study Case Background Robert Mondavi is one of the pioneers of the wine industry and can also be credited to bringing the wine industry to the Americas from Europe. Robert Mondavi began wine making in the relavitely then new region in California back in 1943 and has since become the most innovative and leading winemakers in America. Initially to stimulate and create a market for wine drinkers in America‚ Robert Mondavi embarked on a journey to educate and enlighten the American
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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 growing areas 5.2
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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
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