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22 cases found.

Quinta do Vallado: From Douro to the World

By  L. Felipe Monteiro,  Marta Pimentel,  Anne-Marie Carrick
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With the globalization of wine, the wine industry in Portugal has experienced a major shift from a local to a global focus over the last 30 years. Quinta do Vallado, one of the major players in that process, has seen exports double (to account for 40% of revenues) and a 10-fold increase in foreign markets (from 5 in 2000 to 48 in 2020).

    Published 26 May 2020

    Reference 6560

    Topic Strategy

    Region Global

    Industry Wine and Spirits

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    Quinta do Vallado: From Douro to the World

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    With the globalization of wine, the wine industry in Portugal has experienced a major shift from a local to a global focus over the last 30 years. Quinta do Vallado, one of the major players in that process, has seen exports double (to account for 40% of revenues) and a 10-fold increase in foreign markets (from 5 in 2000 to 48 in 2020).
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      National Distilleries Corp. (A): An M&A Negotiation Role Play - Confidential Instructions for International Liquor

      By  Horacio Falcao,  Reza Zargham
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      This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

        Published 24 Feb 2014

        Reference 6041

        Topic Economics & Finance

        Region Global

        Industry Consumer Goods,  Wine and Spirits

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        National Distilleries Corp. (A): An M&A Negotiation Role Play - Confidential Instructions for International Liquor

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        This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).
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          National Distilleries Corp. (B): An M&A Negotiation Role Play - Confidential Instructions for National Distilleries Corp.

          By  Horacio Falcao,  Reza Zargham
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          This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

            Published 24 Feb 2014

            Reference 6041

            Topic Economics & Finance

            Region Global

            Industry Consumer Goods,  Wine and Spirits

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            National Distilleries Corp. (B): An M&A Negotiation Role Play - Confidential Instructions for National Distilleries Corp.

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            This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).
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              National Distilleries Corp. (C): An M&A Negotiation Role Play - Confidential Instructions for Liquor America

              By  Horacio Falcao,  Reza Zargham
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              This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

                Published 24 Feb 2014

                Reference 6041

                Topic Economics & Finance

                Region Global

                Industry Consumer Goods,  Wine and Spirits

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                National Distilleries Corp. (C): An M&A Negotiation Role Play - Confidential Instructions for Liquor America

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                This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).
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                  National Distilleries Corp.: An M&A Negotiation Role Play - General Instructions

                  By  Horacio Falcao,  Reza Zargham
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                  This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

                    Published 24 Feb 2014

                    Reference 6041

                    Topic Economics & Finance

                    Region Global

                    Industry Consumer Goods,  Wine and Spirits

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                    National Distilleries Corp.: An M&A Negotiation Role Play - General Instructions

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                    This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).
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                      Sula Vineyards (A): Indian Wine - Ce n'est pas possible!

                      By  Claudia Zeisberger,  Dhruv Narain,  Romain Kapadia,  Elizabeth Scott
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                      The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.

                        Published 25 Jan 2010

                        Reference 5668

                        Topic Entrepreneurship

                        Region Asia

                        Industry Venture Capital,  Food and Beverages Production,  Wine and Spirits

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                        Sula Vineyards (A): Indian Wine - Ce n'est pas possible!

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                        The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.
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                          Sula Vineyards (B): The Entrepreneur's Dilemma - Managing Investor Exits

                          By  Claudia Zeisberger,  Maninder Minhas
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                          The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.

                            Published 30 Sep 2019

                            Reference 5668

                            Topic Entrepreneurship

                            Region Asia

                            Industry Venture Capital,  Food and Beverages Production,  Wine and Spirits

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                            Sula Vineyards (B): The Entrepreneur's Dilemma - Managing Investor Exits

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                            The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.
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                              Sula Vineyards (C): Series E and Beyond - What Next? The Ownership Conundrum

                              By  Claudia Zeisberger,  Maninder Minhas
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                              The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.

                                Published 30 Sep 2019

                                Reference 5668

                                Topic Entrepreneurship

                                Region Asia

                                Industry Venture Capital,  Food and Beverages Production,  Wine and Spirits

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                                Sula Vineyards (C): Series E and Beyond - What Next? The Ownership Conundrum

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                                The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective.
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                                  ArArAt Brandy: Transforming a Legend into a Modern Icon

                                  By  Amitava Chattopadhyay,  Vadim Grigorian
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                                  Ararat, the largest brand of brandy in Russia, with an enviable 32% market share and a long history, is one of the jewels in Pernod Ricard Russia’s alcoholic beverage portfolio. After a recent product update, five key questions need to be answered: 1. Which consumer segment(s) should Ararat be targeted at? 2. What should be the brand platform? 3.

                                    Published 25 Aug 2014

                                    Reference 5660

                                    Topic Marketing

                                    Region Europe

                                    Industry Food and Beverages Production,  Wine and Spirits

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                                    ArArAt Brandy: Transforming a Legend into a Modern Icon

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                                    Ararat, the largest brand of brandy in Russia, with an enviable 32% market share and a long history, is one of the jewels in Pernod Ricard Russia’s alcoholic beverage portfolio. After a recent product update, five key questions need to be answered: 1. Which consumer segment(s) should Ararat be targeted at? 2. What should be the brand platform? 3.
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                                      Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001

                                      By  W. Chan Kim,  Renee Mauborgne,  Jason Hunter,  Brian Marks,  Wayne Mortensen
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                                      The case entitled ‘Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001’ examines the competitive environment of the US wine industry in 2001, prior to [yellow tail]’s launch. The case demonstrates how the industry was overcrowded, highly competitive, and increasingly squeezed at the distribution and retail stages of the supply chain.

                                        Published 31 Jul 2009

                                        Reference 5626

                                        Topic Strategy

                                        Region North America

                                        Industry Food and Beverages Production,  Wine and Spirits

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                                        Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001

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                                        The case entitled ‘Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001’ examines the competitive environment of the US wine industry in 2001, prior to [yellow tail]’s launch. The case demonstrates how the industry was overcrowded, highly competitive, and increasingly squeezed at the distribution and retail stages of the supply chain.
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                                          Robert Mondavi Corporation in France (A)

                                          By  Gordon Redding,  Charlotte Butler
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                                          In the late 1990s, Robert Mondavi Corporation, a major US wine company based in California, was seeking to expand its international presence by setting up an operation to produce wine in southern France. After failing to find a suitable partner it adopted a green field strategy, targeting an area of undeveloped land in the Languedoc village of Aniane for purchase.

                                            Published 10 Jan 2004

                                            Reference 5203

                                            Topic Strategy

                                            Region Europe

                                            Industry Food and Beverages Production,  Wine and Spirits

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                                            Robert Mondavi Corporation in France (A)

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                                            In the late 1990s, Robert Mondavi Corporation, a major US wine company based in California, was seeking to expand its international presence by setting up an operation to produce wine in southern France. After failing to find a suitable partner it adopted a green field strategy, targeting an area of undeveloped land in the Languedoc village of Aniane for purchase.
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                                              Robert Mondavi Corporation in France (full version) (A1)

                                              By  Gordon Redding,  Charlotte Butler
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                                              Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.

                                                Published 09 Jan 2004

                                                Reference 5203

                                                Topic Strategy

                                                Region Europe

                                                Industry Food and Beverages Production,  Wine and Spirits

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                                                Robert Mondavi Corporation in France (full version) (A1)

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                                                Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.
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