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Brl Hardy

In: Business and Management

Submitted By nicoletta
Words 412
Pages 2
EXECUTIVE SUMMARY

BRL Hardy, an Australian wine company, is facing challenging decisions. CEO Millar and his group marketing and export manager want to follow a global strategy with global brands—Carson, responsible for Europe, including the important U.K market, prefers a multinational approach (or rather a transnational solution).
In the long run, I consider a solely global approach a risky venture in wine industry. It is not possible to compare it with other industries producing mass products—wine consumers’ habits are usually in contradiction to global brands. But a possibility for changing habits some way may exist, enabling a potential for global brands—especially for capturing young consumers over a limited period of time. Some companies already proofed that global wine brands work—even if their success was not that great in terms of market share or time period. Therefore, I would suggest a “transnational” solution—a combination of a decentralized and centralized organization: to sell global brands (constantly adapting them to consumer needs) as long as they succeed and, simultaneously, to serve different markets according to their local needs. Moreover, the wine industry is dependent on differentiated sources all over the world to guarantee best possible security.
It is important to create a strong strategy and vision first—clear, coherent and well communicated by the leader. Everybody within the company must understand it and commit himself to it as well. For effective overseas sales it is crucial to follow this strategy in depth, not only superficially. Furthermore, before thinking of reorganizing, you must shape the collective mind and only after this is achieved you can start to think about the matrix. However, “the task is not to build a sophisticated matrix structure, but to create a matrix in the mind of the mangers.” The formal structure of the…...

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