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BRL Hardy: Globalizing an Australian Wine Company - Case Study Example

the CEO, company’s –deputy chairman, directors of operations and the international trading director; all the same, Hardy’s best executives were also not left out with its former managing director and the Australian sales and marketing manager surviving as top executive team directors. From the merger, the company was able to deal with the financial situation that had mostly affected the Hardy though both companies had had a bad previous year. With a lot of effort from the new CEO and the executives, they were able to integrate the two organizations with a management team that was able to execute the required reduction of expenditure and put the company in a position that would lead to development utilizing the vast bulk of profits. Additionally with Millar appointing Steve Davies, a first class strategic marketer, as group marketing and export manager, the BRL Hardy Corporation expanded its export division to regions even abroad successfully. Generally, the company was also able clean up the operating problems (source of financial challenges) by building on the strengths, starting with their strong position in the UK and Australia markets, and also make quality wines for the international market; moreover, the export strategy of the company was built on a strong quality platform that reflected on the brand’s new image, and this was facilitated by the existing broad portfolio of exported products. Appreciably, through the merger Chris Carson was able to recognize the disastrous financial situation of the company that would lead to bankruptcy if not taken care of; and it is from this that as managing director he was able to implement his cost-cutting plan that would later on have a great impact on the company’s success. What is the essence of tensions between Steven Davies and Chris Carson in terms of marketing strategies? Considerably, there are different factors that brought a lot of tension after BRL and Hardy merged, most of which was based on the top most executives who knew that the company’s fate was in their hands and were willing to do anything to prevent its downfall. For instance, once the UK branch decided to go into a joint venture with the Chilean Company, things did not start of well as the Mapocho project was going on very slow and poorly which created a lot of doubts and concerns to its managers i.e. when the costs became high they were asking to renegotiate the price. It got to a point where they claimed that the problem was the BRL Hardy’s winemakers who were not aware of the ways of the Chilean wine hence the poor quality; and as a result they made other commitments that and not include the BRL Hardy Company. In this situation both Carson and Davies had a lot of tension; mainly because the joint venture had turned out to be a failure but the Chilean would not be blamed here since the initial sales were disappointing even to them. Moreover, Davies was worried that Carson was loosing focus since it was also during this time that Carson was putting most of his attention on his proposal about D’istinto which led to him questioning the whole idea and the impact it would have once it hit the market. ...Show more


BRL HARDY: GLOBALIZING AN AUSTRALIAN WINE COMPANY Institution Professor Date What were the factors of BRL Hardy’s post-merger success? Significantly, the merger was expected to bring a lot of success basically because BRL had access to fruit, funds and disciplined management and on the other hand the Hardy had marketing expertise, brands and had a lot of experience when it came to wine making; through this combination much was expected…
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