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BUS 499_De Tierra_Final Group ppt

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BUS 499_De Tierra_Final Group ppt

  1. 1. De Tierra Vineyards Russell Donald Joseph Goldberg Erik Price James Rinfret Nicole Saldaña
  2. 2. Agenda ● History and Overview ● External Analysis ● Internal Analysis ● Possibilities & Recommendations ● Conclusion 2
  3. 3. History and Overview ● History ● Mission, Vision, Goals ● Organizational Structure ● Industry, Products & Services ● Summary of Findings 3
  4. 4. 4 History
  5. 5. Mission, Vision, and Goals ● Best Representation of the Land ● No Compromise ● Unique and High Quality ● Inviting Atmosphere ● Sustainable Management 5
  6. 6. 6 De Tierra Vineyards Thomas & Carol [Founders] Zach Lawrence [Winemaker] Anna Russell [General Manager] 7 Full-Time Employees Organizational Structure
  7. 7. 7(Source: T, Liz, lizhatch.wordpress.com, February 8, 2015) Industry Overview 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2.01 gals 2.01 gals 2.14 gals 2.20 gals 2.26 gals 2.34 gals 2.40 gals 2.46 gals 2.45 gals 2.49 gals 2.53 gals 2.68 gals 2.73 gals 2.82 gals US Wine Consumption Per Capita Reached 2.82 gallons (10.6 liters) in 2013
  8. 8. ● Sustainable, Hand-Crafted Wines ● 12 Selections of Wine ● Price Range: $26-$52 ● Vineyards, Tasting Room ● De Tierra Wine Clubs ● Saturated Market 8 Products, Services, and Market
  9. 9. 9 Strengths • Location • Sustainability Weaknesses • Website • Awareness Opportunities • Millennial Age Group • Industry Growth Threats • Established Wineries • Lasting Drought Summary of Findings
  10. 10. External Analysis ● General Environment ● External Stakeholders ● Competitive Environment ● Key Success Factors ● Strategic Group Analysis ● Supply Chain ● Five Forces Analysis ● Summary of Findings 10
  11. 11. General Environment 11 • Meeting City Requirements Political • Increasing Demand For Wine Economic • Social StigmaSocial • Social Media Use Technological • Agricultural Business Environmental • Alcoholic Beverage Control Legal
  12. 12. 12 External Stakeholders
  13. 13. 13 Competitive Environment
  14. 14. 14 Key Success Factors
  15. 15. ● Comparing Scored Wines and Prices ● Out of 100 Point Scale ● 89=Very Good ● 90+=Outstanding 15 Key: DT= De Tierra Vineyards, WO=Windy Oaks Winery, PW= Pessagno Winery Strategic Group Analysis DT WO PW  $‐  $10  $20  $30  $40  $50  $60 88.5 89 89.5 90 90.5 91 91.5 92 92.5 Wine Scored Average Prices Wine Scored Rating Average Strategic Analysis
  16. 16. 16 Stemming & CrushingGrape Production Fermentation Packaging Storage Aging Clarification Consumer PhaseDistribution Source: (“Ecomanagement for Food”, 2015) Supply Chain
  17. 17. Source: (Ketchen, et. All, Chaptetr 5, Section 5.1) 17 Five Forces Analysis
  18. 18. 18 Opportunities • Improve Wine Score • Environmental Sustainability • Millennial's Switching to Wine Threats • Substitutes • Competitive Rivalry • Economic Uncertainty Summary of Findings
  19. 19. ● Resources & Capabilities ● Value-Adding Activities ● Performance Measures ● Strategies ● Summary of Findings 19 Internal Analysis
  20. 20. Resources 20 Valuable Rare Non- Imitable Non-Substitutable Tangible Blend Properties Blend Properties Blend Properties Intangible I. P. of Wine Corporate Strategy & Culture I. P. of Wine Corporate Strategy & Culture I. P. of Wine I. P. of Wine Corporate Strategy & Culture Key: I.P.= Intellectual Property
  21. 21. Capabilities 21 Extraordinary Resources Capabilities Value Added Vatting Machine Utilizes Machine Better Efficiency & Quality Production Demands Winemaster Creates Blends Certain Flavors General Manager Coordinates Events Increase Customer Relations Culture “Best Representation of the Land” Ensures Quality Focus Good Inputs = Good Outputs
  22. 22. Primary Value-Adding Activities 22 Inbound  Logistics •Grape  Acquisition •Meeting  Demand Operations •Increased  Harvest Season  Labor •Turning Grapes  Into Juice Outbound  Logistics •Fulfilling Orders •In‐House  Packaging Marketing &  Sales •Brand Building  Events •Ages 35+ •52% Growth In  2014 Service •Free Tasting  Session For  Club Members •Knowledgeable  Employees  Inform  Customers
  23. 23. Support Value-Adding Activities 23 Procurement • Strong Supplier  Relationships • Obtain Lowest  Possible Prices Technology  Development • New P.O.S.  System • Website • Instagram Human Resource  Management • Strong Base Of  Employees • Incentives  Maximize  Potential Firm  Infrastructure • Accounting,  Legal,  Administrative • Maintains  Sound Business  Operations
  24. 24. Income Overview 24 Income 2012 Income 2013 Income 2014 Sales 11,032.69 33,359.02 58,319.84 Gross Profit 15,720.40 14,914.98 8,647.09 Net Income (23,681.24) (80,745.01) (3,211.17) Efficiency Ratios Average Collection Period 414.77 Inventory Turnover 0.88 Leverage Ratios Debt Ratio 146% Financial Ratios Performance Measures
  25. 25. Other Performance Measures 25
  26. 26. Business-Level Strategy 26
  27. 27. Alignment 27
  28. 28. Summary of Findings 28 Strengths • Quality • Service • Management Weaknesses • Sunk Cost • Small Staff • Supply Issues
  29. 29. ● Corporate Strategy ● Business-Level Strategy ● Strategic Competitive Advantage ● Operational Efficiency ● Conclusion Possibilities and Recommendations 29
  30. 30. Possibilities: Corporate Strategy Possibility I • Keep Current Corporate Strategy Possibility II • Change Current Corporate Strategy 30
  31. 31. Recommendation: Corporate Strategy Possibility I • Keep Current Corporate Strategy Possibility II • Change Current Corporate Strategy 31
  32. 32. Possibilties: Business-Level Strategy Possibility I • Maintain Current Business-Level Strategy Possibility II • Change Current Business-Level Strategy 32
  33. 33. Recommendation: Business-Level Strategy Possibility I • Maintain Current Business-Level Strategy Possibility II • Change Current Business-Level Strategy 33
  34. 34. Possibilities: Strategic Competitive Advantage Possibility I: Expand Product Portfolio • Alternative A: Eau- De-Vie • Alternative B: Pinot Noir Brandy Possibility II: Lower Cost Storage • Alternative A: American Oak Barrels • Alternative B: U.K. Oak Barrels 34
  35. 35. Recommendation: Strategic Competitive Advantage $190,000  $76,000  $0 $50,000 $100,000 $150,000 $200,000 French Oak Barrels American Oak Barrels OAK BARREL SPENDING Oak Barrel Spending 35 Possibility II: Lower Cost Storage • Alternative A: American Oak Barrels
  36. 36. Possibilities: Operational Efficiency 36 Possibility I: Enhance Current Organizational Structure • Alternative A: Continue with Current Staff and Duties • Alternative B: Hire An Assistant Manager • Alternative C: Hire An Intern Possibility II: Facilitate Sunk Cost Management Plan • Alternative A: Maintain Current Pace • Alternative B: Increase Pace of Sunk Cost Payments
  37. 37. Recommendation: Operational Efficiency 37 Possibility I: Enhance Current Organizational Structure • Alternative C: Hire An Intern Possibility II: Facilitate Sunk Cost Management Plan • Alternative A: Maintain Current Pace
  38. 38. Conclusion 38
  39. 39. Conclusion DT WO PW F DT  $‐  $10  $20  $30  $40  $50  $60 88.5 89 89.5 90 90.5 91 91.5 92 92.5 Wine Scored Average Prices Wine Scored Rating Average Strategic Analysis Key: DT= De Tierra Vineyards, WO=Windy Oaks Winery, PW= Pessagno Winery, F DT= Future De Tierra Wineyards 39
  40. 40. 40 Questions

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