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

CASE - BRL Hardy Globalizing an Australian Wine Company Table of Contents Table of Contents 2 How Do You Account For BRL Hardy’s Remarkable Post-Merger Success? 3 2. What Is The Source Of Tension Between Stephen Davies And Christopher Carson? How Effectively Has Steve Millar Handled Their Differences? 4 3. Should Miller Approve Carson’s Proposal To Launch D’istinto? Why Or Why Not? 4 4. What Recommendation Would You Make To The Organization Concerning The Conflicting Proposals For Kelly’s Revenge And Banrock Station?

What Would You Decide To Do As Carson? As Millar? 5 Work Cited 7 1. How Do You Account For BRL Hardy’s Remarkable Post-Merger Success? In the year 1992, Berri Renmano Limited (BRL) merged with Hardy and became publicly listed within six months. Steve Millar was appointed as the Chief Executive Officer (CEO) of the merged company i.e. BRL Hardy Ltd. (BRLH). The first priority of the company was to concentrate on the Australian market. Furthermore, BRLH reached Europe in search of a broader market.

After appointing Christopher Carson as the Managing Director of the United Kingdom office the market started showing a turnaround. In 1994, the company re-launched its product by the name Nottage Hill. As a result, the sales of the company increased to one-half of the total sales in 1992. Because of this tremendous performance, Christopher Carson was selected as the Chief Executive of BRLH Europe. In 1997, Christopher Carson initiated a 50/50 contract with Jose Canopa under which the Chilean would render the fruit as well as wine making facility to BRL Hardy.

According to the agreement, BRL Hardy would sale its wine with the Mapocho brand name on Europe. Again in 1997, Christopher Carson presented his plan to offset the wine shortage in Australia with a substitute source. After a certain period of time, the company came up with an environmentally responsible product named as Banrock Station with the motto “Good Earth, Fine Wine”. Post merger the company was operated by an experienced set of people, which is also a big reason behind their success (Bartlett 139-158). 2. What Is The Source Of Tension Between Stephen Davies And Christopher Carson?

How Effectively Has Steve Millar Handled Their Differences? In 1992, Christopher Carson and Stephen Davies had a discussion over the prime priorities and concerns of the company. Christopher Carson proposed a plan where he wanted the company to sell 178000 cases of hardly brand products. He also wanted the company to re-establish the financial health of its French winemaker. And lastly, he wanted the company to defend an uneven product of the Whiclar and Gordon agency. Stephen Davies agreed on Carson’s plan but from then their relationship became an uneasy one.

It was known to everyone that there was a real tension between the two, because of an unfavorable conversation (Bartlett 139-158). Steve Millar came to the rescue process. He was aware of the fact that the bitter relationship between the two might negatively affect the company. Therefore, he decided to send Christopher Carson directly to the UK based company’s profit performance department and keep Stephen Davies for the marketing as well as brand strategy for the company. In this way, Steve Millar dealt with the situation (Bartlett 139-158). 3. Should Miller Approve Carson’s Proposal To Launch D’istinto?

Why Or Why Not? In 1997, Christopher Carson presented his marketing plan in front of the management in Reynella. In his presentation, he revealed the idea of building a powerful branded product with the name D’istinto. The management was impressed by Christopher Carson’s proposal but there were certain questions raised and the consent process slowed down (Bartlett 139-158). In this context, it can be stated that Steve Millar should not approve Christopher Carson’s proposal because of certain organizational concern.

The company was very much concerned about the focus of Christopher Carson. They assumed that there was every possibility that Christopher Carson may lose his focus on the already struggling brand Mapocho. Moreover, Steve Millar was also not convinced about the predicted sales of D’istinto which was claimed to increase from 160000 cases in the first year to 500000 in the fourth year. He told Christopher Carson that those numbers would not be possible. The company also was in a continuous difficulty with the sales of its product Mapocho.

Moreover, even Christopher Carson was also aware of the fact that concerns raised by Steve Millar about the organization and his own distractions actually existed (Bartlett 139-158). 4. What Recommendation Would You Make To The Organization Concerning The Conflicting Proposals For Kelly’s Revenge And Banrock Station? What Would You Decide To Do As Carson? As Millar? The organization was divided in two groups, one led by Christopher Carson and the other by Steve Millar. Both had their own set of opinions about both the products i.e. Kelly’s Revenge and Banrock Station.

Steve Millar was in favor of Banrock Station and wanted that the organization must give a second chase to it after a few grievances in its initial stages. Conversely, Christopher Carson was the marketing manager who was behind the concept of Kelly’s Revenge (Bartlett 139-158). The situation became equally complex for both Christopher Carson and Steve Millar. It would be recommended to the organization that instead of concentrating on the personal conflict between Christopher Carson and Steve Millar, they should provide more efforts towards the accomplishment of the organizational goals.

Decision should not be taken on the personal level instead it should be taken on the organizational level. As Carson, it can be pointed out that he should have to understand his responsibility in the organization and perform beyond personal differences to fulfill his commitments towards the organization. As Millar, it can be concluded that he as a senior management level employee should not get involved in personal conflicts. He should make his decisions genuinely for the organizational prosperity irrespective of his personal differences with a co-employer.

Work Cited Bartlett, Christopher A. BRL Hardy: Globalizing an Australian Wine Company. United States: Harvard Business School, 2003. Print.