澳洲cpa113, leadership Case 大讨论

在澳大利亚CA/CPA学习和考试



不知道大家发下来的case看得怎么样了.
在决定Genric strategy时候我迷了: 觉得是differentation,又象是focus.
后面还给了recent development,这应该是strategic option的选择,大家还加别的了吗?比如takeover by other competitor 或 acquire others(除了他给出的stefano wines)
有什么别的问题,大家也可以讨论讨论.

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CASE 看了,不过刚刚开始按MODULE7 准备.我觉得DIFFERENTATION,为什么是FOCUS?
我有2个问题,不是很明确,关于CLUB,MAIL ORDERING,是FORWARD INTERGRATED?
还有 GRAPE SELF SUFFICIENCY-PURCHASE WINEYARD LAND属于BACK INTERGRATED?
真的很高兴与你讨论

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我觉得你分析的对

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此贴要重点关注！   不过小弟还没开始看case
羞愧 羞愧~~

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我觉得是Generic Stategy is : Differentiation+Low Cost

另外我有3个问题，欢迎大家一起讨论.

1. Industy Analysis: 大家分析的时候，是分析WORLD WINE INDUSTRY 还是 AU WINE INDUSTRY?
   
   我分析的是au wine industry

2. Major Competitor: 是否把所有major MAKRET PLAYER 作为Competitor? (CASE 中列出的7个- ALLEN? BROOK?)

   我把所有的major market player 都作为Competitor

3. Schultzs's Strategy Advantage factor: 如果把ALLEN/BROOK 都作为Competitor ，那么Schultz 的Strategy Advantage factor又是什么？

    ？

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我觉得是Generic Stategy is : Differentiation+Low Cost------------------i do not think it is LOW COST, if you read textbook, it said low cost normally means one company produce huge volume with the low cost, Schultz doesnot have that big volume compare to other company.

另外我有3个问题，欢迎大家一起讨论.

1. Industy Analysis: 大家分析的时候，是分析WORLD WINE INDUSTRY 还是 AU WINE INDUSTRY?
   
   我分析的是au wine industry---------------------yes, au wine

2. Major Competitor: 是否把所有major MAKRET PLAYER 作为Competitor? (CASE 中列出的7个- ALLEN? BROOK?)

   我把所有的major market player 都作为Competitor -------------------no need 7, pick the major

3. Schultzs's Strategy Advantage factor: 如果把ALLEN/BROOK 都作为Competitor ，那么Schultz 的Strategy Advantage factor又是什么？------------------1. the strong relationship with grapes grower which means Schultz doesnot need to invest on the self grape growth, 2. distrubition channel, rich experience to direct customer,

this is what I havem Do not blame me if I am wrong, thanks

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请问5#

我觉得Generic Stategy is : Differentiation。

请问你的LOW COST 是怎样分析的？

Industy Analysis: 我分析的是Australian winemaking industry。因为按目录看是Australian winemaking industry.文章总体的重点是Australia.讲到其他国家是因为export market.
个人意见，提供参考。希望大家讨论。

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问个简单点的问题：
industry life-cycle position: 我觉得又像是mature stage 又像是shakeout stage。
哪位愿意说说？ 谢谢

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Thanks Kellyang!:)

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好贴~留个名

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LOW COST 我也想知道这个是怎么分析的~

材料里的感觉是mature age，缓慢增长~但是好像最近新闻才说，澳洲准备荒废大批葡萄种植地，因为出现供给过剩问题~

个人意见~大家讨论~

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关于low cost strategy:  我的看法是， SCHULTS is the best perfomer in this industry (Financial wise) as per the case material, Hiher Gross/Net Margin % indicate Lower Cost than Average.

Another reason I pick up "Low cost" as strategy is due to I can not find any other signifisant Advantage if compared with other player (Especially the biggest 3 player in industry)

guys, any thoughts on what is the Strategy advantage ?

[ 本帖最后由 miller2 于 2009-10-13 12:51 编辑 ]

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Hi Kelly

Thanks for sharing

What I think is both 2 points are a sccussful factor for S, however, neither of them are "Strategy Advantage" given S has no better competition capbility in distribution channel (top 3 player are much stronger)

For point 1 (grape grown), actually I have some concern it is a "Advantage", other player has high sufficient grape level, which in turn provide greater supply certainty. S is highly rely  on "Relationship" supply which I did not see as secure as grow by you own.

any thoughts?

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BACK TO SAY THAT SIMPLE QUESTION-CURRENT LIFE CYCLE POSITION: IT IS MATURE STAGE FOR SURE, BUT EVERY DIFFICUT TO DEMONSTRATE,ONLY FIND THE STRONG PRODUCTION GROWTH ACCORDING TO TABLE 1( EVEN THE WORLD TRAND IS DECLINGING), AND TABLE 10 ABOUT PROFIT MARGIN. GUYS, DO YOU ANALYSIS COMSUPTION TRAND , THERE IS NO SUMMARY TABLE, UNLESS NEED TO LOOK AT EACH DIFFERENT WINE PRODUCT ( THERE ARE SALES TABLE IN EACH CATEGORY), OR YOU HAVE OTHER IDEAS

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Hi

I have start read exam case yet,  Based on Miller analysis, Like the chicken case, they need rely on breeding stock supplier and that negative impact on the business. Growth will be low to medium. So, it is not a strategy capability for the chicken, is that same as exam case?

Any idea

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Agree on both direction intergration

:)

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Miller2, have any thought on the qusetion I raised at 14#?

In terms of your question, because I just started to analyse the case, actually hasn't gone to that part. But I think Shultz developed strong and enduring realationship with grape growers, no other company can compare, plus consumer taste are changing all the time, have security of access to wide variety to grape types, the qulity and quantity of grape suppliers are key factors to success in this industry, so i would say this is one of capabilities

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To Lyao:

Industry Life Cycle: I believe it is in "Matrure" stage, given the factor of slow growth/increasing competition/decline margin/large No. of player.

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What I think is both 2 points are a sccussful factor for S, however, neither of them are "Strategy Advantage" given S has no better competition capbility in distribution channel (top 3 player are much stronger)

For point 1 (grape grown), actually I have some concern it is a "Advantage", other player has high sufficient grape level, which in turn provide greater supply certainty. S is highly rely  on "Relationship" supply which I did not see as secure as grow by you own---------------grapes in your own field mean sSchultz needs to spend more on the vineyard, this may reudce S's margin, one of S's busness strategy is contunue to maintain the strong relationship with grower, the management have been thought about the secure issue.  

what do you think about food safety issue, the case indicated the food safety is Schultz's strategic advantage. but i canot find more facts to support and food safety seems only benefit on the export sales.

[ 本帖最后由 kellyang 于 2009-10-13 14:51 编辑 ]

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谢谢筒子们的SHARE！看得心慌，好难啊，还在看MODULE7，一头雾水。明天开始看题，加入讨论。

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关于low cost strategy:  我的看法是， SCHULTS is the best perfomer in this industry (Financial wise) as per the case material, Hiher Gross/Net Margin % indicate Lower Cost than Average.-----------------Higher margin indicated low cost, it also has the possbile of higher retail price, Schultz has mail order channel to direct customer, this channel has been avoid retail's margin (22% as shown in case)

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Posted by Tim (Facilitator) at 12/10/2009 5:41 PM EST

Candidates

Thank you to those candidates who highlighted some inconsistencies in the case facts via the forum.

The corrections identified in the pre-seen information are as follows:

Schultz Wines listed on the Australian Stock Exchange in 1996 not 1992 (as per paragraph 4 of page 17of the pre-seen document).

Schultz Wines is currently the 7th largest competitor (not 8th as per paragraph 1of page 1 of the pre-seen document) in the Australian wine market.

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To Kelly

This is a good point,

my thoughts as below:

1.higher margin could be a result of higher selling price

Yes, however there is no evidence in the case indicate SC is selling at higher price or even has the ability to Sell at higher price

2. higher margin due to using own distribution channel (S Club) which squeeze retailer margin.

currently, S have only 12% sales through S Club, I did not think it was the major reason S has higher margin given the factor other competitor have direct sale as well (% not indicated though).

Thus, I think the higher margin must due to Low cost (economics of scale).

Not sure my logic sound or not, discussion welcomed.

:)

[ 本帖最后由 miller2 于 2009-10-13 15:12 编辑 ]

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简单问题2：
Task 1 d.
key issue affecting historical industry growth.
我怎么就找不出来什么legal和political的issue呢？
Australian government offered tax incentices for growers 可以看成是political issue，可是这个是算past 还是算future issue呢？

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I think for both past & future

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key issues affect industry growth有很多，大家一般都写几条啊？

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ls 的TX 写了几条?

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我写了4条,就是CASE上说的那4条, 然后我发现在SCHULTZ没有一个是CAPAABILITITY的, 晕四

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你觉得FOOD SAFETY是不是ADVANTAGE呢?

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Hi all why do you think the generic strategy of Schultz is "differentation"?? Because it sells through wine merchants plus its Cellar Club.
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