...Analysis for Brown-Forman Strategic Analysis — MBA 601 Dr. Robert Nixon Prepared by the Blue Team: Alexandria Lovan Ryan Melander Michael Miao Cipriana Prepeliuc Jasleen Sethi Table of Contents Type chapter level (level 1)1 Type chapter level (level 2)2 Type chapter title (level 3)3 Type chapter level (level 1)4 Type chapter level (level 2)5 Type chapter title (level 3)6 BACKGROUND Brown-Forman, headquartered in Louisville, KY, is one of the largest producers of wine and spirits in the United States and one of the leaders in whiskey production worldwide. Founded in 1870 by George Garvin Brown, a pharmaceutical salesman, Brown-Forman has grown into a leader of high-quality spirits and wine around the world. Beginning with a single brand, Old Forester, the company acquired Jack Daniel in 1956, Canadian Mist in 1971, Southern Comfort in 1979 and many other premium alcoholic beverage brands throughout its 144 years of existence. In addition, Brown-Forman acquired Lenox in 1983, a producer of crystal, china, and luggage. In the 1990s, Brown-Forman began aggressively marketing internationally and saw a steady increase in its global market share of premium liquors. However, the consumer product division of Brown-Forman did not see the same growth and the company eventually sold the Lenox division in 2005. Today, Brown-Forman is a publically traded company, predominantly with 33 brands of premium wine and spirits sold in 135 countries(I found in the 2014 annual report that it`s...
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...Brown-Forman Wandan Su Oct.28th 2012 Managerial Accounting * Company Overview * Company History In the year of 1870, a great company was founded in Louisville, Kentucky. It was formed by George Garvin Brown, a young pharmaceuticals salesman. He saw the demand for a consistently high quality whisky that conform medicinal standards. Brown and his half-brother used an innovative approach to sold whisky with sealed glass bottles to guarantee their quality while whisky was sold in the barrel in common at that time. The brand called Old Forester Kentucky Straight Bourbon Whisky, was the first bottle bourbon in America, which remains one of Brown-Forman's best selling brands during the current days. The name of the company changed so many times as the business grew and the original partnership dissolved. Later partnership become between George Garvin Brown and his friend also his accountant, so the company was formed was call Brown-Forman. Old Forester sold very well --but In 1902 Forman sold his interest in the Brown-Forman Distillery because he believed that Brown-Forman's success would diminish as soon as the novelty of packaging began to fade. The Brown family bought all of Forman's interest in the company. In1917，George Garvin Brown died and his oldest son，Owsley, took over the Brown-Forman. It was a difficult time because of the depression and prohibitions during the two World Wars. In 1924, the company moved to the 18th & Howard Street, where the company...
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...• Why do some organizations achieve great success in rolling out a mentoring program, while others achieve only a modicum of success? We believe that the companies that are most successful view corporate mentoring as an organic process, meaning that they understand that mentoring programs evolve and grow. Our experience demonstrates that the difference between mentoring success and failure lies in the ability to build capacity and integrate learning continuously. In order to create a successful mentoring program, you should answer 20 questions. We've included dos and don'ts for each, based on research and our experience in developing a mentoring program at Brown-Forman Corporation. 1. What are our business reasons for developing a mentoring program? You should develop a mentoring program if and when you have solid business reasons, such as to speed up the development of future leaders or to share organizational knowledge. Do your homework. Look at employee retention rates, the percentage of senior managers who will reach retirement in the next five to 10 years, current bench strength, and developmental objectives. Don’t develop a mentoring program because it’s popular or because you've read that it works for other companies. 2. What organizational support exists and what needs to be developed? Successful mentoring initiatives require visible support and involvement from the highest levels of the organization. Do...
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...Management 600 Dr. Luce Blake Herner Brown –Forman Corporation Founded by George Garvin Brown and John Forman in 1870 Brown- Forman is now one of the largest competitors in the alcoholic beverage market within the United States. The company is headquartered in Louisville, Kentucky and is still family owned to this day. While the company sells a wide variety of products they are specifically known for their wine, spirits and whiskeys. Under an umbrella of roughly 25 distinctive brands “Brown-Forman Corporation is a diversified producer, marketer, and exporter of alcoholic beverage and consumer products”. Their top sellers are “Jack Daniel's whiskey, Southern Comfort liqueur, Canadian Mist Canadian whiskey, Early Times and Old Forester bourbon, Glenmorangie Scotch, Finlandia vodka, Korbel champagne and brandy, and Fetzer, Bolla, and Sonoma-Cutrer wines” (1) www.fundinguniverse.com/company-histories, Organizational Change and strategic Bourbon was the original product Brown-Forman produced and sold giving theirs the title of ‘ Old Forester’, which is still in production today. Bourbon was traditionally sold by the barrel directly from the distiller to the retailer. At which point the bar or pub would transfer the bourbon into there own bottles. Recognizing this opportunity and understanding the power of marketing using a differentiated approach, Brown-Forman began bottling ‘Old Forester’ making sure each was corked and sealed. This was the first marketing...
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...Case Study 4: Corporate Valuation Case 51: Brown-Forman Distillers Corporation 1. Why is Brown Forman considering buying Southern Comfort? In your answer consider the strategic motives of Brown and the arguments in favour of and against the acquisition. Producing and selling high-quality products is the company’s marketing philosophy. Although Brown-Forman was the fifth-largest distiller in the United States, it spent a lot of money in advertising support in order to build best brands in the world. In a while, the whiskey market was in a depression. Brown- Forman faced a big challenge to overcome this period. In order to expand its product lines, Brown-Forman chose several of products which has fast growth in the alcohol beverage market. So the company can expand its product lines. In addition, during the 1978 to 1980 period, the company invested $86 million in advertising and promotion, $39 million in barreled-whiskey inventory and $19 million in fresh plant and equipment. The company was aware of that the foreign market also was important for the later growth of company. Advantages: The Southern Comfort can provide a variety of products to customers. After this acquisition, the earning per share and share value of stakeholders value will increase. The profit/sales ratio is high. So the company can make more profits. The average assets/sales ratio also is high. Therefore, the company can make more earnings and produce high-quality...
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...brand is produced by the Brown-Forman Corporation. Brown-Forman produces and markets many of the most well-known and best-loved wines and spirits in the world. Some of their popular spirits include Jack Daniel’s, Canadian Mist, Southern Comfort, Gentleman Jack, and Early Times. A few of their wine labels include Fetzer, Bolla, Bel Arbor, and Michel Picard. The Brown-Forman Corporation is one of the largest American-owned companies in the wine and spirits business. They are considered a top diversified producer and marketer of fine quality consumer products within their industry. Headquartered in Louisville, Kentucky, Brown-Forman was founded in 1870 by George Brown and John Forman as small town distillery producing Old-Forester brand bourbon. They compete in the distillery industry that includes about eighty companies with combined annual revenues of $ 6 billion. Today, the company employs approximately 3800 people in the U.S. and abroad. For fiscal year 2008, the Brown-Forman company had sales revenue of approximately $ 3.3 billion with a net income of $ 440 million. In 1956, Brown-Forman purchased the Lynchburg, Tennessee-based Jack Daniel’s. They maintained the simple black Jack Daniel’s label. The Brown-Forman Corporation has found global success by introducing Jack Daniels to overseas markets. The Jack Daniel’s product is the company’s leading brand and is the largest selling American whiskey by volume in the world. Brown-Forman has been able to grow the...
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...I. Current News On February 1, 2010 Brown-Forman stated it is planning to establish its own distribution company in Germany starting in the third or fourth quarter of 2010. Germany plays a role in international sales and having a fully-owned sales and marketing operation will greatly help Brown-Forman’s sales. Brown-Forman should gain a competitive advantage in Germany because they will no longer need a distributer. By being able to sell and market its own products Brown-Forman should have increased international sales in Germany. (Brown-Forman News, 2010) On January 15, 2010 Brown-Forman announced its plan on giving up to $100,000 to American Red Cross to assist in the relief efforts. Brown-Forman also said it will match employee donations up to $20,000 for American Red Cross, which means the company and its employees will contribute as much as $140,000 to the Haitian Relief efforts. This kind of charity is good public relations for the company. It shows Brown-Forman is more than just a company that cares only about their net income and sales. Because there are many companies in the same industry who haven’t done anything for Haiti, people could be more likely to buy Brown-Forman’s line of products knowing that the company donated money. (Brown-Forman, 2010) In 2009, The Brown-Forman Corporation achieved the highest year to year score increase among all companies rated by the Human Rights Campaign. The Human Rights Campaign is America’s largest civil rights...
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...------------------------------------------------- Clarence Williams ------------------------------------------------- EN102 Outline for argument analysis: Arrested Development I. ------------------------------------------------- Introduction: * ------------------------------------------------- James Forman Jr. targets this article towards conservatives who oppose racial profiling * ------------------------------------------------- Claim: Forman claims that racial profiling is an ineffective way to enforce the law and should be stopped. ------------------------------------------------- II. Summary: "Arrested Development" by James Forman Jr. , is an article that looks at the issue of racial profiling. III. ------------------------------------------------- James Forman Jr. is a Professor of Law at Yale Law School. He is a graduate of Brown University and Yale law school * ------------------------------------------------- Yale faculty biographies ------------------------------------------------- IV. ------------------------------------------------- Forman aims this article towards conservatives which is a good choice because conservatives are color blind meaning they see people as equal. ------------------------------------------------- -Quote ------------------------------------------------- V. ------------------------------------------------- Forman appeals to the reader’s emotions by telling stories about the students of Maya Angelou public charter school and how...
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...RUNNING HEAD: DECISION-MAKING January 11, 2009 Problem Formulation and Identification Every organization uses its own decision-making style. Some organizations prefer to use a rational style, which centers on facts and figures, and logical and scientific approaches to their problems. Other companies use an intuitive style, which focuses on emotional aspects of problems and gut feelings. Recently, a group of business students observed how decisions are typically made at their own places of employment. Kori at Prescription Solutions, Jacob at Combined Arms Training Center, Isela at Housing Authority of the City of El Paso, and Micah at Brown-Forman where each examined the strategy most often employed at their organizations. It was found that while each has its own particular style, there were many similarities. These working students also found that each style uses its own set of strengths and weaknesses, and explored how a problem can be described to stakeholders in a manner that is sensitive to their perspectives with various style approaches. Rational Decision-Making Rational decision-making is “a deliberate and logical approach” (Robbins, 2004, p. 21). When faced with a decision, a rational thinker will “emphasize facts, details, and rational cause-effect logic” (Robbins, 2004, p. 21). When a decision must be made, Prescription Solutions’ upper management executives consider three logical business factors: customer satisfaction...
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...09295266 Diageo Diageo is the leading premium drinks company in the world; of which categorizes most of the leading brands around the world and the market leader in many of the major growth market around the world! Their unique STP strategy had allowed them to develop globally into a renowned brand with operating profit reaching up to £ 2.5bn in 2010! It has also expanded from its headquarters in London into 80 worldwide offices employing around 20,000 workers. Its efficient market segmentation and diversification had allowed them to meet specific demands of its global consumer base which had contributed to the firm’s success. The Alcoholic industry is an oligopoly market dominated by about five large players estimated to be made of 26 PLC and about 200 LTD. In 2010 Diageo was right up there with annual revenue of £ 9.5 billion and return on invested capital of 14.8%. Global sales volume of alcohol reached 182.9 billion liters in 2010, growing between 1 – 2% from the previous five years! There are 3 separate categories in this market: beer, wine and spirits; which Beer is highest accountant of it, 76% of total sales. These statistics illustrate the huge competition firms face within the industry highlighting the importance of a well defined and aggressive marketing strategy. (Hatherly, 2010) Diageo was formed in 1997 via mergers: Guinness and Grand Metropolitan; since then it had efficiency in its operations, it sold off food brands Burger king and Pillsbury after finding...
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...History and Development The Brown-Forman Corporation (BFC) entered the market producing bourbon in 1870 under the Old Forester brand name. They survived the Prohibition through approval to produce alcohol for medicinal purposes. BFC continued to survive even through the period of World War II through provision of alcohol for wartime supplies; rubber and gunpowder production. Throughout the years BFC made several acquisitions which proved to be profitable; Early Times, Jack Daniels and Southern Comfort to name a few. Through successful marketing relationships and investing in international alcohol distributing companies, the timely acquisitions, and BFC’s innovative efforts - developing a new whiskey in 1988 - as well as their ability to diversify via purchasing well-known global luxury consumer durables BFC has continued to prosper. From 1998 - 2002 BFC’s stockholders’ equity and company assets had continuously increased with a relatively small increase to the companies operating income in contrast to their significant gains in gross profits. By 1965 the company entered the wine business. A few of their marketing and distribution arrangements led to eventual ownership of several international vineyards, hence the creation of the Wine Division (WD). The wine division like its parent-company thrived and did well, particularly through their acquisitions. By mid-year 2001 a new venture was created to house a portfolio of small, upscale brand wines. This separate division became...
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...Sustainable Development Sust. Dev. 18, 20–31 (2010) Published online 10 March 2009 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/sd.394 Sustainable Consumption: Green Consumer Behaviour when Purchasing Products William Young1*, Kumju Hwang2, Seonaidh McDonald3 and Caroline J. Oates4 1 Sustainability Research Institute, School of Earth and Environment, University of Leeds, UK 2 Department of Business Administration, College of Business Administration, Chonnam National University, South Korea 3 Aberdeen Business School, Robert Gordon University, UK 4 Management School, University of Sheffield, UK ABSTRACT The ‘attitude–behaviour gap’ or ‘values–action gap’ is where 30% of consumers report that they are very concerned about environmental issues but they are struggling to translate this into purchases. For example, the market share for ethical foods remains at 5 per cent of sales. This paper investigates the purchasing process for green consumers in relation to consumer technology products in the UK. Data were collected from 81 self-declared green consumers through in depth interviews on recent purchases of technology products. A green consumer purchasing model and success criteria for closing the gap between green consumers’ values and their behaviour are developed. The paper concludes that incentives and single issue labels (like the current energy rating label) would help consumers concentrate their limited efforts. More fundamentally, ‘being green’...
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...called deforestation (FAO 2011). The global gross forest cover loss was reported to be 0.6% per year during 2000 to 2005 (Hansen et al., 2010). Reddy et al. (2013) summarized the contributing factors of deforestation in India. Landscape features can influence the accessibility to a forest and consequently the vulnerability to conversion into a different land use (Bax et al., 2016). Fragmentation is the transformation of the landscape, often driven by disturbances, from a uniform to a more heterogeneous and patchy situation (Kouki and Lo fman, 1998). Transformations include changes in area and patch configuration. Such changes over time resulted in 6 stages, namely incision, perforation, dissection, dissipation, shrinkage and attrition (Forman, 1995; Jaeger, 2000). Fragmentation has not taken place randomly (Kemper et al., 2000). Fragmentation rates provide critical information to infer changes in the ecosystem, even the details of the ecological process affected are unknown (O’Neill et al., 1997). This affects the biodiversity and water and carbon fluxes at local and regional levels (Herkert et al., 2003). The fragmentation is an important driver of the biological diversity losses world wide (Turner, 1996; Bender et al., 1998; Fahrig, 2002; Fischer and Lindenmayer, 2007). It divides large tracts of forest into smaller isolated tracts surrounded by anthropocentric environments (SAF, 1998). Fragmentation results in the reduction in habitat quality and biodiversity loss (Barnes...
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...Malko Ebers / Simon Wied SWOT Analysis Robert Mondavi and the Wine Industry Seminar paper Dokument Nr. V27469 http://www.grin.com/ ISBN 978-3-638-29511-6 9 783638 295116 Midterm Group Project Robert Mondavi & The Wine Industry SWOT Analysis Course Strategic Management: Concepts & Cases Chair of Management, especially Strategy and Leadership University of Konstanz - Summer Term 2004 by Malko Ebers Simon Wied Malko Ebers, Simon Wied II Structure 1. Introduction ............................................................................................................... 2. Opportunities vs. Threats: Analysis of the environment the Robert Mondavi Company is settled in ................ 2.1 Global environment ............................................................................................ 2.2 The US wine industry – an overview ................................................................. 2.3 Competitive forces in the US wine industry ...................................................... 2.3.1 Potential entrants ....................................................................................... 2.3.2 Bargaining power of buyers ...................................................................... 2.3.3 Bargaining power of suppliers .................................................................. 2.3.4 Closeness of substitutes to the industry’s products ................................... 2.3.5 Intensity of rivalry among...
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...Corporation CG Performance Analysis Report ----Based on the past fiscal year’s US SEC filings Company Name: Constellation Brands, Inc. (STZ) Xu (Answer) HAN The Johns Hopkins University Carey Business School 1. Executive Summary 1.1 Purpose The purpose of this report is to evaluate the corporate governance performance of the Constellation Brands, Inc., based on its last fiscal year’s US SEC filings, and then to use the relevant findings and information to discuss the implications for the company, investors, regulators, and the economy. 1.2 Scope While evaluating the corporate governance performance of the company, it is useful and important to pay attention to the four core values of corporate governance, including transparency, accountability, responsibility, and fair and equitable stakeholders, as well as to consider some indicators of the company, such as its Board Structure, Compensation system, Shareholder Rights, and Audit issues. On the other side, the financial information that the company disclosed on its financial statements is also considerable to deal with its corporate governance performance analysis. 1.3 Method I divided the whole report into three main parts—Self-Diagnostic Issues, Competitor-Diagnostic Issues, and SWOT Analysis—to analyze the corporate governance performance of the company comprehensively. In the first section, I did a 100-question corporate governance survey using “Corporate Governance Self-Diagnostic...
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