...Human Resource Management Is No More Than ‘Old Wine in New Bottles’. In: Business and Management Human Resource Management Is No More Than ‘Old Wine in New Bottles’. Human resource management is no more than ‘old wine in new bottles’. Discuss. ‘’HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles. It could indeed be no more and no less than another name for PM ’’ ( Armstrong, 1987) First we have to understand the meaning of HRM, but attempts to define HRM precisely have resulted in confusion and contradiction rather than clarity [Price, 1997]. However, according to Storey (1989) Human resource management is a completely different philosophy and an approach contrast to Personnel management. In his view, HRM provides a completely new form of managing personnel and can therefore be regarded as departure from the orthodoxy of traditional personnel management. The normative models of personnel management shows that PM is about selecting, developing, rewarding, and directing employees in such a way that not only will they achieve satisfaction and ‘give of their best’ at work, but by so doing enable the employing organization to achieve its goals. When considering the definition of Human resource management and Personnel management, there are many differences on the perspectives of researchers. Legge (1989) reviewed the definition of a variety of writers. She could come to conclude that there are three features which seems to distinguish HRM...
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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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...5 1.1-c Funding arrangements………………………………………………………………………...6 1.1-d Financial information requirements…………………………………………………………..9 1.1-e Financial performance targets and indicators………………………………………………..10 1.1-f Income statement projections………………………………………………………………...11 1.1-g Balance sheet projections…………………………………………………………………….12 1.2 Identify the appropriate staff and stakeholders within Virginia’s Wines that this plan should be communicated to, to enable effective implementation……………………………………………….13 Task 2 2.1-a Essential financial systems and records………………………………………………………14 2.1-b Legal and financial control systems…………………………………………………………..14 2.2-a A budget which is consistent with the financial strategies and plans…………………………17 2.2-b Revenue and expense projections for each forward period…………………………………...19 2.2-c Revenue and expense projections for each forward period…………………………………...19 2.2-d Balance sheet projection for the year………………………………………………………….20 Task 3 3.1. In monitoring the business operations explain what actions can be taken to ensure Virginia’s Wines achievement of their financial performance targets, and profit and return on investment objectives……………………………………………………………………………………….22 3.2-a Financial objectives…………………………………………………………………………...22 * 3.2-b Financial...
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...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 160 countries). With $2 billion of gross profit in 2014 and 4,000 employees worldwide, the company is preparing to increase its global presence and become an international leader in alcoholic beverages...
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...AUGUST 13, 2009 CHRISTOPHER A. BARTLETT Global Wine War 2009: New World versus Old “We have the people, expertise, technology and commitment to gain global preeminence for Australian wine by 2025. It will come by anticipating the market, influencing consumer demand, and building on our strategy of sustainable growth.” — Sam Toley, CEO of Australian Wine and Brandy Corporation. “By phasing out the buyback of excess wine and increasing incentives for farmers to uproot their vines, the EC reforms will only bring in the New World’s agro-industry model. We need to protect the age-old European model built on traditional vineyards.” — Jean-Louis Piton, Copa-Cogeca Farmers Association. In 2009, these two views reflected some of the very different sentiments unleashed by the fierce competitive battle raging between traditional wine makers and some new industry players as they fought for a share of the $230 billion global wine market. Many Old World wine producers—France, Italy, and Spain, for example—found themselves constrained by embedded wine-making traditions, restrictive industry regulations, and complex national and European Community legislation. This provided an opportunity for New World wine companies—from Australia, the United States, and Chile, for instance—to challenge the more established Old World producers by introducing innovations at every stage of the value chain. In the Beginning1 Grape growing and wine making have been human preoccupations at least since the times when...
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...Global Wine War 2009: New World versus Old “We have the people, expertise, technology and commitment to gain global preeminence for Australian wine by 2025. It will come by anticipating the market, influencing consumer demand, and building on our strategy of sustainable growth.” — Sam Toley, CEO of Australian Wine and Brandy Corporation. “By phasing out the buyback of excess wine and increasing incentives for farmers to uproot their vines, the EC reforms will only bring in the New World’s agro-industry model. We need to protect the age-old European model built on traditional vineyards.” — Jean-Louis Piton, Copa-Cogeca Farmers Association. In 2009, these two views reflected some of the very different sentiments unleashed by the fierce competitive battle raging between traditional wine makers and some new industry players as they fought for a share of the $230 billion global wine market. Many Old World wine producers—France, Italy, and Spain, for example—found themselves constrained by embedded wine-making traditions, restrictive industry regulations, and complex national and European Community legislation. This provided an opportunity for New World wine companies—from Australia, the United States, and Chile, for instance—to challenge the more established Old World producers by introducing innovations at every stage of the value chain. In the Beginning1 Grape growing and wine making have been human preoccupations at least since the times when ancient Egyptians and Greeks...
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...1. Introduction Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines worldwide (The Coca-Cola Company claims that it is sold in more than 200 countries.). It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke or (in European and American countries) as cola, pop, or in some parts of the U.S., soda. Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The company produces concentrate, which is then sold to various licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola in cans and bottles to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and Western Europe. The Coca-Cola Company also sells concentrate for fountain sales to major restaurants and food service distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, which has become a major diet cola. However...
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...international 14 Issues in internationalization management 15 WINE MARKET 17 Profiles of Country Producers 17 CHINESE WINE MARKET 25 Overview 25 Wine market overview 28 Imported wine 32 Italian case 36 Future prospective 45 REFERENCES 48 Bibliography 48 Consulted website 52 INTRODUCTION The purpose of this work is to analyze the growth and evolution of the wine market in China. In particular we will focus on the internationalization of the global wine producer countries in this new emerging market and which are the futures prospective and possibilities of this young market. This paper is composed by four main sections: 1. Theoretical framework; 2. Wine market; 3. Chinese wine market; 4. Italian case. First of all we need to understand what we mean when we speak about internationalization. Through a theoretical chapter, using the existing literature about internationalization, we will explore its theories, evolution and which benefits it may bring to the firm that implement it, showing how important it became in the globalized world in which companies work nowadays. Afterward we are going to analyze, thanks to the data taken by reliable sources, the global market of wine, showing its fragmentation, which are the main player and their characteristics. Now that we have a general panorama, we can concentrate on the Chinese market, its cultural and economic features, and the evolution of its wine market. Finally we will focus on the Italian...
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...Introduction 1 2. Wine Manufacturing Industry and External Environment 2 2.1 Wine Manufacturing Industry 2 2.2 External Environment 6 3. Porter’s 5 Forces Analysis 10 3.1 Threat of New Entrants 11 3.2 Bargaining Power of Buyers 12 3.3 Threat of Substitutes 14 3.4 Bargaining Power of Suppliers 16 3.5 Rivalry within the Competitive Arena 17 4. Conclusion 19 Reference 21 1. Introduction Captain Arthur Phillip brought grape vines from Brazil and the Cape of Good Hope to Australia when his fleet arrived in Botany Bay, located in Sydney, in 1788, according to Wine Australian which is one department of Australian government. Since that Australia had made a history of producing and exporting wine. In 1854, a barrel of fortified wine was exported to London, which is the first reported Australian wine export (Wine Australia, 2012). Subsequently, Australian exports in wine have boosted at an extraordinary rate especially in recent years, reaching the record level in 2007. Today, Wine Australian also point out that Australia is the fourth largest wine exporter in the world, constituting about 4% of total world wine production, and export over 800 million liters to international wine market and as a result, it produces a contribution of around A$3 billion per year to Australian economy. Australian wine exports to more than 100 countries; mainly two biggest markets are United Kingdom and United State. Besides, there are other significant markets, such as Canada, New Zealand,...
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...Scientific Article DALAT WINE: CHALLENGES IN ESTABLISHING THE NATIONAL WINE BRAND POSITION IS STILL YEARS AHEAD -*Ngo Binh, MA. in Marketing Bui Thi Lan Huong, PhD. I. COMPANY HISTORY 1.1 Wine manufacturing traditional in Dalat (Vietnam) Dalat wine has been popular in Dalat, an attractive city located 1500 m above sea level on Langbian high lands. For long time ago, Dalat wine has been produced traditionally by local producers from blackberries (dau tam). Traditional wine makers in Dalat grow themselves dau tam at Bong Lai area. It is reportedly that the first wine producer was Lafaro, a local company founded by Nguyen Huu Duc in 1974. This company imported a new variety of dau tam to produce its wine. Unfortunately, the company stopped to operate in 1975. Nguyen Chi Man, a 80-year-old man, who did distribute this wine at that time, asked the company's owner this variety of mulberry' seeds to grow, then to make wine for his own consumption and later on for his small business in Dalat. Since then, other traditional wine makers follow him to open wine factories and mulberry plantations, especially in Bong Lai. Because of their small scale, they did not build up particular brand name for their wine. Dalat wine has been considered effectively as a “geographical indication”. Dalat wine has been consumed mostly by Dalat residents. The mind climate of Dalat is the favorable place for consuming red wine, especially in traditional holidays. According to Nguyen Trong Anh Dong, Vice-Secretary...
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...1.0 THE COMPANY’S ANALYSIS Located in Laventille, Trinidad and Tobago, Angostura Limited is the manufacturer and distributor of an assorted collection of drinks which include rum, distilled spirits, gins, wines and scotches, pre- mixed drinks and sauces that is acclaimed by an adult oriented market. The company announced that it incurred a billion-dollar loss in 2009 because of money owed to it by its parent, CL Financial. Even so, the Angostura Group managed an after-tax profit of $371 million in 2010.The marketing tools employed by Angostura Ltd has led them to regain profitability in the local market (see Appendix 1). The financial crisis that ravaged them in recent years was not only the result of their parent company but also outside influences that hampered on their performance (see Appendix 2). 1.1 Competitor’s Analysis The two (2) primary local competitors in Trinidad and Tobago regarding the distribution of alcohol are AS Bryden& Sons Limited and Alston’s Marketing Company Limited (AMCO). They have feverishly pursued in obtaining the local target market with imported premium spirits that embodies recognition globally. Alston’s Marketing Company Limited (AMCO) Price is based on Product Line Pricing, Competitive Pricing and also Premium Pricing because of the premium spirits they offer to their consumers. Import tax and duties are major contributors in determining final pricing. AMCO’s main distributing center is located in Chaguanas, Trinidad and...
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...Year of establishment and very brief history Heineken International is a Dutch brewing company, founded in 1864 by Gerard Adriaan Heineken in Amsterdam. It owns over 190 breweries in more than 70 countries and employs approximately 85,000 people. Cruzcampo, Tiger Beer, Żywiec, Starobrno, Zagorka, Birra Moretti, Ochota, Murphy’s, Star and Heineken Pilsener are some of it’s well known brews all over the world. Milestones of Heineken history; 1864 Gerard Adriaan Heineken buys the Haystack brewery on February 15th 1873 On January 11, HEINEKEN’s Bierbrouwerij Maatschappij N.V (HBM) is established. 1889 HEINEKEN is honored with the "Diplome de Grand Prix" at the World’s Fair in Paris 1900 HEINEKEN imports first beer into Africa. 1932 HEINEKEN co-founds Malayan Breweries and starts to brew Tiger for the first time 1933 After 13 years of prohibition, Heineken® sets foot on American soil 1937 HEINEKEN’s Nederlandsch-Indische Bierbrouwerij Maatschappij, Multi Bintang, begins operation 1939 HEINEKEN is listed on the Dutch stock exchange 1946 HEINEKEN enters Nigeria 1968 HEINEKEN acquires Amstel, its major rival in The Netherlands 1974 HEINEKEN acquires a majority stake in the Dreher Group 1975 A new Dutch brewery opens in Zoeterwoude, the largest modern brewery in all Europe at the time. 1991 The former Amsterdam brewery on the Stadhouderskade is converted to a Heineken museum which was renamed Heineken Experience in 2001. 2003-20010 HEINEKEN acquires Brau Union...
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...of Australian Wine Company Western International University LDR 645 – Innovative leadership global May 24th, 2011 1. Executive Summary BRL Hardy is a global wine company that has engaged in a strategy that geared to create multidimensional capabilities for the company but faced with decision dilemma resulted from management tensions. The author of this paper believes the source of management tension is lack of coordination between management teams and absence of precise lines of authority and responsibility. According to author of this paper, Hybrid style of management is the best solution for management tensions in the company for it gives the best of both worlds for since allows management to centralize some important functionalities and activities of the company while enjoying flexibility of decentralization of authority and responsibility. 2. Industry background The history of the Australian Wine Industry originates back to 1788 when Captain Arthur Philip a leader of European settlers introduced it into Australia (Bartlett, Ghoshal & Beamish, 2008, p.666). According to the case study, Australian is originally a beer drinking country, and in 1969 the industry experienced a slow down whereby annual per capita wine consumption was at 8.2 liters as compared to 100 liters per person per annum in France and Italy. The Australian Wine Industry also underwent through transformation and the following changes happen; first, table wine varieties replaced...
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...3 , i s s U E 1 , 2 0 0 8 Old Wine in New Bottles: Subprime Mortgage Crisis – Causes and Consequences Michael Mah-Hui Lim Information Lost: A Descriptive Analysis of IFRS Firms’ 20-F Reconciliations Marlene Plumlee and R. David Plumlee Negative Goodwill: Issues of Financial Reporting and Analysis Under Current and Proposed Guidelines Eugene E. Comiskey and Charles W. Mulford Electronic copy available at: http://ssrn.com/abstract=1263280 JARAF The Journal of applied research in accounTing and finance Publication Information JARAF - The Journal of Applied Research in Accounting and Finance is a scholarly peerreviewed journal jointly published by The Centre for Managerial Finance at Macquarie Graduate School of Management and the Faculty of Economics and Business at The University of Sydney. All journal articles published in JARAF are subjected to double-blind peer-reviews by qualified international experts. Months of Distribution: July – December Current Edition: Volume 3, Issue 1 (2008) ISSN 1834-2582 (Print) ISSN 1834-2590 (Online) Editors Tyrone M. Carlin Professor of Financial Reporting & Regulation Faculty of Economics and Business The University of Sydney NSW 2006 Australia Nigel Finch Director, Centre for Managerial Finance Macquarie Graduate School of Management Macquarie University NSW 2109 Australia Editorial Advisory Board Edward I. Altman Max L. Heine Professor of Finance Stern School of Business, New York University (USA) Author...
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...recognition (Berman, 2016). But from my point of views, I do not believe that the traditional retailing store could be totally replaced by the online store, but more and more retailing store face to closing. So there are some reasons for those store who were beat to closing by the online shopping. First, mostly they do not have a clear target or the market strategy. Such as the Brent Coope who owns his own business at Westfield’s Albany mall. He paid almost $250,000 a year just for the lease his shop. The online store may just need to pay 1/1000 of that payment. Their strategy is to sell the most fashionable brands like Superdry. But those brands are everywhere online now. So that makes his store are not competitive. Second, the online shopping and the traditional shopping provide different service to the customers. For example, the online shopping could spend less time for the customers and they might also get a better price than the traditional store. But the traditional store could provide some service which could not be replaced by the online shopping such as if you want to buy a shirt, online store has the picture could show the shirt, but nobody can try the picture shirt. So how does the customer know if it suitable for him or not? Finally, the decline is not inevitable, on one hand, the traditional store could provide more working opportunity for the people who hunt for job. On the other hand, most of the European premium brands do not accept the online store. They only provide...
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