EM1S5M25

Programme
PGE
International Wine management and tourism
UE
Wine Marketing and sales
Semestre
A
Discipline
Strategy
Volume horaire
24 H
Nombre de places
35
Ouvert aux visitants
Oui
Langue
EN
Responsable
Coralie HALLER

Liste des intervenants

Intervenant(s) Email Volume horaire CM
Coralie HALLER coralie.haller@em-strasbourg.eu 12 h
Christophe EHRHART 4 h
Reto THÖRIG 8 h

Contribution pédagogique du cours au programme

LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management.
Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment.
Students will understand state-of-the-art management concepts and tools and use them appropriately.
Students will implement appropriate methodologies to develop appropriate solutions for business issues.
LEARNING GOAL 2 : Students will develop advanced-level managerial skills.
Students will work collaboratively in a team.
Students will participate in a decision-making process in a critical way.
Students will communicate ideas effectively, both orally and in writing, in a business context.
LEARNING GOAL 4: Students will study and work effectively in a multicultural and international environment.
Students will analyze business organizations and problems in a multicultural and international environment

Descriptif

The wine production sector is going through a period of rapid change, especially at international level, resulting in a number of challenges for wine organisations. They have to consider not only the emergence of mass marketing and changes in consumption practices but also the important competitive density and the legislation, which differs from one country to another, when producing and selling their wines. There are also other constraints, more local, such as difficulties of settling down and transmission, land pressure or soils constraints (irrigation in particular). In this uncertain context, it seems necessary for wineries to understand their environment to be able to anticipate strategic issues they are facing or will be facing in the coming future This course provides participants with a study of the international and the French Wine Business environment. It is dedicated to give participants awareness and understanding of strategic perspectives and unique challenges faced by organisations within the wine industry. The objective is for participants to have the opportunity to develop their skills and acquire knowledge about the highly competitive and changing wine business environment. The course is conducted on an intensive mode in a 3 days seminar. Participants will be encouraged to actively engaged through class discussions and group presentations.

Organisation pédagogique

Face-to-face

- Lectures
- Tutorials

In group


- Oral presentations
- Projects
- Case studies/texts

Interaction

- Discussions/debates

Others

Aucun élément de cette liste n'a été coché.

Objectifs pédagogiques

Cognitive domain

A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
  • - (niv. 2) Describe what are the major challenges faced by organisations within the global and French wine industry;
  • - (niv. 2) Recognize the role played by different stakeholders in the French and Global wine business environment;
  • - (niv. 2) Discuss what are the implications of major challenges for organizations related to the global wine business environment
  • - (niv. 3) Use strategic Management tools to conduct a strategic analysis of the external environment of a wine industry
  • - (niv. 4) Appraise industry and competition – analysing an organization in its competitive environment, synthesize simultaneous streams of information, and make recommendations;
  • - (niv. 5) Develop a critical thinking in solving problems related to wine business challenges;

Affective domain

A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
Aucun affective domain n'a pour le moment été associé à ce cours.

Objectifs de développement durable abordés

Aucun objectif de développement durable n'a été coché.

Plan / Sommaire

Session 1 - Monday 16/9 - 8h30-10h30 - Coralie HALLER Course Introduction, assignments and Assessment review/ ice breaker Global Wine trends, International and France Session 2 - Monday 16/9 - 10h45-12H30 - Coralie HALLER French Wine industry: roles of, and interrelationships between various stakeholders Session 3 - Monday 16/9 - 13h30-15h30 - Coralie HALLER - Wine Business strategy: Old vs new world - Strategic Management: External Environment analysis: macro-environmental analysis (PESTEL) industry (Porter 5 forces) Session 4 - Monday 16/9 - 15h45-17h30 - Coralie HALLER Group working session Session 5 - Tuesday 17/9 - 8h30-10h - Coralie HALLER Group working session Session 6 - Tuesday 17/9 - 10h15-12h30 - Coralie HALLER Group Presentation A#1 Session 7 - Tuesday 17/9 - 13h30-17h30 - Chritophe EHRHARDT AOP-AOC classification and European impact Eco-system of Alsace Session 8 - Wednesday - 18/9 - 8h30-12h30; 13h30-16h - Reto THORIG The Scandinavian Monopoly markets are of significant importance in regard of alcohol sales figures and therefore a potential target market for producers and exporters. As monopolies impose restrictions and legal constraints, it is important to know the rules and their code of conduct. This lecture introduces the students to the general and country-specific practice of each monopoly market. With an accurate insight knowledge and understanding of the mechanisms within the markets, students will be able to develop an approach to the Scandinavian markets. Session 9 - Wednesday - 18/9 - 16h15-17h30 - FNAL EXAM

Prérequis nécessaires

Connaissances en / Notions clés à maîtriser

Basic of strategic Management Strategic Management Strategic diagnostic PESTEL Model Porter 5 forces

Supports pédagogiques

Mandatory tools for the course

- Computer

Documents in all formats

- Photocopies
- Newspaper articles
- Case studies/texts

Moodle platform

Aucun élément de cette liste n'a été coché.

Software

Aucun élément de cette liste n'a été coché.

Additional electronic platforms

Aucun élément de cette liste n'a été coché.

Bibliographie recommandée

Ouvrages principaux

Charters, S. & Gallo, J. (2014) Wine Business Management, Pearson Mora, P. (2013) Wine Business Cases Studies: Thirteen case studies from the real world of Wine Business Management, The Wine Appreciation Guild, San Fransisco

Littérature complémentaire

1- Mariani, A., Pomarici, E. & Boatto, V. (2012) The International wine trade: recent trends and critical issues, Wine Economics and Policy, p.24-40. 2- Montaigne, E. & Coelho, A. (2012) Structure of the producing side of the wine industry: firm typologies, networks of firms and clusters, Wine Economics and Policy, p.41-53 3- Jeffords, A. (2010) New world versus old world success in global wine market by 2030, conference workshop on “The world’s wine markets by 2030: terroir, climate change, R&D and globalization”, Adelaide convention center

Travaux de recherche de l'EM : Veillez à mobiliser au moins une ressource

Peuvent être renseignés les manuels coordonnés, les traductions de manuel, les études de cas traduites etc…
Aucun ouvrage n'a été renseigné.

Modalités d'évaluation

Liste des modalités d'évaluation

Evaluation intermédiaire / contrôle continu 1Séance n° Session 6
Orale (15 min) / en groupe / Anglais / pondération : 40 %
Précisions : FORMAT: Groups are asked to prepare a 15-minutes presentation for session 6. Each student must contribute to both the presentation and delivery however it will be up to each group to decide the allocation of tasks. Students will be restricted to the use of PowerPoint overheads transparencies for doing this presentation. This restriction is to ensure all students have an equal basis for marking. - Group who fail to turn up for their report will receive zero marks. Moreover, 1 day late submission = minus 1 point on final grade PROJECT: You are required to conduct a strategic analysis of the wine industry EXTERNAL environment from a specific country using different strategic management frameworks: 1. Macro-environment analysis 1.1. Conduct a PESTEL analysis with the identify how future trends in the political, economic, social, technological, environmental, legal might impact wine companies in the country you decided to study 1.2. Identify 4 key factors for changes (KFC) and justify your answer 2. Industry analysis 2.1. Use the Porter’s 5-forces framework to analysis the wine industry in your chosen country. Describe each of the 5 forces. 2.2. The objective is to evaluate market’s attractiveness and potential opportunities and threats. In this perspective, you need to rate each force from 1 to 5 (1 = low and 5 = High) and explain why? 3. Suggest 2 scenarios which are detailed and plausible views of how the wine industry might develop in the future;
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO2.1, LO4.1, LO4.2
Evaluation intermédiaire / contrôle continu 2Autre (date, contrôle surprise...) : Session 1 to 8
Orale / individuelle / Anglais / pondération : 10 %
Précisions : Individual participation and attendance There is an emphasis on thinking about and asking important questions, rather than fixing on “right” answer.
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO2.2, LO4.2
Evaluation finaleSéance n° Session 9
Ecrite (1.15 min) / individuelle / Anglais / pondération : 50 %
Précisions : Final Exam More details given session 8
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO2.2, LO2.3, LO4.2
Aucune modalité d'évaluation n'a pour le moment été attribuée à ce cours.