|Course set (UE) / Credits (ECTS) / Track / Specialization||Module :International Wine Management : 19 ECTS.|
|Open for visitors||yes (3 ECTS)|
|Working language :||English|
|Volume of contact hours :||24 h|
|Workload to be expected by the student :||72 h|
Track : Attendance
|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|
In the wine business today, companies have to solve new issues created by the competition density among different players and industry global changes. The wine business internationalization and the wine industry globalization processes are forcing companies to reshape their strategic positioning and planning. The the big players have been obliged to leave non-core businesses and run business unit disposals, reinforcing their attention exclusively on the consolidation of their global ownership while many small wine business owners are questioning about their export positions. As a result, the relative 20 hours course is built on both academic frameworks and pragmatic experiences. Participants will have a practical grasp of what it is to design a strategic export business plan considering issues related to distribution system and price building. A particular focus will be given to the USA market.
- Define what are the internationalization key drivers of a wine business whatever its size and geographical location; and highlight the implications in a global context
- Describe the export orientation of a company and its internal and external abilities to establish an international market positioning and show how they arrive to the findings
- Relate the options to a further internationalization of a wine business and explain the key assumptions. Make predictable outcomes
- Compare the competitive advantages of a wine company respectively to its main competitors in a peers analysis perspective
- Develop the alternative interpretations, and reservations to your findings and recommendations
- Select the main drivers of the indicated global wine business strategy
Tuesday 24th March 2-6pm Babak MEHMANPAZIR
Internationalisation modes: theoretical Approaches
Wednesday 25th March 8-12pm Babak MEHMANPAZIR
Case study and group work
Monday 27th April 2-6pm François GAILLARD
Canada and USA how the import and distribution works?
1-Description and presentation of the north American wine & spirits market.
History of the Canadian and US wine and spirits business (from late 19th century till today).
And today, the consumer base is just getting more and more attracted by the wine product. Evolution of the demands
2-Understanding the import and distribution system in Canada. Closer look at the Quebec province It is interesting and instructive to observe closely, how the import and distribution business are set up. Presentation of The Monopolist aspect in Canada with example of the SAQ.
3-Introduction of the 3 tiers system in USA: The double funnel type made by the “Three-tier system (Alcohol distribution)” is fundamental and therefore important to understand for the consumer approach.
The US wine market offers a huge potential of development. First approach of the market as 50 markets: 1 state = 1 market!
Export: Incoterms, Logistic, Brand registration (TTB, FDA), SLA, and payments terms (international standard trade terms). All these technical points should be understood.
Tuesday 28th April 2-6pm François GAILLARD
Individual Role Play
Wednesday 29h April 8-12pm and 2-6 pmJean Claude RIEFLE .
JC Rieflé's intervention will bear witness to the implementation of an export policy within a heritage and family small business. It will show how to implement the conditions for the success of an export strategy. He will also explain how to promote the apparent constraints related to technical (terroir complexity), societal, environmental and financial requirements linked to globalization.
• Presentation of the RIEFLE-LANDMANN Estate and the network of French Foreign Trade Advisors
• The realities of setting up an export approach in a small company that is often first-time export and whose product suitability for the markets may be constrained by the rigid framework of the specifications of the AOP concept. These codify "fair, local, constant and collective uses"
o Export diagnosis
o Adaptation of the product in terms of mix-marketing
o Market identification / targeting
o Create and activate its skills network and identify the institutional export aid system.
o Creation of a distribution network
From the concrete case study: RIEFLE domain, how to become a recognized international operator in a globalized context.
• Alsace Wine represents 0.4% of world wine production
• Alsace Wine represents 2.5% of French production
• Rieflé represents 0.2% of Alsatian production
- knowledge about the global wine production and consumption
- Macroeconomic and Microeconomic basis
W. Kim, R. Mauborgne (2015): “Blue ocean strategy: How to create uncontested market space and make the competition irrelevant”, HBR Press, Boston
D.M. Gray (2015) The exporter’s Handbook to the U.S. wine market.
TTB web site; Beverage Trade Network http://www.beveragetradenetwork.com
M. Porter (1996): “What is strategy?”, HBR Press, Boston.
M. Porter (2008): “The five competitive forces that shape strategy”, HBR Press, Boston.
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