cpa113, leadership Case 大讨论

lucyche5045

好糊涂，historical industry profitability 要怎么分析，要运用TABLE10的PROFIT MARGINS吗，还是直接分析PORTER'S FIVE FORCES？那些不同产品，比如TABLE WINE，SPARKLINGWINE等等的表格对分析PROFITABILITY有什么帮助吗？还有，怎样区分KEY ISSUES FOR historical 和KEY ISSUES FOR fucture 呢？郁闷，呆看了一个小时，怎么也理不清。哪位筒子帮帮忙，给点IDEA。

[ 本帖最后由 lucyche5045 于 2009-10-16 18:42 编辑 ]

hezi

原帖由 lucyche5045 于 2009-10-16 18:26 发表
好糊涂，historical industry profitability 要怎么分析，要运用TABLE10的PROFIT MARGINS吗，还是直接分析PORTER'S FIVE FORCES？那些不同产品，比如TABLE WINE，SPARKLINGWINE等等的表格对分析PROFITABILITY有什么帮 ...

照着chicken case得模式走，它怎么分析的咱们就怎么分析。一个小时有点少，看半天就差不多知道怎么写了:-)

hezi

原帖由 majomomoko 于 2009-10-16 12:51 发表
應該要看看那個Stefano 的strategy跟S有沒有衝突吧，以一個corporation來看，還要再以business unit來考慮吧。

愚見。

在strategy issue里分析acquiring。。。。。。acquiring算S的strategy吗？

Any idea?

CWJ

S stated "To be in the top five wine companies", so after acquiring Stefano the market share of two combined entity wil increase to over 4%, which is around 4th position.
Also "economies of scale" is the key success factor for the wine industry. Through acquisition, the company can reduce overall operational cost, hence improve profit.

水天蓝

对于historical profitability ， 我也有点疑问， 大家计算不计算turnover per litre? Table 10给出的数据很高， 是不是说明net profit before interest and tax 每年都很高 ？

Sially

As for the second part of the sample case, there is discussion regarding leadership and integration issues, since we have not been given any details regarding this, how can we prepare the answer?

maudweekend

How to prepare Part B???

majomomoko

問題關於part B內容的只有1，2 小題，具體我不是記得很清楚了，我上次考的是選一個新的CEO，這次就應該是考acquisition, ，我自己就準備了PART B的所有題目應用到 Schultz 上面，，，例如task 1， 這些是 以目前所有的資料可以解決的。

愚見。。。

lniu

Is this course hard?

Sially

原帖由 majomomoko 于 2009-10-17 12:48 发表
問題關於part B內容的只有1，2 小題，具體我不是記得很清楚了，我上次考的是選一個新的CEO，這次就應該是考acquisition, ，我自己就準備了PART B的所有題目應用到 Schultz 上面，，，例如task 1， 這些是 以目前所有 ...

Thanks for sharing.

As I am preparing this bit too, thinking acquisition is good for SW, but how about for Stefano? It is a private company, boss is going to retire soon, strong in dessert wine. how about the benefit for acquired by SW? Any ideas

hezi

原帖由 CWJ 于 2009-10-16 22:03 发表
S stated "To be in the top five wine companies", so after acquiring Stefano the market share of two combined entity wil increase to over 4%, which is around 4th position.
Also "economies of scale" i ...

我猜你同意我"Acquiring S"不能算是Schultz的strategy issue?

hezi

原帖由 水天蓝 于 2009-10-16 23:23 发表
对于historical profitability ， 我也有点疑问， 大家计算不计算turnover per litre? Table 10给出的数据很高， 是不是说明net profit before interest and tax 每年都很高 ？

我计算了，觉得高就往strong分析，自圆其说就好

hezi

原帖由 majomomoko 于 2009-10-16 12:51 发表
應該要看看那個Stefano 的strategy跟S有沒有衝突吧，以一個corporation來看，還要再以business unit來考慮吧。

愚見。

Acquiring的strategy conflict是不是应该分析在Evaluation of Schultz's strategic options里面

lyn

原帖由 Sially 于 2009-10-17 20:28 发表

Thanks for sharing.

As I am preparing this bit too, thinking acquisition is good for SW, but how about for Stefano? It is a private company, boss is going to retire soon, strong in dessert wi ...

我也觉得很难，如果硬要想，这个是不是可以算？
•        Leverage Air Australian opportunity to get into Indian market；
•        Would been provide strong financial support from parent which is a public company

Sially

原帖由 lyn 于 2009-10-17 21:33 发表


我也觉得很难，如果硬要想，这个是不是可以算？
•        Leverage Air Australian opportunity to get into Indian market；
•        Would been provide strong financial support from parent which is a pu ...

Agree, bai tiao :)

CPA107

原帖由 lucyche5045 于 2009-10-16 18:26 发表
好糊涂，historical industry profitability 要怎么分析，要运用TABLE10的PROFIT MARGINS吗，还是直接分析PORTER'S FIVE FORCES？那些不同产品，比如TABLE WINE，SPARKLINGWINE等等的表格对分析PROFITABILITY有什么帮 ...

现在我也在写NOTES
但是很迷茫

HISTORICAL INDUSTRY GROWTH ANALYSIS
大家是ANALYSIS PRODUCTION TURNOVER 还是PROFITABILITY

PRODUCTION TURNOVER 是增长的

CONSUMPTION增加很慢，利润每年都是下降的

大家在讨论REMOTE ENVIRONMENT 是讨论产量增加还是利润呢

利润没有GWORTHS阿

alpha

ding

水天蓝

[quote]原帖由 yoursair 于 2009-10-14 11:34 发表
I don't think its low cost,  look at the market share and its products direction-ultre premium and premium wine with good quality. Look at chicken case, almost same situation, they  I thought it shoul ... [/qu

from SWL vision , their strategy should be focus , they focus on special market segment -- superior ultra premium and premium varietal wine, focus strategy suits small firms.

miller2

原帖由 hezi 于 2009-10-17 21:23 发表

我猜你同意我"Acquiring S"不能算是Schultz的strategy issue?

Acquiring S is strategy option , not strategy issue

miller2

原帖由 水天蓝 于 2009-10-18 17:47 发表
[quote]原帖由 yoursair 于 2009-10-14 11:34 发表
I don't think its low cost,  look at the market share and its products direction-ultre premium an ...

"focus" is not very popular here

:)

miller2

S's  Strategy Capability ?

Any one has any idea?

ericantona

原帖由 majomomoko 于 2009-10-17 12:48 发表
問題關於part B內容的只有1，2 小題，具體我不是記得很清楚了，我上次考的是選一個新的CEO，這次就應該是考acquisition, ，我自己就準備了PART B的所有題目應用到 Schultz 上面，，，例如task 1， 這些是 以目前所有 ...

谢谢分享！我等级太低了,加不了你分.

我已经做了两手准备.不过资料太少,acquisition实在是难预测。

CPA107

原帖由 miller2 于 2009-10-18 18:09 发表
S's  Strategy Capability ?

Any one has any idea?

can you help me the question i have

kellyang

原帖由 miller2 于 2009-10-18 18:09 发表
S's  Strategy Capability ?

Any one has any idea?

I have 3
1.Guaranteed supply of grapes and other key input
2.Economies of scale
3.environmentally sustainable way

ericantona

原帖由 kellyang 于 2009-10-18 18:33 发表


I have 3
1.Guaranteed supply of grapes and other key input
2.Economies of scale
3.environmentally sustainable way

第一点的20%grape self-sufficiency感觉是一个risk.万一那个地区有grape disease,就会影响到s的supply了.其它的major winemakers都有50%的self-sufficiency.
第二点可以说一下,不过比起major competitor,it's a relatively small size company,也有可能会成为大公司的收购目标啊.
第三点好像不属于industry key sucess factor的范畴?
我写的是establishment of export markets和strong branding and marketing relationships.不过想想和其它大的winemakers比好像优势又没了...真的很confused.也许如hezi所说,这要看自己怎么自圆其说了.

水天蓝

原帖由 miller2 于 2009-10-18 18:06 发表



"focus" is not very popular here

:)

yeah, i was confused at the beginning, but SWL strategy is short of attributes to be a differentiate one. to be differentiation , the product should be unique and hard to find substitute, and company should  have the ability to invest heavily on R&D to maintain the uniquenes..... all these attibutes doesnot seem apply on SWL ,plus , in SWL vision , it is clearly stated that its strategic goal is to be a producer of superior ultra premium and premuim varietal wine , SWL aims one small segment market, shows that its strategy is focus. I know there is the word"differentiate" appears in the case study , hehe ,

any way , it is only my perspective. i got this point after googling the detail definition. :)

miller2

原帖由 ericantona 于 2009-10-18 19:30 发表


第一点的20%grape self-sufficiency感觉是一个risk.万一那个地区有grape disease,就会影响到s的supply了.其它的major winemakers都有50%的self-sufficiency.
第二点可以说一下,不过比起major competitor,it's a relatively small size company,也有可能会成为大公司的收购目标啊.
第三点好像不属于industry key sucess factor的范畴?
我写的是establishment of export markets和strong branding and marketing relationships.不过想想和其它大的winemakers比好像优势又没了...真的很confused.也许如hezi所说,这要看自己怎么自圆其说了

第一点: AGREE
第三点: AGREE

establishment of export markets和strong branding and marketing relationships: 这两点其他COMPETITOR 的信息较少，很难比较， 即使有提到其他COMPETITOR， S 好象也没有什么优势

所以我最后只选了 第二点..............

hezi

原帖由 ericantona 于 2009-10-18 19:30 发表


第一点的20%grape self-sufficiency感觉是一个risk.万一那个地区有grape disease,就会影响到s的supply了.其它的major winemakers都有50%的self-sufficiency.
第二点可以说一下,不过比起major competitor,it's a ...

我现在已经改的一点strategic capability都没有了。对于市场份额只有1。6%的公司来说，只有strength, 没有strategic capability是不是也说得过去呀？！

JasonLiu@Au

今天正在复习113，突然接到同事的电话，根据内部消息，明天周一早上公司要裁员，每个部门都会有人要走，财务部也不例外。这个消息是周五下午6点钟之后才传出来的，可靠性很高。 本来请了周一的假在家复习功课，现在还是回去比较好，毕竟是非常时期。

真闹心啊，113本来就难搞，再加上裁员的消息。

hezi

原帖由 CPA107 于 2009-10-18 17:12 发表

现在我也在写NOTES
但是很迷茫

HISTORICAL INDUSTRY GROWTH ANALYSIS
大家是ANALYSIS PRODUCTION TURNOVER 还是PROFITABILITY

PRODUCTION TURNOVER 是增长的

CONSUMPTION增加很慢，利润每年都是下降的
...

这个每个人的切入点不一样，没办法帮你。你如果觉得consumption增长慢，就是negative impact，尽管GM高。
在定Strong/medium/weak的时候考虑到这点就好了