Brl Hardy

The goal of the management at BRL Hardy was to turn the company into one of the most successful wine companies.   To implement that goal, the company began making changes starting with the company’s culture, and management. They felt that for the managers to be successful they would need to be more decentralized but still held accountable for daily operations.
The success after the merger was remarkable because BRL Hardy had the tools needed for making wine, increasing cash flow and finally had outstanding leadership.   Hardy now had the qualities need to make it successful. With Carson having the background in marketing, brand recognition and the company was now on track to become one of the most successful wine companies.
When Christopher Carson was appointed, he wanted to implement changes that would cut costs.   He also wanted to start focusing on domestic operations.   To do that he need to capture the market around the globe. In order to do that he would need to go through the company’s portfolio and line it up with his strategies. Together these changes would lead to quality branded sales and an increase in profit (Bartlett, 2003).
There was an important strategic shift of projecting BRL Hardy not as just a “quality exporter” but as an “international wine company” with worldwide product access backed by the marketing capability and distribution muscle to create global brands (Bartlett, 2003).
Today BRL Hardy’s activities follow the pattern of how they initially achieved their success. The company vision remains the same today, “To create wines that would be prized in all markets of the world” (Hardy 1853).
Keeping that vision, Carson changed the company changed organizational capabilities in order for BRL Hardy to become a global wine company. He purchased facilities that would benefit their making of fine wines and he began to look into markets to achieve that global presence.
Though BRL Hardy has seen many successes it has also seen failures. One of...