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REV. AUGUST 6, 2003
GEORGE CHACKO
PETER TUFANO
Diageo plc
Ian Cray, Diageo plc’s Treasurer, looked out of his office window onto the busy streets of London in
October 2000. The London-based consumer goods company Diageo had recently announced its intention to sell its packaged food subsidiary, Pillsbury, to General Mills. Earlier in the year, Diageo also announced its intent to sell 20% of its Burger King subsidiary through an initial public offering during
2001, to be followed by a spin-off of the remainder of Burger King after December 2002. If these transactions took place, the firm would be focused exclusively on the beverage alcohol industry. As
Diageo’s business was restructured, it was an opportune
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The firm was organized along four business segments. The largest was the Spirits and Wine business, which produced and marketed a portfolio of beverage alcohol such as scotch, vodka, gin, and tequila. Diageo’s brands included Johnnie Walker, Smirnoff, J&B, Bailey’s, Gordon’s, Tanqueray,
Cuervo, and Malibu. This division was not only the biggest (with revenues of £5 billion and the leading market share in the U.S. and U.K. markets) but also the fastest growing of Diageo’s businesses, with sales growth of 8% for the year. More than 70% of sales and sales growth came from the Europe and North
America markets. This segment enjoyed the largest profit margins of all of the segments, with 15% operating margins and growth in total operating profits of 15%. The high levels of operating profits reflected Diageo’s strategy of concentrating on premium brands and pricing. (Exhibits 1 and 2 contain historical financial information for Diageo and its business segments.)
Diageo’s second largest division was Guinness Brewing, which produced and sold beer to markets around the world. This segment, while substantially smaller in sales than the Spirits and Wine Division, was a close second to it in terms of operating profit growth rate. Due to the similarity in the products and distribution channels for these two businesses, Diageo was
In this report there are vertical analysis and horizontal analysis with these two companies. The comparison between the
From 1976 to 1982 the compound annual growth in net sales was 18.5% and the compound annual growth of after tax profit was 25.9%. Therefore, a 10% net sales growth shown in the proforma financial data seems reasonable.
account for 35 percent of total corporate sales volume and have become the fastest growing category of trade. All three companies sell to this category of trade. This trend is
Vincor International goal is to become one of the top five wine companies in the world in terms of earnings. In order to attain this goal they have implemented a corporate strategy that focuses on using their existing powerful position in market to help them developing sales, marketing, distribution capabilities on an international scale. The strategy also includes acquiring new wineries and wine brands in new emerging region in the wine market also called “New World regions”(Vincor, 2005) throughout the world.
The structure of the wine industry is quite different around the world. The barrier to entry is relatively higher in the New World than in the Old World. Referring to the market data on the level of concentration in 1998, people can see a few players dominate the markets in Australia and the U.S. while the level of concentration is quite low in Europe. Therefore, the rivalry in Old World is intense there.
Net sales increase has been driven by a moderate average growth in the US Retail segment (3.8%), coupled with the expansion in the International business (13.4%). The big year on year increase of
In 2001 there were over 1 million wine producers worldwide, and no firm accounted for more than 1% of global retail sales. Because of this, it would be nearly impossible for the Robert Mondavi winery to dominate sales in any region. Due to Mondavi’s efforts, the winery became one of America’s most innovative,
Retailers. The current trend, further than the wine market, is clearly the concentration of the “off-premises” retailers. The well known Wal-Mart and others became very large retailers, concentrating as well high bargaining leverage. For example, Costco is currently the largest wine retailer in the U.S.
For the purposes of this case analysis of E. & J. Gallo Winery, the wine industry is composed of all alcoholic beverages that contain between eight and twenty percent alcohol by volume. This distinction is based on the assumption that beer and the typical malt liquor contain less than eight percent alcohol by volume. The twenty percent limit is a result of state and federal tax and licensing laws. The three top competitors that are identified in this case study are E. & J. Gallo, Canandaigua and Mogen David.
Recently, in 2015 Diageo took another step towards focusing on its core business and competencies, and sold off their wine business. In the alcohol industry wine is a very competitive business, and within
Diageo, one of the world’s leading consumer goods companies, was formed from the merger of GrandMet and Guinness. In 2000, the company announced its intention to sell its packaged food subsidiary, Pillsbury, and 20% of its Burger King subsidiary. Because of the restructuring opportunity, the company wanted to rethink its financing mix.
an industry trade publication, as shown in the analysis presented in Exhibit 1. Domestically produced wine, predominantly from California, made some inroads into the
|For example in 2004 Interbrew and AmBev merged to form the worlds largest brewing company in terms of volume ( ).Since then Miller |
Diageo offers scotch whiskey, other whisk(e)y, vodka, rum, liqueur, tequila, gin, local spirits and beer and brandy; Diageo has the market leading whisky (Johnnie Walker), Vodka (Smirnoff 1818) and rum (Captain Morgan) brands and four out of the top ten RTD brands (Smirnoff
The buyer’s power within the wine industry varies between different places in the world. There are for example strategic differences between Europe and the “New World”. The “New World” includes countries like the US, Australia, Chile and South Africa. In Europe there is a big competition