Sandlands wine for sale

The case name is "Sandlands Vineyards", more information about the case is in pdf attached.

You will use a number of case analysis tools such as Five Forces, Strategic Fit analysis, Diamond, Value Chain Analysis, Balanced Scorecard, VRIO, etc. when appropriate. You may use outside resources, only to give an update on the company; please make sure you cite your references and clearly give credit to the author(s). Each written case analysis should be not more than 8 single spaced pages (font size 10 or 11). You may want to include graphs, tables and other figures (maximum 6 pages) to support your analyses.

more information is in attached.For the exclusive use of z. li, 2020. 9 -7 1 8 -4 3 8 REV: MARCH 8, 2019 BENJAMIN C. ESTY GREGORY SALDUTTE Sandlands Vineyards “It’s the dream of many entrepreneurs: Get rich, buy a vineyard, kick back on the porch and relax with a glass of wine. Keep dreaming. Wine is a tough, competitive, and expensive business that’s likely harder than your current day job.” (Forbes Magazine) 1 As he wandered through the 100-year-old vines at the Kirschenmann Vineyard in Lodi, California, Tegan Passalacqua reflected on the challenges of starting and running a small winery. “I am constantly thinking about the business—what to produce, how much to produce, how to build the brand, and most of all how to make really good wines.” Passalacqua and his wife Olivia owned both the Kirschenmann Vineyard and a small winery called Sandlands Vineyards which produced “old-vine” wines. Although he had a full-time job as the head winemaker at Turley Wine Cellars, he managed the Kirschenmann Vineyard and made the Sandlands wines in his spare time using Turley’s facilities. In early December 2017, however, the Passalacqua’s faced an important decision: should they buy a building down the road from the Kirschenmann Vineyard and develop it into a winery and possibly a tasting room for the Sandlands wines at a cost of up to $500,000? This building, known as Eastside Meats, had been a meat processing facility with a history going back to the German and Russian immigrants who settled in Lodi in the 19th century. Although it was not listed for sale, Passalacqua had been in negotiations with the owner who seemed willing to sell. On the other hand, he and his wife could save their limited resources with the goal of buying another vineyard. Unfortunately, old vine vineyards did not come up for sale very often and when they did, they were generating more and more interest from winemakers and selling at higher and higher prices. Knowing they could afford to make only one major investment over the next five years, they had to decide whether to bid for the building or save their resources for another vineyard. The U.S. Wine Market People have made wines for thousands of years by pressing grapes and fermenting the juice to produce an alcoholic beverage. The resulting wines came in three primary colors (red, white, and rose) and three main types: still (table wine), sparkling (with bubbles), and dessert (often sweeter and with higher alcohol levels). Although there were thousands of kinds of grapes and more than 150 kinds that were regularly used to make wine, 10 varieties accounted for 80% of the tons crushed in California. 2 Professor Benjamin C. Esty and Research Associate Gregory Saldutte prepared this case. It was reviewed and approved before publication by a company designate. Some data in the case has been disguised to protect confidentiality. Funding for the development of this case was provided by Harvard Business School and not by the company. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 2018, 2019 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-5457685, write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by zheyuan li in Spring 2020 44285 Aaron Kropko taught by ILGAZ ARIKAN, The Ohio State University from Jan 2020 to Jul 2020.