Global wine war 2009 new world versus old case analysis

answer the questions below individually and mention clearly what question you are addressing. Do not use any additional sources of information other than the case itself.

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Submit your answers (one attempt, checked by anti-plagiarism software. Note: cite the case if you use some of its content) in a Word or RTF format document (1 page).Global Wine War Dear IB Students: Please answer the questions below individually and mention clearly what question you are addressing. Do not use any additional sources of information other than the case itself. 1 page max, Times New Roman, size 12, single space. Submit your answers (one attempt, checked by anti-plagiarism software. Note: cite the case if you use some of its content) in a Word or RTF format document (1 page). Some bullet points are alright but must be supplemented by brief explanations: Q1: What competitive advantages did the French wine producers develop to remain dominant competitors for centuries? Q2: What changes in the structure of the industry and in the competition dynamics allowed the Australian and New World competitors to take market share away from the French producers in the late 20th century? Q3: Focusing on risk and opportunities in the Chinese market, what advice would you give to French wine producers producing premium and super premium Bordeaux wines? Good luck! For the exclusive use of S. Zhen, 2020. 9-916-415 REV: MARCH 6, 2017 CHRISTOPHER A. BARTLETT SARAH MCARA Global Wine War 2015: New World Versus Old The new [EU] rules will enable the sector to continue to grow at the same time as recognizing the need to protect wines with geographical indication.1 — Thierry Coste, Chairman, Copa-Cogeca Wine Working Party Everything we do will be evidence-based, data-driven, consumer-engaged and market-focused.2 — Brian Walsh, Chair of Australian Grape and Wine Authority In 2015, these two views reflected the different sentiments unleashed by a fierce competitive battle raging between traditional winemakers and newer industry players as they fought for a share of the €250 billion ($280 billion) global wine market.3 In recent decades, Old World wine producers—Italy, France, and Spain, for example—had found themselves inhibited by old winemaking traditions, restrictive industry regulations, and complex national and European Union (EU) legislation. This, plus a shift in consumer tastes and market structures, let New World companies—from Australia, Chile, and the United States, for instance—challenge Old World producers with innovations across the value chain. Now these competitors faced each other on a new front in this global wine war—a battle for China, the fastest-growing and potentially biggest export market of all time. In the Beginning4 Grape growing and winemaking have been human occupations for centuries. Under the Roman Empire, viticulture spread across the Mediterranean region, making wine a peasant’s drink with everyday meals. Soon, wine became part of liturgical services, and monasteries planted vines and built wineries. By the Middle Ages, vineyards became a mark of prestige among the nobility, and they began competing in the quality of wine they served—the first niche market for premium wine. Wine Production Historically, tending and harvesting grapes was labor intensive, and one worker could typically look after only 3 hectares (ha), approximately 7.5 acres. The introduction of vineyard horses in the early nineteenth century led to more efficient tending, with one person now able to work a 7 ha plot. Emeritus Professor Christopher A. Bartlett prepared the original version of this case, “Global Wine War 2009: New World versus Old,” HBS No. 910-405. This version was prepared by Professor Bartlett and Associate Case Researcher Sarah McAra (Case Research & Writing Group). This case was developed from published sources. 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 © 2016, 2017 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 Sean Zhen in IB Practicum-Spring 2020-1 taught by Ronald Drozd, Temple University from Aug 2020 to Feb 2021. For the exclusive use of S. Zhen, 2020. 916-415 Global Wine War 2015: New World Versus Old Yet despite these efficiencies, vineyards became smaller, not larger. Over the centuries, agricultural holdings were continually fragmented as land was parceled out by kings, taken in wars, or broken up through inheritance. During the French Revolution, large estates were seized, divided,