Module Title STRATEGIC MANAGEMENT Level Credits Module Value 6 10 1.0 Teaching Period Semester 6 Module Leader Module JACS Subject Code(s) Number and % of each subject GRK6013 N211 Module Type Standard taught module Pre-requisites All Level Two Modules School(s) ASC Category 7 ECTS Value 5 Campus Dr Nikolaos Sklavounos Cardiff School of Management DPC ASSIGNMENT BRIEF 1. Zuccardi Valle de Uco, was chosen for second consecutive year as the best winery in the World and South America by more than 500 international references on the World’s Best Vineyards 2020 list. https://zuccardiwines.com/en/ 2. Uncompromising aspiration for quality, new approaches to vineyard management, outstanding winemaking expertise as well as the willingness to continuously learn and improve make Domäne Wachau stand out as one of Austria’s best white wine producers. The World’s Best Vineyards has crowned the winery as the Best Vineyard in Europe and third best worldwide. https://www.domaene-wachau.at/en/start/ 3. Located near the village of Achinos in Central Greece, La Tour Melas is a wine-growing estate surrounded by ancient, untouched oak forests, overlooking the Aegean Sea. https://www.latourmelas.com/ 4. ALPHA Estate (Κτήμα Άλφα) is located at the northwest part of Greece, the Amyndeon, Florina region. Alpha Estate was founded in 1997 by the experienced viticulturist Makis Mavridis and chemist-oenologist Angelos Iatridis, who, after years of experience in various locations of Greece, chose the Amyndeon region to create his own wine. http://alpha-estate.com/homepage 1 At the beginning of the third decade of the 21st century, the global wine industry is faced with a number of challenges that must be dealt with, if wine producing companies are to survive and prosper. Each of the above-mentioned companies represents a different response to these challenges. TASK: Choose one of the companies above and prepare a report (2,000 words), outlining its strategic challenges for the period 2021 - 2023 and proposing a suitable strategic direction for the company. Assessment Criteria: 70 and over (A) 1. Insightful PESTEL analysis of the wine market 2. Clear, precise and justified identification of competitive clusters in the wine market 3. Closely argued Porter’s Five Forces analysis in the context of a specific cluster 4. Clear conclusions derived from an Industry Attractiveness Analysis of the specific cluster 5. Clear conclusions derived from a SWOT analysis of the company 6. Well justified and actionable strategic proposal 7. Thoroughly referenced text 60 – 69 (B) 1. Detailed PESTEL analysis of the wine market 2. Clear and precise identification of competitive clusters in the wine market 3. Detailed Porter’s Five Forces analysis in the context of a specific cluster 4. Generally sound conclusions derived from an Industry Attractiveness Analysis of the specific cluster 5. Clear conclusions derived from a SWOT analysis of the company 6. Well justified and realistic strategic proposal 7. Mostly thoroughly referenced text 50 – 59 (C) 1. Correct PESTEL analysis of the wine market 2. Clear identification of competitive clusters in the wine market 3. Sound but not detailed Porter’s Five Forces analysis in the context of a specific cluster 4. General conclusions derived from an incomplete Industry Attractiveness Analysis of the specific cluster 5. Reasonable conclusions derived from a SWOT analysis of the company 6. Realistic but generic strategic proposal 7. Mostly referenced text 40- 49 (D) 1. Reasonable PESTEL analysis of the wine market 2. General identification of competitive clusters in the wine market 3. Mostly sound Porter’s Five Forces analysis in the context of a specific cluster 2 4. General and not always clear conclusions derived from an Industry Attractiveness Analysis of the specific cluster 5. Reasonable but not always clear conclusions derived from a SWOT analysis of the company 6. Realistic but incomplete strategic proposal 7. Unevenly referenced text 35 – 39 (E) 1. Unfocussed PESTEL analysis of the wine market 2. Partial identification of competitive clusters in the wine market 3. Inadequate Porter’s Five Forces analysis in the context of a specific cluster 4. Unclear conclusions derived from an Industry Attractiveness Analysis of the specific cluster 5. Unclear conclusions derived from a SWOT analysis of the company 6. Incomplete strategic proposal 7. Inadequately referenced text 34 and under (F) Some of the (E) criteria not met. 3