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