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Strategy in the Making A Case Study

Strategy in the Making A Case Study A case study is given of International Distillers & VintnersUK Limited IDV UK and an assessment made of the viability oftranslating theory into practice in the real world theimportance of having a strategy, of strategic planning, and having asuccess factor as a key component of an organisations competitiveadvantage. Following the appointment of a new managing director at IDVUK in 1982, three goals were established 1 to more than doubleprofits within five years 2 to increase return on capital employed byalmost 50 per cent within five years and 3 to be the outstanding wineand spirit company in the UK. A sound strategy was required to achievethese goals. The historic background of the organisation is given andthe strategic position of IDV UK in relation to its competitors andmarket share is described. A review of the state of the market is givenand possible areas for expansion discussed. The quality and pedigree ofcertain brands and the quality and strength of leadership are proposedas the success factors upon which IDV UK could build. Details aregiven of how the organisation built upon these factors to achievestrategic success the lessons learned and the level of achievement andsuccess in the marketplace. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Marketing Intelligence & Planning Emerald Publishing

Strategy in the Making A Case Study

Marketing Intelligence & Planning , Volume 9 (3): 51 – Mar 1, 1991

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References (1)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0263-4503
DOI
10.1108/EUM0000000001098
Publisher site
See Article on Publisher Site

Abstract

A case study is given of International Distillers & VintnersUK Limited IDV UK and an assessment made of the viability oftranslating theory into practice in the real world theimportance of having a strategy, of strategic planning, and having asuccess factor as a key component of an organisations competitiveadvantage. Following the appointment of a new managing director at IDVUK in 1982, three goals were established 1 to more than doubleprofits within five years 2 to increase return on capital employed byalmost 50 per cent within five years and 3 to be the outstanding wineand spirit company in the UK. A sound strategy was required to achievethese goals. The historic background of the organisation is given andthe strategic position of IDV UK in relation to its competitors andmarket share is described. A review of the state of the market is givenand possible areas for expansion discussed. The quality and pedigree ofcertain brands and the quality and strength of leadership are proposedas the success factors upon which IDV UK could build. Details aregiven of how the organisation built upon these factors to achievestrategic success the lessons learned and the level of achievement andsuccess in the marketplace.

Journal

Marketing Intelligence & PlanningEmerald Publishing

Published: Mar 1, 1991

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