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Skip to main content. Log In Sign Up. Though the success was long in coming the transformation between the old world and the new brought larger markets, new trends, and increased production to the company. The old world which gave the company its roots began in Thomas Hardy the founder of the company won an international gold medal in lending credibility to the name.

After Hardy’s death, the company continued to grow becoming the second largest crusher in Australia, the home country of the winemaker. Through the years, the company became two in one, one where the value creation was in the award-winning quality, and the other in a mass production of affordable shelf wine. The two opposing concepts would be the beginning of a tumultuous but winning result of the merger between BRL and Hardy.

The conflicting goals of the two opposing forces now working together as one involved two major issues; the first being the proposed project of D’istinto.

The wine was a project that Christopher Carson was “deeply committed” to. The second was the issue regarding two other proposals for a ‘new entry level Australian wine. Banrock Station had earned success in Australia and it was thought to do well in the global market. CEO, Steve Millar was in charge of looking after the development of the projects.

BRL Hardy: Globalizing an Australian Wine Company

Millar who was committed to decentralization did not find the harvy one would hope for with an acquisition strategy; instead, a conflict between decentralization and centralized control would ensue.

Davie’s believed that the priorities had to first be attended to in the finance department, and only then could the company pursue goals in the UK. Davies would focus on quality wine making with blobalizing focus on Australia; whereas, Carson managing director in the UK was concerned first with cost cutting and saving the UK organization from bankruptcy, and implementation of his basic strategy.

So, globbalizing both agreed that cost cutting measures would need to be taken, Davies believed in developing the Australian market with the old established fine wine concepts, and Carson believed in a strategy of mass production and low ball pricing for shelf space using joint ventures and acquisition strategies around the globe to produce the wine. The marketing strategies were opposing and a power struggle between the two ensued.

Thus, the source of conflict was in the opposing marketing strategies, branding, and labeling. Millar hoped to settle the differences by negotiation.


The negotiations did not take a position in favor of either of the two; Carson or Davies, but rather gave them both the leeway they were seeking.

Carson argued that fkletype UK was not yet a branded territory and continued to resist the brand driven strategy favored by Davies.

To implement this strategic shift Davies felt the Reynella headquarters had to be the global brand owners. Carson bdl course would disagree. Working with his concept that the European winemakers had to be the global brand owners, he returned some success and revisited a relationship with Italian winemakers in Sicily.

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What he had in mind was a product that would appeal to the average, unsophisticated want to be connesuir of wine, something appealing, which he planned on calling D’istinto. And though Millar was impressed, he was somewhat standoffish because of conflicts that were arising with the Chilean growers and the failure in Ricasoli.

This also made Reynella headquarters in Australia more than nervous. Further, Davies felt that the new brand would cannibalize two of Hardy’s “fighting brands. Carson responded by hiring Paul Browne, a decision he would later regret. Once again the conflict between Australia, and the UK appeared to be one with no resolve. Davies who otherwise was in favor of decentralization argued that too much decentralizing filtype be cause for the company to lose all control of their brands and argued for more central control in Australia.

The first outcome involves the best decision for the first major issue. The branding, packaging, and launch expenses are relatively small, and despite gglobalizing potential overload of human resources, the forecasted sales looked to be worth the risk.

The Chilean farmers who have not performed as expected and whose costs were already exceeding expectations should be eliminated. It does not have to be a choice between a Winr wine or an Australian wine it can be both.

The product is already a success in Australia, and New Zealand, and Canadian and American distributors like it. Because Carson is level headed I think he too would agree that Banrock Station is not just the better glibalizing but the only choice.

Browne should be terminated. In comparing the management style of Millar to Shackleton and Schulman, I would say he has created an open system, but that he as a leader sine indecisive and ineffective.

BRL Hardy; Globalizing an Australian Wine Company | Georgia Stein –

He leaves both the reader and his teams to wonder about his vision and where he sees the company going. If we did not know that the goal was to become an international wine making company we would have no sense of direction. Though this is often the case with an open system, the leader should be able to communicate the vision he has for the company in a way that says it is he that is leading.

On the other hand, the system could uardy be viewed as being cybernetic. The policy center, Australia, set the goal for the company to be an international wine making conglomerate, the environment submitted the orders, and the demand was understood.

Any discrepancies that appeared became necessary corrective action and were controlled by the hot and cold reactors. Compan second loop provides feedback from the external environment and indications from customers or other outside participants let the inside loop know if it is necessary to change the goals.


When this happens, the inside thermostat goes into gear and triggers a hhardy. I would think this an important aspect when taking on a project with the goal fioetype becoming global.

It is also a counter to critical-thinking barriers of which there were a few. The potential barriers to critical thinking became apparent and relevant when the conflicts between the UK and Australia remained a primary source of indecision.

The protagonist and the globalizlng players had some learning disabilities, which added to the conflict. There was a certain element of blindness shared by Millar, Davies, and Carson. I think perhaps all hqrdy in the competency trap with a periodic false sense of confidence.

At times, there was a lack of coordination between competing perspectives often because of the distortion of personal interests. While trying to attain the goal of becoming a multinational conglomerate Millar did try to counter barriers to critical thinking by hrdy change, and solutions to the problems that occurred.

For example, when the going got tough in the UK, Millar thought to better develop the senior executive level and wwine the idea to Carson, who followed through by hiring Browne. But, it was more Carson then Millar, who was capable of introducing several different hypotheses, and then define the problems in ways that could be thought out and acted on.

I believe that above all else Millar was flexible. I don’t think he used integrative thinking well, and he didn’t lead by clearly identifying what is known, what is unknown and what is unknowable, he just let outcomes unwind. On the plus side you could see learning taking place. There was movement from thought to action, and you watched it go back and forth.

This action took place mainly between Carson and Davies. Their overall objectives were the same but their way of getting there was entirely different.


Interestingly, there was a self-stabilizing thermostat that went from hot to cold that all key participants seemed to respond to. You could view this as a Pavlov’ response, but I think that the environmental filetpe that transpired is what helped the players transform the business into what it ultimately became; an international wine making company.

In the end, there were simply no simple solutions and no final answers. The teams were adaptable, and they survived the journey.

Globalizing an Australian Wine Company. Rational, Natural, and Open System Perspectives. Upper Saddle River, NJ: Remember me on this computer. Enter the email address you signed up with and we’ll email you a reset link. Click here to sign up. Help Center Find new research papers in: