Recent orders

Case Analysis: Robert Mondavi And The Wine Industry

Follow all the instruccions, I attache case , NO PLAGIARISM. 

 Instructions

  1. Maximum length: 5 double-spaced pages.
  2. Follow APA standards for style, citations, and references.
  3. *****Use the three strategy tools that we discussed in class to explain why Mondavi:
    1. was so successful in the past and
    2. is struggling at the time of the case.
  4. Then provide a few ideas, supported by your analysis, of strategies that the new CEO could explore that might keep the company alive.
  5. Incorporated the elements of a strategic audit.
  6. Identified the change initiatives undertaken by Mondavi in the past.
  7. Evaluation the success or failure of the initiatives undertaken by Mondavi.
  8. Made an argument for what the company should do next based on an understanding of the company, sector, and strategy tools.
  9. Information organized intelligently and holistically (i.e., not simply answers to questions).
  10. Proper introduction and conclusion to paper.

***Notes from class:Use the three strategy tools that we discussed in class :

 In addition, leaders are responsible for ensuring the following during the change process: 

Unfreezing – Old ideals and processes must be tossed aside so that new ones may be learned – a difficult process in light of the power of habits. During this part of the process, leaders are required to provide just a little bit of coaching as they are unlearning, not learning and a lot of cheer leading (emotional support) to break the old habits. 

Changing – The steps to the new behaviors are learned by practicing them. Although there will be confusion, overload, and despair, there will also be hope, discovery, and excitement. This period requires a lot of coaching as employees are learning to navigate through the new processes. 

Refreezing – The new processes are now intellectually and emotionally accepted. What has been learned is now actually being practiced on the job. Leaders are required to reinforce the new behaviors. 

Background

This company was once a legend in its industry and in the world of business. Robert Mondavi began making wine in the Napa Valley in 1943. In 1966, he launched the Robert Mondavi Corporation with a goal of producing wines that would rival the best in Europe. His winery became a huge success. He gave legitimacy to American wines (and then to all “New World” wines) and he brought great wealth to his family.

In 2001, the 88-year-old finally stepped down as Chairman and handed the business over to his sons. A few years later, over Robert’s loud objections, Constellation Brands bought the business for US $1.36 billion.

Three most vulnerable populations

Identify what you feel are the three most vulnerable populations based on:

  • Statistical data/trends. How did you use data to determine the three most vulnerable populations? Explain your thought process.
  • The World Health Organization’s formal definition of “health”. How are the physical, mental, and social aspects of health compromised in these three vulnerable populations in comparison to the others?


Your initial contribution should be 250 to 300 words in length. Your research and claims must be supported by a minimum of two scholarly sources beyond your course text.  Use proper APA formatting for  in-text citations and references

Strategic Principles Of Consensus Organizing

The Strategic Principles of Consensus Organizing

Can you teach people how to be strategic? It’s a question that trainers and teachers often ask as they approach a new training program or a classroom full of eager faces. Thinking strategically and pragmatically is the hallmark of a good consensus organizer. Consensus organizing is based on several key strategic principles that are the fundamental beliefs and values that guide the implementation of the model and its activities. These principles also express the philosophy and the attitude behind the consensus organizing approach. As consensus organizers begin to enter a community, these principles are at the forefront of their minds as their organizing strategy takes shape. This chapter explains these principles and why they are important to consensus organizing.

Table 3.1 summarizes the five core strategic principles of consensus organizing (Consensus Organizing Institute, n.d.).

Table 3.1 Strategic Principles of Consensus Organizing

Strategic PrincipleKey StrategiesExample
Solutions to local problems should come from affected communities.Strategies and objectives are set by the community.Incorporate community’s existing social networks.Analyze and identify individual self-interests and mutual community interests and build relationships based on those interests.Residents bring recent crime problems to the attention of the local police and ask for assistance in developing a crime watch program. The local police work with residents to develop a neighborhood watch. Relationships are built between residents and the police.
Pragmatic leadership is present in communities, though not always recognized.Identify trusted, respected, behind-the-scenes leaders.Position leaders to take responsibility for effort.Build leaders’ skills and confidence to succeed.An older woman to whom young mothers turn for parenting help.
A teacher who stays after school hours to help his students with their studies.
Self-interest can be harnessed as a motivation for improving the welfare of communities.Analyze and identify the interests of members of external power structure (e.g., government, philanthropy, corporate, social service).Position them to make genuine contributions aligned with their and the community’s interests.A local foundation director who has $1 million to improve housing in local distressed neighborhoods, but who does not have relationships with community-based organizations located in those neighborhoods.
If a project achieves its short-term goals without positioning the participants to make even greater gains in the future, then an opportunity has been missed.Position community leaders to take the lead on projects.Use short-term projects to build community’s skills and relationships with power structure to lay the foundation for more comprehensive efforts.A neighborhood cleanup that builds relationships among residents and between residents and the city can lead to new opportunities, such as improved code enforcement and the rehab of dilapidated housing in cleanup area.
Building relationships and strategically positioning leaders to make a program work requires time, care, and finesse.Understand and gain trust of leaders of the community and power structure.Break down stereotypes and misperceptions that community and power structure have of one another.Invest the time up front to position leaders of the community and power structure to develop genuine strategic partnerships. Going to churches, agencies, and community organization meetings, and meeting residents one-on-one in their homes. Attending local housing symposiums, city council meetings, and chamber of commerce meetings, as well as meeting one-on-one with members of the external power structure.