A scientific approach to managerial decision making
Scientific management is defined as 'the use of a scientific fact-finding method to determine empirically the right ways to perform tasks' (Wren, 1994, p. 109). In this scientific management philosophy, Taylor had different types of process to manipulate the weaknesses of the industries during his time. They were 'task management system, time study, standardised tools and procedures, individualised work, management responsibility for training, scientific selection and shorter working hours and rest pauses' (Locke, 1982, p. 14-17). However, many of his contemporaries had objected his ideas and the purpose of this essay is to identify Taylor's scientific management process and the criticisms that were given to him. Taylor's first step was to develop a scientific approach to managerial decision making, which was 'intended to contrast with the unscientific approach in traditional management such as rule of thumb, guesswork, precedent, personal opinion or hearsay' (Locke, 1982, p. 14). Taylor applied his time study theory for his first step, towards scientific management. His solution to the tradition management problem was to 'break down the work task into its constituent motions; to eliminate wasted motions so the work would be done in the one best way' (Locke, 1982, p. 15). Taylor's time study system involved two phases - analytical and constructive. For analytical phase, 'each
Global Wine War Case Study - New World v. Old World Wine Producers.
Discussing about the resources-based view of strategy and the institutions-based view of strategy ---Based on analysis the "global wine wars: new world challenges old" .0 Introduction Only the strong can survive and develop, which is one common law in every aspect of the world. In the wine industry, "new world" challenges the "old world" and gradually takes the better position in the competitive market. This paper recognizes the reasons as advantaged internal resources and institution factors of the "new world" wine producers. For giving specific analysis, resources-based view of strategy and institutions-based view of strategy would be first stated and then combing them together with the wine case. As a result, case approach and qualitative analysis would be two main reasoning methods of this paper. With these two main methods, the real situation would be disclosed how the "New World" gets the opportunities to change the industry and threat to the "Old World" in the wine industry. 2.0 Resources-based view of strategy 2.1 Theory of the resources-based view of strategy The research about resources-based view of strategy can be traced back to the middle of 20th century, while the first one called it as resources-based view is Birger Wernerfelt, who wrote an article with the headline---A Resource-Based View of the Firm in 1984. Since then, as one part of the strategic
The Case of the Australian Wine Industry.
Marketing News by Shannon Truloff March 2001 The Case of the Australian Wine Industry Key Words: Market expansion - marketing and business plans - case study (All monetary values are in Australian dollars) The Australian wine industry is vulnerable to the macro- and micro-environment. Wine consumption, generally, follows the cyclical pattern of economic activity. The industry can experience good seasonal conditions and poor seasonal conditions. Australian winemakers are affected by new technologies that can improve the efficiency of viticulture and winemaking. Winemakers are exposed to domestic tax levies and foreign protectionist policies. Despite exposure to often uncontrollable and negative factors, the Australian wine industry has enjoyed growth in the local and international wine market, aided by clearly defined marketing and business plans. Two significant documents detailing the Australian wine industry's strategy have been published in the past five years. 'Strategy 2025', released in October 1995, is a plan developed jointly by the Australian Wine and Brandy Corporation (AWBC) and the Winemakers Federation of Australia (WFA). Its vision is to attain annual sales of $4.5 billion by 2025. At the time the document was developed, annual sales of Australian wine was $1.57 billion. The attainment of this planned growth in sales is documented in thirty individual
French Wine
Quelle est la consommation du vin en France et son effet sur la société? Wine with food La Culture * A growing competition of drinks which challenges wine as a French national symbol. * The wine consumed has changed and the consumption of quality wines is no longer restricted to festive occasions. * French people drink the most wine in the world * Wine is part of the French culture and France cuisine would not be the same without this drink. Drinking wine with meals is a common French tradition and is possible to see families enjoying their dinners accompanied by a glass of wine at most French regions. * Wine is among the most important elements of not only French cuisine but of the French culture and traditions as well. * Legal drinking age is 16 for wine * As the demand for higher quality wine increases at the expense of lower-quality wines, traditionally the backbone of the French wine industry, the French will have to adapt their wine industry accordingly. Wine culture in France has changed. The French drink less wine, but wine of better quality. The future undoubtedly will be marked by fewer bottles of common wine and by larger amounts of premium wines, which is a desirable situation for the wine consumer, but unpleasant for many growers accustomed to extract as much tonnage as possible from bountiful, ordinary wines. Wine Drinking in moderation La
Analysing Germanys wine market as a target for Australian wine exporters
Germany's wine market as a target for Australian wine exporters Executive summary As a mature market, Germany offers few opportunities in the growing segment. The over-performing of discount channels constrains the major part of the trade to a low price point with poor revenues. Currently, wine exporters from Australia are suffering more pressure not only from the fierce competition but also the high trade barriers in German wine market. This report provides an analysis of German wine market in different aspects, aiming to give Australian exporters some implications on their market strategy. Introduction Germany is the world's fourth largest wine market after the US, France and Italy (AWBC, 2012). The total revenues generated in German wine market reached $26.6 billion in 2009 (Datamonitor, 2010). Wine represents around 30 per cent of the total alcohol consumption. Around 2.1 billion liters are consumed annually. The per capita consumption of wine in Germany is approximately 24.6 liters in 2009 (AWBC, 2012). Still wine is the largest segment of the wine market in Germany, representing 84.4 per cent of the market's total value, whereas the sparkling wine segment takes up a further 12.4 per cent of the market (Datamonitor, 2010). The German market has been very stable and highly mature. During the worldwide economic crisis in 2008, the German market shrunk by only 2.7 per
Australian Wine Industry
. Australian Wine Industry The Australian wine industry is one of the rapid grow industry in Australia as a result of both internal and external markets. This industry experienced many technological chances, first, looking for cost competitiveness against substitute industries and nowadays, to be more competitive against the external producers, trying to introduce better wines to achieve better profits. .1 Trends in number of wineries Figure 1 Source: Australian Wine & Brandy Cooperation, 2003. In Australia as shown in figure 1 number of wineries slightly increases form year to year. Currently there are 1625 wineries in comparison, by 2002 increase by 200 wineries. Therefore entry and exit to Australian wine industry market is open. .2 Number of wineries who own location for wine grape crush. From 1625 wineries only 21.5% own location for grape crush. In 2002, 350 wineries owned 398 locations for wine grape crush. In comparison in 2001 306 wineries owned 351 locations. There is increase by 44 wineries, which own these locations as well as number of location increased by 47(ABS, 2003). Wineries which own locations for wine grape crush can decrease cost for producing wine, therefore winery become more competitive. For more information on location for wine grape crush, see Appendix 1. .3 Production Figure 2 BEVERAGE WINE PRODUCTION Source: ABS, 2003 In year 2000-01
Resonance of a Wine Glass
Resonance of a Wine Glass Final Conclusions Reached The amount of water added to a glass affects its resonant frequency. As more water is added the frequency goes down. This is because the waves lose energy when they drag water molecules along with them around the glass.1 The more water in the glass, the bigger surface area is covered, and more molecules are exposed to the dragging effects of the waves of vibration throughout the glass. All four sets of results taken show a curved trend (although some more prominent than others). Similar shaped glasses appear to produce similar frequencies and my theory is that the energy taken by the water is proportional to the air left in the glass by a factor of k/x2 where could be any constant > 1 and x could be to any power >0. Originally I thought the consistency of the liquid in the glass would affect the sound it produced as I thought stronger intermolecular bonds would mean fewer molecules would be dragged around the glass and thus the frequency would not change as much as with water. However, after two tests, conclusive results showed I was wrong and this made no difference to the frequency of sound it produced. I came to no firm conclusion about the relationship between speed and frequency. I believe this is because there is more of a relationship between pressure and frequency. However, I couldn't test this at school as the
The global wine market.
MEMORANDUM TO: MR. LEW PLATT, CEO KENDALL-JACKSON WINERY FROM: MICHELLE NEMETZ-DERUBEIS SUBJECT: COMPETITION IN THE GLOBAL WINE INDUSTRY: A U.S. PERSPECTIVE DATE: 5/8/2007 The total volume of the global wine market in 1998 measured to 6.8 billion gallons, with 25% of the total volume accounting for wine that was purchased outside the country from which the wine was produced. The increasing trend for the export market since 1995 is because of a change in the strategic priority that wine producing countries are placing on exporting as a method for growth. History proves that the market for wine was one of local production and consumption. At the same time, several wine producing countries around the world have begun to make an impact on the export market in an attempt to expand their industries beyond their limited local markets by building a global competitive advantage. This is resulting in a shift in market focus for some of the older wine producing countries and a rise of new wine producing countries around the world to increase in the competitive nature of the global wine market. The U.S. is the fourth largest producer of wine in the world and only accounts for approximately 4.2% of the total wine export market based on volume. Unfortunately with the cross boarder activities U.S. wines have a higher cost burden over local wines and other imported wines, making it
Analysis of the South African Wine Industry
The South African Wine Industry Competitors: Many of the large South African 'players' in the industry have begun to carve out US growth. Despite exports decreasing by 3million cases, shipments to the US rose by 17%. Distell and its 'Two Oceans' label are the largest exporters of premium wine in SA and intend to reach a critical mass in the US through a major volume driver. Industry experts state that SA does not need a huge new brand but rather a critical mass on the volume side to help drive the category. SA needs to develop its own unique styles rather than try to compete against the likes of Chile as they lack in vineyard scale. Elegant new styles of Pinotage are what have been exciting consumers who are willing to pay a premium for wines, which they view as fantastically good-value when compared to France. Climate: A number of acute water shortages took place in the Western Cape over the last few years, driven predominantly by changing weather patterns and rapid urbanization which is a concern. In the long-term, wineries won't be able to expand their volumes, however, can definitely look at using their energies to improving their quality. This year's harvest was "short, intense and an exceptionally difficult year from a logistical point of view," owing to such weather conditions. Distell's crop was 8% lower than the annual average, while SA as a whole
Analysis of Sulphur Dioxide Content in Wine
EXPERIMENT ( 3 ) Topic : Analysis of Sulphur Dioxide Content in Wine Introduction : In the presence of atmospheric oxygen, the alcohol content of wine can be converted to ethanoic acid making the wines sour & unpalatable. Even small amount of air, over a period of time, can adversely affect wines. The problem can be minimized by the introduction of a suitable reductant which will preferentially react with oxygen. One such reductant is sulphur dioxide but because it is toxic & pungent in odour, limits are set on the amount of "free" sulphur dioxide allowed in wine. Most of the preservative present in wine is "fixed" in the form of NaHSO3. Although this can act as a source of sulphur dioxide, the actual amount of free sulphur dioxide is quite low. In this experiment, the amount of total available SO2 in the wine, irrespective of its actual form in the sample is determined. The method involves first the conversion of all SO2 into SO32-. Acidification of the solution then liberates all SO2 : SO32-(aq) + 2 H+(aq) --> SO2(aq) + H2O(l) SO2 is then titrated with iodine solution : SO2(aq) + I2(aq) + 2 H2O(l) --> 2 HI(aq) + H2SO4(aq) Chemicals : White wine (non-sparkling or non-carbonated), 1M NaOH , 2M H2SO4 , 0.005M I2 , KIO3 , Starch solution (freshly prepared) Procedures : 1. Determine, from the label, the volume of wine in a bottle. 2. Using a pipette,
