BRL Hardy:  Globalizing an Australian Wine Company

Christopher A. Bartlett

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Supplement | HBS Case Collection | April 2000

BRL Hardy: Globalizing an Australian Wine Company

by Christopher A. Bartlett

Abstract

Interviews alternating the country subsidiary and corporate headquarters views of Christopher Carson, marketing director of BRL Hardy Europe and Steve Millar, marketing director and CEO of BRL Hardy Ltd. In four segments focusing on the source of headquarters/subsidiary tensions, background for the decision on d'Instinto launch, the Banrock Station versus Kelly's Revenge decision, and the company's actual actions/decision and the reasons for them.

Keywords: Business Subsidiaries; Business Headquarters; Management Teams; Conflict and Resolution; Agriculture and Agribusiness Industry; Food and Beverage Industry;

Format: Video

21 length of video

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Citation:

Bartlett, Christopher A. "BRL Hardy: Globalizing an Australian Wine Company." Harvard Business School Video Supplement 300-506, April 2000.

About the Author

Christopher A. Bartlett

Thomas D. Casserly, Jr. Professor of Business Administration, Emeritus

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Christopher A. Bartlett and Paul S. Myers

Citation:
Bartlett, Christopher A., and Paul S. Myers. "Amanda Tremblay at Citrine Software Solutions (Brief Case)." Harvard Business School Brief Case 920-561, February 2020. View Details

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Bartlett, Christopher A., and Paul S. Myers. "Amanda Tremblay at Citrine Software Solutions Teaching Note (Brief Case)." Harvard Business School Teaching Note 920-562, February 2020. View Details

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Case | HBS Case Collection | May 1992 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett and Ashish Nanda

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: human resource management; Human Resource Practices; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:
Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Case 392-089, May 1992. (Revised September 2019.) View Details

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BRL Hardy: Globalizing an Australian Wine Company

Abstract

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