Vina San Pedro Harvard Case Solution & Analysis

American Market

The American market is considered as one of the most lucrative markets for expanding, especially for the producers of wine. VSP deals had developed to 2.6 million liters in 1998 in these two territories, essentially determined by deals on the West Bank of the United States. The method was to keep on building solid merchant connections and pieces of the overall industry in new ranges with offers of Gato wine.

Particularly, the objective was to build their rate of fare deals in the United States from 11% in 1998 to 20% by 2001. This implied an increase from 3.4 million to 7.2 million containers.

Strategical Risks

VSP's initial deals had been just about residential market; but with the emergence of the company in the international market and starting doing deals there the future was becoming clear. This scenario suggested that the gains and long term sustainability of the company is in the international market. The company saw a rapid growth in its status of being the second largest exporter in the international market with almost 23 million liters in export. This change in approach brought many risks for the company as dealing in the international market was completely different from dealing in the domestic market. The trading and lending policies and procedures are totally different which added more to the risks of the company which need to catered.

The more prominent requirement for advertising and the higher expense of purchasing grapes from free makers drove residential gains into the negative domain; while the less showcasing concentrated wines produced from VSP's particular grapes were extremely gainful.

Bigger vineyards were bought to fulfill the grape necessities of the company from autonomous producers; the expansion balanced cost in pesos to buy grapes for wine creation had climbed nearly 400% somewhere between 1992 and 1998 from $0.50 for every liter to $1.25 in the past two years.

Furthermore, the actual generating expense of grapes stayed at just $0.34 for every liter. In the meantime, household wine costs were not built at the same pace that set a solid press on the edges.

The exchange rates were playing a major role in increasing the risks for VSP in the international trade. Changes in the exchange rate and their unstable nature was deeply hurting the trade deals of VSP. As the company was maintaining the balance sheets on the basis of Chilean Pesos so any change in the exchange rate was affecting the planned and forecasted income statements.

The increase in the US dollar as compared to Cilean Pesos around 16% in the past six years was a major concerning factor for VSP while the other trade incomes were also resulting in diverse monetary forms.

Likewise, the technique of charging 5% less of what the other business sector pioneers have exploded backward for VSP as the business sector sees VSP wines having lower quality contrasted with the other business sector pioneers.

Return on Capital Employed

The primary disfavor of ROCE is that it measures the return against the book estimation of advantages in the business. As these are deteriorated, the ROCE will expand despite the fact that money stream has continued as before. Accordingly, more seasoned organizations with deteriorated holdings will have a tendency to have a higher ROCE than fresher and perhaps better organizations.

Likewise, while the money stream is influenced by expansion; the book estimation of benefits has not expanded. Subsequently incomes expand while the capital is utilized largely but does not expand as the book estimation of benefits is not influenced by expansion. Therefore, Elton can use a no expansion strategy for VSP as each year the capital employed will decrease due to the depreciation charge that will lead to a higher ROCE.


The company should concentrate on international markets rather than the Chilean market as the growth potential in Chile is not highly encouraging. On the other hand, the company should not stop its operations in Chile and leveraging their market knowledge to continue dealing with the domestic market as well. Europe is a potential market where VSP should divert its focus as the investments in the rootstock is favorable for the European market. Some other major recommendations are listed below:

  • The president is recommended to use the Croatian Brewery channel for exporting.
  • Take advantage of lower cost production in Chile and use that as a core competency in order to deliver consistent quality in the international market. Take steps to make the new vineyards operational as soon as possible in order to take advantage of low-cost production.
  • Invest in R&D to understand the consumer behaviors of preferences of every international market the company is serving which will help in delivering the right product to the right market............................

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