Intercultural management: Bodega Torres SA

Résumé du document

Bodega Torres SA is a Spanish wine company that has been founded in 1870 by the brothers Jaime and Miguel Torres in Cataluña. Spain. This family business company has been cultivating its own vineyards since the 17th century, and is now producing wine in 3 countries (Spain, Chili and the USA) and distributing their different varieties of products (Chardonnay, Cabernet, Pinot Noir and so on) throughout more than 140 countries. Moreover, the company's worldwide recognition has also bubbled up through the awards it won. Indeed, the company was the winner of the “Great Wine Marathon” in 1970, it also received the silver medal for the red wine Gran Coronas in 1987 and the gold medal for the white wine Milmanda in 1991 as well as 2 others bronze medals.

At the beginning of the 18th century after the brother's death, Juan, who is Miguel' son, run the company facing a lot of difficulties due to the world economic crisis. After he died in 1932, his son was responsible at his turn of the company although he only has 21 years old. We have to say that he succeeded because of his entire dedication to the family business with the help of his wife Margarita and thanks to his powerful commercial intuition.

Extraits

[...] - The agreement over objectives: only a few family members form the Administration Council and it sounds hence easier to agree. - An increasing confidence: they know well each other and are proud of the faithful ambiance within the company. - Socialization of the new employees: there are corporate and on the field training which have been a real success. - Commitment, involvement and flexibility are increased: the employees, especially the family members, have been working and following the same line of conduct with common goals and objectives. [...]

[...] Strengths: - Bodegas Torres SA has a strong story of experience and it produces more than 50 different brands. Exports have been one the main company's pillars as you can found its wine in more than 140 countries around the world. - The company's growth strategy has been a real success that has been measured through the company's dynamics as well as the day-to-day results. In effect, there was the introduction of high quality wines for a relatively higher price as for example which means a vintage wine. [...]

[...] Indeed, in the 1980s, Multi National Companies (MCN) were keen on buying the bodegas while there is now a tendency to sell them. For instance, there was Seagram, a Canadian company; Coca-Cola, which had a bodega in California; or also Benetton, which has now drawn out. So, it might be seen as an opportunity to acquire more market shares. - Since two years, Bodegas Torres SA has been diversifying its activity to food products such as preserves, Belgium biscuits, chestnuts and so on. [...]

[...] - The company's restructuration also had negative consequences. As the new structure was meant to represent he functions and levels of responsibility of he main directors, it has created ambiguity and generated a lot of tension. Indeed, management teams cannot be improvised, and once they have been built, they will take shape over time and with daily experience. - Although the executives have been managing more responsibilities because of the general management delegation, we noticed a real lack of communication between the different areas. [...]

[...] In that way, the Human Resource Department could redefine the strategy of hiring professionals and experts in order to develop this key point. Moreover, they company should envisage to make its employees able to move of positions throughout the different countries the companies are established in. The creation of an international program will allow the interns as well as some specific positions to be exchangeable within others companies. Thus, those employees will involve in an international environment, discovering and learning the local approaches and then able to figure out the international issues. [...]