Primarily, organizational re-engineering is an essential technique for companies in the dynamics of the contemporary market to maintain their commercial power and reputation. Furthermore, the technique is vital in redesigning and realigning business process to exploit the organizational strength or the core competencies of an organization. The method helps the company streamline the workflow in all the departments to curb or deal with prevailing market challenges. In the case of BRL Hardy Limited, organizational re-engineering as a fundamental management strategy is appropriate to introduce their new brand in Australia at the same time taking care of management challenges, and external business environment factors (Bartlett, 2003 p. 16). BTL Hardy Limited's management challenges and the immense growth from the Australian based parent company is a big blow to Christopher Carson as a manager, and organizational rebuilding is necessary.
Analysis and evaluation
The award-winning and highly reputable company the BRLH limited has been experiencing an immense business success both pre and post the merger. The able manager Chris Carson together with the company central manager Steve Miller has been successful because, at the time of the merger, Carson had remarkable expertise and overseeing a traditional award-winning wine brand that has proper brand recognition. Similarly, the central manager Steve miller's vision of globalizing the BRL Hardy with a significant emphasis to decentralize responsibility and risk at the same time maintaining the reputation of the central management was an essential element to the success of the organization.
However, the management issues and the laxity and contentedness that come with prosperity and success together with the market dynamic in the company strongholds is an awakening call for organizational re-engineering. Despite the demerits accompanying the technique, re-engineering a company is one of the best management strategies for international corporations to maintain their brand in the market. Global corporations such as Dell Company has done this in the past and rejuvenated their brand positioning the market (De Kluyver, 2010 p. 40). The experienced manager Carson enjoyed his success not until the company began facing management challenges as well as issues with sales because of foreign brunch autonomy and centralized management that existed between manager Carson and Stephen Davis.
Another critical problem is the fact that BRLH Europe has been promoting a traditional wine, Kelly's Revenge brand that received global brand because of U.K market demand. Conversely, the parent company has been locally promoting a new wine brand, Banrock Station, and its gaining global brand. The above challenges and the prevailing market challenges of new wine brands that the BRL Handy Limited Europe has to deal with may force the company to perform organizational re-engineering to maintain its international commercial power.
The other conflict issue of BRLH is that before the merger the two distinct companies had different marketing mix and strategies. For hardly the approach was local and emphasized mostly on the significance of retailer relations on deciding on labeling and position of the brand. On the other hand, BRL deal mostly bulk selling that laid much emphasis on the brand name and controlling the brand position from home (Bartlett, 2003 p. 32).
Even with the decision of organizational re-engineering, there is still some question left unanswered as to what strategy is best to go, what and which product is suitable for which branch? It is also unclear and uncertain which management strategy best fit the company following the contentious issues that the firm is experiencing (Davenport et al., 2006 p. 22). The foreign autonomy conflict between Carson and Davis is challenging since on one-hand directors wants their managers to be creative and competitive with one another disagree to stimulate new ideas. Nonetheless, on the other hand, promoting such behavior in a firm may be considered messy and derail protocols and chains of command and reporting.
Controversially, the choice decision between Kelly Revenge and Banrock station is cumbersome, and a difficult choice for the company since Kelly's Revenge was the bedrock of the firm's market base. Carson showed less concern or focus on D'istinto project since new product and the new market always have detriments and setbacks to an existing firm. Even though Banrock station had gained three markets, introducing it in a new market should be strategic and after thorough market research following the fact that in U.K wines are still in growth. Therefore, even if the wine though underwent enhancement to relabeled and redesign the BRL Hardy image in the United Kingdom and Europe at large, it was designed to be a blatantly an Australian brand (Davenport et al., 2006 p. 38).
I recommend organizational as a solution of the entire management mess and the whole issue of brand positioning and rebranding alongside other critical recommendations since the technique always and will only get read of low caliber or profile employs but leave the top management intact. The company should embrace a more eco-friendly brand between the products entering the market as the theme of environmental friendliness has global appeal than their Australian notion.
Secondly, the managers should embrace the importance of strategic corporate management. Carson should realize the need to uphold and take into account the company interest and requirements before any given discussion or creation of a new brand. The central manager Miller should stop his passive reputation and begin dealing with issues head-on, in this case, give Chris Carson an ultimatum to remove Kelly Revenge and launch Banrock Station to control sales, marketing as the central administrator.
In conclusion, organizational re-engineering is a critical technique for good international corporate governance. Despite the approach have some adverse effect on the employees; since the low profile employs suffer eviction and suspension as the top management remains intact, it has worked for a number international corporates. Following the current, management mess, and brand positioning in the BRLH limited organizational engineering is the better option taking into account corrective management strategies and prevailing market factors.
Bartlett, C. A. (2003). BRL Hardy: Globalizing an Australian wine company. Boston, MA, Harvard Business School Pub.
Davenport, T. H., Leibold, M., & Voelpel, S. (2006). Strategic management in the innovation economy: strategy approaches and tools for dynamic innovation capabilities. Erlangen, Publicis.
De Kluyver, C. A. (2010). Fundamentals of global strategy: a business model approach. [New York, N.Y.] (222 East 46th Street, New York, NY 10017), Business Expert Press.
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