Concha Y Toro Case Study

The Challenge

With consolidated global sales of over US$900 million, and more than 30 million cases sold in over 135 countries,  Viña Concha y Toro is undeniably one of world’s most important wine companies. Steeped in history going back 130 years, it was recently voted the world’s most admired wine brand by Drinks International.

The British arm, Concha y Toro UK, has enjoyed a meteoric rise in growth since its inception just 12 years ago. It’s now the second most successful entity in this global business behind that of the home market, Chile, and can boast the majority share of the UK’s South American branded wine business.

But expansion on such a scale wasn’t without organisational challenges, ensuring the evolution of the company matched the rapid growth of the business.

The Solution

The UK General Manager and the HR Director invited Cesium Group to partner them in sourcing key personnel to embrace this rapid expansion, and optimise the company’s performance as the opportunities arose.

The process started with a number of key board recruitments for the UK business, including a Sales Director, Supply Chain Director and Finance Director.

With the board in place, we turned our focus on a number of head of roles including Head of Category & Insight, Head of Customer Marketing and Head of Brand.

Before finally adding a significant number of Brand Managers, Marketing Managers, Finance Managers, Revenue Managers, and a Demand & Supply Manager.

The whole process proving to be a textbook case, if you like, of staffing up from the board down.

Since nothing succeeds like success, following Cesium Group’s performance in the UK, we were tasked with helping set-up a number of small in market organisations for Concha y Toro in the Nordics, Germany and Russia. Typically a Country Manager, a Customer Marketing Manager and a Category & Insight Lead.

Concha y Toro UK are now much better placed to realise their ambitious 2016/17 growth plans for their UK market as well as those in Mainland Europe, Russia and Africa.


“We have enjoyed a fruitful relationship with the Cesium Group to enhance our FMCG capability, with many new recruits coming from established brand leaders outside of the industry, to complement the great experience of those that have helped us to build our business over many years – it’s proved to be a winning formula.”

Simon DoyleGeneral Manager

Case | HBS Case Collection | May 2016 (Revised June 2017)

India's Amul: Keeping Up with the Times

Rohit Deshpandé, Tarun Khanna, Namrata Arora and Tanya Bijlani

Amul is an Indian dairy cooperative founded in 1947—eight months before India's independence from British rule—and owned by over three million farmers in the state of Gujarat. It is India's largest food product marketing organization, selling 46 products, including pouched milk, cheese, butter, ice cream, and infant food through a million retailers across the country, and is the market leader in almost all the categories in which it operates. Amul is well known among Indian consumers for offering high-quality products at reasonable prices, and runs a highly popular advertising campaign that spoofs current events. It offers its farmers 80% of the consumer's dollar for milk, compared with 35%–40% typical in some Western markets. Amul's cooperative dairy model has been replicated across several Indian states, thereby helping increase the incomes of 80–100 million farmer families across the country. However, despite its success, Amul is beginning to come under increasing pressure. Multinationals like Nestlé and Unilever are increasing their presence in India and competing fiercely with Amul in value-added products like yogurt. The entry of large multi-brand retailers like Walmart and Carrefour in the Indian market threatens to squeeze Amul's margins and undermine its low-cost distribution network. India's large young rural population is shying away from dairy farming in favor of urban jobs, leaving questions about future procurement. Finally, Amul's farmers form a large vote bank in the state of Gujarat, and its cooperative structure risks being compromised by vested political interests. Should Amul continue with the business model that has served it so well for decades, or should it change its strategy in order to keep up with India's changing social, political, and economic landscape?

Keywords: globalization; Expansion; Dairy; india; Cooperatives; milk; leadership; Agriculture; Agribusiness; Competition; Marketing; Organizational Change and Adaptation; Agriculture and Agribusiness Industry; India;


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