This HBR Case Study incorporates both the case and the commentary. For instructing purposes, this republication is additionally accessible in two different forms: only case study, republished R1101X, and only commentary, republished R1101Z. Numerous extravagance brands have the capacity to charge high costs on account of their fabulous quality, strong notoriety, and restricted accessibility. In any case, it can be precarious both to keep up that cachet and keep on growing if the up and coming era of purchasers is totally valued out of your business. Anecdotal winemaker Chateau de Vallois, a conventional bequest with hundreds of years of involvement in creating extravagance wines, confronts that issue and is currently considering whether to dispatch a reasonable brand. Another wine of good quality at a lower cost could draw in more youthful fine-wine consumers who may then move up to more lavish wines later on. Then again, the bequest must be mindful so as to safeguard its restrictive picture and abstain from harming the apparent estimation of its current top of the line wines. Should Chateau de Vallois stay with what it excels at or branch out and start delivering another brand? The creators of this anecdotal contextual analysis are Daniela Beyersdorfer, who is an exploration partner at Harvard Business School's Europe Research focus, and Vincent Dessain, the inside's official chief. Discourse is offered by Corinne Mentzelopoulos, the proprietor and CEO of Chateau Margaux, a first-development bequest in the Bordeaux district of France; Philippe Sereys de Rothschild, the bad habit administrator of Baron Philippe de Rothschild, a family firm that oversees both first-development and marked wines; and HBR's perusers.
Estimated Submission On |