Abstract
AbstractYealands Wine Group Holdings Limited has an exciting future and Peter Yealands (founder) and Jason Judkins (CEO) were celebrating. They felt that Yealands was in a strong position going forward and the new partnership with Marlborough Lines offered exciting future possibilities. However, they knew that the company faced many strategic issues that needed to be addressed. They also wanted to ensure that they were able to achieve their growth plans by 2020: lifting sales from 1 to 2 million cases a year, wine processing capacity from 20,000 tonnes to 30,000 tonnes and turnover from $100 million to $150 million. To meet their intended projections, what direction should they grow in? And how?
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