BUSS5000: Integrated Business Experience Report on Sandlands

This report provides a detailed analysis of Sandlands Vineyards, addressing key strategic questions. The report begins by evaluating whether the Passalacqua's should purchase the East Side Meats Building, utilizing the marketing entry mode theory and blue ocean strategy to assess the potential. It then examines the attractiveness of the premium wine market, applying the Rational Choice Theory to understand consumer behavior and market dynamics. Finally, the report assesses Sandlands' competitive advantage in the premium wine market, using the Triple Bottom Line Approach to Sustainability to evaluate its long-term viability and strategic implementations. The analysis incorporates case study data, scholarly references, and critical thinking to provide a comprehensive overview of the company's strategies and market position. The report underscores the importance of customer-centricity and strategic decision-making in achieving sustainable competitive advantage within the context of the integrated business experience.

Running head: INTEGRATED BUSINESS EXPERIENCE
Integrated Business Experience
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Table of Contents
Question 1..................................................................................................................................2
Question 2..................................................................................................................................2
Question 3..................................................................................................................................3
References..................................................................................................................................5

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Question 1
In the concern of the dilemma that should the Passalacqua's buy the East Side Meats
Building or not, the given report tends to state that the concerned individual should
understand the marketing entry mode theory and strategy that would help the same to
undermine the strengths and opportunities of buying the meat company. The same can be
done with the help of the blue ocean strategy (Kim & Mauborgne, 2017). The concerned
theory states that a company should analyse its pursuit of differentiation of market as well as
low cost investment that would help the same to capture and cultivate a new market space
and earn better revenue and profit. Hence, as analysed with the help of the case study of
Sandlands Vineyards that the Passalacqua's were in the thought process of buying the meat
company and turn it into a winery company for the wine tasting purpose at the cost reaching
up to $500,000.It was also analysed that the meat company was not officially listed for it
being sold out, but it was the terms of the negotiations that Passalacqua's had with the owner
of the company. Moreover, the concerned individual was recorded to have only limited
sources with which he could either purchase the meat company or a new vineyard. In this
connection, concerning the blue ocean strategy, the report tends to state that the individual
thinking to expand its business should invest the limited resources in purchasing a new
vineyard company (Hartmann 2016). This is because the same would benefit the individual to
reduce the cost of making changes in the meat set up a company and develop it into a
vineyard. Thus, the start-up of a new firm is suggested to be the best method of expansion for
the Sandlands Company owned by the Passalacqua.
Question 2
Concerning the criticality of the question that the premium wine market is an
attractive market or not, the given report with the help of the examination of the case study

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tends to state that the wine market has been existing in the market of the U.S. since thousands
of years. Concerning the present scenario of the wine market, the opportunities of the same
can be effectively undermined with the help of the study of Rational Choice Theory
(Governatori et al. 2016). The mentioned theory states that a company sets its ideology in
setting up premium and quality products that attract the mindset of the customers who prefer
to purchase premium quality products instead of quantity product. Thus, it states that no
matter how high the price of a product, if the same is termed to be of premium quality, it does
not affect the sales of the same because the customers with high-class profiles prefer to buy
only premium products (Nagle and Muller 2017). In this connection, the market of premium
wine in the U.S. was also bewildered with the strategy of pricing the product as per the
quality of the same. The outcome of the survey taken in the case study showed that the
individuals who were interested in the consumption of quality wine and on a frequent basis,
find the high price and branding of the wine to be a mark of a quality product. This, in turn,
proves that the most vital purchasing area of wine in terms of the U.S. is the premium quality
branding and price of the same that attracts the customer and increases the competitive
advantage of the premium wine market (Crous and Agabu Phiri 2017). The statistical data in
the case study showed that more than 40% of the adults were recorded to purchase wine
bottles costing over $50 per bottle and the reason behind the same was found to be the
celebration of special occasions. Thus, it can be stated that the premium mark in the wine
turns the same to be attractive in the eyes of its peer consumers.
Question 3
In the concern with the question of Sandlands company having a competitive
advantage in the market of premium wine or not, the theory of Triple Bottom Line Approach
to Sustainability turns out to be best one to analyse whether the Sandlands is able to gain the
competitive advantage in the wine market of the U.S. The mentioned theory suggests that a

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business company is turned to be sustainable in the case that the same is able enough to
sustain itself in the long run of the business market (Ahi and Searcy 2015). This is possible
only when the company implements effective and efficient strategic plans in its business
procedure. The theory clearly states that when a company is able to sustain itself, in the long
run, it directly explains the efficiency in its attainment of competitive advantage in the
business market as compared to its rivals and intense competitors (Dess et al. 2019). In this
connection, with the help of the case study, it was examined that Passalacqua as the owner of
the Sandlands debuted is the first batch of wine sale in the year of 2014. The same was
recorded to distribute total of its premium class wine bottles directly to the customers at a
scale of 75% and the remaining 25% with the help of two distributors that are located in the
largest of the wine market of California as well as New York and a medium sized distribution
centre in the region of Colorado. All these three regions of the distribution of wine were
recorded as the new generations of the winemakers and that they build their strategy to
prepare wines in the sense of people and place. However, it was also examined that the owner
of Sandlands could make sale 100% of its manufactured wine directly to the customers, but
the same was strategically distributed to other SMEs at a discount of 50% in order to increase
the number of sales as well as market and advertise its wine brands in different segment of
market.
Based on the analyses of the strategic implementations and marketing business
strategies imposed by the Sandlands wine company, it was examined that the fame of the
concerned company grew by the end of the year of 2017 with 3500 employees working in the
same. Not only were this, the premium brand of wines manufactured by the Sandlands then
available at the topmost restaurants and hotels across the globe. Thus, the report tends to state
that the Sandlands wine company had an effective and recognisable state of competitive
advantage in the market of premium wine products and sale.

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References
Ahi, P. and Searcy, C., 2015. Assessing sustainability in the supply chain: A triple bottom
line approach. Applied Mathematical Modelling, 39(10-11), pp.2882-2896.
Crous, A. and Agabu Phiri, M., 2017. Branding Strategies: An Evaluation within the South
African Wine Export Industry. Journal of Communication, 8(1), pp.16-27.
Dess, G.G., McNamara, G., Eisner, A.B. and Lee, S.H., 2019. Strategic Management:
Creating Competitive Advantages. McGraw-Hill Education.
Esty, B. and Saldutte, G., 2018. Sandlands Vineyards. HBS Strategy Case, pp.718-438.
Governatori, G., Olivieri, F., Scannapieco, S., Rotolo, A. and Cristani, M., 2016. The
rationale behind the concept of goal. Theory and Practice of Logic Programming, 16(3),
pp.296-324.
Hartmann, A.M., 2016. Strategic Options for MNEs Operating in Emerging Markets.
In Multinational Enterprise Management Strategies in Developing Countries (pp. 34-49). IGI
Global.
Kim, W. C., & Mauborgne, R. A. (2017). Blue Ocean Leadership (Harvard Business Review
Classics). Harvard Business Review Press.
Nagle, T.T. and Müller, G., 2017. The strategy and tactics of pricing: A guide to growing
more profitably. Routledge.