The strategic definition model, proposed by LBC, is based on the balanced scorecard philosophy adopting 4 perspectives: financial, market, production and resources. By defining these aspects, the relative competitive positioning between wineries and those with the best competitors in the market was defined, and strategies were defined in each area to reduce the Beira Interior gap regarding the best market practices. The public session of dissemination and launch of the project operationalization was held at Viniportugal and was attended by the, at the time, Minister of Agriculture, Rural Development and Fisheries, Jaime Lopes Silva, attesting to the strong commitment that the institutional agents of the sector were putting in its development.
The diagnosis of the wine sector situation in Beira Interior and the 5 associated wineries of UNACOBI - Beira Interior Cooperative Wineries Association was the first step in the project development. This included more than 50 interviews with top winemakers, management information gathering and analysis of information contained in winery financial statements. In addition, a benchmarking was carried out in the light of international experiences and cases of success in the sector in Portugal and a vast survey of the distribution channels of the sector, which allowed us to assess the value of the products through the various channels and their respective key purchasing factors. The involvement of the region’s living forces, linked to the wine sector and other complementary sectors, such as tourism or traditional products, honey and typical cheese of the region, was a fundamental step in the development of the project. Beira Interior’s cooperative agents thus identified the need to develop a joint strategy to address the market in order to share risks and benefits, gaining scale and visibility. This has proved to be a key option to ensure the products’ commercialization, to increase marketing margins and to provide a better remuneration for winegrowers.
O envolvimento das forças vivas da região, ligadas ao setor vitivinícola e a outros setores complementares, como o turismo ou os produtos tradicionais, como o mel e o queijo típicos da região, constituiu um passo fundamental para o desenvolvimento do projeto.
Os agentes cooperativos da Beira Interior identificaram assim a necessidade de desenvolver uma estratégia conjunta para abordar o mercado por forma a partilhar riscos e benefícios, ganhando dimensão e visibilidade. Esta revelou-se uma opção fundamental para garantir o escoamento dos seus produtos e para aumentar as margens de comercialização e remunerar de forma mais adequada os viticultores.
Regional development strategy
The challenge was to put the Beira Interior region on the national and international map as a reference in the wine sector. For this, a development strategy and mechanisms for its implementation were defined, which allowed to improve the positioning of the agents in the national and international market.
This strategy involved the five cooperative wineries of the region: Adega Cooperativa da Covilhã, Adega Cooperativa de Figueira Castelo Rodrigo, Adega Cooperativa do Fundão, Adega Cooperativa de Pinhel e Cooperativa Agrícola de Beira Serra, within UNACOBI, whose mission is to develop and coordinate all the joint actions of the cellars.
The definition of the development strategy of the wine sector in the region of Beira Interior was then denominated “Strategy Beira Interior 2010”.
This vision and mission were supported in strategic goals and operational objectives to be phased in order to position Beira Interior at the top of the regions, at national level, and to consolidate the penetration of the region’s wines internationally.
Seventeen operational objectives were defined in four areas of intervention, and also a set of 16 indicators measuring the success of the operationalization of the strategy, which were mapped in the Strategic Map of the Region.
This strategic map was developed according to balanced scorecard (financial, production, market and resource) perspectives, which enabled the project implementation strategy to be linked to the improvement opportunities identified in the project’s diagnostic phase.
In addition, the success indicators for implementing the strategy are also defined for each of these areas.
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In a rapidly changing world, leadership is also changing fast. These five CEOs (who participated in the Fortune Global Forum, in San Francisco, USA) should know.
As a leader, your job is to get employees out of their comfort zones. It is your job to drive them and challenge them – as well as yourself – to think and see the business in a new light.
Most failures in change processes happen because there is no shared focus defined early on.
In Leadership Agenda N. 1 (publication that aims to disseminate methodologies and new ideas in the management and leadership areas, based on the competence center and knowledge acquired by Leadership Business Consulting in more than 900 projects carried out in eight countries in the areas of strategy, marketing and finance, organization and management of change, operations and performance, talent development, training or information technology).