阿根廷酒莊渡金融風暴的秘訣世界公民 College 阿根廷酒莊渡金融風暴的秘訣 閱讀暖身Michael Evans,美國人,和朋友在阿根廷展開釀酒事業。在異地調整適應當地語言及文化,原本就非常不容易,到了2008年主力市場─美國遇上金融海嘯,阿根廷國內嚴重通膨問題更是雪加霜,Michael Evans如何在重重困難中挺進? 進入本文前,請想想以下單酒店兼職字:(A)蒸發(B)品酒室(C)策略 Michael Evans and his partners co-founded The Mendoza in 2005. Vines of Mendoza was selling turn-key "vineyard estates" largely to Americans, whose disposable income (A)evaporated following the financial crisis in 2008. Even worse, as Evans' buyers were disappearing, his 長灘島costs were rising; Argentina's already high inflation shot past 20% in 2010 and stayed there. Michael Evans 與合夥人於2005年成立Mendoza。旗下Mendoza莊園就是專門統包葡萄園產權業務,而客戶來源多是美國人。受到2008年金融海嘯影響,收入出現大幅度蒸發。更糟糕的是,Evans的買家都消失了,同時阿根廷的通膨率在吳哥窟2010年突破20%之後便居高不下,也讓他的成本持續上揚。 Argentina's economy was recovering from its 2001-2002 collapse and peso devaluation. While it had been disastrous for most Argentines, the collapse was great news for the local wine industry, because it lowered production costs and made the wine 帛琉regions attractive to tourists and investors. 2001-2002年經濟崩潰以及披索貶值之後,阿根廷經濟開始復甦。雖然對阿根廷人來說,那是場經濟浩劫,可是卻幫助當地葡萄酒產業降低生產成本,也同時吸引觀光客及投資客回流。 Seeing that tourism was set to soar, Evans and his partners banged out a business plan for a 當鋪company that would have a (B)tasting room, a hotel, a mail order wine club and, most importantly, a vineyard estate business. 見到觀光客有回籠跡象,Evans和他的合夥人快速執行了新計畫,讓公司同時擁有多項業務,如品酒室、旅館、俱樂部以及最重要的葡萄園產權業務。 The vineyard estate idea was simple: people 貸款would pay Vines of Mendoza an upfront per-acre fee to buy, plant, and oversee a vineyard. After the vineyard started producing wine three years later, the buyers would start receiving bills for maintenance and either sell their grapes or pay the Vines to make their wine. 酒莊產權的概念其實很簡單,投資人預先借錢付費給Mendoza莊園,就能認購、種植及監管一塊葡萄園。3年後只要葡萄園開始產酒,買家會收到維持費用的帳單,也可以選擇賣掉作物或是繼續付錢讓莊園釀酒。 The events of 2008 threatened to destroy everything, however Vines of Mendoza survived. Here are some creative (C) maneuvers that helped: 1.Expanding the 房屋二胎customer base. 2.Discounting aggressively to generate cash. 3.Making deals more actively. 4.Cutting ongoing costs. 然而2008年金融海嘯幾乎摧毀一切,不過 Mendoza 莊園存活下來了,以下就是他們在這段期間經營的策略:1.擴大客戶層。2. 更積極地給予折扣以獲得現金。3.勇於增加交易。4. 刪節逐步上升的成本。 “Through 票貼laying off 30% of their staff, the company cut costs by 40% at the time,” Evans said. “That was the worst day of my life.” Evans 說:「公司裁去30%的工作人員,讓營運成本得以降低40%。那真是人生中最糟的日子。」


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