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Management of a terroir company: The example of the Burgundian cheese producer Berthaut

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  1. Introduction.
  2. The external environment of the Fromagerie Berthaut.
    1. The PESTEL analysis.
    2. Internationalization drivers and their influence on the company's activity.
    3. The offer on the Epoisses market: Porter's five forces.
  3. The internal environment of the company.
    1. Key success factors: The minimum to survive in this industry.
    2. Mechanisms, logic and coherence of the model.
    3. Financial performance.
  4. The business model.
  5. The SWOT generic strategies.
  6. Business area of the Fromagerie Berthaut.
    1. Mission statement.
    2. Strategic directions and related measurable objectives.
  7. Action plan.
    1. Be more recognized.
    2. Be irreproachable.
    3. Increase the export sales.
  8. Be irreproachable: Employees, the first concerned.
    1. Stakeholders concerned by the change.
    2. Selection of one target audience.
    3. Message.
    4. Media.
    5. Budget.
  9. Be recognised.
    1. Message.
    2. Target.
    3. Medium.
    4. Budget.
  10. Evaluate and control the strategy: Story boards.
  11. Bibliography.

The Fromagerie Berthaut is one of the four AOC Epoisses producers. It is located in Côte d'Or, in Burgundy. Since 1956, this cheese dairy has produced the ?Epoisses?, a terroir soft dough cheese made with raw milk. Over the last ten years, the company's sales have regularly increased in France and abroad leading Berthaut to heavily invest in order to increase production capacity in 1998. In 1999 a serious crisis put an end to this growth: two people had been victims of the presence of listeria in some Epoisses cheese. The Fromagerie Berthaut, non-responsible for this infection, lost 282,000 euros in 1999 due to the confidence crisis. In this fragile context, fall in sales and consumers confidence crisis, how could Berthaut restore a healthy situation and develop its activity? In a first part, an analysis and a diagnosis of the Fromagerie Berthaut will be made. Then, in a second part, the strategy to follow will be formulated. Finally, the way to implement the strategy will be explored in the third part, and the forth part will provide a story board to control and evaluate the strategy.

[...] In a first part, an analysis and a diagnosis of the Fromagerie Berthaut will be made. Then, in a second part, the strategy to follow will be formulated. Finally, the way to implement the strategy will be explored in the third part, and the forth part will provide a story board to control and evaluate the strategy. Part analysis and diagnosis I. The external environment of the Fromagerie Berthaut 1. The PESTEL analysis Political analysis - Created in 1957 with the European Economic Community, achieved in 1992, the Common market eased restrictions on the movement of goods within Europe. [...]


[...] Berthaut has to make all the factory's employees aware of the necessity for producing a quality and safe cheese. Indeed, we have seen that a quality problem in a cheese really negatively influences the sales. In order to guarantee a good level of sales, all the company has to be involved in the quality process. The results of the sanitary tests will be available in all the retailers and on the website of Berthaut. This will allow the customers to be reassured about the cheese's quality Increase the export sales In order to maintain the exports growth, Berthaut has to improve and modernize its website. [...]


[...] Indeed, Berthaut would just have to put flyers at the disposal of ?Offices de Tourisme? which would organize guided tours within the cheese dairy three or four times a month. Tourists could both make a visit of the factory and the Berthaut store followed by a sampling of Epoisses with Burgundian wine. - Most of the villages in Burgundy have their own traditional village fests. By becoming a partner of some of these fairs, Berthaut could both improve its notoriety (for example through tombolas) and sell its cheeses (through stalls with samplings for instance). [...]

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