Research Paper on:
Evaluation of the Robert Mondavi Corporation (Case Study Analysis)

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reason for the layoffs had been attributed to the fact that its Woodbridge Chardonnay brand was in trouble and soon, RMCs stock had been downgraded and the stock plummeted  (2004). In addition to layoffs, senior management underwent a transition and developed new strategies (2004). Not all executives were in agreement as to where the company should go. One  group desired a return to the companys original vision, and complained that since RMC was so busy with new brands, as well as its international expansion, it had neglected core  domestic brands (2004). The others disagreed and thought that the new expansion was a good thing (2004). Hence, the problem at hand is whether or not the firm should  continue along with its new mode of thinking or go back to its original focus which is domestic wines marketed in the United States. Either way, financial problems need to  be addressed and the growth of the firm in terms of employees is only a peripheral problem. Thus, while certain decisions need to be made regarding the possibility of rehiring  or laying off more employees, that is only a small part of the picture. Michael Mondavi must decide which way the company should go in an overall sense and to  do this he must evaluate actual company data, industry trends and perhaps consult with individuals who can provide him with sound advice. In evaluating data, company information is the preferred  focus, but additional demographic considerations are certainly valid. For instance, an interesting piece of information is that "the United States ranked thirtieth in the world in per capita consumption of  wine in 1999" ("Robert," 2004). This piece of information certainly makes a case for the latter camp that wants to continue to expand internationally. In examining the firms financial