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Case Study: Marchesi Antinori (Wine company)

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The Antinori family has been committed to the art of winemaking for over six centuries, since 1385, when Giovanni di Piero Antinori became a member of the Florentine Winemakers' Guild. Throughout its history, twenty-six generations long, the Antinori family has managed the business directly, making innovative and sometimes bold, innovative decisions while upholding the utmost respect for traditions and the environment. It is one of the top ten oldest companies in the world. Albiera Antinori is the current President, and Renzo Cotarella, the CEO. Currently, the company owns several vineyards in Italy, mainly in the Tuscany region and one in Napa, California. They produce different types of well-renowned premium and upscale wines, some of them award-winning. Marchesi Antinori is also in the restaurant business with the Cantinetta Antinori brand and retail distribution throughout the United States. With a turnover of more than 220 million euros in 2020, it is one of the most prominent Italian winemakers. The Italian market accounts for less than 40% of turnover while Canada and North Europe are expanding their market share. The HORECA (hotel, restaurant and catering) is the most relevant distribution channel (80% of turnover), followed by the "off-trade" channel (15%). They also have a "26 generations wine club" community that offers special privileges, such as limited edition purchases, opened to only those who have visited the Cantina Antinori nel Chianti Classico. Looking into the future, three seem to be the main directions for future growth: new products focusing on sustainability, new partnerships and new geographical markets. 2 Renzo knows that the brand should be looking beyond the core business to keep expanding steadily. The family has long been considering extending their presence in the hospitality business, partnering with an international reputed hotel operator to open a charming boutique hotel. The current results of the restaurant business and the vineyards' experiential tours have encouraged them to explore this possibility seriously. However, Renzo doesn't want to proceed before understanding how such a decision might impact all the relevant stakeholders. He decided to refer to a well-known consultancy company, The Experiential Hub, where you are employed. Knowing your expertise as a hotel business consultant, your manager offered to connect you with Renzo via email. You agree to help. After reviewing the project brief, you decide that the best place to start would be to conduct a stakeholder analysis to ground your thinking on the issue. Make sure to attach it to the email. After evaluating the impacts on each group, you will respond with a discussion of the two most crucial stakeholders and the concerns that they may have.

Shortly after receiving your email, Renzo Cottarella responded to thank you for your analysis and to request further guidance. Having gained an understanding of concerns that the most important stakeholder groups may have, he is wondering what actions might be taken to help maintain their satisfaction if he goes forward with the plan to expand into the hospitality business. He also wants to know if, beyond causing concerns, the change may be able to bring value to the business and the stakeholders. Cottarella noted that he plans to discuss the project this coming June 29 with the Albiera Antinori. If the family approves it, he would like to start looking for potential partners for the hotel. You will consider these additional requests and send a reply, including an updated Stakeholder Analysis as an attachment (see table below). In the email communication, focus on the two stakeholder groups* you feel are most important to the change. This time, including potential actions to overcome the stakeholder concerns and any value that could be created for them by the change