Seagram

Edgar Bronfman’s value system is in jeopardy of not being sustained due to his failure to fully transition from charismatic to instrumental leadership as evidenced by the employee questions following the values program training. Analysis Seagram’s is currently undergoing strategic, anticipatory changes in the company’s value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes

NUS Business School, semester 2 2012/2013 Change Management Leading Culture Change at Seagram Why did Seagram need to Change? Why did it use a values based approach? In the mid-nineties, Seagram’s core market, the spirits and wine business, had stalled. At the same time its CEO, Edgar Bronfman Jr. (Bronfman) sold their 25% stake in the chemical giant DuPont. This was the payment from when Seagram’s in 1982 sold the oil company Conoco to DuPont. This stake in DuPont, by 1995, represented

The Seagram Building is prime example of the international style of design in the 20th century. The building is a true landmark of the city having an open plaza at the base of the building with high ceilings, floor to ceiling tinted windows and bronze mullions. Its imperious design, set in a plaza with fountain, was imitated many times and became an icon of North American corporate design. Mies is known as the father of the steel and glass structure. Mies designed many buildings during his life however

Joseph E. Seagram Sons, Inc., a major alcohol distilling company of its time encountered new business challenges in the 1990s; increased government regulation and taxation on liquor, the 90’s recession, decline in sales, criticism of spirits marketing, and an eroding core market as the business plateaued. The President and CEO of Seagram Company, Edgar Bronfman Jr., recognized the crisis at hand and embarked upon a new vision to reposition and redefine the company’s competitive advantage based on

Consulting Proposal #1 I. Definition of Project: As more companies enter the marketplace, the need to attract and retain customers will not only increase but also be necessary for survival. The Seagram Company has undergone numerous changes to maintain market share. Again, the company in the midst of major change and is in need of a current diagnosis of the situation and recommendations on how to advance these ambitious goals. The project needed to implement the change is necessary as today’s organizations

Proposal # 1 Hope Allen Liberty University BMAL 504- Leading Organizational Change Definition of project: The long term goal for Seagram is to refocus and create values to reflect the company in a bright but effective way. The in depth understanding is there and active , but it’s a concern to the company to re-evaluate each step in moving forward. Seagram beverage company succumb to challenges and it is important to each individual to implement the right change. “ The new processes required

WRITTEN ANALYSIS Initially, DuPont started operating in 1802 as a gunpowder manufacturer supplying the U.S. army under the president Thomas Jefferson. It is based in Delaware. The company operated in different industries because they had a tradition of technological innovation in businesses as diverse as food and nutrition, healthcare, agriculture, fashion and apparel, home and construction, electronics, transportation and energy. During the year it evolved into a giant chemical and textile

a hint of Indian grain spirits. The packaging of the product comes in the usual range that is packs of 750 ml, 375ml, 180ml and 90 ml bottles. Imperial blue is commonly called as “IB” and this is the name used for buying from the point of sales. Seagram launched the brand in 1997. But the baton was passed to Pernod Ricard for managing the Indian operations in 2002 as Seagram’s global business was jointly acquired by Diageo and Pernod Ricard. The company had already tried entering the Indian market

after meeting with 200 of his senior management team to announce that Seagram would be the “best managed beverage company”. Therefore, he explained the challenges that profits gain by the development of their premier products, the diversification and acquisitions into new markets during the 1960’s into the late 1980’s would need a new fresh strategy for Seagram’s to keep their competitive standing, hence the introduction of “Seagram Values” (Jick & Peiperl, 2011). These values would direct the company

The Seagram Building Overview Built in the early part of the second half of the twentieth century, the Seagram Building is located in the borough of Manhattan in the City of New York, at 375 Park Avenue, between 52nd and 53rd Streets. This parcel is denoted as block number 10307 and lot number 0001 (the building occupies the entire block) (NYC Office of the City Register, 2012). Currently a general-use office building with a variety of tenants, the building has a recent yet rich history, occupying