The case introduces the evolution and diversification of the Ceretto family business from the production and distribution of their own wines to the opening of two restaurants and in the background the broader cultural tourism business. The case provides specific details about how the decisions were made and the drivers influencing the strategic decision making process in terms of the founders’ identity and personal relationships. Moreover as the third generation of the family joined the company, the case is useful to highlight the succession process in a family-owned company. The case is designed to explore from a theoretical and empirical point of view the entrepreneurial decision making process during the first and the second entrepreneurial generation and how it affects the evolution of the company strategy. In particular the case illustrates the role of founders’ (and organizational) identity and of social relationships in influencing the direction of the evolution of the company. The case also allows discussion of the potential mismatch between the actual organizational structure and the business growth of the company as well as how to plan and manage succession in a family-owned company.
'The Barolo brothers': from wine to culture: a successful story of unconventional diversification
MONTI, ALBERTO;SALVEMINI, SEVERINO
2013
Abstract
The case introduces the evolution and diversification of the Ceretto family business from the production and distribution of their own wines to the opening of two restaurants and in the background the broader cultural tourism business. The case provides specific details about how the decisions were made and the drivers influencing the strategic decision making process in terms of the founders’ identity and personal relationships. Moreover as the third generation of the family joined the company, the case is useful to highlight the succession process in a family-owned company. The case is designed to explore from a theoretical and empirical point of view the entrepreneurial decision making process during the first and the second entrepreneurial generation and how it affects the evolution of the company strategy. In particular the case illustrates the role of founders’ (and organizational) identity and of social relationships in influencing the direction of the evolution of the company. The case also allows discussion of the potential mismatch between the actual organizational structure and the business growth of the company as well as how to plan and manage succession in a family-owned company.
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