Hello Brian,Brian C. wrote:Hi Dominic,
I've enjoyed reading your responses. I have a few questions from the business side of things:
1) I am curious about the strategy of having numerous port houses under one umbrella. I realize that initially, a house can be improved by much needed capital infusions and proven management savvy, but do you find it relatively easy to maintain the distinct style with each brand of port, or is there real risk that houses under your umbrella will start becoming too similar to one another over the long run? Is there any significant self cannibalization risk from this approach? Also, how much does economy of scale factor into deciding to add another house to the portfolio?
2) I would imagine that there is significant currency risk with your operation, given how much of the port consumption market doesn't use the Euro. Do you hedge this risk at all? If so, how do you go about it? If not, what would be the reasons?
Thanks for taking the time on this board.
Regards,
Brian
To answer your first question. It's relatively easy to maintain the distrinct style of each house. We have a very clearly defined separation of properties between the various brands. This ensures that the style of each house is very largely defined by the individual vineyards. We have gone further in that each of the principal propoerties has it's own winery therefore ensuring individuality, each with their own winemakers. Graham's Malvedos & Henry, the new Bomfim Lagares winery and Pedro Sousa. Warre's & Cavadinha with Paulo Macedo and now Mário Natário. Vesuvio wa smanaged by Mário but a sindicated he's now moved to Cavadinha and has been replaced by Bernardo. Canais has Ricardo. The advantage of this system, although more costly creates some friendly internal rivalry between the wine makers, all supervised by my cousin Charles. Each of the firms also have their own ageing cellars in V N Gaia therefore maintaining total separation of stock.
We do of course benefit from considerable economies of scale in the overall management both of the Viticultural side of the buisness as well as from adminsiatrative back-office and two bottling centres. The commercial management is also jointly managed although we do have individual brand Marketing Managers.
We most probably wouldn't be looking to expand the portfolio of brands, although one can't really never say never!
Currency risk is a huge problem! Fortunately the Euro has helped considerably and removed some quite significant headaches. Additionally, most European non-Euro currencies stay pretty much pegged to the Euro which has helped. For non Euro markets we do hedge, buying forward against budget & targeted sales. At least this allows us to have stable finacial forecasting. In high risk markets we take out credit risk cover.