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Question No.

1: As compared to Sonoma, California, what adaptations did Sula need to make to

allow the growth of grapes for fine wine in India?
As compared to the Californian region, the Indian territory was considered best for the production
and growth of fine quality of grapes. The major peculiarities of the climate play a vital role in the
growth of grapes. Water was yet another most precious of all commodities, especially in the
summer season of in India. The company Sula Vineyards was located in the one of the favorable
locations for the production of wine. Irrigation of the fields was another factor behind the potential
success of the company’s product. Sula Vineyards needed to assess the all the factors and natural
climates of India and perform accordingly for the success in the industry.
Question No. 2: What varieties of grapes were selected and why? How did these complement the
local Indian Cuisine?
Once the careful analysis about the growing conditions of the wine industry was made, the
selection of the type of grapes was another problem. Mr. Rajeev has choose Sauvignon Blanc, a
classic grape from the region of France and Chenin Blanc also from France. But the problem was,
neither of these have ever been produced in India. Rajeev decision was followed by the marketing
and production combination, as it was expected that these varieties will grow well and the wine
would stand tall in terms of flavors according to the Indian cuisine. The moto behind this decision
was that the company was more concerned about the quality standards.
Question No. 3: How did the price of wine grapes at retail compare to table wines?
Mr. Rajeev has decided to contract with the original grape growing farmers in the region in order
to a have a steady supply of grapes and advance an incentive to the local economy of India. That
is what the main reason behind the difference in the retail price of table wine and grape wine, as
the table grape farmer were offered $0.3 per kg, while grapes retailed for $70 plus.
Question No. 4: Describe the types of supplies that were imported.
The supplies that were imported to India are: Sparkling Wines, Premium Wines, Economy wines
and others. The most of the cost was incurred on the import of Premium Still Wines, as the demand
for the Premium class wines was high in Indian wine consumers because of the high quality and
fine flavors.
Question No. 5: Domestic production was expected to grow at 20-25% CAGR. What was fueling
the growth in imported wines?
Domestic growth was expected to be 20-25% because of the increase in the demand and on the
consumption of wine. These two factors were the key behind the continuous growth in the
production and selling of wine. As a result of high demand, the investors have invested heavily in
the industry as the wine producing industry was capital intensive and these investments have been
continuously used in the expansion of the wine industry.
Question No. 6: What valuation did GEM India Advisors invest at? What are the equity value and
enterprise value of the company equivalent to in terms of multiples of revenue and EBITDA based
on the financial statements at the end of 2005?
Refer to appendix.
Question No. 7: What was the price per share of the GEM India Advisors' investment, assuming
it carried the same par value as the stock issued in 2003?
Refer to appendix.
Question No. 8: If the original equity investment consisted of 200K shares at $1 each,
what generated the capital surplus of $400K in the 2003 balance sheet, assuming the initial
formation of the company occurred in 2003?
In the given case, if it was assumed that the company Sula Vineyards was formed in the year of
2003, and the company has issued 200,000 shares of par value $1 each, then the amount of
$400,000 can be considered as the Share Premium surplus, it was just because of the wide range
of wine market. As the investor suggested that the industry of wine would be growing faster, they
invested more in the company and consequently the prices of shares have risen from the per
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originally done case solution.
Rajeev Samant, founder of Sula Vineyards, a pioneer in the nascent Indian wine industry. After
selling a minority stake to private investors in 2005 to raise funds for expansion of the winery,
Rajeev in mid-2007 once again faced with the problem of deciding whether and, if so, at what rate
rise Sula to meet the projected rapid growth in demand for Indian wine. He has developed financial
forecasts to present to the board of Sula. Rajeev now need to decide on an appropriate intention to
submit to the board, as well as the expected level and sources of funding to support the plan. In
search of new tools, Rajiv was aware of the tradeoffs inherent in new equity financing, which
could lead to further dilution of ownership control, compared to the new debt financing, which
would place additional claims on future cash flows and increase the financial risks Sula.