Cluster Segmentation for IMC strategy 2015 Winter quarter

1. IMC Strategic Process
IMC460
Pangbo Xu, Naomi Cao, Brandon Duran, Rina Lin

2. Outline
Introduction Cluster Analysis Objectives

3. Introduction
- Competition Landscape
- Positioning Statement
- Revenue Contribution

4. CH’s Business Model
The Wine Club
• One of the largest wine clubs in the
nation.
• 12-15 specialty blends developed
each year exclusively for members.
• Each member purchases at least
one unique bottle per month.
• Wine can be picked up at any CH
location or it can be delivered to
them for a small fee.
Wine
• Philosophy is to produce the best
wines they possibly can.
• Done by buying grapes from the
best vineyards in the country
• Receive shipments by the ton from
vineyards in Oregon, California, and
Washington.
• Produce wine year round.
Dining
• Moto: “Handcrafted Wine. Modern
Casual Dining.”
• 19 restaurant locations currently
• Each item on the menu is paired
with a unique bin number which
serves as a guide for guests to
choose a wine that goes with the
food item.

5. Perceptual Map
Specific Holistic
Upscale
Causal
Cooper’s Hawk
serves sophisticated
customers with
Upscale wines and
holistic wine/dining
experiences(Wine
tasting events, food-
pairings, etc.) its key
competitors are City
Winery, ERA, and
Nirvana

6. Competitors
Vera CityWinery NIRVANA
Country wine experience
• Events: Live music, wine
pairing/tasting, fine dining and
private events
• Benefits: Concert ticket benefits;
Wine and dessert benefits;
Special member only events
• Pricing: Higher pricing- double
what CH offers
Restaurant and Wine Bar
• Events: Live music, wine
pairing/tasting, fine dining and
different special wine offerings
everyday
• Benefits: Heavy discount(40% off)
to member
• Pricing: Price comparable to
Cooper Hawk
Spanish restaurant that feels like
a pub
• Events: Classes on cooking
and wine picking
• Benefits : Spanish plates, a
wide variety of wine offerings,
seasonal offering
• Pricing: Higher pricing-
double what CH offers

7. Positioning Statement
To wine lovers who are looking to experience wine
through different lenses,
Cooper’s Hawk is the premium winery & dining brand
that provides the most holistic wine experience
because only Cooper’s Hawk hrestaurantd a community-
based ecosystem of wine through its production of quality
food and wine that is offered via its restaurants and club.

8. Revenue Contribution
This is the revenue generated by member club and restaurant throughout
the whole dataset.
One Bottle
31.3%
Two Bottles
29.6%
Banquet
2.9%
Bar
8.2%
Patio
0.7%
Server
18.6%
Tasting Room
8.7%
Restaurant
39.1%
N=4331 Total Revenue=11033515

9. Revenue Contribution
We extracted wine club revenue based on 2-year scale in accordance with restaurant
revenue time span to see the revenue-generating ability of each source.
Restaurant is still the major revenue-generator while two membership types contribute almost
equally in terms of absolute revenue amount.
One Bottle
17.9%
Two Bottles
16.8%
Banquet
4.8%
Bar
13.7%
Patio
1.2%
Server
31.0%
Tasting Room
14.5%
Restaurant
65.3%
N=4331 Total Revenue=6607416

10. Problem: revenue decline in
restaurant
 Overall revenue
declines -7.13%.
 Tasting Room (12.12%),
Server (8.02%) and Bar
(4.86%) are the major
revenue center
experiencing severe
plummet.
0.00
200000.00
400000.00
600000.00
800000.00
1000000.00
1200000.00
Banquet Bar Patio Server Tasting Room
Year 1 Year 2
-8.02%
-12.12%
% Growth Rate
7.01%
-4.86%
-0.28%
N=4331 Revenue
Year 1 2235896
Year 2 2076239
Total 4312135

11. Restaurant – revenue center
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Bar Server Tasting Room Patio Banquet
Revenue(Bar)
Revenue Center
Bar Server Tasting Room Patio BanquetBar Server Tasting
room
Patio Banquet
Mean
Spend
54.8 77.0 46.66 51.49 1131.45
 Server are the biggest
contributor to
restaurant revenue,
followed by Tasting
room and bar;
 Banquet has the
highest mean spend,
followed by server.

12. Restaurant – seasonal trend
● December is the
revenue peak for
restaurant business
● Effects of festive dining
$600
$700
$800
$900
$1,000
$1,100
$1,200
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
1 2 3 4 5 6 7 8 9 10 11 12
MeanSpending(Line)
Revenue(Bar)
Month
Revenue Mean SpendingWeekly Trend
$55
$60
$65
$70
$75
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
Sun Mon Tue Wed Thu Fri Sat
MeanSpend(Line)
Revenue
Revenue Mean Spends
Monthly Trend
● People spend more
on Weekends,
Mondays and Fridays

13. Wine Club – wine types
 Red and Variety are the most popular wine
types
Implications: There seems to
be a positive correlation
between red/variety wine
type subscription and Two
bottle per month
subscription.
We assume the more
sophisticated drinkers tend
to favor red and variety
types of wines and to
receive two bottles per
month. To validate this
finding, We suggest further
research.
925
218
1474
284
474
60
734
96
0
500
1000
1500
2000
2500
Red Sweet Variety White
one bottle two bottles

14. Wine club anniversary
● People tend sign up
on Mondays
0
200
400
600
800
1000
1200
1400
1600
1800
Sun Mon Tue Wed Thu Fri Sat
0
100
200
300
400
500
600
700
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Monthly Subscription trends
Weekly Subscription trends
● People sign up on
February

15. Cluster
Overview
- Outliers
- Cluster Criteria
- Cluster Results

16. Outliers
●Outliers are excluded before clusters are
generated
● outliers are customers whose mean spending
>$200, total restaurant spending >$5000
Outliers
Mean Spending >$200 OR
Total Spending >$5000
Mean Spending
Total Restaurant Spending
Frequency
Normality
Mean Spending <$200 AND
Total Spending <$5000

17. Cluster Criteria
●Segmentations must be strategic relevant
●Each segmentation should has enough cases so that it is
economically feasible to be targeted at
●Homogeneity within each segment, and heterogeneity across
segments
●Criteria variables must be important for the marketing situation
●Criteria variables should not be correlated to each other

18. Restaurant
Variables Chosen*
WineClub
Length
determine the
customer’s buying
power
determine how
frequent the
customer makes a
purchase
determine whether
the customer has
made recent
purchases
a categorical
variable that helps
segment customers
based on their
monthly subscription
choice
determine whether
the customer has
established a long
relationship with the
company
* Correlation test was performed to ensure there is not correlation between variables

19. Bottles of
Wine
Length Frequency Mean Spend Recency Revenue
One
N=340
One 74.1 3.0 39.4 10.0 469099
Two
N=597
One 82.3 13.7 66.2 1.0 1364127
Three
N=634
One 66.9 5.4 92.6 6.6 1030585
Four
N=1260
One 65.0 15.8 65.6 0.8 2703660
Five
N=292
Two 68.9 6.5 65.6 5.3 814584
Six
N=696
Two 64.8 22.4 65.3 0.6 2525212
Seven
N=334
One 83.8 24.8 59.3 0.4 1434480
Cluster Result

20. Cluster Result
Bottles of
Wine
Length Frequency Mean Spend Recency Revenue
One
N=340
Two
N=597
Three
N=634
Four
N=1260
Five
N=292
Six
N=696
Seven
N=334
1434480
Two -0.51 0.75 0.02 -0.62 2525212
One 1.24 0.85 -0.18 -0.68
814584
One -0.49 0.33 -0.01 -0.49 2703660
Two -0.12 -0.67 -0.19 0.86
1030585
One 1.11 0.17 0.04 -0.38 1364127
One -0.31 -0.86 0.71 1.12
469099One 0.35 -1.52 -1.17 1.53
We choose cluster three and cluster six

21. Cluster
Profiling
- Cluster selection criteria
- Dining frequency
- Cluster personas

22. Cluster selection
Cluster 3 (N=634)
◼Newly acquired
◼Inactive
◼Low purchase frequency
◼High mean spend
Cluster 6 (N=696)
◼Newly acquired
◼Active
◼High purchase frequency
◼Medium mean spend
One bottle Z-score
Length -0.31
Frequency -0.86
Mean Spend 0.71
Recency 1.12
Revenue 1030585
Two bottles Z-score
Length -0.51
Frequency 0.75
Mean Spend 0.02
Recency -0.62
Revenue 2525212

23. Cluster 3

24. Declining revenue of
Cluster 3
Cluster 3 Frequency
Year 1 3.48
Year 2 2.37
0.00
20000.00
40000.00
60000.00
80000.00
100000.00
120000.00
Banquet Bar Patio Server Tasting Room
Revenue
Year1 Year2
-27.26%
-22.61%
-50.68%
-29.39%
-42.24%
A overall revenue decline of 45.27%,
accompanied by decline in frequency:
CH is losing their biggest revenue
contributors.

25. Cluster 3 Persona
●David is a 45-year-old busy businessman who is
a newly acquired customer. He did not spend
much recently and has low purchase
frequency since the start of his relationship with
CH. However, his average amount spent is
high. This customer values quality over quantity
and is not a regular wine drinker. He only
consumes wine based on special occasions.

26. Cluster 3
Bar
17%
Patio
1%
Server
63%
Tasting
Room
19%
Revenue Center
0.0%
5.0%
10.0%
15.0%
20.0%
Feb
Mar
April
May
Jun
July
Aug
Sep
Oct
Nov
Dec
Action Month
0.0%
5.0%
10.0%
15.0%
20.0%
Mon Tu Wed Thurs Fri Sat
Action Day
Red
33%
Sweet
6%
Variety
52%
White
9%
Wine Type
0.00%
5.00%
10.00%
15.00%
Month Joined Club
Wine Club
Revenue
Restaurant
Revenue
Mean 1138.5 1427.875
Sum 4218124.29 2483839.22
% of Total
Rev 62.76% 57.6%

27. Cluster 6

28. Dining Frequencies
Cluster 6
Cluster 3 Frequency
Year 1 11.97
Year 2 11.59
0.00
50000.00
100000.00
150000.00
200000.00
250000.00
300000.00
Banquet Bar Patio Server Tasting Room
Revenue
Year1 Year2
-40.05%
-0.48%
-15.05%
-5.34%
-9.3%
A overall revenue decline of -7.2%,
frequency slightly slides downwards.
Banquet and Patio session experience
the biggest plummet.

29. Cluster 6 Persona
●Emily is a 35-year-old digital content
producer who is a newly acquired customer.
She made a lot of purchases recently and
has high purchase frequency since the start
of her relationship with CH. Her love for wine
makes it an obvious choice for her to receive
two bottles of wine every month. She want to
be able to enjoy good quality food and wine
without breaking her wallet, so she spends an
average amount when making purchases.

30. Cluster 6
Tasting
Room
46%Bar
44%
Banquet
6%
Patio
4%
Revenue Center
0.00%
5.00%
10.00%
15.00%
20.00%
Action Day
Red
34%
Sweet
5%
Variety
53%
White
8%
Wine Type
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
Month Joined Club
Wine Club
Revenue
Restaurant
Revenue
Mean 1138.5 1427.875
Sum 4218124.29 993800.98
% of Total Rev 0.2278 0.2305
0
50000
100000
150000
Jan Mar May July Sep Nov
Action Month

31. Objectives
- Marketing objectives
- Behavioral objectives
- Mental objectives
- Objective summary

32. Marketing Objective
• To increase Cooper’s Hawk revenues by 3% (roughly
$100,000) over the next year.
– We used revenue generated from the wine club
on a two year-scale to align it with data from the
restaurant that spanned two years.
$32,770,000
Marketing
Efforts
$32,870,000

33. Cluster 3 Behavioral
Objectives
• Behavioral
– Up-sell 25% of the cluster to purchase 2 bottles of
wine a month.
– Increase the frequency of visits to CH restaurants of
half of the cluster by 20%
• Results in an approximate overall increase in revenue of
$42,329 for the cluster.
𝟔𝟑𝟒 ×
𝟏
𝟐
×
𝟏
𝟐
× 𝟓. 𝟑𝟗 × 𝟐𝟎% × $𝟗𝟐. 𝟓𝟔 ≅ $𝟏𝟗, 𝟕𝟔𝟗 𝒊𝒏𝒄𝒓𝒆𝒂𝒔𝒆 𝒊𝒏 𝒓𝒆𝒗𝒆𝒏𝒖𝒆

34. Cluster 3 Mental Objective
• Let them believe that wine is
a friendship building tool.
Drinking wine at Cooper’s
Hawk Events gives you the
chance to meet new
people and the try great
tasting wines.
• Message: best wine for your
best friends

35. Cluster 6 Behavioral
Objective
• Increase the Mean Spend of 75% of
the cluster by 20%
– Results in an approximate overall
increase in revenue of $76,367 for the
cluster.

36. Cluster 6 Mental Objective
• Let them believe that our
wine is developed to be
paired perfectly with the
wine served at our
restaurants.
• Message: best wine for your
favorite food

37. Objectives Summary
– By up-selling 25% of cluster 3 for the membership program
and increasing half of the cluster’s frequency of dining
visits by 25%, it will result in an approximate overall
increase in revenue of $42,329 for the cluster.
$42,329
$76,367
$118,696
– By increasing the Mean Spend of
75% of cluster 6 by 20%, it will result
in an increase of $76,367 in
spending by the cluster.
– Together, it will produce a total
increase of $118,696, surpassing
our objective by over $18,000.

38. Tactics

39. Tactic Purpose Reasoning Source
Create discounted
dinner/wine tasting events
on less popular weekday
nights.
To boost sales on days with
low sales (i.e. Tuesday) and
increase camaraderie
among businessmen and
women.
In terms of revenue,
Tuesday nights are the least
popular nights at CH
restaurants, having
discounted events will
attract business people that
work from 9 to 5.
Slide 26&30: The graphs
show us that Tuesday and
Wednesday are the least
popular action days.
Run more marketing efforts
that highlight specific dishes
and the Cooper’s Hawk
wines that perfectly pair
with them.
To increase awareness (and
improve sales) of unique
feature offered by CH.
CH has a unique menu in
that it pairs its wines with the
food offered, this should be
a more prominent selling
point.
Slide 4: CH menu’s
strategically employ both of
CH strengths, its food and
wine.
Create more awareness
surrounding the Cooper’s
Hawk “Wine Club Trip”
To increase number of
members in wine club.
The wine club information
page on the CH website
lacks promotion of the wine
trip experience. Survey result
suggested that customers
want more special events.
Survey question number 4:
The Wine Trip was not even
an option on the primary
reasoning for joining the
club.
Offer free shipping to
specific target customer
that go from purchasing
one to two bottles per
month
An incentive to single-bottle
purchasers to purchase two
bottles.
As we are attempting to
upsell cluster 3, this is an
incentive to purchase
another bottle every month.
Slide 32: Our behavioral
objective for Cluster 3 is to
up-sell them, therefore we
must add incentives.
Offer a $10 restaurant gift
card to people who sign up
for the wine club
An incentive increase
number of members in wine
club.
An incentive to sign up for
the club, this investment will
be returned after a month
of membership.
Survey question number 8:
People are most satisfied
with the gift cards offered
by CH.

40. Thank you!