Warwick strategy 2011

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The Warwick wine estate strategy for 2011 as presented by Managing Director Mike Ratcliffe and Sales Manager James Dare

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Warwick strategy 2011

  1. 1. WARWICK - a road mapWARWICK - a road map
  2. 2. where is Warwick now?where is Warwick now?  highly successful family-run wine estate  established super-premium brand  showing strong annual sales growth  one of the most-visited wineries in South Africa  young & dynamic management committed to growth
  3. 3. why is Warwick successful?why is Warwick successful? three pillars support the brand: 1. quality product 2. marketing 3. sales take one away and it all falls down
  4. 4. qualityquality quality is at the heart of our business we aim to over-deliver at every level we have world-class ambitions we focus on quality not quantity awards
  5. 5. marketingmarketing “There is no point in putting wine on the shelf if you do not have the tools to pull it off the shelf”
  6. 6. marketingmarketing Key marketing drivers:  the family  quality  stories behind the wines  strategically focused vision  our service
  7. 7. Marketing spendMarketing spend
  8. 8. salessales
  9. 9. salessales “There is no point doing all the marketing in the first place if your wine is not on the shelf to sell”
  10. 10. sales growthsales growth
  11. 11. three year sales volume trendthree year sales volume trend
  12. 12. three year revenue trendthree year revenue trend
  13. 13. product positioningproduct positioning
  14. 14. ‘Professor Black’ Sauvignon Blanc Chardonnay Trilogy Three Cape Ladies ‘Old Bush Vines’ Pinotage ‘The First Lady’ Cabernet Sauvignon Specialised retail & on-con Mainstream retail & on-con Grocers & on-con chains
  15. 15. sales strategy by brandsales strategy by brand
  16. 16. The First Lady • Sales are very good & growing • Risk of over-emphasis & cannibalisation of portfolio The plan • Focus on quality • Maintain RRP • Reduce marketing spend • Focus on grocers & on-con chains
  17. 17. ‘Professor Black’ Sauvignon Blanc • Sales are very good & growing • Quality is very good & improving The plan • No price increase to maintain sub R100 price-point • Focus on style • Increase marketing spend • Focus on on-con
  18. 18. ‘Old Bush Vines’ Pinotage • Sales are flat • Quality is very good & improving The plan • No price increase for 2011 • Positioning further away from Three Cape Ladies • Focus on style • Increase marketing spend • Focus on retail & on-con
  19. 19. Chardonnay:   • Sales are declining • Quality is very good & improving The plan • Greater focus from Wineworx/Vinimark • Improved Warwick focus on luxury positioning • Upgraded packaging & marketing • Increase marketing spend • Focus on on-con & specialised retail
  20. 20. chardonnay price-pointschardonnay price-points
  21. 21. Three Cape Ladies: • Sales are growing steadily • Brand has gained excellent traction • Quality is excellent & improving The plan • Increase sales volumes • Positioned further away from First Lady • Focus on creating Cape Blend category on wine-lists • Significant marketing spend • Focus on retail & on-con
  22. 22. Cabernet Franc • New entry to portfolio • Quality is very good & improving • Only Cabernet Franc in Wineworx/Vinimark portfolio • Warwick had the 1st varietal Cab Franc in South Africa The plan • Tele-sales focus • Line-priced with Trilogy • Any restaurant that is serious about wine should carry this • Focus on specialised retail & on-con Objective: Own the category again
  23. 23. Trilogy:    • Volume growth flat • Revenue growth continues • Considered to be an SA icon - Warwick’s key driver • Quality is excellent & improving The plan • Listing in any restaurant that is serious about wine is expected • Significant ongoing marketing spend • Upgraded packaging in 2011 • On-con & specialised retail focus with solid back up & staff training
  24. 24. strategy for 2011strategy for 2011
  25. 25. strategy for 2011strategy for 2011  continue to over-deliver on all price-points
  26. 26. strategy for 2011strategy for 2011  continue to over-deliver on all price-points  increased visible marketing spend
  27. 27. strategy for 2011strategy for 2011  continue to over-deliver on all price-points  increased visible marketing spend  continued sales growth across all lines
  28. 28. strategy for 2011strategy for 2011  continue to over-deliver on all price-points  increased visible marketing spend  continued sales growth across all lines  focus on ‘high-end’ positioning
  29. 29. strategy for 2011strategy for 2011  continue to over-deliver on all price-points  increased visible marketing spend  continued sales growth across all lines  focus on ‘high-end’ positioning  ensure synergy between sales & marketing plans
  30. 30. strategy for 2011strategy for 2011  continue to over-deliver on all price-points  increased visible marketing spend  continued sales growth across all lines  focus on ‘high-end’ positioning  ensure synergy between sales & marketing plans  continued confidence in the Warwick brand
  31. 31. what you can expect from uswhat you can expect from us A commitment to:  market the brand to facilitate sales growth  play an active role with your team in promoting sales  make world-class wine that people enjoy drinking  work with management to solve any issues quickly  always be open to new ideas and fresh thinking
  32. 32. what we expect from youwhat we expect from you A commitment to:  be involved in the continued building of brand Warwick  keep your foot on the accelerator  understand our marketing strategy & sales focus  respect and underpin the integrity of the brand  have some fun!!
  33. 33. thank you for all the hard workthank you for all the hard work

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