The document outlines a strategic plan and investment proposal for Old Spirit Group from 2010-2025. It recommends four investments totaling seven million euros in new production and bottling lines to support growth. It also proposes launching a new product called Black Phoenix, which would combine premium and regular spirits in a blended four-year aged whiskey. This would increase cash flow to support luxury growth while gaining market share in both classic and luxury segments. Overall the strategic plan aims to position the company for strong growth in China, India and the luxury segment while addressing weaknesses in the mass segment.
Presentation built in the context of a marketing strategy class taken at Brandeis International Business School.
After a three-month simulation competitive simulation allowing me to pilot a car manufacturing company, I created a presentation to be submitted to shareholders in order to assess the development and achievements of the company after a virtual period of one year.
the marketing shower: Randstad Rebrandingmarketmomenta
Four times a year you can plunge into the marketing shower to let a steaming hot marketing topic pour down on you. Last time Frans Cornelis sprinkled rebranding insights down on us.Visit http://marketing.vlerickalumni.com/ for more showers.
Presentation built in the context of a marketing strategy class taken at Brandeis International Business School.
After a three-month simulation competitive simulation allowing me to pilot a car manufacturing company, I created a presentation to be submitted to shareholders in order to assess the development and achievements of the company after a virtual period of one year.
the marketing shower: Randstad Rebrandingmarketmomenta
Four times a year you can plunge into the marketing shower to let a steaming hot marketing topic pour down on you. Last time Frans Cornelis sprinkled rebranding insights down on us.Visit http://marketing.vlerickalumni.com/ for more showers.
US India FM Broadcasting OpportunitiesIVG Partners
With a compounded annual growth rate of 19%, the radio broadcasting industry is estimated to double from the current US$ 170 million to US$ 350 million by 2013. This sector promises consistent high growth and hence an ideal India investment opportunity for US firms.
In the last ten years, the technology and business services sector has had an unparalleled impact on the Indian economy , through a multiplier effect on job creation, expansion in tertiary education, foreign exchange reserve creation, sustainable exports and incremental GDP growth. Driven by the phenomenon of globalization of services, organizations have leveraged India’s value proposition to enhance their competitiveness, blurring the boundaries of offshoring, outsourcing towards global sourcing.
The global economic crisis has led to a slowdown in growth in the Indian technology and business services sector. While strategies to manage the downturn are critical, it is equally important to look ahead and plan for the future. Industry leaders recognize that the next ten years will be fundamentally different from the past and require all stakeholders to develop strategies and insights to identify new opportunities and mitigate the risks.
There are several global megatrends which offer new opportunities and new challenges which need to be thought of now. Macroeconomic , demographic, social, business and technological trends are likely to alter the landscape of global business and society . Demographics shifts will fuel the growth of new sectors, markets and enable process transformation. At the same time, technology automation may pose a risk to some of the core markets being addressed today.
To understand the implications of these megatrends and the changing global technology and business services landscape, NASSCOM collaborated with McKinsey & Co to develop an extensive research report `Perspective 2020: Transform Business, Transform India’. The objective of this report is to identify opportunities that the industry can penetrate and provide strategic insights for the industry to reinvent business models and offerings that can transform global businesses through a well defined customer value proposition. The report also articulates a vision for the sector to transform India through economic development and ICT enabled solutions in healthcare, education, financial services and public services, which can drive socio-economic inclusion of 30 million citizens each year.
US India FM Broadcasting OpportunitiesIVG Partners
With a compounded annual growth rate of 19%, the radio broadcasting industry is estimated to double from the current US$ 170 million to US$ 350 million by 2013. This sector promises consistent high growth and hence an ideal India investment opportunity for US firms.
In the last ten years, the technology and business services sector has had an unparalleled impact on the Indian economy , through a multiplier effect on job creation, expansion in tertiary education, foreign exchange reserve creation, sustainable exports and incremental GDP growth. Driven by the phenomenon of globalization of services, organizations have leveraged India’s value proposition to enhance their competitiveness, blurring the boundaries of offshoring, outsourcing towards global sourcing.
The global economic crisis has led to a slowdown in growth in the Indian technology and business services sector. While strategies to manage the downturn are critical, it is equally important to look ahead and plan for the future. Industry leaders recognize that the next ten years will be fundamentally different from the past and require all stakeholders to develop strategies and insights to identify new opportunities and mitigate the risks.
There are several global megatrends which offer new opportunities and new challenges which need to be thought of now. Macroeconomic , demographic, social, business and technological trends are likely to alter the landscape of global business and society . Demographics shifts will fuel the growth of new sectors, markets and enable process transformation. At the same time, technology automation may pose a risk to some of the core markets being addressed today.
To understand the implications of these megatrends and the changing global technology and business services landscape, NASSCOM collaborated with McKinsey & Co to develop an extensive research report `Perspective 2020: Transform Business, Transform India’. The objective of this report is to identify opportunities that the industry can penetrate and provide strategic insights for the industry to reinvent business models and offerings that can transform global businesses through a well defined customer value proposition. The report also articulates a vision for the sector to transform India through economic development and ICT enabled solutions in healthcare, education, financial services and public services, which can drive socio-economic inclusion of 30 million citizens each year.
Vidrala is Western Europe’s fourth glass container manufacturer through six
complementary sites located in four countries.
Vidrala supplies glass containers for a wide variety of products in the beverages
and food industry.
Vidrala is a public company listed in the Spanish Stock Exchange.
GCF - Our added value in the luxury fashion lifestyle sector 0823.pdf
BCG strategy cup 2010
1. 1
OLD SPIRIT GROUP :
2010-2025
CHEN YAXI
CHOW SHEK YIN
CLUZEL THOMAS
DAUCHY LOUIS
DELAPORTE THOMAS
EL ALAMI YOUSSEF
2010 BCG Strategy Cup
2. Executive summary
Looking for growth : roadmap 2010-2025
2
Four investments needed before 2025 for seven millions euro
Investments
Two regular production lines in 2017 in 2024 for two millions euro each
One premium production line in 2023 for two millions euro
One bottling line in 2021 for one million euro
Profitability levels
Red Peacock Cast Island Dreamalt
Margins 12,02% 17,00% 29,30%
ROCE 16,29% 14,06% 8,47%
Weak ROCE for luxury product due to high inventories
Proposal strategy
Cooperation with Whisky association in France to stimulate the market
Joint-venture with an Indian producer
Optimisation of marketing expense
Launching a new product : Black Phoenix
3. Old Spirit Group
Forecast sales and global market share
3
250 A global presence of
A bright future the Group in 2009
200
China
Total sales for 0% UK
150 mass (k cases) 23%
US
36%
100 Total sales for
classic (k-cases) France
9%
50 India
Total sales for 1%
luxuary (k-
Spain
0 cases)
31%
2011
2012
2013
2015
2018
2021
2022
2023
2025
2028
2031
2032
2033
2009
2010
2014
2016
2017
2019
2020
2024
2026
2027
2029
2030
In a changing market : new demands and new customers
A growing market with a
Strong development of Decline of the “mass” segment The explosion of the “luxuary”
+3% CAGR in the six
China with a CAGR of 18% in mature markets segment : +254%
main countries
4. Heavy investments
Four investments needed before 2025 for seven millions euro
4
2009
Production lines Regular production
100
90 Current capcity: 60MUoA
80 Forecast by 2017 : 61,05 MUoA
70 Total production 2017
60 of regular new Investment in a new regular
50 make spirit production line : 2M€
(MUoA) Extra-capacities : 20MUoA
40
Total production Bottling line
30
of premium new Current capacity : 80MUoA
20
make spirit Forecast by 2021 : 82,21 MUoA
10 (MUoA)
0 2021
Investment in a premium
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
production line : 1M€
Premium production Extra-capacities : 20MUoA
Current capacity: 40MUoA
120 Bottling lines Forecast by 2023 : 41,00 MUoA
100
2023
Investment in a premium
production line : 2M€
80
Extra-capacities : 20MUoA
Regular production
60
Current capacity: 80MUoA
40 Total Bottling in MUoA
Forecast by 2024 : 80,92 MUoA
20 2024
Investment in a new regular
0 production line : 2M€
Extra-capacities : 20MUoA
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2025
5. Profitability
Margins and ROCE inversely related
5
In € Red Peacock Cast Island Dreamalt Relation between margins and ROCE
Sales 5 658 300 12 699 072 1 844 424 0.35
% 28% 63% 9% 0.3 29.3%
EBIT 680 235 2 158 382 540 489 0.25
0.2
Net Income 476 165 1 510 867 378 342 17.0%
0.15
Margins 12,02% 17,00% 29,30% 12.0%
0.1
Inventories 1 180 517 7 895 500 4 060 940 0.05
0
Capital employed 2 922 750 10 747 502 4 466 706
0 0.05 0.1 0.15 0.2
ROCE 16,29% 14,06% 8,47%
ROCE = net income = net income x sales Impact on Old Spirit Group
capital employed sales capital employed
Luxury segment threathens the firm because of the
Margins Net asset low net asset turnover : the Group needs to
turnover develop a basic product with fast maturation to
generate cash
Global ROCE of the firm is dependent of the mass
Lower margins for mass Weak ROCE for luxury segments: segment product which is decreasing globally
• High inventories due to whisky
segments
maturation : 6 years In the luxury market, due to the long ageing of
• High proportion of marketing
• Dreamalt accounts only for 9% of the whisky, the only solution to increase ROCE is to
expense compare to the sales
sales for 31% of the inventories in 2009 improve margins (increase prices or lower costs)
overhead
6. Countries strategies
6
Maintain the global marketing budget but maximise the effectiveness of marketing expenses
Keep our position in decreasing markets and gain new market shares in emerging ones
Market trend is to consume more USA has a relatively stable growth
Increase marketing expenses in high quality whisky with a decline of for the mass segment in a declining
mass segment based on the the mass market segment along with market
decrease market shares of Read our market shares
Peackock from 5% to 3% in a USA will stay the biggest market for
We recommend to focus more on luxury for the next 10 to 15 years
segment increasing by 5.7%
classic and luxury segments and
gradually cutting expenses in mass We recommend to keep our positions
market in this region
7. Countries strategies
7
In a booming market, the mass and
A 2,2 percentage points declines
The most fast growth market for the classic segments underperformed
marketing share in a shrink market
moment but the absolute numbers is dramatically
small High taxes block the penetration of
Due to the inanition of the market, the Indian market
we recommend to set up marketing
We recommend to invest more in We recommend to establish a joint-
activities co-working with Scotch
China before the important breaking venture with a domestic producer:
Whisky Association to stimulate the
point in 2024 when China will sharing industrial know-how and
market
become the third largest luxury gain access to the Indian market
market
8. New product proposal : Black Phoenix
8
Context
Mass segment isn’t dynamic for the next 15 years apart from Premium spirit
India and China
Classic product makes solid profits net income among all three
Classic and luxury are the most attractive segments for the Group Dreamalt
for the six current markets
Luxury has the higher growth forecast but ROCE are too low Mass Luxury
because of the ageing process
Increase cash constraint pressure
Red Peacock Cast Island
Objectives
Increase the liquidity of cash flow to support future luxury growth Regular spirit
Increase market shares in both classic and luxury segments
Production factors Objectives by 2020 Black Phoenix
Regular line 6 000K Sales 14 286 456 Ageing 4 years
Premium line 4 000K EBIT 3 571 614
60% premium new make spirit
Botteling 3 000K Net income 2 500 129,8 Proportion
40% regular new make spirit
Total 15 000K Margin 25%
Price 18€/L
Inventories 9 711 464,845
Production
Equipment 5 824 528 2011
time
Capital employed 15 535 992,85
ROCE 16,09% Launch time 2015