Boulevard Beer Co. currently produces a range of year-round and seasonal beers but lacks product and packaging innovation. They have opportunities to expand their product lines, introduce new packaging formats, and increase merchandising and promotions at retail and on-premise locations to capture more of the growing craft beer market. The document outlines strategies for new products, packaging innovations, retail and on-premise displays, cross-merchandising, and holiday promotions.
Business case that proposes a strategy for a U.S. based Wine manufacturer to enter in the Craft Beer Industry. The presentation also includes the highlight of US Alcoholic Beverage Industry and Customer appeal in the Beer Market.
The craft beer industry has experienced rapid growth over the past decade, with the number of breweries in the US more than tripling since 2005. Craft beer is defined as small, independent, and traditional. While competition is moderate due to the large number of brewers, barriers to entry are relatively low. Threats include substitute alcoholic and non-alcoholic beverages as well as the bargaining power of suppliers like hops farmers. Recent trends show consolidation in the industry through mergers and acquisitions as continued growth at the current pace is unsustainable.
No longer niche, the craft beer market is growing at a remarkable rate. Brands of all sizes can not only coexist, but prosper, by strategically tapping into an influential audience ready to purchase, drink,
and spread the word.
This document summarizes trends in the craft beer market based on consumer insights. It finds that millennials currently make up almost half of regular craft beer drinkers and will continue driving growth. While most craft beer drinkers are currently male, brewers are looking to attract more female drinkers. The term "craft" can mean different things to consumers and brands need to ensure their interpretation aligns with their target audience. The document also notes trends like the rise of sessionable and lower alcohol craft beers, as well as increasing cross-border collaborations between craft brewers.
Craft Beer Consumers prefer drinking beer produced
by Small or Independent breweries. Small breweries have an annual production of 6 million barrels of beer or less. Independent breweries have less than 25 percent of the craft brewery is owned or controlled by a beverage alcohol industry member that is not itself a craft brewer.
BeverageTradeNetwork.com Interviews Jon Reynolds who has 32 plus years of beer sales experience and talks about how craft breweries need to market and covers craft beer distribution strategy and craft beer marketing plan. BTN covers the challenges that craft breweries face in distribution today.
Foster's Group is an Australian beverage company headquartered in Melbourne. It was founded in 1887 and is best known for Foster's Lager. It has a large multi-beverage portfolio including beer, wine, cider and spirits. Foster's has operations in over 20 plants across 9 countries and is distributed in over 150 countries, making it one of the top 3 most widely distributed beer brands globally. In India, Foster's was the first foreign brewery and has its plant located in Aurangabad, with Mumbai being its largest market. Foster's aims to establish itself as an international premium lager through sponsorship of sports and targeting younger consumers.
Business case that proposes a strategy for a U.S. based Wine manufacturer to enter in the Craft Beer Industry. The presentation also includes the highlight of US Alcoholic Beverage Industry and Customer appeal in the Beer Market.
The craft beer industry has experienced rapid growth over the past decade, with the number of breweries in the US more than tripling since 2005. Craft beer is defined as small, independent, and traditional. While competition is moderate due to the large number of brewers, barriers to entry are relatively low. Threats include substitute alcoholic and non-alcoholic beverages as well as the bargaining power of suppliers like hops farmers. Recent trends show consolidation in the industry through mergers and acquisitions as continued growth at the current pace is unsustainable.
No longer niche, the craft beer market is growing at a remarkable rate. Brands of all sizes can not only coexist, but prosper, by strategically tapping into an influential audience ready to purchase, drink,
and spread the word.
This document summarizes trends in the craft beer market based on consumer insights. It finds that millennials currently make up almost half of regular craft beer drinkers and will continue driving growth. While most craft beer drinkers are currently male, brewers are looking to attract more female drinkers. The term "craft" can mean different things to consumers and brands need to ensure their interpretation aligns with their target audience. The document also notes trends like the rise of sessionable and lower alcohol craft beers, as well as increasing cross-border collaborations between craft brewers.
Craft Beer Consumers prefer drinking beer produced
by Small or Independent breweries. Small breweries have an annual production of 6 million barrels of beer or less. Independent breweries have less than 25 percent of the craft brewery is owned or controlled by a beverage alcohol industry member that is not itself a craft brewer.
BeverageTradeNetwork.com Interviews Jon Reynolds who has 32 plus years of beer sales experience and talks about how craft breweries need to market and covers craft beer distribution strategy and craft beer marketing plan. BTN covers the challenges that craft breweries face in distribution today.
Foster's Group is an Australian beverage company headquartered in Melbourne. It was founded in 1887 and is best known for Foster's Lager. It has a large multi-beverage portfolio including beer, wine, cider and spirits. Foster's has operations in over 20 plants across 9 countries and is distributed in over 150 countries, making it one of the top 3 most widely distributed beer brands globally. In India, Foster's was the first foreign brewery and has its plant located in Aurangabad, with Mumbai being its largest market. Foster's aims to establish itself as an international premium lager through sponsorship of sports and targeting younger consumers.
The document discusses research conducted to understand how a new craft beer brand can differentiate itself by supporting a socially conscious mission. A survey of 322 people found that 38% prefer craft beer. Of those, 120 were surveyed about their likelihood to purchase craft beer at $4 or $8 that either donated $1 per beer or was brewed by a nonprofit. The socially conscious options had higher purchase intent, suggesting these can help a new brand stand out. The research also found opportunities for craft beer growth in the American South region and Georgia specifically.
This document analyzes how to target female consumers for a new craft brewery called Underhill Brewery opening in Long Island City. It conducted interviews and a conjoint analysis to understand what attributes appeal most to women regarding craft beer products and promotions. The major findings showed that women prefer promotions emphasizing health and social aspects over aggressive marketing, and products featuring fruit flavors, lower alcohol content, and variety packs over traditional styles. The recommendations advise Underhill Brewery to develop products and promotions targeting these preferences to attract more female customers.
1. Research found that the Brazilian beer market was growing in specialty beers as consumers looked to explore new tastes, and Hoegaarden was well positioned as a premium imported beer at an accessible price point.
2. The target consumer was identified as urban males aged 25-40 who had achieved some success and were looking to treat themselves occasionally with a unique beer.
3. The communication strategy focused on positioning Hoegaarden as a beer that celebrates personal evolution and encourages consumers to evolve their tastes too.
Fox Run Vineyards is a family-owned winery located in the Finger Lakes region of New York. Their marketing plan aims to target young, cultured, locally-driven, and environmentally conscious consumers. Their value proposition focuses on the high quality and variety of their cool-climate wines which are produced sustainably. Their marketing strategies include expanding their wine club, promoting special events, and increasing social media and online presence to build loyalty with their target audience.
Market Research Report : Beer Market in China 2010Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
The beer market in China is witnessing a steady rise. Growth in this sector is being propelled by increasing income in the hands of the Chinese consumers coupled with a strong distribution network.
The report begins with discussion on the global beer market. This is followed by the market overview section which discusses the market size and growth of the beer market in China, consumer preferences, price segmentation and volume of beer consumption. The market overview section also includes data about foreign trade covering the beer export and import figures. An analysis of the drivers influencing the industry growth includes rising income levels, strong distribution network, beer festivals, growing pub culture. The key challenges identified are volatility in barley prices and dependence on foreign stake holders.
An analysis of the trends includes collaboration amongst players, Chinese breweries focusing on premium beer categories, development of craft beer market, signing of low-carbon brewing agreement in China and change in packaging of beer products.
The competition section discusses the business overview, financial overview and future plans of the players.
This is a product extension for Dogfish Head. The intentions are to expand the millennial market specifically within the hispanic and female categories. The presentation was delivered at Rutgers Business School.
Benjamin Franklin's quote about beer suggests it makes people happy. The document discusses the beer industry and its history. It provides an agenda covering topics like the history of beer, emerging and developed markets, production margins, growth opportunities, and M&A activity in the industry. The beer market is large and consolidated, with the top four brewers dominating 50% of global beer sales.
The document summarizes the attractiveness of the US wine industry in 2001. It analyzes the industry using Porter's Five Forces model, examining the barriers to entry, bargaining power of buyers and suppliers, threat of substitutes, and competitive rivalry. It finds the barriers to entry are high for budget wines but low for premium wines. Buyer power and threat of substitutes are both high. Competitive rivalry is also high within the budget segment. The document recommends a differentiation strategy for new entrants in the premium segment, and avoidance of the budget segment which has high barriers. It suggests established players in premium wines focus on niche products and customer retention, while those in budget wines focus on cost leadership and distribution.
This document discusses Stella Artois brand equity and strategies to increase brand salience. It finds that while the brand is seen as premium and high quality, competing with Heineken, it lacks visibility and is not a top of mind beer choice. The target audience is identified as Gen X professionals who value quality over quantity and appreciate finer things. Tactics proposed include increasing advertising, sampling at stores, and associating the brand with aspirational lifestyles through placement in TV and movies. The creative strategy focuses on portraying Stella Artois as a status symbol and reward for success that people deserve to treat themselves with.
This document provides a comprehensive analysis of competitors to Fernet-Branca, an Italian bitter liqueur. It outlines the history and trends of bitters, as well as key data on the alcohol industry and target millennial market. Two main competitors, Jägermeister and Fireball, are examined. For Jägermeister, campaigns emphasizing heritage and ingredients are summarized. Fireball's early unconventional marketing focusing on social media and samples is highlighted. Strengths and weaknesses of both brands compared to Fernet-Branca are then presented.
Heineken is analyzing its positioning strategy in Spain to increase market share and growth. It segments the beer market and analyzes customer and management perceptions. It identifies 9 segments based on beer preferences and attributes. Recommendations include maintaining Heineken's premium positioning while strengthening appealing attributes. Cruzcampo should reposition to a younger audience as an everyday home and family beer to target new segments. Amstel will remain in its current position with low differentiation from other brands. The expected results are an 11.11% market share increase for both Heineken and Cruzcampo.
Budweiser, Heineken, and Corona Extra employ different brand strategies despite operating in the same US beer market. Anheuser-Busch InBev owns Budweiser and uses a house of brands architecture with Budweiser as its flagship brand. Heineken operates Heineken USA to import and market Heineken brand beer. Grupo Modelo owns Corona Extra and uses a branded house architecture with Corona at the center. While the beers are similar products, their brands have distinct positions - Budweiser targets the mass market, Heineken targets social drinkers, and Corona targets a relaxed, beach lifestyle. Through positioning and communication, the brands differentiate
The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
Barone Ricasoli is the oldest winery in Italy, located in Chianti Classico region. It produces 13 wines, 5 special products, grappa, and olive oil. Currently 80% of production is exported to 18 Italian regions and 60 countries. The winery faces high competition and substitution threats due to the saturated Chianti Classico region and wide variety of alcoholic and non-alcoholic drinks. The proposal recommends increasing sales 5% through participating in a US wine event, hosting a winemaker's dinner with proceeds to charity, and an Instagram campaign using #EscapeWithBrolio and #WineWednesday hashtags.
Beverage Trade Network is pleased to announce the launch of the International Bulk Wine and Spirits Show (IBWSS) in San Francisco on July 26-27, 2017.
IBWSS will give supermarkets, retailers, restaurants, wineries, distilleries and other buyers a premiere international platform to source bulk wine and spirits and meet private label suppliers.
The document discusses three alternatives for Moosehead Beer Company to enter the Quebec beer market: intensive distribution, exclusive distribution, and selective distribution. It analyzes the advantages and disadvantages of each. The recommended solution is selective distribution, where Moosehead forms agreements with select distributors like depanneurs and nightclubs to maintain a classy image and develop brand awareness through a promotional campaign. This will allow Moosehead to control how consumers perceive their brand value in Quebec.
This presentation will provide a recap of the Oregon Wine Board’s 2018 education initiatives and will shine a light on the program’s 2019 focus and opportunities for educating your team in the coming year.
This document discusses how beer bloggers can build relationships with local retailers by promoting their events, sharing relevant blog posts and reviews with customers, and answering common questions from customers to help educate them on beer varieties and the supply chain process. Retailers are looking for ways to engage and encourage customers through education, entertainment, and participation in tastings in order to expand their customer base and beer knowledge. Building these connections between bloggers and retailers can help both parties and better serve the local beer drinking community.
The document discusses the alcohol industry and Mountain Man Brewing Company (MMBC). MMBC is a family-owned brewery in West Virginia that produces Mountain Man Lager. It is facing declining sales for the first time as beer drinkers' tastes change. Chris Prangel, who has returned to manage marketing, wants to launch Mountain Man Light beer to attract younger drinkers. This could help compensate for core brand losses but risks cannibalizing lager sales. Maintaining the status quo is not viable as competition is growing. Chris must decide whether launching a light brand is economically feasible and sustainable for MMBC.
Mountain man brewing company case analysisAbhishek Yadav
Mountain Man Brewing Company is facing declining beer sales as its core customers are aging. It is considering launching a light beer to target younger customers. Chris Prangel, set to inherit the company, analyzes launching a light beer under the Mountain Man brand or a new brand. His analysis shows launching a light beer under a new brand could increase revenue without cannibalizing the original brand. He recommends launching the light beer under a different brand and devising an effective marketing strategy using the 4Ps to attract new customers while maintaining core customers.
The document discusses research conducted to understand how a new craft beer brand can differentiate itself by supporting a socially conscious mission. A survey of 322 people found that 38% prefer craft beer. Of those, 120 were surveyed about their likelihood to purchase craft beer at $4 or $8 that either donated $1 per beer or was brewed by a nonprofit. The socially conscious options had higher purchase intent, suggesting these can help a new brand stand out. The research also found opportunities for craft beer growth in the American South region and Georgia specifically.
This document analyzes how to target female consumers for a new craft brewery called Underhill Brewery opening in Long Island City. It conducted interviews and a conjoint analysis to understand what attributes appeal most to women regarding craft beer products and promotions. The major findings showed that women prefer promotions emphasizing health and social aspects over aggressive marketing, and products featuring fruit flavors, lower alcohol content, and variety packs over traditional styles. The recommendations advise Underhill Brewery to develop products and promotions targeting these preferences to attract more female customers.
1. Research found that the Brazilian beer market was growing in specialty beers as consumers looked to explore new tastes, and Hoegaarden was well positioned as a premium imported beer at an accessible price point.
2. The target consumer was identified as urban males aged 25-40 who had achieved some success and were looking to treat themselves occasionally with a unique beer.
3. The communication strategy focused on positioning Hoegaarden as a beer that celebrates personal evolution and encourages consumers to evolve their tastes too.
Fox Run Vineyards is a family-owned winery located in the Finger Lakes region of New York. Their marketing plan aims to target young, cultured, locally-driven, and environmentally conscious consumers. Their value proposition focuses on the high quality and variety of their cool-climate wines which are produced sustainably. Their marketing strategies include expanding their wine club, promoting special events, and increasing social media and online presence to build loyalty with their target audience.
Market Research Report : Beer Market in China 2010Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
The beer market in China is witnessing a steady rise. Growth in this sector is being propelled by increasing income in the hands of the Chinese consumers coupled with a strong distribution network.
The report begins with discussion on the global beer market. This is followed by the market overview section which discusses the market size and growth of the beer market in China, consumer preferences, price segmentation and volume of beer consumption. The market overview section also includes data about foreign trade covering the beer export and import figures. An analysis of the drivers influencing the industry growth includes rising income levels, strong distribution network, beer festivals, growing pub culture. The key challenges identified are volatility in barley prices and dependence on foreign stake holders.
An analysis of the trends includes collaboration amongst players, Chinese breweries focusing on premium beer categories, development of craft beer market, signing of low-carbon brewing agreement in China and change in packaging of beer products.
The competition section discusses the business overview, financial overview and future plans of the players.
This is a product extension for Dogfish Head. The intentions are to expand the millennial market specifically within the hispanic and female categories. The presentation was delivered at Rutgers Business School.
Benjamin Franklin's quote about beer suggests it makes people happy. The document discusses the beer industry and its history. It provides an agenda covering topics like the history of beer, emerging and developed markets, production margins, growth opportunities, and M&A activity in the industry. The beer market is large and consolidated, with the top four brewers dominating 50% of global beer sales.
The document summarizes the attractiveness of the US wine industry in 2001. It analyzes the industry using Porter's Five Forces model, examining the barriers to entry, bargaining power of buyers and suppliers, threat of substitutes, and competitive rivalry. It finds the barriers to entry are high for budget wines but low for premium wines. Buyer power and threat of substitutes are both high. Competitive rivalry is also high within the budget segment. The document recommends a differentiation strategy for new entrants in the premium segment, and avoidance of the budget segment which has high barriers. It suggests established players in premium wines focus on niche products and customer retention, while those in budget wines focus on cost leadership and distribution.
This document discusses Stella Artois brand equity and strategies to increase brand salience. It finds that while the brand is seen as premium and high quality, competing with Heineken, it lacks visibility and is not a top of mind beer choice. The target audience is identified as Gen X professionals who value quality over quantity and appreciate finer things. Tactics proposed include increasing advertising, sampling at stores, and associating the brand with aspirational lifestyles through placement in TV and movies. The creative strategy focuses on portraying Stella Artois as a status symbol and reward for success that people deserve to treat themselves with.
This document provides a comprehensive analysis of competitors to Fernet-Branca, an Italian bitter liqueur. It outlines the history and trends of bitters, as well as key data on the alcohol industry and target millennial market. Two main competitors, Jägermeister and Fireball, are examined. For Jägermeister, campaigns emphasizing heritage and ingredients are summarized. Fireball's early unconventional marketing focusing on social media and samples is highlighted. Strengths and weaknesses of both brands compared to Fernet-Branca are then presented.
Heineken is analyzing its positioning strategy in Spain to increase market share and growth. It segments the beer market and analyzes customer and management perceptions. It identifies 9 segments based on beer preferences and attributes. Recommendations include maintaining Heineken's premium positioning while strengthening appealing attributes. Cruzcampo should reposition to a younger audience as an everyday home and family beer to target new segments. Amstel will remain in its current position with low differentiation from other brands. The expected results are an 11.11% market share increase for both Heineken and Cruzcampo.
Budweiser, Heineken, and Corona Extra employ different brand strategies despite operating in the same US beer market. Anheuser-Busch InBev owns Budweiser and uses a house of brands architecture with Budweiser as its flagship brand. Heineken operates Heineken USA to import and market Heineken brand beer. Grupo Modelo owns Corona Extra and uses a branded house architecture with Corona at the center. While the beers are similar products, their brands have distinct positions - Budweiser targets the mass market, Heineken targets social drinkers, and Corona targets a relaxed, beach lifestyle. Through positioning and communication, the brands differentiate
The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
Barone Ricasoli is the oldest winery in Italy, located in Chianti Classico region. It produces 13 wines, 5 special products, grappa, and olive oil. Currently 80% of production is exported to 18 Italian regions and 60 countries. The winery faces high competition and substitution threats due to the saturated Chianti Classico region and wide variety of alcoholic and non-alcoholic drinks. The proposal recommends increasing sales 5% through participating in a US wine event, hosting a winemaker's dinner with proceeds to charity, and an Instagram campaign using #EscapeWithBrolio and #WineWednesday hashtags.
Beverage Trade Network is pleased to announce the launch of the International Bulk Wine and Spirits Show (IBWSS) in San Francisco on July 26-27, 2017.
IBWSS will give supermarkets, retailers, restaurants, wineries, distilleries and other buyers a premiere international platform to source bulk wine and spirits and meet private label suppliers.
The document discusses three alternatives for Moosehead Beer Company to enter the Quebec beer market: intensive distribution, exclusive distribution, and selective distribution. It analyzes the advantages and disadvantages of each. The recommended solution is selective distribution, where Moosehead forms agreements with select distributors like depanneurs and nightclubs to maintain a classy image and develop brand awareness through a promotional campaign. This will allow Moosehead to control how consumers perceive their brand value in Quebec.
This presentation will provide a recap of the Oregon Wine Board’s 2018 education initiatives and will shine a light on the program’s 2019 focus and opportunities for educating your team in the coming year.
This document discusses how beer bloggers can build relationships with local retailers by promoting their events, sharing relevant blog posts and reviews with customers, and answering common questions from customers to help educate them on beer varieties and the supply chain process. Retailers are looking for ways to engage and encourage customers through education, entertainment, and participation in tastings in order to expand their customer base and beer knowledge. Building these connections between bloggers and retailers can help both parties and better serve the local beer drinking community.
The document discusses the alcohol industry and Mountain Man Brewing Company (MMBC). MMBC is a family-owned brewery in West Virginia that produces Mountain Man Lager. It is facing declining sales for the first time as beer drinkers' tastes change. Chris Prangel, who has returned to manage marketing, wants to launch Mountain Man Light beer to attract younger drinkers. This could help compensate for core brand losses but risks cannibalizing lager sales. Maintaining the status quo is not viable as competition is growing. Chris must decide whether launching a light brand is economically feasible and sustainable for MMBC.
Mountain man brewing company case analysisAbhishek Yadav
Mountain Man Brewing Company is facing declining beer sales as its core customers are aging. It is considering launching a light beer to target younger customers. Chris Prangel, set to inherit the company, analyzes launching a light beer under the Mountain Man brand or a new brand. His analysis shows launching a light beer under a new brand could increase revenue without cannibalizing the original brand. He recommends launching the light beer under a different brand and devising an effective marketing strategy using the 4Ps to attract new customers while maintaining core customers.
1) Kingfisher beer is India's largest selling beer brand and has a 50% market share nationally.
2) It is sold in over 60 countries and on international flights, with every third beer sold in India being a Kingfisher.
3) Kingfisher uses aggressive advertising, sponsoring sports events, and releasing swimsuit calendars to promote the brand within restrictions on alcohol advertising.
This document outlines a marketing plan to reposition the Michelob original brand. It discusses the current brand perception that Michelob Ultra overshadows the original, and proposes a new positioning statement emphasizing Michelob original as a more complex, sophisticated pale lager. Ideas to build the brand include bar promotions, TV ads appealing to older men during prime time using jingles, and targeting reference groups of beer aficionados. Research found Michelob original is one of the least tasted brands and lacks a strong personality, confirming the need to capitalize on sophistication and differentiate it from Ultra.
This document from Constellation Wines U.S. summarizes their Project Genome consumer research study, which analyzed survey and purchase data from 10,000 wine consumers to identify 6 key premium wine consumer segments. The segments - Enthusiast, Image Seeker, Savvy Shopper, Traditionalist, Satisfied Sipper, and Overwhelmed - each have distinct preferences, purchase behaviors, and needs from retailers. Constellation hopes this information will help the wine industry better understand customers and improve the wine buying and consumption experience for all.
This document outlines marketing strategies for establishing Guinness beer in India. It begins with an industry overview of the global and Indian beer markets, including growth rates. It then provides an overview of Guinness as an organization, including its mission statement and history. The document performs a PESTEL analysis and identifies demographic, geographic, psychographic, and behavioral targets in India. It outlines Guinness' product portfolio and competition in India. Marketing strategies include sponsoring music festivals, tie-ups with pubs, and pricing. Financial projections estimate profits over two years. A contingency plan involves exporting to other markets.
The document discusses Mountain Man Beer Company's options to address declining sales and an aging customer base. It is considering introducing a light beer brand. Analyses show introducing a light beer under the Mountain Man brand could break even within two years if it gains 0.25% market share annually. However, this could risk cannibalizing existing brands or confusing brand positioning. Creating a new light beer brand would be more expensive and difficult. The document concludes Mountain Man should introduce a light beer under its brand, targeting both loyal customers and younger drinkers, using effective marketing.
Global Wines Direct was established in 2009 to sell drinks to retailers and restaurants. Through research, they identified an opportunity to develop an Asian-inspired house wine brand called Himalaya to complement Asian cuisine. Himalaya wines are produced in La Rioja, Spain from Tempranillo and other grapes, and aged for 3-6 months to ensure quality. The brand has since expanded distribution across the UK and Europe to Asian restaurants and importers.
Global Wines Direct was established in 2009 to sell drinks to retailers and restaurants. Through research, they identified an opportunity to develop an Asian-inspired house wine brand called Himalaya to complement Asian cuisine. Himalaya wines are produced in La Rioja, Spain from Tempranillo and other grapes to provide good quality at an affordable price point. The brand has since expanded distribution across the UK and Europe to Asian restaurants, bars, and importers.
NorthStar Cooperative is launching a new hop brand called Superior Hops to sell to home brewers. They will package and sell their locally grown hops in individual packages and brewing kits. Their target market is male home brewers aged 21-34 in the Midwest. They have developed a signature brewing kit called The Loonatic using only their Superior Hops. Their goals are to partner with local homebrew suppliers to sell the kits and increase brand awareness of Superior Hops over three years as they expand their market regionally.
Global Wines Direct is a UK-based company that offers wines, beers, and spirits from producers in Europe. They specialize in developing products, branding, marketing, and selling to markets in Europe and Asia. Their portfolio includes Scottish whiskies available in blends at various price points with aging percentages. They also offer Spanish wines from the Rioja region in red, white, and rose varieties made from Tempranillo and other grapes. Payment terms and shipping details are provided. The company markets its products through online, print, and event-based channels.
This document outlines a business plan for an ecommerce wine subscription service called WineSimple. The key points are:
1) WineSimple uses a personalized taste quiz to match customers with wine selections tailored to their preferences on a recurring subscription basis.
2) The business model focuses on acquiring and retaining customers rather than owning inventory. WineSimple aims to sell 70+ brand name wines without holding the wine itself.
3) Projections estimate wine revenue will grow from $860k to $50 million over 4 years, with WineSimple revenue reaching 14-18% of wine sales. The company expects to be cash flow positive in year 3.
The soft drink industry is dominated by Coca-Cola and Pepsi, which combined control over 70% of the market. Coca-Cola uses all aspects of the marketing mix to influence consumer behavior. The industry faces threats from health concerns, substitute beverages, and changing consumer attitudes. However, opportunities exist through new products, expanding markets, and addressing consumers' health and lifestyle needs. The document analyzes the industry using Porter's Five Forces and provides recommendations to improve consumer segmentation and overcome limitations.
The document summarizes market validation research for a business selling small sample-sized wine bottles in Australia. Survey results found consumers were open to trying new wines in small samples and spending over $500 annually on wine. While wineries were generally supportive, some had concerns about branding control. The market size for sample wines was estimated at $18.5 million annually based on wine magazine readership and consumption habits. Next steps proposed adjusting the business model, conducting a pilot program with initial wineries, and preparing full business plans.
Ceja Vineyards is a family-owned winery founded in 1983 that grows its own grapes. It currently sells to wine enthusiasts through boutique distribution and direct sales. To increase awareness and target new consumers, three options were considered: 1) Hispanic consumers, 2) wine enthusiasts, and 3) image-seekers. The recommendation is to target wine enthusiasts, as they are knowledgeable, passionate about wine, appreciate education, and represent 25% of wine purchases despite being only 12% of consumers. Targeting this segment can be done through wine magazines, classes, blogs, and social media while keeping prices between $20-75 per bottle and the current boutique/direct distribution model. Success will be measured by website traffic,
Cruz Liljegren was in charge of talking about the Scandinavian wine trends in 2019, with a conference that took place on the first day of the 10th World Bulk Wine Exhibition.
This documents shows facts and figures about Scandinavian wine market and trends.
Smirnoff produces and distributes a variety of alcoholic beverages including vodka, flavored vodka, malt beverages and premixed drinks. Originally founded in Russia in 1860, Smirnoff is now owned by British company Diageo and produces products in several countries for distribution in over 130 countries. Smirnoff uses various marketing strategies like advertising, promotions, and pricing discounts to promote brand recognition and sales of its affordable yet high quality products. Its product line and marketing have allowed Smirnoff to achieve market maturity and continued success globally despite increasing competition.
Group project for Code Beer Company for Account planning class at the University of Nebraska Lincoln.
I was in charge of the creative side for the project.
Just Craft Soda is introducing a new line of craft sodas made with natural ingredients like 60% fruit juice. They will offer 5 unique flavors including lemon and lemongrass, peach and habanero, pear and vanilla, apple and ginger, and cherry and cinnamon. Their brand speaks to the simplicity and principles behind their products, which embrace bold flavors, experimentation, quality ingredients, and local and independent production.
1. BOULEVARD BEER CO.BOULEVARD BEER CO.
Opportunity Analysis
“Beer is living proof that God loves us and wants us to be happy.”
-Benjamin Franklin
2. Current SituationCurrent Situation
• Lack of product innovation across categories
• Limited SKUs to take advantage of volume channels
• Untapped in-store merchandising opportunities
• Minimal channel presence
• Under-represented in terms of volume sales in KC
area.
3. Current Product LinesCurrent Product Lines
• Year round beers:
– Unfiltered Wheat
– Pale Ale
– Bully Porter
– Lunar Ale
– Dry Stout
4. Current Product LinesCurrent Product Lines
• Seasonal Beers
– Irish Ale
• January - April
– Zon
• May - August
– Bob’s 47
• September - October
– Nutcracker Ale
• November – December
5. Current Product LinesCurrent Product Lines
• Smokestack Series
– Long Strange Tripel
– Saison
– Double Wide IPA
– The Sixth Glass
7. Situation AnalysisSituation Analysis –– ConsumerConsumer
• Beer is more widely purchased than any
other type of alcoholic beverage in the US.
• Beer is widely consumed - 37% of US
adults are past month beer drinkers.
• Beer is broadly enjoyed across all key
demographics segments.
• The beer industry is projected to grow
steadily fueled by the growth of key
demographic segments.
• Most beer shoppers are also beer
consumers
8. Situation AnalysisSituation Analysis –– ConsumerConsumer
• Convenient is where beer is purchased more frequently.
• Where available, shoppers prefer to buy cold beer.
• Half of adults are beer drinkers in the last year.
• 4 of 10 U.S. adults are beer drinkers in the last month.
• Beer is consumed the most by male, 21-27, white, blue collar
demographic group.
• The fastest growing demographic groups:
– 21-27 year olds
– 50+ year olds
– Latinos
– African Americans
9. Situation AnalysisSituation Analysis –– CategoryCategory
• Alcohol beverages account for 16% of total
beverage sales.
• Beer is a $91.6 billion dollar category.
• Alcoholic beverages are up 4% globally.
Beer category is up 1% in the US.
• Micro Brewers experienced a 18% growth
in dollar sales and 12% in volume in last
year when purchased with food.
• Specialty Brewers experienced a 10%
growth in dollars and 6% growth in volume
in last year when purchased with food.
• Micro Brewers represent the best
opportunity for growth.
10. Situation AnalysisSituation Analysis –– ChannelChannel
• Beer accounts for over half of all
alcohol dollar sales.
• Beer is very important category
at retail regardless of channel.
• Most shoppers purchase more
than just beer on their shopping
trips.
• Beer has much higher
productivity than liquor and
wine.
11. ChannelChannel -- OnOn--PremisePremise
• Bar and nightclub beer
consumers skew male,
younger, educated, white and
moderate to high income
households.
• Beer is sold in on-premise
establishments at a rate of:
– 10 times greater than wine.
– 14 times greater than liquor.
• Beer represents 85% of total
alcohol volume sold to
on-premise accounts.
12. ChannelChannel -- GroceryGrocery
• Grocery is the most popular channel
for beer purchasing.
• Beer is the 4th largest edible category.
• Domestic beers account for 80% of
the beer dollar share in supermarkets.
• Supermarket beer shoppers skew
male, younger, moderately educated,
blue collar, white and moderate to
high income households.
• Beer drives the shopping trip for 3 of
10 beer buyers.
13. ChannelChannel -- ConvenientConvenient
• Convenience is important
volumetrically, driven by store
count and purchase frequency.
• Beer is the #2 selling category in
convenience trade with 13.2% of
total in-store sales.
• Beer outsells all other categories
in the cold vaults.
• Beer shoppers skew 35+ years of
age, white, moderate income
males.
14. ChannelChannel -- Club StoresClub Stores
• Other than supercenters, club store
represent the greatest level of growth of
any channel.
• Warehouse clubs are posting strong sales
future potential.
• Warehouse club shoppers skew 35-50+,
white and affluent. Versus all channels
beers skew middle-aged, white, affluent
women.
• There is an opportunity to make warehouse
clubs stores a beer shopping destination.
15. ChannelChannel –– LiquorLiquor
• 4 in 10 beer shoppers
purchase other items in
the store.
• Shoppers most likely to
be found are male, 35+,
higher income whites.
• Premium and specialty
beers are most likely
purchased at liquor
stores.
16. ChannelChannel –– DrugDrug
• Drug channel beer shoppers
skew male, younger,
moderately educated, blue
collar with moderate
incomes.
• Package liquor accounts for
31% of consumable sales in
the drug channel.
• 34% of beer purchasers
decided while in the store.
17. Channel OpportunitiesChannel Opportunities
• Enhance store profits with strategic
merchandising, displays and POS
materials.
• Increase sales with key feature
offerings.
• Leverage beer’s higher sales
productivity.
• Because is most often purchased
with other items, use merchandising
and cross promotions that will
resonate with beer shoppers.
18. Situation AnalysisSituation Analysis –– BrandBrand
LandscapeLandscape
• Locally, Boulevard only represents a
2.8* share.
• Boulevard does business in 13 states.
• The Brewers Association currently ranks
Boulevard as the 7th largest craft
brewery.
• 18th largest active brewery in the United
States.
• After producing 132,000 barrels in
2007, 140,000 barrels are expected to
be made in 2008.
19. Growth OpportunitiesGrowth Opportunities
• Product Innovation
• Packaging Innovation
• Cross Merchandising with items
that resonate with beer shoppers
• Retail Merchandising
Opportunities
• National Expansion
• Line Extensions
• Channel support strategies
29. OnOn--Premise AdvertisingPremise Advertising
• Micro and specialty beer brewers
enjoy preferential status when
coupled with meals.
• On-premise food is the fastest
growing segment for micro and
specialty brewers.
• This represents an unique
opportunity to leverage add-on
sales and cross promotions.
34. Retail Cross MerchandisingRetail Cross Merchandising
• Leverage micro brewer’s unique position as the
preferred alcoholic beverage with food to drive
retail sales.
• Cross brand with other brands with on-pack
couponing and other promotions.
• Offer ‘How-to’s and recipe information to broaden
consumer interest creating secondary sales.
39. Holiday Event PromotionsHoliday Event Promotions
• Most Holiday events correspond to seasonal beer
offerings.
• Offer the best opportunity for broad brand exposure
and create excitement in category.
46. SummarySummary
• Micro and specialty brewing is the fastest growing segment in beer.
• Half of US adults drink beer in the last year.
• Convenience and grocery represent the largest opportunities for volume
increase.
• Consumers prefer micro and specialty beers with on-premise food.
• Beer shoppers are overwhelmingly beer consumers.
• Impulse buyers are heavily influenced by packaging and in-store POS.
• Aluminum cans are fastest way to volume entry in convenient and
supermarket channels.
• Premium beers and imports such as Guinness and Saporro are switching
to spun aluminum cans.