This document summarizes key information about succeeding in the Alberta liquor market. It outlines that Alberta has over 2000 liquor retailers and 420 agents. To reach retailers, producers can go direct with their own import license or work with an agent who understands the complex market. Pricing is challenging, as customers will compare prices. Producers must ensure pricing through agents and retailers allows for reasonable margins at each step. Success requires understanding differences between Edmonton and Calgary markets and tailoring the approach accordingly.
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Shopify Meetup Christchurch October 2017TradeGecko
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This meetup looked at how to tackle important sales on specific dates - Black Friday, Cyber Monday, Christmas, Boxing Day, New Years and so on.
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Shopify, TradeGecko and 360&5 teamed up again to host the 2nd Shopify Meetup in Singapore on Tuesday 26th September 2017. There was special guest Jenn Low, owner of Wanderlust & Co who shared how Shopify and TradeGecko have allowed them to breathe reality into dreams by making the technology that powers their website and business operations, seamless.
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The alcohol model for Ontario is archaic as such needs to be modernized. The problem is union are fighting modernization with their typical union rhetoric.
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Gaining actual savings from the best laid sourcing plans requires organizations to put in place a closed loop strategy―one that addresses operational sourcing as well as the processes around it. Be it cutting-edge analytics to drive better decisions, water-tight contract management to improve adherence, or disciplined supplier management to improve performance, this session features stories from organizations that have translated savings from paper to the bottom line through a tightly woven collaborative sourcing process.
Increasing Market Share in Customer Accounts Through Online CatalogsSAP Ariba
This session will help buyers and sellers determine when and how to collaborate on the Ariba Network using catalogs. The speakers will address:
1. Benefits of using online catalogs (special focus on PunchOut)
2. Applying catalogs to various product types (SKU-based, configurable, services)
3. Best practices for online catalogs
4. Utilizing the Online Catalogs bundled in your Ariba Network subscription
Leadership in retail innovation. Carsten WulffStrongPoint
The last few years, the change in consumer behaviour has changed the retail industry. This is a large challenge to the retail industry. The retailers that understand how to deal with the challenges will be tomorrow’s winners in an increasingly competitive environment. This presentation will take a closer look at the challenges and how LS Retail delivers and will continue to deliver solutions that make it possible for the retailers to survive and succeed.
Yossi Erdman, AO.com at the Ecommerce UK event March 2015Practicology
Yossi Erdman, Head of Brand and Social Media at AO.com discussing his business' approach to customer-centric ecommerce at the Ecommerce UK event in central London on March 5th 2015.
The alcohol model for Ontario is archaic as such needs to be modernized. The problem is union are fighting modernization with their typical union rhetoric.
With growing eCommerce business and many new channels such as eBay, Amazon, Groupon, the complexities only increase in the warehouse. Learn about integration models and extensions that can improve your operation.
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23/03/2016 : entrée en vigueur du nouveau système du droit des marques en Europe (Règlement européen).
Vers quelles modifications du système de protection des marques en Europe ?
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Indeed 83% of wineries in the US have this sort of wine club and the Australian wine industry has started to notice and now the likes of Brown Brothers, McWilliams, De Bortoli and many more have moved to subscription-type wine clubs.
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EXECUTIVE SUMMARY (extract)
•Competitive advantages.
Our competitive advantage is based on our human expertise. It will be through knowledgeable staff in wine with good grasp on our portfolio and empathy. The goal is to build trust with the customers, to be able to advice them in their purchase according to their taste, the atmosphere they want to create and to be able to say no to a customer if the bottle will not fit their taste. Finally we are bringing the traditional French wine in the portfolio but also Spanish one that are less known.
•Competition.
Competition in China might seem fierce, as it is the new Eldorado, especially in Shanghai, the most Occidentalized city. However, our location analysis gave us a perfect spot with low competition – only two wine bars in the neighborhood with no retail option.
•Financing.
The project is having a paid-up capital equally divided among the founders of EUR 50,000. There is a Working capital requirement of EUR 100,000 that needs to be funded either through bank loans or through an investment and EUR 10,000 overdraft requirement.
•Project feasibility.
The main points of expenses in the project are the rent and the inventory purchase. With a goal of 3% of the market share the first year, a margin of 45% over the bottle price and another 15% other the glass price at the bar, the project is expected to generate enough cash to repay the loan by the end of the third year with an IRR of 39,5%
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or find me on LinkedIn - Konrad Markham, Freelance Digital Marketer
Similar to British Columbia wine in the Alberta market (20)
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4. Liquor Pricing and Supply
• Manufacturers (or their agents) of spirits, wine and beer ship
their product to privately operated warehouses approved by
the AGLC.
• Retailers and Restaurants buy their liquor products at
wholesale prices.
• The wholesale price includes the manufacturer’s cost, federal
customs and excise duties (where applicable), AGLC’s flat
mark-up, recycling costs, bottle deposit and GST.
• The province retains the revenue from the flat mark-up.
5. Liquor Mark-Up Schedule
Mark up per litre
• Wine & Sake – greater than 16% alcohol - $6.56
by volume
• Wine & Sake – less than or equal to 16% alcohol - $3.91
by volume
6. Route to Market
The Numbers
Retail Liquor Stores 1 407
Off – Sales 458
Other Retailers 201
Total 2 066
Products Available 21 793
Registered Agents 420+
source: http://www.aglc.ca/pdf/quickfacts/quickfacts_liquor.pdf
7. What does this mean?
Where to fit in the market
• Retailers – many different ones. There is no liquor board
controlling buying decisions, affecting the prices and
putting product on shelves -
• Somewhat Fragmented – Big chains such as LS N.A.
• As a category at LS NA Canadian Wine is number three – includes CIC
• Wine SKUs – 13 000
• Wholesale pricing available to on-premise
• Who are your customers? - Agents and on/off premise
• Opportunity to build your brand
8. How To Reach Retailers
Direct
• Own import license
• Deal with warehousing – paperwork and fees
• Keep margin that would go to Agent
• Connections in market are key
• spend time in Alberta
• really understand the laws and regulations
• build relationships
• give attention to retailer that is needed to maintain shelf space
9. How to Reach Retailers
Agency
• Understands local market with built in connections
• Primary role is sales and representation
• Familiar with laws, regulations and how to best work with them –
complex market
• Pay warehousing, transportation, allocation – all connect fees
• Deals with returns and problems with product
• helps to work out viable pricing strategy
• Commission based or buy product outright
• position in portfolio
• Requires communication – the agent is your customer –
important to manage this relationship
10. Pricing
Challenging from a retail perspective
• Alberta is an export market and often retailers are your
partner in sales and service
• Customers know pricing – they either recognize it because
they have been there OR they look it up online.
• Does not benefit you or your retail partner to have customer
think they are being charged too much
• Cellar Door vs FOB pricing
• Highest margin is to sell directly to the consumer – the AB agent
is not the consumer. Retail pricing needs to be in line with cellar
door.
• FOB = “Free on Board” encompasses winery costs. Agent margin
then retailer margin goes on top to give the shelf price.
11. Results
Why be in Alberta
• If the profit is not the same as cellar door, why
• What are your expectations
• Do you need to be
• Not selling everything in BC
• Alberta connections – investors or owners
• Customer Base
• Marketing exercise to create and keep brand ambassadors
• Loyal and educated
• History of Albertans visiting the Okanagan to buy local, eat local
• “Export” market but one next door, so travel to region and shop
from cellar door often. As well as communicate the merits of the
brand.
12. Edmonton vs. Calgary
Two very different markets
• Similar size – around 1 000 000
• Similar number of retail stores – 320 - 340
• Often said Calgary is more wine-savvy
• Very different trade and gate-keepers in each market
• On-premise vs Off-premise
• Path to success will be very different
• Current economic situation very different
13. Conclusions
• What makes Alberta Unique
• Know your audience
• Know your competition
• Help people make great buying decisions
Editor's Notes
2010 426,468 21% Wine all categories have increased year on year 2.5 billion + with beer over 1 billion revene
2011 450,746 21% Wine
2012 494,658 21% Wine
2013 516,528 21% wine
2014 565,672 22% wine
Minimum case order limits on-premise – that is why they often go through retailers at varying mark ups
While it is not a government monopoly, it is a warehousing monopoly – as EXEL owns and operates the warehouses. Although Alberta has deregulated its retail liquor industry to a greater extent compared to any other province, its Connect Logistics-administered monopoly on the wholesaling of wine and distilled spirits is comparable to the systems which in the U.S. would be considered an alcoholic beverage control state. This means that by U.S. standards, Alberta would be defined as a "control" jurisdiction.
appx 2.94 these can change without much warning – unlike in BC, here it changes within a day or two of the announcement. There can be rumours
and 4.92 per 750ml bottle but not much concrete advance notice.
59/case
35/case
appx 13 000 Skus are wine
in province of 3.2 million
BC has 1400 including wineries, breweries VQA stores, duty free
----- Meeting Notes (2016-05-03 07:27) -----
as of March 31st 2016
Ontario around 9000 Producers – where to focus and how to navigate market – Customers very different then cellar door – but being here will help you build the cellar door clientele – more on that later
BC between 6000 and 7000
Lsna has 81 stores in Edm and 44 in Calg 7 in Fort Mac 9 in Grand Prairie
175 total in Alberta – 35 in BC
behind usa and italy
agency or direct – keeping in mind I am from the retailer perspective – not the agency
how they benefit the retailer and what the retailer wants to see
must also play primary role – targeted channel driven market strategy to maximize sales
This doesn’t mean manage distribution or sales – but to manage expectations so everyone is happy
Do you know your pricing
retailers are partner not competitior
Pricing Issues arise from 1)Supply Chain 2)not fully understanding route to market
from Cellar Door there is no capital required for sales once bottled
Delivered business is different – Warehousing ties up significant amounts of capital
Discover your wine in Alberta but travel to you in BC as well as send others there If you want to be in Alberta retail market – then be here
make a commitment and that will show
go in with SKUs you can support year after year – BC business plan does not translate
don’t be fickle and view alberta as a dumping ground
better to have fewer skus that are in market consistently
once lost shelf space is hard to regain
for some retailers, they have bc wine only because of customer requests – if you pull out they are okay with that and will fill shelf space with other products
Also mention city vs Rural
BUT small towns with knowledge and advanced wine communities