Brands in the alcohol industry face significant challenges from changing consumer behaviors and new technologies. Consumers are spending more time online than watching TV, developing more sophisticated tastes, and drinking more at home. To succeed, brands must engage customers through online communities, mobile apps, social media, and events to build relationships and stay relevant as trends evolve. The document provides examples of how Bacardi, Flying Dog, Diageo, Pabst Blue Ribbon, and Rock Art Brewery have adapted successfully to these new realities.
Co-authors Erica Valentine, Deborah Steinthal, and John Hinman reflect on the wine industry landscape: revisiting past trends and prognosticating future trends and opportunities.
Co-authors Erica Valentine, Deborah Steinthal, and John Hinman reflect on the wine industry landscape: revisiting past trends and prognosticating future trends and opportunities.
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.
Presentation given at the Food & Beverage Conference in Athens, November 2008. Based on insights research done in Greece, we present 10 topics to (make you) think about, with a focus on customer centric marketing and innovation.
In Ingroup and Outgroup,” David G. Myers discusses how identi.docxsleeperharwell
In “Ingroup and Outgroup,” David G. Myers discusses how identity is often understood in terms of our
differences from others. More particularly, he notes how we understand ourselves as members of groups
that are different from other groups. If it is true that our identities are a product of these perceived
differences, what does that mean for how we interact with one another across those group differences?
What is the attitude that best informs a positive dialogue between or among diverse groups?
In a clear, well-written, thesis-driven essay, discuss how what Myers sees as the ineradicable fact of our
social diversity informs our efforts to work and live together . Your essay should build this discussion with
reference to at least two other pieces from the Human Experience Reader.
Bud Light is ailing— can a new agency fix it?
Springer, Jon . Advertising Age ; Chicago Vol. 93, Iss. 11, (Jul 11, 2022): 16.
ProQuest document link
ABSTRACT (ENGLISH)
Behind the prestige of an association with beer's biggest U.S. brandand creative control of one of the country's
most iconic and famous advertiserslies a formidable challenge for the advertising agencies vying to win the Bud
Light creative account. Volume of the core Bud Light beer (known inside the company as Bud Light Blue), has
decreased for 13 consecutive years, falling from an all-time peak of 42.4 million barrels in 2008 to 26 million last
year, according to beer trade publication Beer Marketer's Insights, which bases its analysis on shipments to
distributors. What this all means for Bud Light Bluestill America's best-selling single brand with 11.8% U.S. market
share, according to Beer Marketer's Insightsmay not be the message that its distributors necessarily want to hear.
Bud Light's 1.7% decline, Beer Marketer's Insights data shows (Lite was the only of the three to gain overall beer
market share). [...]the agency that wins its business may be the one that tells that story best to the young audience
Bud Light the beer has seen steadily drain away, while latching onto the legacy strengths that once defined
ittransforming a youthful and fun-loving brand of low-calorie, sessionable beer that's dying into a youthful and fun-
loving family of low-calorie, sessionable things that can growbeers, cocktails, seltzers, health-focused beers and
perhaps other expressions still waiting to be invented, along with new ways to promote them.
FULL TEXT
Behind the prestige of an association with beer's biggest U.S. brandand creative control of one of the country's
most iconic and famous advertiserslies a formidable challenge for the advertising agencies vying to win the Bud
Light creative account. Can they help save a brand whose signature product is stuck in a long sales slump?
Anheuser-Busch InBev, parent of the Bud Light brand, initiated the review last month after eight years with
Wieden+Kennedy, which has chosen not to defend. Agencies pitching the business inclu.
A 6 Pack for Event Marketers: Lessons from the Craft Beer IndustryRJ Coleman
For event marketers strategizing on the next trade show, sales meeting, or other event there are lessons to be learned from the highly successful craft beer industry.
A day in the life of a wine consumer by eWinery SolutionsMike Meisner
eWinery Solutions provides software solutions to the wine industry to help them excel in their day to day activities and sell more wine direct to consumer. Learn how the typical life cycle works for a wine consumer, and how our software helps wineries succeed in their day to day activities.
Coca-Cola at a crossroads with new CEO in chargeAs new CEO James.docxclarebernice
Coca-Cola at a crossroads with new CEO in charge
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett's aphorism into a painful reminder of better days.
By Russell Grantham Atlanta Journal-Constitution
May 7, 2017
ATLANTA – Legendary investor Warren Buffett once was quoted as saying Coca-Cola was such a strong company that a ham sandwich could run it.
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett’s aphorism into a painful reminder of better days.
The Atlanta company is still hugely profitable, but increasingly under pressure. Soda sales stalled, and its core Coke brand slipped in the U.S. market as people cut back on sweet, fattening drinks in recent years. The beverage market is more fragmented, with new choices constantly materializing. Coke is pushing to broaden its lineup with non-fizzy brands, but its lifeblood remains soda.
Behind its perpetually sunny marketing facade, Coke in recent years has spent enormous corporate energy rearranging internally and retooling operations to deal with new marketplace realities.
Onto the stage now steps Quincey, a British-born, 21-year Coke veteran who is expected to bring new ideas and vitality.
His tenure didn’t start quietly. On Tuesday, in what was essentially his first act as CEO, Quincey used an earnings call with financial analysts to announce job cuts that will hit the headquarters staff in Atlanta hard.
The company plans to eliminate 1,200 jobs later this year from a pool of 5,500 corporate positions. The cuts are part of a plan to save about $800 million through 2019.
Quincey said the cuts are “clearly a painful process,” but necessary. He said job decisions will be made “as fairly as possible,” but also with “speed.”
“People don’t want this to linger on,” he said in an interview.
Quincey said the plan is to use about half of the savings to speed investment in new products and marketing, and to restore Coke’s revenue and profit growth to 4 to 6 percent per year.
“There’s an acceleration we’d like to see,” Quincey said. “I don’t think we’re broken, but I don’t think we’re where we need to be.”
While soda sales are an obvious sore spot, they aren’t Coke’s only issue. Assessing the company’s fortunes from the outside has been complicated in recent years by an overhaul of bottling operations.
In 2010 Coke bought North American bottling operations from partner Coca-Cola Enterprises. It did the same with hundreds of bottlers around the world. Coke for a time took control of the operations, significantly enlarging the company. Now it’s spinning them back out to new partners.
Coke’s revenue has slipped for the past four years — from $48 billion in 2012 to $41.9 billion last year — in part because of the accordion effect of the bottling overhaul.
The 130-year-old company’s star has also faded a bit in other ways.
In 2007, Coca-Cola was the most valuable brand in the world, acc ...
Both grocers and wine retailers are looking for a way to capitalize and expand on the shifting behaviors of consumers who aren’t just crossing ‘wine’ off a shopping list, but rather looking for an experience they haven’t had before.
Sampling is the key to an experience-driven customer and the foundation for increased sales of both bottles and cases of wine.
For off-premise businesses things that used to be an afterthought are turning into focal points.
Consumers are looking for easy, memorable experiences in the wine section of grocery stores and on the shelves of specialty shops.
An industry analysis by Porters Five Forces reveals that the soft dr.pdfalokkesh1
An industry analysis by Porters Five Forces reveals that the soft drink industry has historically
been favorable for positive profitability, as exemplified by Pepsi and Cokes financial outcomes.
Soft drink industry is very profitable, more so for the concentrate producers than the bottler\'s.
This is surprising considering the fact that product sold is a commodity which can even be
produced easily. There are several reasons for this, using the five forces analysis we can clearly
demonstrate how each force contributes the profitability of the industry.
Threat of new entrants
Entering bottling, meanwhile, would require substantial capital investment, which would deter
entry.
although the CP industry is not very capital intensive, other barriers would prevent entry.
Through their DSD practices, these companies had intimate relationships with their retail
channels and would be able to defend their positions effectively through discounting or other
tactics.
It would be nearly impossible for either a new CP or a new bottler to enter the industry. New CPs
would need to overcome the tremendous marketing muscle and market presence of Coke, Pepsi,
and a few others, who had established brand names that were as much as a century old.
Companies that have a door to door distribution channel in place like snack companies could
choose to diversify into soda industry
Switching costs are low for consumers who risk very little by trying new brands or
Beverages
Barriers to entry are relatively high, though, with large advertising budgets and competitive
brand loyalty to big players like Coca-Cola and Pepsi
The drinks with high growth and high hype are non-carbonated beverages such as juice drinks,
sports drinks, tea-based drinks, dairy-based drinks, and especially bottled water
Bargaining power of buyers
through five principal channels: food stores, convenience and gas, fountain, vending, and mass
merchandisers (primary part of \"Other\" in \"Cola Wars…\" case)
Bottlers own a manufacturing and sales operation in an exclusive geographic territory, with
rights granted in perpetuity by the franchiser, subject to termination only in the event of default
by the bottler
1980 Soft Drink Interbrand Competition Act preserved the right of CPs to grant exclusive
territories to their bottlers, giving less bargaining power to Bottler\'s buyers because there is no
alternative supplier
Bottlers are locked into contracts that grant CPs the right to set prices and other terms of sale
Bottlers are allowed to handle the non-cola brands of other Cps at their discretion
Bottlers are also given freedom in choosing whether or not to carry new beverages introduced by
the CPs but cannot carry directly competitive brands
Competition for brand shelf space in retail channels gives some bargaining power back to buyers
Threat of substitute products
Through the early 1960s, soft drinks were synonymous with \"colas\" in the mind of consumers.
In the 1980s and 1990s Coffee, tea, water, juices.
B2B organizations can as easily drive great social content as B2Cs. It just requires clarifying your own objectives, understanding your audience's motivations, and meshing the two together with great content in the right tactical locations. (Easy peasy, right?)
Originally presented to The Packaging Association, November 17, 2011.
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.
Presentation given at the Food & Beverage Conference in Athens, November 2008. Based on insights research done in Greece, we present 10 topics to (make you) think about, with a focus on customer centric marketing and innovation.
In Ingroup and Outgroup,” David G. Myers discusses how identi.docxsleeperharwell
In “Ingroup and Outgroup,” David G. Myers discusses how identity is often understood in terms of our
differences from others. More particularly, he notes how we understand ourselves as members of groups
that are different from other groups. If it is true that our identities are a product of these perceived
differences, what does that mean for how we interact with one another across those group differences?
What is the attitude that best informs a positive dialogue between or among diverse groups?
In a clear, well-written, thesis-driven essay, discuss how what Myers sees as the ineradicable fact of our
social diversity informs our efforts to work and live together . Your essay should build this discussion with
reference to at least two other pieces from the Human Experience Reader.
Bud Light is ailing— can a new agency fix it?
Springer, Jon . Advertising Age ; Chicago Vol. 93, Iss. 11, (Jul 11, 2022): 16.
ProQuest document link
ABSTRACT (ENGLISH)
Behind the prestige of an association with beer's biggest U.S. brandand creative control of one of the country's
most iconic and famous advertiserslies a formidable challenge for the advertising agencies vying to win the Bud
Light creative account. Volume of the core Bud Light beer (known inside the company as Bud Light Blue), has
decreased for 13 consecutive years, falling from an all-time peak of 42.4 million barrels in 2008 to 26 million last
year, according to beer trade publication Beer Marketer's Insights, which bases its analysis on shipments to
distributors. What this all means for Bud Light Bluestill America's best-selling single brand with 11.8% U.S. market
share, according to Beer Marketer's Insightsmay not be the message that its distributors necessarily want to hear.
Bud Light's 1.7% decline, Beer Marketer's Insights data shows (Lite was the only of the three to gain overall beer
market share). [...]the agency that wins its business may be the one that tells that story best to the young audience
Bud Light the beer has seen steadily drain away, while latching onto the legacy strengths that once defined
ittransforming a youthful and fun-loving brand of low-calorie, sessionable beer that's dying into a youthful and fun-
loving family of low-calorie, sessionable things that can growbeers, cocktails, seltzers, health-focused beers and
perhaps other expressions still waiting to be invented, along with new ways to promote them.
FULL TEXT
Behind the prestige of an association with beer's biggest U.S. brandand creative control of one of the country's
most iconic and famous advertiserslies a formidable challenge for the advertising agencies vying to win the Bud
Light creative account. Can they help save a brand whose signature product is stuck in a long sales slump?
Anheuser-Busch InBev, parent of the Bud Light brand, initiated the review last month after eight years with
Wieden+Kennedy, which has chosen not to defend. Agencies pitching the business inclu.
A 6 Pack for Event Marketers: Lessons from the Craft Beer IndustryRJ Coleman
For event marketers strategizing on the next trade show, sales meeting, or other event there are lessons to be learned from the highly successful craft beer industry.
A day in the life of a wine consumer by eWinery SolutionsMike Meisner
eWinery Solutions provides software solutions to the wine industry to help them excel in their day to day activities and sell more wine direct to consumer. Learn how the typical life cycle works for a wine consumer, and how our software helps wineries succeed in their day to day activities.
Coca-Cola at a crossroads with new CEO in chargeAs new CEO James.docxclarebernice
Coca-Cola at a crossroads with new CEO in charge
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett's aphorism into a painful reminder of better days.
By Russell Grantham Atlanta Journal-Constitution
May 7, 2017
ATLANTA – Legendary investor Warren Buffett once was quoted as saying Coca-Cola was such a strong company that a ham sandwich could run it.
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett’s aphorism into a painful reminder of better days.
The Atlanta company is still hugely profitable, but increasingly under pressure. Soda sales stalled, and its core Coke brand slipped in the U.S. market as people cut back on sweet, fattening drinks in recent years. The beverage market is more fragmented, with new choices constantly materializing. Coke is pushing to broaden its lineup with non-fizzy brands, but its lifeblood remains soda.
Behind its perpetually sunny marketing facade, Coke in recent years has spent enormous corporate energy rearranging internally and retooling operations to deal with new marketplace realities.
Onto the stage now steps Quincey, a British-born, 21-year Coke veteran who is expected to bring new ideas and vitality.
His tenure didn’t start quietly. On Tuesday, in what was essentially his first act as CEO, Quincey used an earnings call with financial analysts to announce job cuts that will hit the headquarters staff in Atlanta hard.
The company plans to eliminate 1,200 jobs later this year from a pool of 5,500 corporate positions. The cuts are part of a plan to save about $800 million through 2019.
Quincey said the cuts are “clearly a painful process,” but necessary. He said job decisions will be made “as fairly as possible,” but also with “speed.”
“People don’t want this to linger on,” he said in an interview.
Quincey said the plan is to use about half of the savings to speed investment in new products and marketing, and to restore Coke’s revenue and profit growth to 4 to 6 percent per year.
“There’s an acceleration we’d like to see,” Quincey said. “I don’t think we’re broken, but I don’t think we’re where we need to be.”
While soda sales are an obvious sore spot, they aren’t Coke’s only issue. Assessing the company’s fortunes from the outside has been complicated in recent years by an overhaul of bottling operations.
In 2010 Coke bought North American bottling operations from partner Coca-Cola Enterprises. It did the same with hundreds of bottlers around the world. Coke for a time took control of the operations, significantly enlarging the company. Now it’s spinning them back out to new partners.
Coke’s revenue has slipped for the past four years — from $48 billion in 2012 to $41.9 billion last year — in part because of the accordion effect of the bottling overhaul.
The 130-year-old company’s star has also faded a bit in other ways.
In 2007, Coca-Cola was the most valuable brand in the world, acc ...
Both grocers and wine retailers are looking for a way to capitalize and expand on the shifting behaviors of consumers who aren’t just crossing ‘wine’ off a shopping list, but rather looking for an experience they haven’t had before.
Sampling is the key to an experience-driven customer and the foundation for increased sales of both bottles and cases of wine.
For off-premise businesses things that used to be an afterthought are turning into focal points.
Consumers are looking for easy, memorable experiences in the wine section of grocery stores and on the shelves of specialty shops.
An industry analysis by Porters Five Forces reveals that the soft dr.pdfalokkesh1
An industry analysis by Porters Five Forces reveals that the soft drink industry has historically
been favorable for positive profitability, as exemplified by Pepsi and Cokes financial outcomes.
Soft drink industry is very profitable, more so for the concentrate producers than the bottler\'s.
This is surprising considering the fact that product sold is a commodity which can even be
produced easily. There are several reasons for this, using the five forces analysis we can clearly
demonstrate how each force contributes the profitability of the industry.
Threat of new entrants
Entering bottling, meanwhile, would require substantial capital investment, which would deter
entry.
although the CP industry is not very capital intensive, other barriers would prevent entry.
Through their DSD practices, these companies had intimate relationships with their retail
channels and would be able to defend their positions effectively through discounting or other
tactics.
It would be nearly impossible for either a new CP or a new bottler to enter the industry. New CPs
would need to overcome the tremendous marketing muscle and market presence of Coke, Pepsi,
and a few others, who had established brand names that were as much as a century old.
Companies that have a door to door distribution channel in place like snack companies could
choose to diversify into soda industry
Switching costs are low for consumers who risk very little by trying new brands or
Beverages
Barriers to entry are relatively high, though, with large advertising budgets and competitive
brand loyalty to big players like Coca-Cola and Pepsi
The drinks with high growth and high hype are non-carbonated beverages such as juice drinks,
sports drinks, tea-based drinks, dairy-based drinks, and especially bottled water
Bargaining power of buyers
through five principal channels: food stores, convenience and gas, fountain, vending, and mass
merchandisers (primary part of \"Other\" in \"Cola Wars…\" case)
Bottlers own a manufacturing and sales operation in an exclusive geographic territory, with
rights granted in perpetuity by the franchiser, subject to termination only in the event of default
by the bottler
1980 Soft Drink Interbrand Competition Act preserved the right of CPs to grant exclusive
territories to their bottlers, giving less bargaining power to Bottler\'s buyers because there is no
alternative supplier
Bottlers are locked into contracts that grant CPs the right to set prices and other terms of sale
Bottlers are allowed to handle the non-cola brands of other Cps at their discretion
Bottlers are also given freedom in choosing whether or not to carry new beverages introduced by
the CPs but cannot carry directly competitive brands
Competition for brand shelf space in retail channels gives some bargaining power back to buyers
Threat of substitute products
Through the early 1960s, soft drinks were synonymous with \"colas\" in the mind of consumers.
In the 1980s and 1990s Coffee, tea, water, juices.
Similar to Drink 2.0 - Anything but the Usual (US version) (20)
B2B organizations can as easily drive great social content as B2Cs. It just requires clarifying your own objectives, understanding your audience's motivations, and meshing the two together with great content in the right tactical locations. (Easy peasy, right?)
Originally presented to The Packaging Association, November 17, 2011.
Digital and social technology are dramatically reshaping the way consumers *watch, play, share, and shop for all things sports-related. Is your brand ready?
Viral marketing is a 15yo term with a lot of baggage—and we say it's time to kick it to the curb. Sure, you want your video or marketing campaign to "go viral," but viral isn't what a video or campaign is, it's a term that describes how it spreads. And unlike a real virus, which has the mechanism for spreading built right into it, your video is going to have to work a little harder. In this deck, we'll show you how and why.
"The worst thing you can do during a recession is disappear from a marketing/communications perspective." The challenge is... how to market more aggressively with fewer dollars, less man-power, and a more-frugal-minded-than-ever consumer? Espresso suggests a little "brand infiltration"—a.k.a smarter marketing in a dumb economy—or ANY economy.
Marketing used to be really simple. These days, it's anything but. Espresso is an integrated marketing agency that understands things aren't "business as usual". That's why we've introduced Brand Infiltration—a progressive approach to integrated marketing that blends digital, experiential and classic marketing tactics with social media savvy and an uber-rigorous commitment to metrics. Infiltrators go beyond clever copy and pretty pictures to actually solve our clients’ business problems in the most inventive, relevant, effective way possible. We're more sharp-shooting than "spray and pray". Learn more about us in this overview presentation—or visit us online at www.brandinfiltration.com
Think cutting back on marketing is the smart way to survive the recession? Think again. The folks at Espresso www.brandinfiltration.com provide a fresh perspective on marketing in today's economy.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Drink 2.0 - Anything but the Usual (US version)
1. Drink 2.0
ANYTHING BUT “THE USUAL.”
A critical look
at the challenges
and opportunities
facing alcohol
brands in the U.S.
2. “
It is absolutely
NOT recession
proof.”
Peter Cressy
President, Distilled Spirits Council of the U.S.
January 2009
2
3. INTRODUCTION
As the marketing agency that coined the term Perhaps it’s this excitement that led us to examine
brand infiltration™, Espresso is acutely interested the alcohol industry as our second “2.0” subject.
in understanding how consumer expectations are Perhaps we’re just a little thirsty? Either way, we
changing in step with evolving technology, know you’ll agree that a perfect storm of new
demographic shifts, economic factors, and cultural economic forces and lifestyle choices has been
phenomena—and helping our clients rise to the brewing, challenging the staid assumptions within
challenges that unfold along the way. the alcohol industry.
So begins our foray into the world of Drink 2.0, But today’s challenges come with significant new
the second in a series of publications we are opportunities, as well. Drink 2.0 examines how
releasing in 2010, in which we examine the brands can adapt to emerging consumer trends,
challenges and the opportunities facing businesses create more meaningful relationships with their
as digital and social technology dramatically alter existing enthusiasts, and pave the road to
the way people discover, experience, and share enduring success.
information.
Cheers!
For marketers, this shift is truly seismic.
The unwritten rules of communication to which
we’ve adhered for decades are being burnt to the
ground, and from their ashes, a new model based
on unprecedented openness is emerging.
Words like “transparency,” “authenticity,”
and “engagement” are replacing beloved turns Jacquelyn Cyr
Chief Executive Officer
of phrase like “on message,” and “on brand.” Espresso
It's quite possibly the most terrifying time for
marketers in over fifty years - yet, without
question, the most exciting.
3
5. STAYING IN IS THE NEW GOING OUT.
It’s been a rough couple of years. As economic upheaval swept through
virtually every industry, and consumers dramatically cut back on spending,
bars and restaurants felt the crunch.
68%
are doing less
fine dining.
59%
less often.
are going to bars
SOURCE: Nielsen, Oct 2009
PHOTO: Adidas
6. “
I don’t go to bars
too much anymore.
This is a great way to be a beer geek
without going out.”
Michael Endelman
Writer at Rolling Stone
New York Times
6
7. THIS IS NOT A BAR.
While bar and restaurant sales declined, off-premise alcohol sales grew 3% according to the
Distilled Spirits Council of the U.S. (DISCUS). Thanks to non-traditional, and off-premise
consumption, the total spirits market grew 1.6% in 2009.
“Every week some beer store in New York City trumpets
the arrival of growlers — 64-ounce, refillable glass vessels
that look like a moonshine jug. Some customers
appreciate growlers for reasons of economy or ecology,
Approach craft brewers choose not to bottle their
and as more
• Social activity audit like the idea of getting fresh beer
products, many fans
• Stakeholder recently was sold only in specialized bars.”
that until interviews
• Competitive analysis
—The New York Times
• Ideation
7
PHOTO: Todd Heisler/The New York Times
8. EVERYONE’S A CONNOISSEUR.
In the U.S., there are currently more than 7,000 wineries, 1,500 breweries, and 200 distilleries, the
majority of which could be described as “small”, “craft”, and “boutique” respectively. And they’re
gaining traction. According to Restaurant News, while overall beer sales dropped 1.3% in the first half
of 2009, sales of craft beer grew by 10%. The proliferation of choices is nurturing a much savvier
8
consumer with a more sophisticated palate, and establishments are placing their orders to match.
PHOTO: Saul Loeb / AFP / Getty Images
9. “
We decided to appeal to
the person who is interested
in drinking nice craft beers
instead of having a list of
American lagers that all
taste the same.”
Steve Tindle
Wine & Spirits Director
Shaw’s Crab House, Chicago
9
10. HOME COURT ADVANTAGE.
The economy’s prolonged doldrums have
given domestic brands a competitive
advantage as consumers are shopping based
on price.
• In contrast to the tremendous success of
domestic craft beers, the sales of their
imported counterparts have dropped 9%.
• Sales of American vodkas, which cost 50%
less than imported brands, grew 8.1%.
• Sales of domestic wines, which costs 25%
less than imported, grew 5%.
10
SOURCE: MSNBC
11. LOCAL FORECAST LOOKS WET.
Contributing to the rise in off-premise consumption has been
a nationwide liberalizing trend in alcohol laws, as more and
more states are looking for ways to generate increased tax
revenues. In 2009 alone, 2,400 new off-premise locations
selling alcoholic beverages opened across the U.S.
Fourteen states have rolled back their Sunday Blue Laws over
the past decade in an effort to increase revenue. With
tempting examples like Colorado, which saw a 6% increase in
alcohol tax revenue in 2008 alone, more states are expected
to follow suit in the coming years.
11
SOURCE: MSNBC
12. Industry Trends
The Times, They are a-Changin’
Brands Getting it Right
Infiltration How-Tos
Conclusion
Credits
12
13. ONCE UPON A TIME…
Advertising used to be simple.
“Media fragmentation” just
meant cable. A bigger ad buy
was the best way to increase
market share. And a brand’s
marketing success lived
and died by its TV spots.
13
14. TODAY,
THINGS ARE
A BIT MORE
COMPLICATED.
14
IMAGE CREDIT: http://www.barcelonaschiringuito.com/no-hay-marcha-atras
15. INTERNET > TV.
The mainstream American consumer
is far more digitally sophisticated and
venturesome than commonly believed.
According to new research in the
Razorfish FEED report, U.S. consumers
now spend, on average, about the
same amount of time online as they do
watching television. In fact, according
to Forrester, those under the age of
more
45 spend significantly
time using the Internet
than watching television.
15
PHOTO: http://www.bandlem.com/Xmas/2006/
16. CONSUMPTION FACTS
• 84% of consumers rely on the web
to get current news or information.
• 76% regularly watch online video
on sites like YouTube and Hulu.
• 73% regularly visit social networking
sites like Facebook, MySpace, and
LinkedIn.
• 62% listen to music online through
services like iTunes and Pandora.
SOURCE: Razorfish FEED Study
16
17. SOCIAL MEDIA IS UBIQUITOUS.
• Virtually all consumers have searched for a brand online.
• 76% welcome brand advertising on social networks.
• 73% have posted a product or brand review on a web site like Amazon, Yelp,
Facebook, or Twitter.
• 70% have read a corporate blog.
• 67% have watched a commercial video on YouTube.
• 65% have played a branded, browser-based game.
17
PHOTO: http://www.flickr.com/photos/constantine-graphics/3859971253/
18. SAY GOODBYE
TO “THE USUAL.” --Razorfish FEED Study
Your customers are increasingly more digitally
savvy. Their palates are increasingly more
sophisticated and their wallets are noticeably
thinner. Meanwhile, your competition keeps
growing. And the old reliable methods of
gaining market share and maintaining brand
loyalty are going the way of the VHS.
Yes, these days, the alcohol business — like so
many others — is anything but “usual.” Your
customers are less likely to order Dad’s brand at
the local bar than to whip up their own
signature cocktail at home—using a boutique
vodka they heard about on Facebook, no less.
To thrive in this new landscape, your brand must
embrace the digital medium and adapt to the
ever-evolving needs and expectations of a 21st
century consumer.
The cape and tights, fortunately, are optional.
18
PHOTO: http://www.flickr.com/photos/wengistein/472176875/
20. BACARDI: BRINGING THE PARTY HOME
In 2008, Bacardi made the smart
decision to adapt their
marketing in step with both
consumers’ digital media and
off-premise consumption
habits. Their Bacardi Mojito
Party Facebook app helped
guide users in mixing the perfect
Bacardi Mojito and planning
their own at-home parties. Also
included were an iPod tutorial,
a Cocktail Calculator, and a
feature that let users invite
friends via Facebook or Evite.
The application was installed
100,000 times in its first week
and ultimately helped Bacardi
Limited produce its highest
sales in history for the fiscal year
ending in March 2008.
20
21. FLYING DOG ALE:
EMBRACING OPEN SOURCE CULTURE
In the Summer of 2008, Flying Dog launched an extremely limited edition
beer. The brew was the result of a collaborative creation process—called
“Open Source” for the practice of openly sharing information and access,
prominent within the hacker community—in which brewing enthusiasts were
able to contribute their input on the ultimate Flying Dog beer recipe.
True to the open source ethos, the recipe for the beer was made public so
others could brew their own.
21
22. IMAGE: Diageo
DIAGEO: RAISING THE BAR
In December 2009, Diageo, the world’s leading premium drinks company, whose portfolio includes
Smirnoff vodka, Jose Cuervo tequila, Captain Morgan Original Spiced Rum, Johnnie Walker blended
Scotch whisky, Sterling Vineyards wine and Guinness Draught, launched a mobile version of its very
successful website thebar.com. Consumers of legal purchase age were essentially handed an on-the-go
resource to help inspire, plan, and shop for any occasion, on any budget.
Like its parent URL, the mobile site offers an extensive drink recipe database supported by the breadth
of the Diageo portfolio, detailed drink information, notifications on special offers, a store locator, and
more—right in a user’s pocket.
22
23. PABST BLUE RIBBON:
EVENTS
[aka THE OTHER SOCIAL MEDIA]
After more than two decades of steady decline,
Pabst Blue Ribbon sales had hit their lowest
point in 2000. But a few years later, the brand
started popping up in trendy urban bars all
across the country. By 2006, the brand’s volume
was over 1.6 million barrels, according to trade
publication Beer Marketer’s Insights.
PBR’s unlikely comeback started — and was
most pronounced in — Portland, OR. The local
community of punks, skaters, and bike
messengers had started drinking the beer
because it was cheap. In the process, they
ended up redefining what their own meaning
for the aging, almost blank-slate of a brand.
Passing on higher-profile partnerships, Pabst
instead chose to support alternative subculture
events like rowdy “bike messenger polo
matches.” Pabst saw its sales rebound through
mini event sponsorships and partnerships with
the communities that had embraced its brand.
23
IMAGE: Traitor
24. ROCK ART BREWERY:
THE SOCIAL MEDIA REVOLUTION
In September of 2009, Matt Nadeau,
founder of Rock Art Brewery,
a nine-person company based in
Morrisville, VT, received a cease and
desist letter from Hansen Beverage
Company, which owns Monster
Energy Drink. Nadeau was ordered to
stop using the name “Vermonster”
for one of Rock Art’s specialty brews.
Trademark attorneys informed
Nadeau that while he could probably
win this dispute in court, fighting for
the name against a billion dollar
company would likely bankrupt him.
Nadeau aired his outrage online,
and ignited a nationwide social media
maelstrom.
The “Vermonters and Craft Beer The hashtags #monsterboycott and #boycottmonster became trending
Drinkers Against Monster” Facebook topics on Twitter. And all this happened in just three weeks.
group gained 19,000 members. The
YouTube video of Nadeau explaining
his side of the story (“Matt and the On October 20th, the two sides reached a settlement that allows Rock
Monster”) was viewed over 82,000 Art to continue to market the brew. Nadeau credits the power of the
times. social media grassroots movement for the win.
24
26. “
We require that all alcohol-related
advertisements use our tools and
demographic targeting options
to restrict the ad to users who are
over the legal drinking age. We strictly
enforce this policy through proactive
investigations and response to user
reports.”
Facebook
26
27. THE RULES OF THE GAME.
Since 2003, FTC regulations require
alcohol advertisers to ensure that at
least 70% of the audience for their
print, radio, television, and, later,
internet ads is comprised of adults
over 21. Five years later, an FTC study
found high levels of standards
compliance and even voluntary third-
party self-regulation across the
industry.
Since 2008, the FTC has also
recommended that the 70% standard
also be applied to event
sponsorships. Online platforms like
Facebook have also adopted these
standards, enforcing them with their
own alcohol advertising policies.
Of course, while alcohol products
face some particular restrictions,
four key approaches still
apply to connecting with
modern consumers of legal
age.
27
PHOTO: http://www.flickr.com/photos/gord99/315490873/
28. 1. ENGAGE YOUR CUSTOMERS.
What we drink can be incredibly personal. Our choice of beverage is more than just a matter of taste; it’s
often an expression of who we are. The desire to feel involved with and a part of the brand we love is
therefore that much more acute.
Whether it’s an iPhone app that helps users throw a better party, a Facebook app that allows them to share
their enthusiasm with friends, a chance to participate in co-creating a new product, or even just the
opportunity to stay in the know and offer feedback via a brand blog, consumers want the kinds of access
and experiences that let them feel closer to the brands that are important in their lives. These experiences
serve not only to keep customers, but to attract new ones. 28
PHOTO: David Cyr
29. 2. INVEST IN COMMUNITY.
Bacardi did it through an app that engages Facebook users’ existing friend
networks. Pabst Blue Ribbon did it by supporting the subcultures that had
embraced it. Rock Art Brewery did it through a uniting rallying cry. Flying Dog
did it by creating a platform that invited enthusiasts to collaborate with the
brand while paying homage to progressive digital-culture values.
The most successful branded experiences aren’t gimmicks. They’re true
commitments to nurturing and cultivating a vibrant community that reflects
both the brand values and that of its enthusiasts.
29
30. 3. ADAPT WITH SHIFTING CONSUMER TRENDS.
Your customers are spending as much
or more time online as they are watching
TV. Their palates are becoming more
sophisticated and their drinking habits
more off-premise. Adapt your marketing
strategy to address these shifting
behaviors and expectations.
Consider mobile applications. Explore social
marketing opportunities. Entertain them, provide
them with utility, sponsor the events and causes
they care about—or better yet—create new ways
to make those events even more
interesting and meaningful.
Inspire old fans and new
customers to be creative
in their newfound frugality
with applications, games,
and branded entertainment
that markets with them,
not at them.
31. 4. EXPERIMENT!
Change is definitely brewing. We can face that
change with fear and resistance, or we can
welcome it with open arms and fresh ideas.
Right now, there are unprecedented
opportunities to connect with consumers in more
engaging and meaningful ways than ever before,
turning customers into avid enthusiasts, and
enthusiasts into ambassadors.
Right now, the world is watching the innovators,
the daredevils, and visionaries eat everyone else’s
lunch.
Our view? Clearly, we recommend rolling up your
sleeves and getting those hands dirty. Experiment
with new digital tools and social strategies.
Pursue new ways to engage your consumers. Take
risks.
You may be surprised to discover that these days,
trying something new is the safe bet, and the
real danger is in sticking to the status quo.
32. CONCLUSION
Like the explosion of beverage choices, the widespread consumer adoption of and reliance on digital
and social technology is not a passing fad. Things are not going back to the way they were before.
The reign of the ad is as dead as the Budweiser frogs. The new digital mainstream consumers expects
you to market with them, not at them. They’re more than happy to be part of a conversation, to laugh
at your jokes, to respond to your questions, to be part of your experiment. But they’re not even
remotely interested in your latest “campaign.”
To survive and thrive in a brave, new Drink 2.0 world, you must adapt your marketing strategy to meet
your customers on their terms.
Brands that embrace this philosophy will
discover unprecedented opportunities to
generate revenue, grow their consumer-
base, and earn the loyalty of their most
avid enthusiasts.
Those that do not, well... they won’t be
there for the next round.
This is not “the usual.“
This is Drink 2.0.
Bottoms up.
PHOTO: Hottrix
33. Hi, we’re Espresso. Nice to meet you.
Drink 2.0 was researched, written, and produced by a team of amateur beer geeks and
spirits connoisseurs who also happen to work for an integrated marketing agency called
Espresso. We’re a bunch that firmly believes it’s time to stop wasting precious
marketing dollars creating ads that people ignore, and focus instead on creating
experiences your customers (and prospects) will love. We’re super-committed to doing
just that in the most [cost-]effective way possible—while never losing sight of our
relentless pursuit of being Amazing at Life™.
SAY HELLO,
WHY DON’T YOU?
TORONTO
Jacquelyn Cyr
Chief Executive Officer
416 620 6773
jacquelyn@brandinfiltration.com
twitter.com/infiltrators
BOSTON
Marta Kagan
Managing Director, U.S.
617 477 5811
marta@brandinfiltration.com
twitter.com/mzkagan
brandinfiltration.com