This document provides an integrated marketing communications plan for Moët & Chandon champagne in the UK market. The plan aims to increase brand awareness among 24-35 year old females and position Moët as the preferred champagne brand for celebratory nights in. Key objectives are to raise brand awareness by 20% and position Moët as the brand for indulgent home celebrations. The plan outlines research showing declining sales and increased competition from sparkling wines. It recommends advertising campaigns using mass media, magazines, celebrity ambassadors, and in-store sampling to achieve the objectives over 12 months.

1. 2012
IMC Plan
Reena Kaur Somal
33311957
Marketing & Advertising
Management
Module Leader: Neil Kelley
WordCount: 2,739
18.12.2012
Integrated Marketing
Communications

2. 2 | P a g e
Executive Summary
Moët & Chandon remains one of the world’s oldest luxury champagne brands in the UK
accounting for 10% of champagne sales, however its sales have fallen 9.6% in 2009
(Mintel). From the recent report Global market review of Champagne it was noted “people
are fed up with austerity…if people are looking for indulgence, Champagne is celebration
and indulgence”. This IMC plan addresses all the necessary strategies and tactics to achieve
these measurable results.
Research determined that 24 - 35 year old females have the strongest influence on the
champagne market with 37% able to afford this luxury due to their high disposable income;
which poses an opportunity for Moët and Chandon to expand into this market by reaching
these individuals. In order for Moët and Chandon to grow in the UK market, the
implementation of this plan will undoubtedly achieve the objectives of increasing 20% brand
awareness of 24 - 35 ABC females by December 2013.
Changes in society have also seen a change in associations with champagne. 71% of
consumers drink champagne on special occasions, however it seems Champagne is
becoming a drink for occasion rather than celebrations. 27% of consumers are now drinking
Champagne at home to save money, compared to 15% purchasing Champagne at a higher
price in many on-trade establishments such as pubs, bars and restaurants. This continued
growth in entertaining at home is expected to help boost sales in the champagne sector by
19% over the next four years. (Mintel) Moët and Chandon can therefore extend its
associations and position itself as the preferred brand of champagne to drink and indulge at
home for romantic nights in and dinner parties of 24 – 35 year old ABC’s.
These objectives can be achieved through a mixture of communication tactics and strategies
in order to widen brand awareness and persuade consumers to indulge in the comfort of
their own home. By addressing these objectives, potential results could lead to an increase
in sales in the UK of Moët and Chandon and more awareness of the brand.

3. 3 | P a g e
Contents
1. Introduction……..……………………………………………..………………………...….4
2. Summary of Context Analysis……..…………………………………..……………..…5
3. Communications Objectives…………………………..…………………………………7
4. Promotional Strategy…………………………..…………………………………….......8
4.1. Perceptual Map………………………………………………………………….....9
5. Communications Mix…………………………..……………………………………..….10
6. Implementation Plan…………………………..……………………………………..…..12
6.1. Gantt Chart…………………………………………………………………………12
7. Control and Measurement…………………………..…………………………………..14
8. Summary…………………………..……………………………………..………………...15
9. Appendix…….………………………………………..……………………………………..16
9.1. Context Analysis - External Analysis………………………………………………..16
9.2. Customer Analysis…………………………………………………………………….17
9.3. Stakeholder Analysis………………………………………………………………….17
9.4. Business Analysis……………………………………………………………………..18
9.5. Internal Analysis……………………………………………………………………….19
9.6. SWOT Analysis………………………………………………………………………..20
10. Bibliography…..……………………………………………………….……………………....21

4. 4 | P a g e
1. Introduction
The purpose of this IMC Plan is to help the world’s oldest luxury champagne Moët and
Chandon grow in the UK’s champagne sector. Moët & Chandon remains the largest
champagne brand in the UK accounting for 10% of champagne sales however its sales fell
9.6% in 2009 (Mintel). In a recent report Global market review of Champagne it was noted
“people are fed up with austerity…if people are looking for indulgence, Champagne is
celebration and indulgence”. An IMC plan therefore needs to be conducted to remind and
retain customers of Moët and Chandon being a brand of elegance and to indulge more
often.

5. 5 | P a g e
2. Summary of Context Analysis
There are many factors which will impact Moët and Chandon’s IMC. In terms of social
factors, the level of involvement from customers has declined due to turning to sparkling
wine as an alternative. Buyers’ attitudes towards Champagne found that 69% of consumers
agree that buying sparkling wine instead of Champagne is a good way to save money (See
Appendix 9.2.) Since 2007, sparkling wine as an alternative to champagne has increased by
55% reaching an estimated £720 million. This has impacted sales of Moët and Chandon
declining by 9.6% (Kimberley) which has seen a drop in sales by 27% from 2007 – 2012
(Mintel). It seems that champagne’s luxury status positioning is leading to this economic
downturn. With the increasing power of supermarkets, Moët and Chandon are struggling
with the deep-cut promotions of champagne; as only 9% of consumers spend more than £30
per bottle which has affected Moët and Chandon’s sales dramatically. (Bainbridge 2012)
These price cuts and promotions have influenced consumers to the extent that 53% of
drinkers said they would not pay for it unless it’s on promotion (See Appendix 9.2.)
That being said, according to Mintel, 35+ C2 females with households with an income of
over £50,000 are more persistent to purchasing champagne. Their enthusiastic attitude
towards champagne demonstrates their ability to drink on both celebratory and relaxed
occasions as their willingness to spend more than £15 per bottle is higher than average. 24 -
35 year old females have the strongest influence on the market with 37% able to afford this
luxury due to their high disposable income; which poses an opportunity for Moët and
Chandon to expand into this market by reaching these individuals (See Appendix 9.2.)
Changes in society have also seen a change in associations with champagne. 71% of
consumers drink champagne on special occasions, however it seems Champagne is
becoming a drink for occasion rather than celebrations. 27% of consumers are now drinking
Champagne at home to save money, compared to 15% purchasing Champagne at a higher
price in many on-trade establishments such as pubs, bars and restaurants (See Appendix
9.2.) This continued growth in entertaining at home is expected to help boost sales in the
champagne sector by 19% over the next four years. (Mintel) Moët and Chandon can
therefore extend its associations for romantic nights in and dinner parties for more usage.
In terms of threats, competitors such as Tesco are now creating own-label brands as
cheaper alternatives. Tesco’s current Christmas campaign advertises Tesco Finest Premier
Cru Non Vintage Champagne at just £9.99. Their value for money champagne is
emphasised through a cheaper price than well-established brands. However in 2008-11,

6. 6 | P a g e
Tesco accounted only for 7% of advertising spend compared to Moët and Chandon which
was the highest spending advertiser in the Champagne market with 25%. This just reflects
Moët’s strengths in their communications and identifies Tesco’s weakness in their
communications (See Appendix 9.3.) In 2012, competitor Lanson launched a limited edition
packaging with a Union flag design for the Queen’s Jubilee celebrations which was available
in all major retailers. Although Lanson was successful in the launch of a new limited edition
and advertised this well, they faced criticism for undertaking a promotion that sways away
from their brand positioning of a French brand. In this aspect, Lanson failed to communicate
effectively through their marketing communications (See Appendix 9.3.)

7. 7 | P a g e
3. Communications Objectives
From the key findings, the level of involvement from customers has declined due to 69%
turning to sparkling wine as an alternative to champagne as a good way to save money. This
has impacted sales of Moët and Chandon declining by 9.6% (Kimberley) which has seen a
drop in sales by 27% from 2007 – 2012 (Mintel). For Moët and Chandon to grow in the UK
market, they need to continue to target their existing customers through reminding them of
the brand. A potential SMART objective therefore could be to raise brand awareness of Moët
and Chandon by 20% of 24 - 35 year old ABC females by December 2013. Targeting at this
audience will raise more brand awareness as according to Mintel, for the Champagne
market, ABC 18 – 34 year-olds females have the strongest influence on the market size with
37% able to afford this luxury due to their high disposable income (See Appendix 9.2.) This
presents Moët and Chandon with an opportunity to grow in the UK market by reminding
customers of Moet being a brand of elegance and to indulge more often.
Another objective could be to position Moët and Chandon as the preferred brand of
champagne to indulge at home for celebratory romantic nights in and dinner parties of 24 –
35 year old ABC’s in the UK by December 2013. By positioning Moët and Chandon as not
only a drink to indulge for special occasions but to position it to be enjoyed to celebrate
nights in; this will help Moet and Chandon grow. This is due to 27% of consumers now
drinking Champagne at home to save money, compared to 15% purchasing Champagne at
a higher price in many on-trade establishments (See Appendix 9.2.) This continued growth in
entertaining at home is expected to help boost sales in the champagne sector by 19% over
the next four years. (Mintel) Therefore this can be a great opportunity for Moët to make full
advantage of both males and females celebrating and indulging in the comfort of their own
home.

8. 8 | P a g e
4. Promotional Strategy
To raise 20% brand awareness of 24 - 35 year old ABC females and to position Moët and
Chandon as the preferred brand of champagne to indulge at home for celebratory nights in
of 24 – 35 year old ABC’s by December 2013, a blend of Fill’s 3P’s of promotional strategy
can be used to help achieve these objectives. In order to do this, over the next 12 months, it
is recommended that Moët advertise group celebrations of friends and family hosting dinner
parties and romantic nights in towards the run-up of Valentines Day, Christmas and New
Year.
It is recommended to use a pull-positioning strategy to generate increased levels of
awareness, encourage involvement and ultimately provoke a motivation to purchase Moët
champagne to indulge at home through the delivery of mass-media advertising campaigns
(Fill 2009). This can be achieved through Fill’s DRIP theory in reminding consumers to
indulge more often and thereby improve sales through persuasion. A push strategy can also
be used in helping achieve these objectives by increasing consumers’ brand awareness
through pushing the product down through the channel towards the end-user for
consumption. Communicating with retailers such as Marks & Spencer’s, Waitrose and
Debenhams can help push the product and message of increasing brand awareness and
indulging at home to the end consumer (Fill 2009). It is also recommended to use Fill’s
profile strategy through using P.R as the main communication tool in influencing a range of
stakeholders to help build a positive profile and satisfy Moët and Chandon’s corporate
promotional goals and build reputation (Fill 2009).
A differentiated targeting approach will be best suited as Moët and Chandon need to break
down communications to target at different audiences. Through altering communication
messages to certain audiences, this will make sure the message gets out there (Fill 2009). A
different message needs to be communicated to 24 - 35 ABC females to increase brand
awareness compared to 24-35 ABC males and females to indulge in celebratory nights in at
home. This will therefore position Moët and Chandon as not only a brand of sophistication
but a brand to be indulged during celebratory evenings at home. A perceptual map, as
outlined below illustrates how Moët and Chandon will still be positioned in the mind of
consumers as a premium brand but differentiate itself from other competitors such as
supermarkets own brands with maintaining their high quality and affordable price.

9. 9 | P a g e
4.1. Perceptual Map of Champagne:
(Adapted from Fill 2009 p341)
Laurent Perrier
ASDA’s Smart
Price Champagne
Lanson
TESCO Finest
Champagne
Moët and Chandon
HIGH
QUALITY
LOW
QUALITY
HIGH
PRICE
LOW
PRICE
Jacquart

10. 10 | P a g e
5. Communications Mix
To achieve these objectives, a mix of coordinated marketing communication tactics needs to
be employed. In order to position Moët and Chandon as the preferred brand of champagne
to drink and indulge at home for celebratory romantic nights in of 24 – 35 year old ABC’s by
December 2013, it is recommended to use a variety of messages which can be implemented
within the communications mix. An emotional advertising approach of friends and family
celebrating at home will persuade consumers of Moët and Chandon to indulge at home more
often. This advertisement can be broadcast on ITV during the break of Coronation Street as
the viewers of Coronation Street are similar to the target audience of Moët being in the 24-35
ABC category. Advertising on ITV will widen brand awareness as ITV reaches all of the key
demographics including 88% of housewives, 78% of ABC1 Men, 74% of 16-34 year olds and
81% of ABC1 adults (ITV Media). De Pelsmacker identified with a mass-media advertising
campaign, websites will be more frequently visited when the URL is delivered on the
advertisements (De Pelsmacker). Therefore Moët and Chandon should include their web
address on the ad and include a sponsored active web banner on the ITV website to widen
brand awareness. It is also recommended to advertise through cinema when a major
blockbuster is showing which will reach an estimated 1,000,000 viewers per week. This can
be achieved through a GAP Alcohol buying route in widening the brands awareness (Pearl &
Dean 2011).
Another tactic which can be employed is to advertise in magazines which have similar
readers to Moët and Chandon. ELLE magazine targets at 18-26 year old women with a high
disposable income; therefore this fits in with raising awareness of Moët consumers of ABC
24-35 females. Adverts can be displayed in Vanity Fair magazine which reaches high ABC1
educated, sophisticated males and females with a total net circulation of 100,692.
Additionally, it can be recommended for Moët and Chandon to advertise in The Daily Mail as
they have a readership of 2,720,000 of ABC1 consumers; therefore can reach wealthy
business executives in the ABC1 market (Mail Classified). Transport advertising is another
form of media which can be utilised in raising brand awareness of ABC 24-35 year old males
and females. Advertising on a full bus side, side of bus stops and on billboards in prime
locations will be beneficial in building awareness of Moët.
It is recommended to use P.R to build a positive profile of Moët and Chandon through the
use of celebrity ambassadors (Fill 2009). Using opinion formers like Moët’s former celebrity
ambassador Scarlett Johansson to convey images of ‘elegance and glamour’ can help raise
brand awareness. With Moët and Chandon’s target audience being AB 24-35 females, it can

11. 11 | P a g e
be suggested to appoint a new celebrity ambassador such as Eva Longoria to increase
awareness and credibility of the brand. Eva Longoria is a suitable match due to her high-
profile status as a Desperate Housewives star and holding contracts with Hanes, Heineken,
Magnum, Sheba and as the face of cosmetics giant L'Oreal (IMDB 2012). Having a celebrity
ambassador can be demonstrated through advertising campaigns on billboards and
transport advertising in prime locations and within London. It is recommended to advertise in
regions of London as this is where the main target market of Moët and Chandon are situated
due to being wealthy, ABC business-class individuals. Using P.R and sponsorship through
celebrity ambassadors therefore can have synergistic effects on a company’s image-building
through helping build awareness of Moët and Chandon (De Pelsmacker et al).
Retailers such as Marks & Spencer’s, Tesco and Waitrose can persuade consumers to
indulge at home through a push strategy. Offering free sampling tasters in-store every day
through personal selling will raise consumers’ awareness of the brand (Fill 2009). According
to De Pelsmacker ‘in-store or point-of-sale communications that are consistent with
advertising are more effective.’ It can be suggested for Moët to hire a sales assistant within
retail stores on a standard rate of £131 per day to provide samples (Tesco Sampling and
Demonstrations). According to Tesco Media, this will “enhance the shopping experience for
customers, drive NPD awareness and drive footfall into low frequency categories” (Tesco
Media).

12. 12 | P a g e
6. Implementation Plan
In order to achieve these objectives, it is recommended for Moët to use an objective and
task budget-setting method through working out all the resources needed to achieve each
objective into an overall budget which can be illustrated from the 12 month implementation
plan (Fill 2011).
Moët and Chandon should set a budget of £3 million for their marketing communications
over the next 12 months including a £1.5 million budget set aside to have Eva Longoria as
the new celebrity ambassador. Eva Longoria holds contracts with L’Oreal and Sheba for
£1.5m - £2m, therefore this is a realistic budget to pay Eva Longoria to be the face of Moet
(Joseph 2012). It is recommended for Moët and Chandon to use a rising continuity
scheduling approach alongside a regular pulsing scheduling approach. These approaches
will allow Moët and Chandon to gradually build their advertising within the upcoming
seasonal months of Christmas, New Year and Valentines Day of people having celebratory
romantic nights in. Within the 12 months, after February, Moet should resume advertising for
the upcoming summer months to reinforce people indulging.
6.1. Gantt Chart:
.

13. 13 | P a g e

14. 14 | P a g e
7. Control and Measurement
To determine the effectiveness of the IMC plan, measurable criteria needs to be conducted
to achieve these objectives. To evaluate the success of the objectives, a monthly forecast
should be conducted to identify any track changes in awareness levels and positioning of the
brand. This should be conducted in November 2013 so that enough time is allocated to
make any necessary changes for the upcoming year.
Using Fill’s (2011) marketing control process can evaluate actual performance against
established standards. To evaluate how successful Moët and Chandon’s advertising is, pre-
testing and post-testing can be utilised in getting people’s opinions and feedback.
Established standard industries such as BARB, POSTAR, FAME and JICREG evaluate the
percentage numbers of who is watching what. According to Fill (2011) “feedback is vitally
important because it provides information for the context analysis that anchors the next
campaign.”
It is recommended for Moët and Chandon to evaluate the success of using a new celebrity
ambassador through measuring P.R and sponsorship. P.R is about establishing and
maintaining goodwill and mutual understanding between an organisation and its publics
(CIPR 2012) therefore this tactic needs to be measured. Evaluating P.R against column
inches is a good way to measure the coverage of Moët and Chandon mentioned in the
press. To measure the performance of sponsorship, in using a celebrity ambassador, pre
and post testing will identify consumers’ awareness of the brand. It can be recommended to
use the tool gap analysis which will offer a method of how to monitor success or failure when
it comes to achieving Moët and Chandon’s promotional objectives.
December2013
Increase
awarenessby
20% of 24 – 35
ABC females.

15. 15 | P a g e
8. Summary
From the recent report Global market review of Champagne it was noted “people are fed up
with austerity…if people are looking for indulgence, Champagne is celebration and
indulgence”. This IMC plan addresses all necessary strategies and tactics to achieve these
measurable results. In order for Moët and Chandon to grow in the UK market, the
implementation of this plan will undoubtedly achieve the objectives of increasing 20% brand
awareness of 24-35 ABC females by December 2013 and position Moët as the preferred
brand of champagne to indulge at home for romantic nights in and dinner parties of 24 – 35
year old ABC’s. By addressing these objectives, Moët and Chandon will be able to widen its
brand awareness and see an increase in sales.

16. 16 | P a g e
9. Appendix
9.1. Context Analysis - External Analysis:
Moët &
Chandon
PESTEL
Factors
Potential
Impact
Implications & Importance
Issue PESTEL High
Medium
Low
Time
Frame
Opportunity
or Threat
Implication Relative
Importance
Sparkling wine seen
as a credible
alternative to
champagne both in
the on- & off-trade.
Economic
Social
High Long Threat Increasing High
British consumption
of champagne has
declined.
Economic
Social
Political
High Undeter
-mined
Threat Not yet
determined
High
Increase in social
media means more
channels to
communicate
through.
Social
Technological
Medium Medium Opportunity Increasing Medium
Increase in social
media means more
exposure to be
criticised.
Social
Technological
Medium Medium Threat Increasing Medium
Health
considerations
associated with
drinking (Drink
Aware and
Responsibly).
Legal
Social
Medium Long Threat Increasing Medium
ASA regulations of
how and where Moet
is advertised.
Legal Low Undeter
mined
Threat Constant Low
Champagne is
becoming a drink for
occasion rather than
celebrations.
Social Medium Medium Opportunity Increasing High

17. 17 | P a g e
9.2. Customer Analysis:
 According to Mintel, the target market of Moët & Chandon champagne are AB 24 - 35
year old females living in urban areas, predominantly London with households with
an income of over £50,000. Their enthusiastic attitude towards champagne means
they are more likely than average to drink them on a variety of both celebratory and
more relaxed occasions. Their willingness to spend more than £15 on bottles of
Champagne is higher than average. (Mintel 2012)
 24 - 35 year old females have the strongest influence on the market size with 37%
able to afford this luxury due to their high disposable income. (Mintel 2012)
 Buyers’ attitudes towards Champagne found that 69% of consumers agree that
buying sparkling wine instead of Champagne is a good way to save money. (Mintel
2012)
 Champagne drinking is falling, with sales dropping 27% (2007 to 2012) to an
estimated £690m due to rising unemployment and falling disposable income. (Mintel
2012)
 Champagne’s luxury positioning leading to an economic downturn. The champagne
category has been hit by price cuts and promotions, to the extent that 53% of
drinkers say they won't pay for it unless it's on promotion. (Mintel 2012)
 More consumers are drinking at home to save money over buying Champagne in
many on-trade establishments which are higher in price. (Mintel 2012)
9.3. Stakeholder Analysis:
 Employees of Moët and Chandon need to be kept informed and knowledgeable
about Moet and Chandon’s range of champagne products.
 Moët and Chandon champagne is imported from France to the UK through
intermediaries and suppliers. In terms of imports of champagne, the UK remains the
leading market globally importing 34.5m bottles in 2011 (out of 323m shipped in total)
although it is declining. (Mintel 2012)
 Retailers include Sainsburys, Marks & Spencers, ASDA, Tesco, Waitrose, Costco
and independent convenience stores who sell Moet and Chandon at RRP.
 Pressure groups such as Drink Aware are committed to communicating drinking
responsibly and need to ensure that this message is communicated throughout Moët
and Chandon’s advertising campaigns.
 Governing bodies such as the ASA measure and regulate how and where Moët and
Chandon champagne is advertised and if it sticks to the rules and regulations of
advertising alcohol.

18. 18 | P a g e
Monitor…Minimal Effort
Suppliers
Keep Informed
Shareholders
Employees
Keep Satisfied
Government
Key Players
Pressure Groups
Customers
(Mendelow 1991).
9.4. Business Analysis:
 Major competitors include: Lanson, Cristal, Mumm, Jacquart, Laurent-Perrier &
Bonnaire.
 Retailers such as Tesco, Asda, Sainsburys are offering their own range of
champagne at a cheaper price. They are communicating their good value for money
champagne through emphasising a cheaper price than well-established brands
(Mintel 2012). Tesco’s newest Christmas campaign advertises Tesco Finest Premier
Cru Non Vintage Champagne at £9.99.
 Competitor Lanson launched limited edition packaging with a Union flag design for
the Queen’s Jubilee celebrations in 2012. (Mintel 2012)
 August 2012 saw the popular wine brand Jacob’s Creek launch a Trilogy range of
sparkling wines through on and off-trade channels to tap into growing consumer
demand for sparkling wine. (Mintel 2012)
 Luxury hotels such as the Wellington Lounge in London are embracing flavoured
Champagne which is seeing an increase in the on-trade of champagne. (Mintel 2012)
 September 2011 saw the competitor Nicolas Feuillatte launch a 35-year anniversary
limited edition Champagne sold at John Lewis stores in the UK at £29. (Mintel 2012)
 Competitor Jacquart teamed up with Sainsbury’s to launch its new Blanc de Blancs
2005 vintage bottle which sells with a gift box at £35.99 in November 2011. (Mintel
2012)
 Waitrose stepped up investment in the Champagne market, which jumped from zero
in 2009 and 2010, to £1.18 million in 2011, the highest spend of the year. Just under
two thirds of this came via TV advertising, with the remainder accounted for by press
advertising. Duval Leroy was the leading brand, which saw investment of almost
£800,000 from the retailer on a high profile TV campaign (Mintel 2012).
Low Level of Interest High
HighLevelofInfluenceLow

19. 19 | P a g e
Source: Adapted from Mintel (2012)
9.5. Internal Analysis:
 Moët and Chandon’s values and dedication are to make fine champagnes dazzle
with the spirit of charisma and accomplishment. They are one of the “world’s most
loved champagne” that has been associated with the sparkle of success and
glamour. (Moët 2012)
 Ranked 9th
in the top 50 drinks brands 2012.
 Ranked 17th
in the top 100 world's most powerful spirits and wine brands 2012.
 Moët & Chandon has created exclusive cuvées for both the Queen’s Silver and
Golden Jubilee celebrations. Sold in Waitrose, Fortnum & Mason, Selfridges, Harvey
Nichols and Harrods from May 2012. Waitrose gained some of the biggest attention
as this was the first time; such a product has been approved for public sale. (Mintel
2012)
 Latest innovation - Moët Ice Impérial which is the first ever champagne created to be
enjoyed on ice which brings their fans a new, uniquely refreshing champagne
experience. (Moet 2012)
 In 2010, Moët agreed its first TV sponsorship deal with Sky for coverage of the
Oscars and Golden Globes awards ceremonies. (Mintel 2012)
 The Moët mini-flute format is now a must on the red carpets of international film
festivals and Moët Imperial bottles personalised with Swarovski crystals bring a
special touch to exclusive events. (Moët 2012)
0
5
10
15
20
25
30
35
40
45
2009
2010
2011
Top-Selling Sparkling Wine Brands in the off-trade (£m)

20. 20 | P a g e
Source. Adapted from: Interbrand (2012).
9.6. SWOT ANALYSIS:
STRENGTHS:
Well-established for over 200 years.
Drink of royal individuals: Queen Elizabeth/Napoleon.
Moet annually produces approx. 25million bottles of
champagne.
Got attention through the popular culture of songs and
films.
Strong association with special occasions, with 71% of
Champagne users drinking it on occasions such as
birthdays and weddings.
WEAKNESSES:
Luxury product, champagne sector going down.
Recession affecting peoples’ disposable income.
Sparkling wine is now seen as a cheaper
alternative to Champagne with seven in ten
users finding buying sparkling wine is a good
way to save money.
OPPORTUNITIES:
Champagne is becoming a drink for occasion rather
than celebrations. Can extend its associations for
romantic nights in and dinner parties for more usage.
27% of consumers drinking Champagne at home
compared to 15% at pubs, bars, clubs and
restaurants.
The Champagne market looks to be well placed to
benefit from the growth in the number of 25-34-year-
olds, who look likely to strengthen their position as the
key demographic group.
THREATS:
Competitors now creating own-label brands
which are cheaper alternatives.
Growth of sparkling wine as an alternative has
increased by 55% since 2007 and reaching an
estimated £720 million in 2012.
Only 9% of consumers’ spend more than £30
per bottle. Decline in consumers’ willingness to
spend more than £30 due to deep-cut
promotions.
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Moët & Chandon
Total
Brand
Value
($m)

21. 21 | P a g e
10. Bibliography
Bainbridge, J. (2012) Sector Insight: champagne and sparkling wine. “Brands are battling
bargain-hunters and a general decline in drinking” Brand Republic [Internet], September 12
2012. Available from: <http://www.brandrepublic.com/analysis/login/1148234/> [Accessed
22nd
October 2012].
BRAD Insight (2012) Daily Mail Available from:
<http://www.bradinsight.com/BRAD/Profile/Title/a0HD000000B2bKOMAZ> [Accessed
15.12.2012]
BRAD Insight (2012) ELLE Magazine Available from:
<http://www.bradinsight.com/BRAD/Profile/Title/a0HD000000B2bQFMAZ> [Accessed
15.12.2012]
BRAD Insight (2012) Vanity Fair Magazine Available from:
<http://www.bradinsight.com/BRAD/Profile/Title/a0HD0000008ju4AMAQ> [Accessed
15.12.2012]
CIPR (2012) About PR [Internet] Available from: <http://www.cipr.co.uk/content/about-
us/about-pr> [Accessed 16.12.2012].
Directional Media (2012) Rate Card - Billboard Available from:
<http://directionalmedia.co.uk/products/rate-card> [Accessed 15.12.2012]
De Pelsmacker et al., (2007) Marketing Communications: A European Perspective. FT
Prentice Hill. Pearson Education Limited. Essex. 3rd
Ed. p11.
Fill (2009) Marketing Communications: Interactivity, Communities and Content. FT
Prentice Hall. Essex. 5th
Ed. quote taken from p314.
IMDB (2012) Eva Longoria Biography [Internet] Available from:
<http://www.imdb.com/name/nm0519456/bio> [Last Accessed 12.12.2012]
Interbrand (2012) Best Global Brands [Internet] Available from
<http://www.interbrand.com/en/best-global-brands/2012/MoetChandon> [Accessed 22nd
October 2012].

22. 22 | P a g e
ITV Media (2012) ITV1 Platforms [Internet] Available from: http://www.itvmedia.co.uk/itv-
platforms/itv1> [Accessed 13.12.2012].
ITV Media Costs (2010) Example Spot Costs Available from:
<http://www.itvmedia.co.uk/assets/itvmedia/content/downloadables/spot%20costs%20-
%20itv%20media%20-%20itv1%20and%20multichannel%20-%20feb%202010.pdf>
[Accessed 15.12.2012]
Joseph, S. (2012) “Mars signs Eva Longoria for global ad push” Marketing Week. UK
[Internet] Available from :<http://www.marketingweek.co.uk/news/mars-signs-eva-longoria-
for-global-ad-push/4001556.article
> [Last Accessed 11.12.2012]
Kimberley, S. (2010) Moet & Chandon begins online rethink Campaign Live [Internet], June
02 2010. Available from: <http://www.campaignlive.co.uk/news/1007170/Moet---Chandon-
begins-online-rethink/?DCMP=ILC-SEARCH> [Accessed 22nd
October 2012].
Mail Classified (2012) Circulation & Readership [Internet] Available from:
<http://www.mailclassified.co.uk/circulation-readership/circulation-readership> [Accessed
15.12.2012].
Market Line (2012) LVMH Moet HennessyLouis Vuitton SA. Available from:
<https://ezproxy.leedsmet.ac.uk/login?url=http://advantage.marketline.com/Browse?q=Mo%
C3%ABt+and+Chandon> [Accessed 7th
November 2012].
Mendelow, A. (1991) Stakeholder Mapping, Proceedings of the 2nd International
Conference on Information Systems, Cambridge, MA (Cited in Scholes,1998).
Mintel (2012) Champagne & Sparkling Wine. UK. July 2012. Available from:
<http://academic.mintel.com.ezproxy.leedsmet.ac.uk/display/601863/?highlight=true>
[Accessed 12th
November 2012].
Moët & Chandon (2012) The House [Internet] Available from: <http://www.moet.com/>
[Accessed 22nd
October 2012].

23. 23 | P a g e
Pearl & Dean (2011) Buying Routes Available from:
<http://business.pearlanddean.com/planning_routes_gap> [Accessed 15.12.2012]
Research & Markets (2012) Global Market Review of Champagne – Forecasts to 2012
Available from: <http://www.just-
drinks.com/store/samples/2012_aroq_champagne_single.brochure.pdf> [Accessed 7th
November 2012].
Tesco Media (2012) In-store Sampling [Internet] Available from:
<http://www.tescomedia.com/the-customer-journey/in-store/in-store-sampling.html>
[Accessed 15.12.2012]
Tesco Sampling and Demonstrations (2012) Demonstrator Day Rate Available from:
<http://instore.tescodemos.com/rates/#sample-costs>[Accessed 15.12.2012].
TNS (2012) Glittering future for Champagne and sparkling wines [Internet], August 15
2012. Available from: <http://www.tnsglobal.com/press-release/glittering-future-champagne-
and-sparkling-wines> [Accessed 7th
November 2012].