1. Ivy Avenue Whiskey
IMS 3310.0U2
Professor Henderson
July 25, 2016
Written by:
Stephanie E Marquez
Kaitlyn Burkig
Brittany N. Lucien

2. EXECUTIVE SUMMARY
Ivy Avenue Whiskey is a whiskey distillery, and we have chosen to expand our
manufacturing operation to the Brazilian market; specifically the state of Rio de Janeiro. A
contributing factor as to why we chose to expand to Brazil is because it is the ninth largest world
economy by purchasing power parity (Brazil – economy, 2011). “The Brazilian economy has
developed services, manufacturing, and agricultural sectors with each sector contributing around
68%, 26%, and 6% respectively” (Bajpai, 2016). Brazil’s economy is also the largest in Latin
America and the second-largest in the whole Western Hemisphere (Brazil – economy, 2011).
When analyzing how to market Ivy Avenue Whiskey we came across a number of things
that would work in our favor if implemented correctly. After researching the product and
competitors, we found a guide that will help our expansion to Brazil. The choice of a strategic
alliance and the connections that will be created are a positive move for us. Also, the analyzation
of how to track progress in Brazil was also a factor that was important in finding how our efforts
were doing. We found that social media will be a large portion of our marketing strategy and
where our main efforts need to be spent.
The choice to eventually produce Ivy Avenue Whiskey in Brazil was brought on by the
low cost of production and the reasonably priced land. We felt that with the addition of another
production and distribution facility will help the locals connect with us and our way of providing
back to the country of Brazil from an economic standpoint.

3. BACKGROUND ANALYSIS
STRENGTHS
Brazil offers strengths all around for Ivy Avenue Whiskey to be successful. For instance, Brazil
is one of the region’s top two markets for whiskey sales. In addition, Latin Americans are
making whisky their drink of choice“(Jones, 2012). Over the past few years, whiskey sales have
strongly and steadily increased. The “popularity of … whiskey overseas led to a 10% jump in
overall supplier sales to $2.7 billion” (Smith, 2015).
Additionally, Brazil has a high population, predominantly with young adults. At this time,
Rio de Janeiro is the second largest city by population, with an estimated 2016 population of
6.45 million (Rio De Janeiro, 2016). That number is projected to reach over 13.6 million citizens
by 2030 (Rio De Janeiro, 2016). This is an extremely beneficial factor for our company because
there are more individuals to consume and purchase our whiskey.
Furthermore, Brazil has a strong agriculture due to the abundance of natural and raw
materials, “with soil so rich that almost any crop will grow” (Brazil, 2011). This makes Brazil a
perfect location for our company to grow crops of barley, corn (maize), rye, and wheat in the
future. These ingredients are all combined and used to make our signature Ivy Avenue Whiskey.
Since Brazilian’s are extremely proud of their country, this can also potentially help our
company market our whiskey as locally made in Brazil to increase sales. In the long run, Brazil
has several things Ivy Avenue Whiskey can use to its advantage: a strong increase in whiskey
sales in recent years, a young population, and abundant natural resources (Koesterich, 2015).

4. WEAKNESS
There are also weaknesses in expanding our whiskey business to Brazil. A few being
high business costs and political corruption. “Out of the world’s five major high-growth
economies… Brazil is ranked the most expensive country to do business in” (Brazil Among
Most Expensive, 2012). Two key factors that are contributing to this, are high labor cost and
business taxes. Despite the relatively low minimum wage in Brazil, businesses still pay high
taxes and benefits. “As for the labor costs, Brazilian legislation is relatively inflexible and, in
some aspects, outdated” (Brazil Among Most Expensive, 2012). The Brazilian tax system is
complex and ever-changing, which can make our expansion to Latin America tough. However,
with the knowledge beforehand, we have the opportunity to educate ourselves as well as find an
experienced Brazilian CPA that can help teach and guide us through the rules and regulations.
Another weakness we will face is that Brazilians main language which is widely spoken
is Portuguese. This can be a slight problem for our business in the short-run, since very few
people – estimates are about 5% – in Brazil speak English fluently (Brazil, 2011). However, by
learning to speak the country's language, our business will also simultaneously learn the culture
(Doing Business, 2015). This will help us be able to better connect and relate to the public.
Brazil is also known for corruption. “Brazil’s economy is one of the most heavily
intertwined with state agencies and banks” (Vianna, 2012). This is not necessarily bad, but Brazil
must restructure their courts in order to put an end to this problem. “Corruption is especially
likely in the tax administration, public procurement and natural resource sectors” (Brazil
Country, 2015). However, in recent years, Brazilians have been voicing their concern to stop
corruption, due to individuals and establishments becoming more aware and educated on this
matter. The public is also demanding an overhaul of their political system, in order to prompt

5. progressive change (Vianna, 2012). “From an external perspective, the globalization
phenomenon has also contributed to general awareness of corruption and the need to repress it”
(Vianna, 2012).
With such a public awareness of this issue and with hosting the 2016 Summer Olympic
Games in Rio de Janeiro; Brazil has more pressure than ever to clean up their political and
economic systems. Especially since Brazil is responsible for almost half of Latin America's
GDP. Brazil exemplifies a very desirable market with the continual industrial expansion and
increasing buying power of the population (Vianna, 2012). With an overhaul of the Brazilian
political system, and a need for mechanisms to detect and prevent corruption this can help bring
more foreign investment into the country to raise their GDP and help recover from their
recession (Brazil Among Most Expensive, 2012). By doing so, this will also make our business
expansion to Brazil go with more ease.
OPPORTUNITIES
There are several opportunities in expanding our business to Brazil. For instance, Brazil
has an emerging middle class with an increasing purchase power. In recent years, “bank loans
and credit cards became much easier to secure, allowing families to upgrade their homes, buy
new cars, take vacations and purchase other creature comforts that were previously out of reach”
(Gallucci, 2016). In addition, “whisky exports to Brazil increased by 53 percent to $134 million
in that same period last year” (Latin America's, 2012). Therefore, this is an amazing opportunity
for Ivy Avenue Whiskey to expand to Brazil given the growing popularity of American
Whiskey.

6. Additionally, Brazil is “one of the top destinations for world travelers” (Hamre, 2015).
The state capital city, Rio de Janeiro, is an all-season city, which is also a great benefit for
domestic or international travelers (Hamre, 2015). “It is considered one of the main tourist
destinations in the Southern Hemisphere and is famous for its beaches, Carnaval celebration and
various landmarks“(Hamre, 2015). Such as the statue of Christ the Redeemer on the Corcovado
Mountain, which was named one of the New Seven Wonders of the World (Rio De Janeiro,
2016). In addition to that, “more people live in Brazil than the entire populations of the other
South American nations combined” (Infante, 2015). These are all amazing reasons as to why we
decided to expand our business to Brazil. With Brazilian celebrations year round and being a top
tourist spot in the world, is extremely valuable and encouraging towards growing our business,
creating brand awareness and increasing sales.
THREATS
One main threat our company can experience in Brazil, is competition. In recent years,
Brazil has been getting a lot of attention from the international business community, due to its
abundant natural resources and thriving tourism (Doing Business, 2015). “The number of new
businesses registered in Brazil grew from 680,881 in 2009 to 1,370,460 in 2010” (Doing
Business, 2015). In addition, popular brands such as Jim Beam and Bacardi are also working to
expand their operations over to Brazil. “The Brazilian market has grown so drastically that
Diageo, maker of Johnnie Walker and Buchanan’s, has developed advertising customized to the
Brazilian lifestyle” (Jones, 2012). Competing with more well known brands in Brazil will be a
challenge for our business to overcome.
Another threat that Ivy Avenue Whiskey faces is that Brazil is currently in a recession.
However, they are expected to recover by 2018 (Kiernan, 2016). “The government of this South

7. American country plays an integral role in controlling many sectors of the economy because of
their perceived strategic value and strategy (Brazil - Politics, 2011). For instance, more than sixty
percent of government revenue comes from tax payments alone (Brazil – economics, 2011).
These are not only personal taxes, but also government taxes on corporation income, financial
operations, fuels, real estate, and so on (Brazil – economics, 2011). “Economists are hoping
…the cabinet will allow for a rebound in consumer and business confidence in the short term and
a series of badly needed overhauls to Brazil’s pension and tax systems down the road” (Kiernan,
2016).
STRATEGY AND MARKET CONSIDERATIONS
After careful consideration of the different Strategic Analytical Tools, we have found that
the PEST Analysis works best for Ivy Avenue Whiskey. The acronym PEST stands for Political,
Economic, Sociological and Technological which are all targets for running a successful
company within the country and outside of the country. When considering what country to
expand to Political Influence is important. The 1791 Whiskey Rebellion is an example of how
political influence can affect a product. Within the Political factor we will take into consideration
all government regulations and any legal factors that may arise. “The main issues addressed in
this section include political stability, tax guidelines, trade regulations, safety regulations, and
employment laws” (Contributor, 2013).
The Economic standpoint is important for the reason of understanding how Ivy Avenue
Whiskey impacts the national and global economy. In the US, “distilled spirits accounted for
over $120 billion in total economic activity or 30% of total economic activity from all beverage
alcohol” (Economic Contributions of the, n.d.), the consideration of the employment rate,

8. interest rates and the growth that will increase in the economy are other important points within
the Economic link of PEST.
The introduction of social media and free marketing has shifted a large portion of
company success too Sociological. The more popular a company, brand or business is the more
likely they are to succeed. The ability for us to also analyze how our product will do in the social
factor basing this information on “market via elements like customer demographics, cultural
limitations, lifestyle attitude, and education” (Contributor, 2013), we can build a successful
online platform that unifies with our brand and company image.
The Technological point also falls within the Sociological statues in regards to digital
technology. The ability for us to track how Ivy Avenue Whiskey is doing in the market before
the expansion and the impact that it is creating after the expansion has taken place. Technology
is a very important factor in making sure that we survive. If Ivy Avenue isn’t doing well in a
certain area, we could alter our efforts and consider a change to a different area or country that
may be more influenced by our presence.
Ivy Avenue Whiskey will enter the foreign market with equity. The creation of the
company will have the established backing of the American initial investment. Therefore, when
entering the foreign market Ivy Avenue Whiskey will have the finances and owe funds to
established owners as a liability. This will also provide a comfort zone for when we consider
venturing outside of Brazil and the United States for additional business.
A Strategic Alliance will be the path of entering Brazil. An alliance with a local, well
known company within the market will provide additional resources and developed knowledge
which will help the transition of Ivy Avenue Whiskey into the Brazilian market. The joint of a
Strategic Alliance will also be a short term arrangement that will have outlined responsibilities

9. on both sides. Ivy Avenue Whiskey would acquire risks with this Strategy as well as any other
option that has been considered, but we have a strong connection to this style of business
partnership. When researching companies that would increase brand recognition for us we felt
Leblon a Brazilian created alcohol company would be the best choice. Leblon is the producer of
three signature alcoholic beverages in Brazil. Leblon Cachaca a top seller is one is the key
ingredient in the national cocktail of Brazil called the Caipirinha. The Cachaca is a nine-time
Gold Medal Award Winner in the San Francisco World Spirits Competition. Their connection to
the country and the culture will help create recognition for Ivy Avenue Whiskey.
After consideration on how to enter Brazil from a marketing standpoint we felt it would
be best to continue our current model. Ivy Avenue Whiskey prides itself on providing customers
with firsthand knowledge of how our product is better than the typical Whiskey. In doing so, we
will be distributing from our American base and importing to our newly acquired warehouse in
Brazil. From there a list of all known local spots in Rio our initial target audience and all event
venues, clubs and alcohol stores will be contacted for a tasting of Ivy Avenue Whiskey. Amongst
the list that we will create, we will also become acquainted with individuals and companies
already in the industry and ask for referrals to help create connections. We will utilize trade
shows and special events to promote brand awareness within the new market and provide the
backstory of Ivy Avenue Whiskey and why it’s a wise choice to purchase our product.
MARKETING CONSIDERATIONS
Over the years Whiskey has been identified as being a signature drink for older
gentlemen. The target has always been set on upper working class in their late thirties to early
fifties. With the transition of young adults acquiring the taste of bourbon and whiskey the target

10. market is now late twenties to early fifties, predominantly men. This target market provides a
large area of distribution within our expansion to Brazil.
Ivy Avenue Whiskey is an American made whiskey with a rich taste. Ivy Avenue
Whiskey will be sold in a unique tall cylinder that will have the signature ‘I’ wrapped in Ivy
leaves. The product will appear as a rich product, but not intimidating to viewer’s price wise.
The idea of Ivy Avenue Whiskey’s bottle creation is elegant, tasteful and high-class.
The average price for American Whiskey in the market is $60-$120. In order to stay
relevant among our competitors we will put our product on the market in Brazil for $95.00 US
dollars per bottle. Included in Product and Pricing Strategy a more in-depth breakdown of the
pricing will be discussed.
Ivy Avenue Whiskey will be sold directly to event venues, alcoholic stores, bars, clubs
and any other alcohol associated authorized facilities. As the Producers of Ivy Avenue Whiskey
it is important for us to market the product correctly. With the vast majority of individuals
communicating online or surfing the internet on a daily basis; we will use social media to hit our
target audience to help bring attention to the American made Whiskey that will be entering the
Brazilian market. If you consider what social media traffic can do to a company just think
“according to Convince and Convert, 22 percent of Americans use social media multiple times a
day” (Agius, 2015).
When debating where to expand Ivy Avenue Whiskey, Brazil’s market was a recurring
target. The increase of the bourbon, whiskey industry in Brazil was a positive influence. “Spirits
market reached more than 25.5 billion BRL in 2011, an increase of 23.6% between 2006 and
2011” (Duran, n.d.). The Whiskey consumption in Brazil is at 27%. Brazil is part of the rapidly
growing purchasers of American Whiskey at 208% in growing sales. We chose to target Rio

11. since the area is a tourist attraction and the increased number of Americans present can entice
locals to try the product that is requested so often among American visitors.
ORGANIZATIONAL CONSIDERATIONS
Originally, Ivy Avenue was organized with a functional structure. Marketing, sales,
finances, production, and other departments reported directly to the President and the Board of
Directors. Now that the company is expanding to include international operations, we have
decided to restructure the company after the geographical structure model. Each geographic
region has a vice president presiding over it, with a functional structure operating independently
below each regional vice president. With this structure, marketing in South America can be more
targeted towards Brazilians, and eventually other South American countries as Ivy Avenue
expands. Because our company produces its product in Texas, there is no need for the South
America region to have a production team, however we will be purchasing a warehouse in Rio
de Janeiro and creating a logistics team to receive shipments and prepare them to be shipped to
local distributors.
The geographical structure gives Ivy Avenue’s various departments autonomy in their
specific areas and allows for better communications between departments. The regional vice
presidents communicate with each other to ensure the overall brand image is maintained in
similar fashion throughout our global operations and report directly to the President and Board of
Directors. Eventually, we plan to continue to expand our company into new regions and markets.
When this happens, we will add new regional vice presidents and new functional teams below
them. Figure 1 shows a broad overview of Ivy Avenue’s current organizational structure.

12. Figure 1
PRODUCT AND PRICING STRATEGY
When considering how Ivy Avenue Whiskey will enter the market, the company has to
be prepared to adapt to the new market in order to be successful. The incorporation of key
culture or social aspects of Brazil will be the start of how to promote the American made
Whiskey on the market. The ability to show that thought and consideration on Ivy Avenue
Whiskey’s part may help our target audience identify with us. As we establish our brand in
Brazil there are plans of growing and producing Ivy Avenue Whiskey in the country to create a
unique difference from the American made brand.
Currently Brazil has 3 known Whiskeys that are produced within the country. The
purchasing price in American dollars is averaged between $37.00 to $68.00. In America, Ivy
Avenue Whiskey sells for $85.00 once the factorization of production, bottling and labeling has
been included. With the distribution to Brazil will begin the process of stationing there, Ivy
Avenue Whiskey will continue to implement changes that benefit the locals. In the next four to
five years production will begin in the country reducing the current Brazilian value of $304.07

13. per bottle ($95.00 US) to $208.05 per bottle ($65.00 US). The decrease in numbers is due to the
low production cost in Brazil on alcoholic beverages. “In Brazil, a 1-litre bottle of locally
produced spirits (40% alcohol), costs $0.50, and a 350ml can of beer costs $0.20. Alcohol is
cheaper than a can of cola ($0.40) or a bottle of milk (1-litre for $0.90). In the peripheries of
large cities, bars have become the main environment in which young people socialize”
(Lourenço, n.d.). Until the change, the production and distribution in the US will keep the price
slightly elevated from the current Brazilian Whiskey market. When considering the price for Ivy
Avenue Whiskey we wanted to make sure that it was affordable for our target audience, make
sure import cost are represented and still within profitable range. With the incorporation of a
solid marketing strategy we hope to increase recognition on the product to a point of customers
willing to pay the asking price.
POLITICAL AND INSTITUTIONAL CONSIDERATIONS
POLITICAL STABILITY
One problem our company could face as we expand into Rio de Janeiro is the current
political instability in Brazil. “Brazil is experiencing a widespread rejection of its tainted political
class…Leading politicians face their own corruption investigations. The country's economy,
fueled by years of commodity-driven growth, is shrinking with no reversal in sight” (Barbassa,
2016). In preparation for the 2016 Summer Olympics, the vice-governor of Rio de Janeiro state
decided to stop paying public servants to combat the budget deficit the state is currently facing,
causing street riots, violence, and strikes. The President of Brazil, Dilma Rousseff, is currently
being impeached (Barbassa, 2016). With all this political and economic unrest, it was imperative
that our company perform detailed research to ensure our product will be successful in Brazil.

14. Other issues we will face when our expansion into Brazil is complete are “levels of
bureaucracy, taxes, crime and corruption that typically are far greater than…home markets”
(Business Insurance, n.d.). Taxes, which will be discussed in detail in the legal considerations of
this document, are extremely complex and difficult to navigate. Labor costs in Brazil are higher
than in the United States. In addition to these issues, the government is focused on making sure
foreign investments and business entering the Brazilian market are adding value to the country,
so they institute regulations to achieve this goal. “Foreign investment has to help develop local
industry, and the regulations are there to protect local industry…In some sectors companies are
required to source at least 60% of goods and services internally, and local content comes at an
additional cost” (Business Insurance, n.d.).
COUNTRY RISK ASSESSMENT
According to a risk assessment scale created by Michigan State University, Brazil has a
satisfactory business climate for foreign businesses, but a dangerous political climate. Figure 2
shows the scale created to assess countries based on their political and business environments.
Based on the corruption, high rates of crime, and government issues, Brazil has been assigned a
‘C’ on the risk scale, one step away from the worst political conditions. For the purposes of Ivy
Avenue, this could be problematic due to its “impact on corporate payment behavior” (Global
Edge). This rating means our company will need to focus on business ethics and creating check
points to ensure corruption never has a foothold in Ivy Avenue’s operations in Brazil.
The business environment was given a grade of ‘A4’, or ‘acceptable risk’. The arguments
for this evaluation included the fact that Brazil is currently the 6th
largest global economy and
growing with an abundance of resources. However, the country also has high production costs

15. and uneducated labor, distancing it’s rating from the desirable ‘very low risk’ (Global Edge). Ivy
Avenue will create jobs in Rio de Janeiro- local employees will be hired to work logistics in
warehouse to receive the products shipped from Texas and distribute them to local retailers.
Brazil’s production costs will not be a huge factor for Ivy Avenue during our initial operations.
Our production facilities will remain solely in Dallas as we work on establishing a firm presence
and brand in Rio de Janeiro. Because we will create jobs and forgo high production costs, Ivy
Avenue has a strong chance for success.
Figure 2
LEGAL AND REGULATORY CONSIDERATIONS
LEGAL SYSTEMS AND TAXATION
Brazil is divided into 26 separate states. The country has a Federal Constitution that
dictates national law; “the 26 federate states have powers to adopt their own Constitutions and
laws; their autonomy, however, is limited by the principles established in the Federal
Constitution” (OAS). Because Ivy Avenue will be doing business exclusively in Rio de Janeiro,
we will be subject to Brazilian federal law and Rio de Janeiro state law. Taxation laws in Brazil
are extremely complex, particularly for their import system, and therefore Ivy Avenue’s
accounting team will constantly need to monitor the exchange rate and keep up to date with tax
laws.

16. There can be up to six taxes applied to imported goods: the Merchant Marine Renewal
Tax (AFRMM), Import Tax (II), Industrialized Products Tax (IPI), Merchandise and Services
Circulation Tax (ICMS), Contribution to the Social Integration Program and Civil Service Asset
Formation Program Tax (PIS), and Contribution to Social Security Financing Tax (COFINS)
(Bacchus, 2010). Figure 3 shows the taxes applied to imports of beverages, spirits, and vinegar,
otherwise known as “Mercosul Common Nomenclature 2207.20.20.” The Import Tax has
remained steady at 20% since 2009 (Brazil Business, 2014).
Figure 3
Though the Import Tax has remained steady for the last seven years, it can change to a
different rate at any time. “The import tariff rate is applied to the “customs value” of the goods:
the sum of the cost price, insurance covering the goods during shipment, and ocean or air
freight” (Bacchus, 2010). The IPI tax is applied to any product that has been changed for
consumption, while the ICMS tax is implemented by the state. PIS and COFINS taxes are for
Brazil’s social security fund (Bacchus, 2010). These high-rate, intricate tax procedures are not
ideal; but with Brazil’s growing economy, Ivy Avenue’s targeted marketing strategies, and our
high-end pricing, our product will still produce a profit in Rio de Janeiro.
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