EXECUTIVE SUMMARY (extract)
•Competitive advantages.
Our competitive advantage is based on our human expertise. It will be through knowledgeable staff in wine with good grasp on our portfolio and empathy. The goal is to build trust with the customers, to be able to advice them in their purchase according to their taste, the atmosphere they want to create and to be able to say no to a customer if the bottle will not fit their taste. Finally we are bringing the traditional French wine in the portfolio but also Spanish one that are less known.
•Competition.
Competition in China might seem fierce, as it is the new Eldorado, especially in Shanghai, the most Occidentalized city. However, our location analysis gave us a perfect spot with low competition – only two wine bars in the neighborhood with no retail option.
•Financing.
The project is having a paid-up capital equally divided among the founders of EUR 50,000. There is a Working capital requirement of EUR 100,000 that needs to be funded either through bank loans or through an investment and EUR 10,000 overdraft requirement.
•Project feasibility.
The main points of expenses in the project are the rent and the inventory purchase. With a goal of 3% of the market share the first year, a margin of 45% over the bottle price and another 15% other the glass price at the bar, the project is expected to generate enough cash to repay the loan by the end of the third year with an IRR of 39,5%
Wine: Selling to consumers / Wine Business Innovation Summit 2014, MünichGiampiero Nadali
By Ryan Opaz and Giampiero Nadali.
Go direct. Wineries, specially the smallest ones, have a great opportunity to open new sales channels through the direct contact with consumers. Personally and through wine social media. You'll find some ideas inside.
[This is the presentation we held at Wine Business Innovation Summit 2014, Münich, on Jan. 19th]
Presentation at the international conference “PECOS4SMEs – Cross-border e-Commerce for SMEs” by David Kapikian.
This project has been funded with support from the European Commission.
This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
INTERNATIONAL MARKET DEVELOPMENT
CLASS PROJECT - WINE TRADE
Students have been assigned to a team of 2 or 3 to develop an international market development project.
Students are assigned to work for the same fictitious wine domaine: Domaine de X, with the same product line. They will be given fixed parameters/constraints regarding the wines and the domaine.
Each team will be assigned a different market for these wines, specifically:
-a specific country: USA
-a type of retailer : Niche Supermarkets
INTERNATIONAL MARKET DEVELOPMENT
CLASS PROJECT - WINE TRADE
Students have been assigned to a team of 2 or 3 to develop an international market development project.
Students are assigned to work for the same fictitious wine domaine: Domaine de X, with the same product line. They will be given fixed parameters/constraints regarding the wines and the domaine.
Each team will be assigned a different market for these wines, specifically:
-a specific country: Netherlands
-a type of retailer : Hotels and restaurants
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3. Who is in the market?
• France, Italy, and Spain
top players
• Rounded 11 of 14 million
hectoliter
• Small middle class
• Rest are also rans
4. Wine consumption 2012
France
US
in million
hectoliter
Italy
Germany
UK
0
10
20
30
40
• High
consumption in
total
• Not too many
wine drinkers
• Still five times
more beer
5. Household expenditures
• Spend more on wine
than on beer
• Nevertheless price
crucial role
• Trade very competitive
• Wine drinkers want wine
handy
• Quick choice at the shelf
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
32
29
25
9
5
Wine
Beer
Spirits
Sparking
Others
6. End up in discounter
• Most discounters in Europe
• Aldi wirtschaftswunder
success story
• New concept: one of every
item, no service, no frills
• No price tags
• No PR, no ads
• Turnover 50 bn Euro in 4000
stores, little loans, big profit
(750 mn Euro) – still privately
owned
8. Aldi & Audi
•
•
•
•
•
•
Clients mostly lower class
Invested in credibility (tests, panels)
No brand, brands themselves
New type of consumer
Buy prestigeous goods with service
For other goods look for best offer even with high
income
• Smart shoppers successful in discounters
• Aldisation
9. Low price warriors in pursuit of wine
• Discounters try to
achieve credibility
• Parker points,
consultants
• Consumer panels
approve that
10. 14.6 million hectoliter - who sells
them?
1,2
specialised retailers
2,6
cellar door
in million hectoliter
5,1
supermarkets
5,7
discounters
0
1
2
3
4
5
6
11. Driving the market
•
•
•
•
Create new stars
Mean hell to some famous names
Work wonders on bubbles
Miraculous multiplication of chianti
12. How much is a bottle?
discount
2,6
supermarket
3,8
price per liter in €
cellar door
6
specialised
retail
10
0
2
4
6
8
10
12
13. Fine wines in a rough environment
•
•
•
•
•
Borolo, champagne and their kind
Germans get their share
S.A. Prum
Fritz Keller
Clever idea: subcontractors to make the
quantity
• First outcry went through top producers
• Everybody make their money, even the
family businesses, on once a year
15. Where does it all lead to?
•
•
•
•
Decay of quality wines?
Decline in prices?
Germans spend more for less
Specialised retailers have gained better shares
16. How to get a slice of the pie
•
•
•
•
•
•
•
•
Hope for tide
Do things discounters don‘t do
Trading down no fun
Create ambiance, easy access, offer service
Focus on special wines, orange, natural, amphora
Be a pleasure, provide lifestyle: QR with message
Convenience (shop in the net, quick delivery)
Discounters die where zest for life begins