The document provides an overview of the global wine industry, distinguishing between "Old World" European producers and "New World" producers like those in North America. It then analyzes Robert Mondavi's company specifically. Mondavi focused on differentiation through quality, relationships, and innovation. He owned vineyards globally and developed strong relationships with independent grape growers. Mondavi entered many market segments through his 16 brands in order to leverage economies of scale, though some entries like a declining segment were mistakes. Distribution and marketing presented challenges that Mondavi did not always handle optimally.
Chateau Margaux produces prestigious wines regarded for their quality, heritage, and brand equity. It is looking to launch a third wine, L'Elegante Margaux, to target new customer segments. The strategy is to position L'Elegante Margaux as offering the best value while avoiding cannibalizing existing wines. It will be priced at €120 per bottle and distributed off-premise through specialized merchants and e-commerce to attract connoisseurs and enthusiasts without competing directly with the flagship wines. Key metrics like sales, awareness, and profitability will be monitored to evaluate the strategy's success in growing the brand and business.
This document provides an agenda and background information for discussing options for marketing and selling the exceptional 2009 wine from a chateau. It discusses analyzing the strengths, weaknesses, opportunities, and threats (SWOT) and performing a Porter's five forces analysis. Two main alternatives are discussed: selling the wine in bulk to negociants or bottling and selling it under the chateau's own brand. Key considerations are presented around product positioning, target markets, pricing, promotion, brand image, and supply. The document concludes with recommendations to be discussed.
Marketing Strategy Analysis - Chateau Margaux vinery.
This Analysis introduces a new value proposition for the French Vinery firm. Suggesting some concrete actions that the company could take in order to expand its business without losing its core values.
Robert Mondavi is a premium wine producer founded in Napa Valley. It operates 6 wineries in California and has vineyards in California, Chile, and Italy. The company focuses on educating consumers about fine wine and produces wine across multiple premium segments. However, it relies heavily on its Woodbridge and Coastal brands and the US market. It should diversify its target markets and portfolio to pursue growth and reduce dependence on underperforming brands and segments.
Château Margaux is a prestigious Bordeaux wine estate classified as a "first growth" with a reputation for producing elegant red wines. While France is losing market share to new world wines, taking control of distribution risks damaging the brand and expanding production is impossible given regulations. The status quo alternative of maintaining traditional production and distribution through merchants better protects the brand despite limited growth opportunities.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
The fashion channel currently lacks branding, positioning strategy, and detailed segmentation. It faces competition from CNN: Fashion Tonight and Lifetime: Fashion Today. An analysis showed TFC has the lowest awareness and perceived value compared to its competitors. TFC generates most revenue from advertising sales, followed by affiliate fees. Several scenarios were presented to improve TFC's performance, including broadening its appeal but risking competition and lower rates, targeting "Fashionistas" but adding costs and potentially losing contracts, or targeting multiple segments but adding more costs and risking decreased loyalty. The document recommends TFC improve its segmentation, positioning, and programming to better compete.
Chateau Margaux produces prestigious wines regarded for their quality, heritage, and brand equity. It is looking to launch a third wine, L'Elegante Margaux, to target new customer segments. The strategy is to position L'Elegante Margaux as offering the best value while avoiding cannibalizing existing wines. It will be priced at €120 per bottle and distributed off-premise through specialized merchants and e-commerce to attract connoisseurs and enthusiasts without competing directly with the flagship wines. Key metrics like sales, awareness, and profitability will be monitored to evaluate the strategy's success in growing the brand and business.
This document provides an agenda and background information for discussing options for marketing and selling the exceptional 2009 wine from a chateau. It discusses analyzing the strengths, weaknesses, opportunities, and threats (SWOT) and performing a Porter's five forces analysis. Two main alternatives are discussed: selling the wine in bulk to negociants or bottling and selling it under the chateau's own brand. Key considerations are presented around product positioning, target markets, pricing, promotion, brand image, and supply. The document concludes with recommendations to be discussed.
Marketing Strategy Analysis - Chateau Margaux vinery.
This Analysis introduces a new value proposition for the French Vinery firm. Suggesting some concrete actions that the company could take in order to expand its business without losing its core values.
Robert Mondavi is a premium wine producer founded in Napa Valley. It operates 6 wineries in California and has vineyards in California, Chile, and Italy. The company focuses on educating consumers about fine wine and produces wine across multiple premium segments. However, it relies heavily on its Woodbridge and Coastal brands and the US market. It should diversify its target markets and portfolio to pursue growth and reduce dependence on underperforming brands and segments.
Château Margaux is a prestigious Bordeaux wine estate classified as a "first growth" with a reputation for producing elegant red wines. While France is losing market share to new world wines, taking control of distribution risks damaging the brand and expanding production is impossible given regulations. The status quo alternative of maintaining traditional production and distribution through merchants better protects the brand despite limited growth opportunities.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
The fashion channel currently lacks branding, positioning strategy, and detailed segmentation. It faces competition from CNN: Fashion Tonight and Lifetime: Fashion Today. An analysis showed TFC has the lowest awareness and perceived value compared to its competitors. TFC generates most revenue from advertising sales, followed by affiliate fees. Several scenarios were presented to improve TFC's performance, including broadening its appeal but risking competition and lower rates, targeting "Fashionistas" but adding costs and potentially losing contracts, or targeting multiple segments but adding more costs and risking decreased loyalty. The document recommends TFC improve its segmentation, positioning, and programming to better compete.
It's a B2B and a B2C case where revenue comes from advertising and also from people. Case analysis of fashion channel with the interpretation of Demographic and attitudinal cluster analysis, problems pertaining to TFC, studying the solutions to the problems and answered to why "Dual targeting" ?
Crown Cork & Seal experienced financial problems in the 1950s leading to bankruptcy but was turned around by John Connelly in 1957 through modernization and restructuring. In the late 1980s, the company pursued acquisitions and international expansion, purchasing Continental Can's operations and expanding into plastics and new markets globally. By the 1990s, Crown Cork & Seal was the largest metal container supplier through restructuring and strategic acquisitions under CEO William Avery.
Chester Allan, the Indonesia country manager for Gillette, believes the sales growth target for 1996 should be 19% over 1995 sales. However, his boss RigobertoEffio believes the target should be higher at 25-30% growth. A detailed analysis of the Indonesia market is recommended to understand if higher investment could increase sales or be a waste of money. The document recommends focusing investments on popular Gillette products for men and introducing products for women, while expanding distribution especially in rural areas, to increase sales by 19-40% which aligns with Allan's original target.
This document provides information about the shoe brand Vans. It discusses Vans' target demographics, strengths as an established brand with a diverse product line and reputation, and weaknesses in penetrating the Indian market. The document also analyzes case studies of Vans stores in India, noting a lack of dedicated window displays and differentiation from other brands sold in the stores. Finally, concepts and a mood board are proposed for a Vans window display aimed at increasing the brand's popularity in India.
Natureview Farm produces organic yogurt and is considering expanding its distribution channels to meet investor demands for 50% revenue growth. Its options are: 1) Expand 8oz cups into eastern/western supermarket regions, 2) Expand 32oz cups nationally in supermarkets, or 3) Expand children's multipacks in natural food stores. Option 1 offers the highest revenue potential but also the highest costs and risks given Natureview's inexperience in supermarkets. Option 2 has good margins but national distribution may be challenging within a year. Option 3 is financially attractive but does not position the company for a potential supermarket entrance. The summary recommends pursuing Option 1 to meet growth goals while gaining supermarket experience, though it carries the most challenges.
This document summarizes a case study analysis of Clean Edge's razor market positioning options. It includes market segment data showing a shift from value to premium segments. Charts project profit under niche versus mainstream scenarios, with mainstream having higher sales and profits but also higher cannibalization costs. Two recommendations are provided: (1) target the niche market to avoid cannibalization and have lower risks, or (2) enter the mainstream with a new product to replace an existing one and take advantage of market opportunities.
This document outlines A1 Steak Sauce's objectives, positioning, and marketing strategy to respond to a competitor threat. The objectives are to obtain a Memorial Day promotion spot, increase unit and volume sales, and achieve a 10% profit increase. The positioning strategy is as a complementary sauce for steaks that enhances beef flavor. The marketing strategy includes matching the competitor's $5 promotion through trade promotions and cooperative advertising. Analysis shows the promotion can be executed within budget.
Natureview Farm : Harvard Business School CaseAnmol Agrawal
This document summarizes the background and history of Natureview Farm yogurt company from 1989 to 2000. It discusses the company's growth from $100,000 in revenue in 1989 to $13 million in 1999 through expanding product lines and distribution channels. By 2000, Natureview Farm offered 12 yogurt flavors in 8-oz cups and 4 flavors in 32-oz cups. The document outlines three options for continued growth: 1) expand 8-oz cup distribution in the Northeast and West, 2) expand 32-oz cups nationally, or 3) introduce multipack yogurt products in natural food stores. A financial analysis determines that the third option has the lowest risks and costs due to existing relationships in the natural food channel.
The document provides information about the 2012 London Olympic Games, including revenues, expenditures, venues and events. It details London's £9 billion budget, funded through various sources like taxes, lottery and sponsorships. It also compares statistics of previous Olympics like number of nations, sports/events and athletes participating. London aims to make the games an inclusive event for all of the UK.
Mountain Man Beer Company (MMBC) is a legacy brewer in West Virginia that has been family owned for almost 50 years. While it dominates the premium beer market, it has seen a 2% decline in revenue as the light beer segment grows 4% annually due to youth preferences. To capture this market, MMBC is considering introducing a light beer under its own brand or a new brand name. Introducing a light beer under the Mountain Man brand could increase revenue but risks brand dilution and losing core customers. A new brand name avoids this risk but would have much higher advertising costs. Based on market research, MMBC estimates it could break even after 3 years and become profitable if it captures just 0.25
Natureview Farm was seeking to increase its annual revenue from $13 million to $20 million. It considered three options: 1) Expanding yogurt SKUs in supermarkets, 2) Launching larger yogurt cups nationally in supermarkets, or 3) Introducing children's multipacks in natural food stores. Analysis showed option 2 could generate the needed $7 million increase while maintaining relationships and involving lower costs than option 1. Option 3 would not meet the revenue goal. Therefore, the recommended decision was to launch larger yogurt cups in supermarkets.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
Rohm and Haas introduced a new product called Kathon MWX to eliminate rancidity in small metalworking systems. However, after 5 months of sales, they only achieved $12,000 of their $200,000 goal as end users were unaware of how MWX solved rancidity issues. MWX satisfies customer needs for safety, ease of use and compatibility. To increase sales, Rohm and Haas needs to better explain MWX's value and cost savings to customers through packaging information and targeting distributors with free samples and feedback surveys. A fixed price between manufacturing cost and competitor prices could also boost sales.
Nature view farm case study group submited1Ibah Jungmin
Natureview Farm is a yogurt manufacturer seeking to expand its business. It is currently considering three expansion options: 1) Expand its 8-oz yogurt flavors into supermarket channels in the Northeast and West, 2) Expand its 32-oz yogurt sizes nationally in supermarkets, or 3) Introduce new children's multipacks in the natural foods channel. Option 1 has the highest projected revenue growth but also the highest costs and risks. Option 2 has attractive profit margins but uncertainty around distribution. Option 3 fits the natural foods channel growth but may not meet revenue targets. After comparing the financial projections, Natureview decides to pursue Option 1 to maximize revenue potential despite the risks.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
Natureview Farm is a yogurt company seeking to increase revenue 50% by end of 2001. It is considering 3 options: 1) Expand 8oz cups to supermarkets, 2) Expand 32oz cups nationally, or 3) Introduce children's multipacks in natural foods stores. Option 1 requires the highest spending but risks are high. Option 2 has lower risks but doubts about new users adopting large size. Option 3 leverages Natureview's brand strengths and relationships in natural foods stores, which are growing faster than supermarkets. Introducing multipacks could increase revenue 46.4% in 12 months, achieving the target through continued growth in the core natural channel without risks of expanding to supermarkets.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Reed Supermarkets - A New Wave of CompetitionHaseebEjaz
Reed Supermarket has operated grocery stores in the Midwest since 1939. It now has 192 stores but faces increased competition that threatens its market share. In the Columbus, Ohio market, where Reed has 25 stores, competitors include large supermarket chains, warehouse clubs, and dollar stores. Dollar stores in particular have grown rapidly and sell a variety of goods at low prices. To respond to these challenges, Reed will focus on increasing its private label healthy products, expanding prepared foods, redesigning its website to provide recipes and advice, and creating membership programs to reward loyal customers. These strategies aim to strengthen Reed's positioning and grab 16% of the Columbus market share by 2011.
Bon Jovi's "Livin' On A Prayer" is a popular rock song from 1986 about struggling young lovers trying to make ends meet. The lyrics describe a working class couple living paycheck to paycheck who pray things will get better as they try to "hold on to what we've got." The catchy melody and upbeat rhythm contrasted with the more serious lyrics of financial hardship, making the song an anthem of perseverance through tough times.
This document lists various photo frames for sale including classic metal frames, wall clocks with photo frames, clamped wide frames, heart shaped holders, and frames shaped like trees, birds cages, and logs. It also provides contact information for the seller Wild Orchid Quilts located in Pico Rivera, California.
It's a B2B and a B2C case where revenue comes from advertising and also from people. Case analysis of fashion channel with the interpretation of Demographic and attitudinal cluster analysis, problems pertaining to TFC, studying the solutions to the problems and answered to why "Dual targeting" ?
Crown Cork & Seal experienced financial problems in the 1950s leading to bankruptcy but was turned around by John Connelly in 1957 through modernization and restructuring. In the late 1980s, the company pursued acquisitions and international expansion, purchasing Continental Can's operations and expanding into plastics and new markets globally. By the 1990s, Crown Cork & Seal was the largest metal container supplier through restructuring and strategic acquisitions under CEO William Avery.
Chester Allan, the Indonesia country manager for Gillette, believes the sales growth target for 1996 should be 19% over 1995 sales. However, his boss RigobertoEffio believes the target should be higher at 25-30% growth. A detailed analysis of the Indonesia market is recommended to understand if higher investment could increase sales or be a waste of money. The document recommends focusing investments on popular Gillette products for men and introducing products for women, while expanding distribution especially in rural areas, to increase sales by 19-40% which aligns with Allan's original target.
This document provides information about the shoe brand Vans. It discusses Vans' target demographics, strengths as an established brand with a diverse product line and reputation, and weaknesses in penetrating the Indian market. The document also analyzes case studies of Vans stores in India, noting a lack of dedicated window displays and differentiation from other brands sold in the stores. Finally, concepts and a mood board are proposed for a Vans window display aimed at increasing the brand's popularity in India.
Natureview Farm produces organic yogurt and is considering expanding its distribution channels to meet investor demands for 50% revenue growth. Its options are: 1) Expand 8oz cups into eastern/western supermarket regions, 2) Expand 32oz cups nationally in supermarkets, or 3) Expand children's multipacks in natural food stores. Option 1 offers the highest revenue potential but also the highest costs and risks given Natureview's inexperience in supermarkets. Option 2 has good margins but national distribution may be challenging within a year. Option 3 is financially attractive but does not position the company for a potential supermarket entrance. The summary recommends pursuing Option 1 to meet growth goals while gaining supermarket experience, though it carries the most challenges.
This document summarizes a case study analysis of Clean Edge's razor market positioning options. It includes market segment data showing a shift from value to premium segments. Charts project profit under niche versus mainstream scenarios, with mainstream having higher sales and profits but also higher cannibalization costs. Two recommendations are provided: (1) target the niche market to avoid cannibalization and have lower risks, or (2) enter the mainstream with a new product to replace an existing one and take advantage of market opportunities.
This document outlines A1 Steak Sauce's objectives, positioning, and marketing strategy to respond to a competitor threat. The objectives are to obtain a Memorial Day promotion spot, increase unit and volume sales, and achieve a 10% profit increase. The positioning strategy is as a complementary sauce for steaks that enhances beef flavor. The marketing strategy includes matching the competitor's $5 promotion through trade promotions and cooperative advertising. Analysis shows the promotion can be executed within budget.
Natureview Farm : Harvard Business School CaseAnmol Agrawal
This document summarizes the background and history of Natureview Farm yogurt company from 1989 to 2000. It discusses the company's growth from $100,000 in revenue in 1989 to $13 million in 1999 through expanding product lines and distribution channels. By 2000, Natureview Farm offered 12 yogurt flavors in 8-oz cups and 4 flavors in 32-oz cups. The document outlines three options for continued growth: 1) expand 8-oz cup distribution in the Northeast and West, 2) expand 32-oz cups nationally, or 3) introduce multipack yogurt products in natural food stores. A financial analysis determines that the third option has the lowest risks and costs due to existing relationships in the natural food channel.
The document provides information about the 2012 London Olympic Games, including revenues, expenditures, venues and events. It details London's £9 billion budget, funded through various sources like taxes, lottery and sponsorships. It also compares statistics of previous Olympics like number of nations, sports/events and athletes participating. London aims to make the games an inclusive event for all of the UK.
Mountain Man Beer Company (MMBC) is a legacy brewer in West Virginia that has been family owned for almost 50 years. While it dominates the premium beer market, it has seen a 2% decline in revenue as the light beer segment grows 4% annually due to youth preferences. To capture this market, MMBC is considering introducing a light beer under its own brand or a new brand name. Introducing a light beer under the Mountain Man brand could increase revenue but risks brand dilution and losing core customers. A new brand name avoids this risk but would have much higher advertising costs. Based on market research, MMBC estimates it could break even after 3 years and become profitable if it captures just 0.25
Natureview Farm was seeking to increase its annual revenue from $13 million to $20 million. It considered three options: 1) Expanding yogurt SKUs in supermarkets, 2) Launching larger yogurt cups nationally in supermarkets, or 3) Introducing children's multipacks in natural food stores. Analysis showed option 2 could generate the needed $7 million increase while maintaining relationships and involving lower costs than option 1. Option 3 would not meet the revenue goal. Therefore, the recommended decision was to launch larger yogurt cups in supermarkets.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
Rohm and Haas introduced a new product called Kathon MWX to eliminate rancidity in small metalworking systems. However, after 5 months of sales, they only achieved $12,000 of their $200,000 goal as end users were unaware of how MWX solved rancidity issues. MWX satisfies customer needs for safety, ease of use and compatibility. To increase sales, Rohm and Haas needs to better explain MWX's value and cost savings to customers through packaging information and targeting distributors with free samples and feedback surveys. A fixed price between manufacturing cost and competitor prices could also boost sales.
Nature view farm case study group submited1Ibah Jungmin
Natureview Farm is a yogurt manufacturer seeking to expand its business. It is currently considering three expansion options: 1) Expand its 8-oz yogurt flavors into supermarket channels in the Northeast and West, 2) Expand its 32-oz yogurt sizes nationally in supermarkets, or 3) Introduce new children's multipacks in the natural foods channel. Option 1 has the highest projected revenue growth but also the highest costs and risks. Option 2 has attractive profit margins but uncertainty around distribution. Option 3 fits the natural foods channel growth but may not meet revenue targets. After comparing the financial projections, Natureview decides to pursue Option 1 to maximize revenue potential despite the risks.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
Natureview Farm is a yogurt company seeking to increase revenue 50% by end of 2001. It is considering 3 options: 1) Expand 8oz cups to supermarkets, 2) Expand 32oz cups nationally, or 3) Introduce children's multipacks in natural foods stores. Option 1 requires the highest spending but risks are high. Option 2 has lower risks but doubts about new users adopting large size. Option 3 leverages Natureview's brand strengths and relationships in natural foods stores, which are growing faster than supermarkets. Introducing multipacks could increase revenue 46.4% in 12 months, achieving the target through continued growth in the core natural channel without risks of expanding to supermarkets.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Reed Supermarkets - A New Wave of CompetitionHaseebEjaz
Reed Supermarket has operated grocery stores in the Midwest since 1939. It now has 192 stores but faces increased competition that threatens its market share. In the Columbus, Ohio market, where Reed has 25 stores, competitors include large supermarket chains, warehouse clubs, and dollar stores. Dollar stores in particular have grown rapidly and sell a variety of goods at low prices. To respond to these challenges, Reed will focus on increasing its private label healthy products, expanding prepared foods, redesigning its website to provide recipes and advice, and creating membership programs to reward loyal customers. These strategies aim to strengthen Reed's positioning and grab 16% of the Columbus market share by 2011.
Bon Jovi's "Livin' On A Prayer" is a popular rock song from 1986 about struggling young lovers trying to make ends meet. The lyrics describe a working class couple living paycheck to paycheck who pray things will get better as they try to "hold on to what we've got." The catchy melody and upbeat rhythm contrasted with the more serious lyrics of financial hardship, making the song an anthem of perseverance through tough times.
This document lists various photo frames for sale including classic metal frames, wall clocks with photo frames, clamped wide frames, heart shaped holders, and frames shaped like trees, birds cages, and logs. It also provides contact information for the seller Wild Orchid Quilts located in Pico Rivera, California.
Minneapolis-St. Paul Employment Update | February13, 2016Carolyn Bates
Minneapolis-St. Paul unemployment gained 60 basis points and fell four spots nationally into an eight place tie with the Indianapolis metro. New workforce highs were achieved in Professional and Business Services and Other Services while Education and Health services saw a slight pullback from its recent run in growth. Y-O-Y Education and Health Services maintained the top spot creating 13,000 jobs over the trailing 12 month period. In contrast, the Leisure and Hospitality sector lost 5,300 jobs in 2016.
Among office using sectors, all have seen a month-to-month contraction in growth except Professional and Business Services which has finished 2016 net positive 12,700 jobs.
Nationwide, unemployment rose for the second consecutive month and now sits at 4.8 percent, boosted by an increase in the labor force participation rate to 62.9 percent. However, the expansion of the civilian labor force is not keeping up with job growth, which will keep slack minimal in the near-term.
Wage growth continues but at a slower pace than December.
El documento habla sobre Recycla Chile S.A., un emprendimiento social que se dedica al reciclaje de basura electrónica. Recycla crea valor social al dar oportunidades laborales a personas marginadas en su planta de reciclaje. Además, protege el medioambiente y le da valor económico a los excedentes electrónicos. Recycla ha sido reconocido como un emprendimiento social innovador que logra un triple impacto económico, ambiental y social.
Business Programs with Mark Inglis 2016Mark Inglis
Mark Inglis is a motivational speaker who uses his experience as a mountaineer who lost both legs to frostbite to inspire audiences. He has developed learning programs that use simulations of mountaineering scenarios to teach lessons around teamwork, decision making, and respect. These programs aim to create a more efficient and profitable work culture. They include an Everest keynote, a team-building mountain choice simulation, and a presentation skills workshop on communicating with confidence and style.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
Chairs take up a large part of your living space, they also can offer comfort after a long hard day, a romantic corner for a couple catching up or simply a welcoming seat after a big night out, embracing you and your Sunday of hangover movies and comfort food…. whatever they’re needed for, Chairs are like old friends, they’re always there, we may not always need them, but when we do they’re familiar, comfortable and always inviting! Have a look at our thorough selection of chairs for all occasions and décor- you’ll find there’s something for everyone’s taste!
O documento apresenta uma lista extraoficial de resultados de uma corrida popular feminina dividida por faixas etárias. Na faixa de 10 a 11 anos, Thaís Cristina Lopes da Silva ficou em primeiro lugar com o tempo de 00:04:14. Na faixa de 12 a 13 anos, Ysamara Marques Dias foi a primeira colocada com 00:04:06. Já na faixa de 14 anos, Lorranne Alves Lima obteve o primeiro lugar com o tempo de 00:04:08.
The document provides information about Project Lovely, a partnership between Lola Boutique and Luxe Beauty that hosts an annual fundraiser called Strut for a Mutt. The 2010 Strut for a Mutt event will be held on October 16th and will feature celebrity host Sarah Colonna and DJ Pretty Paul. Proceeds from the event benefit the Fayetteville Animal Shelter and Spay Arkansas, a non-profit working to reduce pet overpopulation through low-cost spaying and neutering. The 2009 Strut was successful in raising over $10,000 for the benefiting organizations.
El documento presenta un mapa conceptual sobre el trabajo en equipo. Se destaca que el trabajo en equipo requiere respeto, escucha, comunicación, liderazgo y amistad para entenderse mejor, guiarse y socializar como grupo en busca de un objetivo común.
The document summarizes the 2003 annual shareholders meeting of Robert Mondavi Company. It discusses Mondavi's vision and history, competitive strategies, brand portfolio, financial report, and future outlook. Key points included global partnerships, innovations in grape growing and winemaking, diversifying the brand portfolio, and goals to improve operating efficiencies and returns.
The document discusses fire protection of wood and cellulose materials used in construction sites. It describes two mechanisms by which cellulosic materials burn - thermal degradation above 300°F and smoldering combustion at lower temperatures. Fire retardant treatments can be chemical impregnations into wood or surface coatings applied as paint. The document then examines various fire retardant chemicals and their effects. It introduces EndoGel, a water-based fire retardant developed by EnTec for pre-treating combustible materials to reduce ignitability and retard fire spread during hot work activities like welding.
Absolut vodka, developing high brand loyalty-marketing strategyFloyd Tavares
Absolut Vodka by Pernod Ricard focuses on establishing brand loyalty in a crowded vodka marketplace. Absolut targets young innovators aged 25-35 and positions itself as an aspirational premium brand. Its iconic bottle design and innovative print ads featuring artists like Andy Warhol are major points of differentiation. Absolut also launches flavored extensions to encourage sampling and appeal to variety-seeking consumers. Through non-traditional marketing like sponsorships and brand extensions, Absolut navigates regulations banning alcohol advertising to build its image and loyalty.
This document provides a comprehensive marketing plan for Bindi Sergardi winery from Q4 2015 to Q2 2016. It includes a situational analysis of the winery's internal and external environments, objectives to increase sales and brand awareness, and implementations such as publishing articles on the winery, enhancing social media presence, establishing a sister winery, and hosting an event. The plan aims to position Bindi Sergardi as appealing to millennials and grow its presence in the US market through focused marketing efforts.
The US wine industry in 2001 was mature and highly competitive. It was dominated by a few large players in the budget segment and had over 2500 wineries producing the remaining volume. Competition was intense as production outpaced consumption by 15-20% and there were low barriers to entry. Under Porter's five forces, the threat of new entrants and substitutes was high along with high competitive rivalry. A new entrant without differentiation would face strong challenges. To succeed, a new company should target the non-wine drinking majority and create an untapped blue ocean market rather than competing head-on in the red ocean. Existing players should also look beyond the red ocean to expand consumption. The industry competes on quality for premium wines and
This document discusses marketing strategies for introducing the Adamo Valley Bloomsbury 2002 Sparkling Wine brand to the market in Paris, France. It begins by defining what a brand strapline is and provides Adamo Valley's strapline of "Satisfy your senses." It then analyzes the micro-environment using a SWOT framework, identifying strengths such as the brand's reputation in the UK, weaknesses like lack of brand recognition in France, opportunities like Paris' large population and tourism, and threats like strong competition from established brands. The document recommends capitalizing on opportunities through various marketing tactics while addressing weaknesses and threats by effectively utilizing Adamo Valley's budget and promoting responsible drinking.
30 Lessons for Marketing Italian BrandsRobert Joseph
Reka Haros, Rebecca Hopkins, Cathy Huyghe, Robert Joseph and Damien Wilson offer insight during a Vinitaly session, into the most effective ways to sell Italian wines, especially, but not only, in the US market. The 30 lessons cover packaging, website design, advertising, PR and social media.
RFW Consulting - WINELORD : Set up meetingLouis Joly
Winelord aims to become a major player in the Chinese premium bottled wine market by sourcing and selling Bordeaux wines across multiple price segments. Their business model focuses on brand development through a tasting club and marketing strategies to create value, with profits coming from trade margins on wine sourced and sold exclusively. The company structure involves offices in Bordeaux for sourcing, Hong Kong for operations and marketing, and China for sales and communication.
The global wine market faces challenges of oversupply, fragmentation, and changing consumer behavior. Global wine production has increased from 25 billion liters in 2000 to the same level in 2012, coming from more sources. The wine industry is fragmented with no concentration in production or offerings. Consumer behavior is also fragmented, with more people drinking less alcohol. Opportunities exist in emerging markets, online sales, and on-premise consumption. The wine industry must adapt to growing diversity in global consumption trends.
The document summarizes market validation research for a business selling small sample-sized wine bottles in Australia. Survey results found consumers were open to trying new wines in small samples and spending over $500 annually on wine. While wineries were generally supportive, some had concerns about branding control. The market size for sample wines was estimated at $18.5 million annually based on wine magazine readership and consumption habits. Next steps proposed adjusting the business model, conducting a pilot program with initial wineries, and preparing full business plans.
Yellow Tail was developed in 2000 and became the top imported wine in the US by 2003. It is produced by Casella Wines, an Australian company. Casella Wines uses a blue ocean strategy to make their competition irrelevant in foreign markets like India. They aim to create an uncontested market by reducing competitive factors and creating new value for customers.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The US wine industry in 2001 was characterized by a mature market with a few large players dominating the low price segment. The top 8 firms produced over 75% of the volume while approximately 2,500 other firms split the remaining 25%. It was difficult for new companies to enter the industry due to high startup costs, oversupply of grapes, and consolidation among retailers and distributors. A company considering entry would need to target the 90% of the population that did not regularly drink wine or create a new market segment. The best strategy would be a blue ocean approach to expand the market rather than compete in the already crowded premium and budget segments. Established players should also look to tap new demand and acquire distribution to grow. The industry
The Future of Wine Forum will be a one-day business conference on November 4th in London to discuss sustainability in the wine industry. The agenda will debate topics such as whether sustainability presents opportunities for winemakers, the future of pesticide use, affordable sustainability approaches, and the potential impacts of climate change on wine regions by 2030. Additional sessions will examine certification standards, ingredient labeling, the role of retailers in supporting sustainability, and engaging younger consumers around sustainability. Confirmed speakers include experts from the wine industry, consulting firms, and journalism.
This document provides a marketing plan for ChocolatRouge chocolate wine. It includes a situation analysis that discusses the wine market size and trends, competitive landscape, target consumers, and advertising history. The plan recommends targeting millennials, especially women, through social media, TV ads, and events. It proposes partnering with hotels and promoting the brand at wine and chocolate festivals to increase awareness and sales of ChocolatRouge.
The document summarizes key details about the Chilean wine industry and Vinos de Chile A.G., a trade association that represents Chilean wine producers. Some key points:
- Chilean wine production and exports have grown significantly from 1995 to 2009. Exports now represent 2.8% of total Chilean exports.
- Vinos de Chile A.G. was created in 2007 to provide unified representation for the industry. It currently has 89 member wineries.
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Immix is launching a new ready-to-drink wine cocktail called Immix. The product is a blend of sparkling wine, flavored liqueur, and water with an alcohol content of 11%. It will come in four varieties based on the liqueur flavor. The marketing plan aims to introduce Immix to its target market of social female millennials through promotions at bars, clubs and music events, and a strong social media presence. The goals for the first year are to generate $2.2 million in revenue and have Immix available in 65% of bars and clubs in the Greater Toronto Area.
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Sweet Cheeks Winery is a small, family-owned winery located in Oregon that is known for its award-winning wines and hospitality. It currently distributes to 34 states but sees opportunities for expansion. While it has many loyal customers and strong community relationships, it has relatively low social media presence and brand awareness among younger consumers. Its marketing plan aims to increase revenue 25% by expanding distribution, boosting social media following, and growing restaurant partnerships.
1) The Chinese wine market presents opportunities for Australian businesses but many make common mistakes in their marketing strategies by failing to understand Chinese consumers.
2) Specifically, many businesses focus on the government market but are now missing out as consumers become more important; they overestimate Chinese knowledge of wine and focus on heritage rather than lifestyle; and they fail to establish an effective online presence in China.
3) To succeed, wine producers need a clear understanding of the Chinese market and flexibility to address challenges; they should target middle-class consumers and leverage online sales and digital marketing while ensuring their websites are locally hosted and optimized for Chinese users.
UNWINED is a bottle-your-own wine company located in Windsor, Ontario. They conducted an environmental scan that identified key demographic, technological, economic, and social trends impacting their business. The scan showed that their main customer base of baby boomers aged 55+ was loyal but aging, so they need to target younger customers aged 30-40 through social media. It also found that people buy more wine during seasonal periods. Their main competitors are Just Cork-It, which has a similar business model, and local wineries. A SWOT analysis identified UNWINED's loyal customer base and owner experience as strengths, but also noted weaknesses in lack of product diversity and consumer confidence in their main product.
Alsibaie Hatem Research
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LAUREATE
EDUCATION INC
40 I '""'"""'""h;p -...-.:-..----· -+------------~------··--·---- - ·------- ---·--···· ----------------------------------------------··-------------------
ENTREPRENEURIAL INTENTIONS AND
CORPORATE ENTREPRENEURSHIP
1
To introduce the importance of perception of feasibility and desirability in explaining
entrepreneurial intentions.
2
To understand the role of individuals' background characteristics in explaining
entrepreneurial intentions.
3
To demonstrate that management can influence the intentions of those within
established organizations.
4
To discuss how established firms can develop an entrepreneurial culture.
5
To provide a scale for capturing the extent to which management adopts
entrepreneurial or traditional behaviors.
I
Entrepreneurship, Eighth Edition I 41
----------·--~-- ----~------··-·------------ ---- -----· -----·----- --- --·-----------·-·----~---
OPENING PROFILE
ROBERT MONDAVI
Robert G. Mondavi, the son of poor Italian immigrants, began making wine in California
in 1943 when his family purchased the Charles Krug Winery in Napa Valley, where he
served as a general manager. In 1966, at the age of 54, after a severe dispute over con-
trol of the family-owned winery, Robert Mondavi used his personal savings and loans
from friends to start the flagship Robert Mondavi Winery
in Napa Valley with his eldest son, Michael Mondavi.
Robert's vision was to create wines in California that could
successfully compete with the greatest wines of the world.
As a result. Robert Mondavi Winery became the first in California to produce and mar-
ket premium wines that were expected to compete with premium wines from France,
Spain, Italy, and Germany.
To achieve this objective Robert believed that he needed to build a Robert Mondavi
brand in the premium wine market segment. This resulted in the initial production of
a limited quantity of premium wi.
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MGMT 473
Mid Term
15 October, 2015
Mid Term Case Analysis: Robert Mondavi and the Wine Industry
Overview of the Industry: *The information below is used to better understand the Industry as
a whole and will be used to provide a better analysis for Robert Mondavi and for better
recommendations. The structure is similar to the brainstorming used in class for analyzing cases.
New World:
Large publicly traded
firms
Focus on higher quality;
investment in technology;
cheaper operating costs
Purchase their wine
Strong grape markets
Branding focused on
grapes and equity
Mergers between
competitors
Labor can be expensive
On-premise important in
US (55% of sales)
Small number of
distributors
Costco largest retail seller
of wine
Old World:
Small family owned
vineyards;
Strong Government role;
provided subsidies; strict
regulations
75% of production;
declining
Cheaper wines; make it
for themselves;
handpicked
Small consumer branding
Off-premise sales more
influential
Leading brewers are the
biggest disturbers
The wine industry is gaining more attention for higher-quality,
premium wines in non-European countries (North American
buyers pay $7.20 per bottle), while western Europe continues
to consume cheaper table wines (retail price of $4.80 per
bottle). Europe’s wine production is declining and fragmented,
but they still have a strong 75% of production with four top
firms. However, with the shift to higher quality the “New
World” wineries are investing in their vineyards to take
advantage of this growing segment of the market. The cost of
making wine mainly comes from the investing in capital to
grow and procure the grapes. The higher quality land can be
extremely expensive per acre and take years to gain product.
However the investment can last for 50 years. When it comes to marketing, jug wines tend to use
TV and radio while higher quality ignores marketing for the most part. Both the “Old World”
and the “New World” struggle with distribution due to the high power they possess. While
Europe focuses on “off-premise” selling to retail accounts, the US focuses on “on-premise”
selling to restaurants, hotels and pubs.
Table:
Most popular in the Market
Jug/Commodity:
Cheapest but declining 3%
per year
38% of Case Sales
13% of Retail Sales
Producers acquired
premium wineries
Higher yields; 800 liters
per ton
Promoted in TV and radio
Popular Premium:
Sales growing 8-10% per
annum
Grapes app. Cost $500 per
ton
6-12 months fermentation
Channel promotion; on
premise marketing
Super Premium:
500-600 liters per ton
Only 2-3% on marketing
Ultra:
Grapes app. Cost $3000
per ton; $100,000 per acre
18 months fermentation
Luxury:
$150,000-250,000 per acre
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Analysis of Robert Mondavi’s Company:
Background:
Robert Mondavi’s ultimate goal was to create the highest quality wine in the industry. In order to
do this, his main focus and strategies were revolved around differentiation. For marketing, he
started unique ideas like “The Great Chefs Program” that established a reputation of drinking
wine as a culture instead of simply a product. He pushed the idea that fine wine is associated
with “fine” people, making the customer feel high in status. He also used innovation in
technology with first mover ideas like the capsule-free, flange-top bottle; which others followed
immediately. Shaping the market was equally as important to gain differentiation through
relationships with competitors because he believed he could establish a higher quality of wine
globally. By focusing on the dominant market in Europe, he created joint-ventures with French
companies; which was one of four countries that dominated the wine industry. He continued to
create relationships with other firms in the 1990’s to enhance in high volume markets, like
Australia with Rosemont of Australia. Through the relationships and 50/50 joint ventures he was
able to expand his high quality wine in both the “New World” and the “Old World”. With these
relationships he established economies of scope because he provided the opportunity to grow and
access different production styles, markets, and segments that were profitable, easier and cheaper
than the competitors. The advantage of high quality wine is that it is a growing segment. These
relationships provided an essential role in being able to use their resources and their internal
benefits to gain economies of scope, and thus find more ways to gain higher quality.
Winemaking:
Robert Mondavi used more expensive techniques to develop his wine, which separated his
quality from others. He used environmentally friendly farming, which was extremely important
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when it came to European markets that had intense regulations; it portrayed that he cared about
the process, unlike the big firms who were just trying to produce at the lowest cost; demonstrated
by the competitor Kendall-Jackson. He owned acres in over 5 countries and had to be able to
follow different regulations because 25% of his grapes were internally developed on the land he
owned. For the 75% of external grapes, they were grown by independent growers that he created
strong relationships and designated long term contracts. His economies of scale may seem small,
but the majorities of large firms have a much smaller percentage of internal grapes and used
solely independent growers. This provided more control over the processes and allowed him to
invest and develop his own “state-of-the-art gravity flow system”. By investing heavily in R and
D and technologies, he not only eliminated cost, but he created higher quality wine. He was a
first mover in his industry and was not afraid to establish new methodologies in order to obtain
his high quality goal.
Products:
With his 16 different brands of wine, Robert Mondavi was trying to gain advantage in all
segments of premium/higher quality wine and develop differentiation to maintain economies of
scale. He differentiated in the wine industry in the sense of product extensions and new product
lines by investing globally with luxury/ultra wines, and domestically with different competitive
segments. His third largest brand, Robert Mondavi Winery, focused on off-premise retail stores
and limited release to establish dominance because his reputation coincided with quality. His
hopes were that making the sales limited access it would create more demand. However this was
later realized as a setback, because lack of marketing gave competitors like Gallo the chance to
put their name out in the market more. When competition rose for cheaper premium wine, he
invested into a new brand, but made the mistake that it was a declining segment. The economic
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logic of entering into a declining segment was smart only because he wanted to have his name in
as many segments as possible, so if a customer decided to buy higher quality wine, they would
recognize the brand name. Also, it did not cost him as much as his higher quality wine because
production was not segmented and he did not need to open a new winery; using his economies of
scope. The main competitive advantage of all his brands, in all the segments, ultimately had to
do with putting his name on the bottle. His differentiation of quality was strong enough that even
with his Woodbridge brand, he made sure to put the Mondavi label on it. Also with the
Woodridge brand, which was in the growing segment of popular premium, he invested in
methods of production that others would not, to maintain a competitive advantage. With both his
name and his style of production, he used the slogan “quality liquid and quality image”, relating
back to selling not only a product, but a culture. With his economies of scale he was able to enter
into almost every segment.
Distribution:
As for distribution, Robert Mondavi gave himself a lot of power because the top 15 distributors
out of 100 distributors accounted for 2/3 of their revenue. By concentrating his product into such
few distributors, it provided them with buying power to set prices and thus made marketing more
intensive. However, Mondavi made a mistake when dealing with marketing to the distributors by
having all 200 salespeople able to market every brand. Instead, he should have split them into
teams based on the revenue and growth of the segment of each brand. For example, he could
have had 80 of the sales people only focused on the premium wines that generate the most
revenue, while maybe 40 focused on luxury and ultra wines, due to the separation of growth
between the segments. The overload of information can take away from the sale because there
are different channels the brands are sold through. The premium wines need to focus on
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distributors that deal with supermarkets and mass merchandise, while luxury focuses on off-
premise sales. However, besides marketing to the distributors, Robert Mondavi saw success
exporting wine by exporting directly to an importer or operator who then did the dirty work of
getting it to the wholesalers and retailers. This provided more ease and less cost for Mondavi,
providing a competitive edge.
Marketing:
Robert Mondavi faced serious issues with marketing efforts and needed to badly expand his
customer base, as 12% of the consumers drank 88% of the wine purchased. This was due to their
negligence and lack of advertising through more modern means. In the 1990’s they assumed they
were perceived as superior and limited, but this only limited their customer market. Gallo
immediately spent money on advertising and became extremely popular in their jug wine
segment. However, it did create an issue when they wanted to expand into premium wine
because as Mondavi was linked to quality, Gallo was linked to low end wine. Robert Mondavi
failed with the California Adventure Theme Park because he figured people wanted to learn
about wine but he chose a bad market. They needed to focus their efforts on branding the name
with the original idea that drinking fine wine is a culture and invest in social media, as this is the
modern mecca of advertising. While people are browsing on Facebook, they could buy space for
an add that shows a group of well-dressed adults having a fun time at a house party, all with
glasses in their hand of some Mondavi Woodbridge. They could also create an app that had
information about each business unit discussing the wine and why it is so high in quality. A
game incorporated in the app could also encourage consumption. If that way is too expensive,
they need to create a website with specific deals and offers; especially with referrals to friends,
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as word of mouth is essential in the wine industry. It could also be useful for letting customers
know where and when tours/wine tasting events will occur.
Competitors:
With the three main types of competitors, the focused competitor Kendall-Jackson made the
choice of acquiring land and wineries in countries, instead of partnering up. Mondavi had a
better technique because it seems disrespectful to simply assume they could enter a new market
and be greeted with open arms. The firms actually from the countries understood how to
communicate and sell more efficiently because they understood their culture. Also the company
decided to stay independent, which could have been beneficial because they could have made
decisions without asking for the boards’ approval. However, the two billion dollars could have
helped them establish economies of scale and further grown domestically; especially if they were
doing it without relationships like Mondavi. The large volume producer, Gallo, had a similar
strategy to Robert Mondavi because they focused on their relationships with suppliers and
independent contractors to create innovative methods of production to differentiate them, but for
low end wines. Gallo also had an advantage in cost due to their economies of scale and used
vertical integration, allowing them to do the distribution and thus use their sales force for other
means. Beer and distilled spirits producers used diversification to enter the industry. Through
their reputations and relationships with current customers it was less costly to merge their new
products. However, diversification can take away from their other products and it would be
smarter to keep them separated, but use a label like Mondavi did when he entered into a different
wine segment.
Recommendations:
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The restructuring to separate into distinct business units was a good idea because then each unit
can have focus on individual marketing, sales pitches, and customer bases, while still
maintaining the overarching quality name brand with the Mondavi label. The problem before
was the economies of scale were almost too big and his brand began to look like a generic brand.
With this reorganization they will be able to focus clearly on the individual brands. Perhaps
when they create a website or app, each business unit can contain its own tab and then inform
how each segment creates and distinguishes its production process. Mondavi has always been
innovational with how he produced the wine and did not gain enough credit for his methods
compared to his competitors. Going back into how he needed to market to distributors as
mentioned in the “distribution” section of the analysis, the firm can now clearly have separate
teams who focus on specific distributors to gain sales and find the appropriate channels, so they
can gain supply power. The new approach to simply focus on the brands and stop with the
acquisitions and mergers is frowned upon. Establishing each brand more is important, but Robert
Mondavi gained economies of scale through his 50/50 joint-ventures with large global firms. It is
understood that capital is more expensive, but using their economies of scope will help to further
expand in the successful countries. By staying back and letting the smaller firms grow and no
longer will shape the market, the smaller firms be able to develop their own stake in the market.
Based on the competitors’ strategies, the wine industry is a game of growth and whoever can put
their name out successfully, determines their market share.