Presentation / Speech about International Wine Marketing at German Wine Institute DWI (Deutsches Weininstitut) June 2012, Oppenheim Germany, by Marian Kopp, Managing Director DEUTSCHES WEINTOR eG
Heineken aims to accelerate sustainable growth while improving profitability. It faces challenges from industry consolidation and losing US market share. A SWOT analysis found strengths in global brands but weaknesses in appealing to younger drinkers. Solutions include increasing advertising toward Hispanics and promoting lower-calorie beers. Recommendations are to boost advertising, vertically integrate, diversify, and develop low-carb beers and new dispensers.
About Company
Marketing Strategy
BCG Matrix
Porter Five (5) Forces Analysis
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products or services
4P’s
Case analysis of Russian ice cream producer Ice-Fili in times of increasing competition. Made and presented for Rotman Commerce Consulting Case Competition 2010.
Mountain Man Brewing Co. is a market leader in West Virginia that produces one beer called Mountain Man Lager. To remain profitable amid a 2% revenue decline, the company is considering launching a light beer called Mountain Man Light to tap into the growing light beer segment. This would involve new product development, marketing, and costs of $1.65 million. The strategy could increase revenue but faces risks of high costs, competition, and difficulty building a new brand.
Harvard Business Case review - Case StudyPlayground
This document summarizes a case study about Mountain Man Brewing Company considering launching a light beer brand to target younger customers. It outlines the company background, current market situation, opportunities and risks of different alternatives. The Vice President argues a light beer would dilute the original brand and be unable to compete. The President agrees it would alienate existing customers. However, the Marketing head provides projections that a light beer could modestly boost revenue. In the end, the conclusion is that a light beer should not be launched currently and the core brand should be focused on instead if revenue continues declining over 5 years.
Mountain man brewing company case analysisAbhishek Yadav
Mountain Man Brewing Company is facing declining beer sales as its core customers are aging. It is considering launching a light beer to target younger customers. Chris Prangel, set to inherit the company, analyzes launching a light beer under the Mountain Man brand or a new brand. His analysis shows launching a light beer under a new brand could increase revenue without cannibalizing the original brand. He recommends launching the light beer under a different brand and devising an effective marketing strategy using the 4Ps to attract new customers while maintaining core customers.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
Heineken aims to accelerate sustainable growth while improving profitability. It faces challenges from industry consolidation and losing US market share. A SWOT analysis found strengths in global brands but weaknesses in appealing to younger drinkers. Solutions include increasing advertising toward Hispanics and promoting lower-calorie beers. Recommendations are to boost advertising, vertically integrate, diversify, and develop low-carb beers and new dispensers.
About Company
Marketing Strategy
BCG Matrix
Porter Five (5) Forces Analysis
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products or services
4P’s
Case analysis of Russian ice cream producer Ice-Fili in times of increasing competition. Made and presented for Rotman Commerce Consulting Case Competition 2010.
Mountain Man Brewing Co. is a market leader in West Virginia that produces one beer called Mountain Man Lager. To remain profitable amid a 2% revenue decline, the company is considering launching a light beer called Mountain Man Light to tap into the growing light beer segment. This would involve new product development, marketing, and costs of $1.65 million. The strategy could increase revenue but faces risks of high costs, competition, and difficulty building a new brand.
Harvard Business Case review - Case StudyPlayground
This document summarizes a case study about Mountain Man Brewing Company considering launching a light beer brand to target younger customers. It outlines the company background, current market situation, opportunities and risks of different alternatives. The Vice President argues a light beer would dilute the original brand and be unable to compete. The President agrees it would alienate existing customers. However, the Marketing head provides projections that a light beer could modestly boost revenue. In the end, the conclusion is that a light beer should not be launched currently and the core brand should be focused on instead if revenue continues declining over 5 years.
Mountain man brewing company case analysisAbhishek Yadav
Mountain Man Brewing Company is facing declining beer sales as its core customers are aging. It is considering launching a light beer to target younger customers. Chris Prangel, set to inherit the company, analyzes launching a light beer under the Mountain Man brand or a new brand. His analysis shows launching a light beer under a new brand could increase revenue without cannibalizing the original brand. He recommends launching the light beer under a different brand and devising an effective marketing strategy using the 4Ps to attract new customers while maintaining core customers.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
Global Wine Marketing / Speech by Mr. Marian Kopp Sept. 2006Marian Kopp
The document summarizes the set up and global launch of Golden Kaan, a South African wine brand. It discusses the Racke Group, a German family-owned wine company established in 1855. Racke has launched several global wine brands and distributes brands worldwide through subsidiaries across Europe. The document then describes Racke's process for developing and launching new wine brands internationally, including Golden Kaan. It provides details on the brand's distribution network across 28 countries and sales of over 10 million bottles since its launch.
Mountain Man Brewing Company:Bringing the Brand to LightRoshan Mishra
The document discusses the history and current state of Mountain Man Lager, an independent brewery founded in 1925 in West Virginia. It was well established by the 1960s but now faces declining sales and changing consumer preferences toward lighter beers. The company generates $50 million annually from its sole brand but revenues were down 2% in 2005. Younger consumers prefer light beers which provide an opportunity. The CEO has to decide whether to stick with the original brand, launch a new light brand, or extend the Mountain Man brand into light beer. Introducing a Mountain Man Light brand leverages existing brand equity and distribution while reaching a new demographic and has the best chance of profitability within two years.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
The document discusses building brand equity in the wine industry. It begins by noting that branding is important for mid-sized wineries to stand out from competitors. The document then defines what a brand is - the idea or concept a product holds in a consumer's mind - and defines brand equity as the value of a brand. High brand equity provides competitive advantages like reduced costs and higher prices.
The document provides tips for building a wine brand, including differentiating the brand, knowing the target consumer, and communicating consistently across all customer touchpoints. It emphasizes the importance of public relations, offering value to consumers, and using non-traditional advertising beyond print and broadcast. The overall message is that strong branding requires understanding consumers and
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Krispy kreme doughnuts. 2006, is a turnaround possible?Yohann HELSON
1. Krispy Kreme Doughnuts grew aggressively from the 1950s-2000s but began declining in 2005.
2. An internal and external analysis found opportunities in consumer trends but also threats from health campaigns and increased competition.
3. Recommendations included corrective financial measures, hiring qualified managers, focusing on successful stores, and adapting products to consumer desires for a turnaround.
Nicolas Papadopoulos has over 18 years of experience in sales and management roles within the construction supply and industrial supply industries. He has a proven track record of achieving double-digit sales growth and developing strategies to increase profitability. His expertise includes market analysis, sales training, account management, business development, and marketing. Papadopoulos held regional and national sales management positions with Saint-Gobain, where he trained representatives and customers, resulting in substantial sales increases.
Krispy Kreme operates doughnut shops and franchises globally. It faces strategic challenges including declining consumer confidence, high unemployment, and changing consumer trends towards healthier options. Competitors in the quick service restaurant industry pose threats through their scale, resources, and ability to offer substitutes. However, Krispy Kreme maintains low costs through secret recipes and specialized equipment. It aims to strengthen operations, develop new products, and expand its international presence to drive future growth.
Heineken needed to revitalize its brand image and global advertising efforts in the 1990s. It initiated Project Comet to enhance its image as the world's leading premium beer brand through advertising. Project Mosa then conducted focus groups in 8 countries to understand how customers viewed taste and friendship in relation to premium beers. The beer market was in different stages of development globally. Heineken produced 5.6 billion liters annually and generated €7.42 billion in sales from key regions in 1993. It recommended standardizing marketing communications under a global branding strategy to increase market share and lower costs across markets.
Jones Soda is a small producer of alternative beverages known for its creative product labeling and marketing. The document analyzes Jones Soda's market opportunities in the growing new age beverage industry, which values natural ingredients over sugar and carbonation. It recommends Jones Soda focus on its most popular flavors, pursue regional growth through cooperative distribution networks, and increase co-branding partnerships to boost profitability in a competitive market dominated by large soda producers.
Red Bull Blue Ocean Strategy
Presentation explores Red Bull's strategic management and marketing tactics.
Presentation by Robert Wensley, Brett Lashley, Joanna Alencastro, Peter Jendrolovics
Harvard University, Summer 2011
The document discusses Little Creatures beer brand.
1) Little Creatures' strategy focuses on protecting its core strengths of high-quality product and unique brand culture.
2) The brand aims to make great beer and foster community through innovation, sustainability, and responsible enjoyment. Its objectives include international expansion and 20% annual profit growth.
3) An audit examines how internal and external forces impact the brand's objectives, including competition in the Australian beer market and implications of its ownership structure.
My group\'s final analysis about Dandy case study. After an introduction of competitive advantage paradigm, we drew up a SWOT analysis, identifying tailored strategies for every cluster of products
Wendell Hall is a marketing professional with over 20 years of experience in consumer packaged goods marketing. He has held roles in brand management, product management, new product development, and channel marketing. Some of his career highlights include receiving an award for developing 4 new products that generated over $11 million in sales, and managing brands that achieved sales growth objectives in 10 out of 12 years at ConAgra Foods. Currently, he works as a marketing and management consultant through his firm Natural Knowledge, LLC.
Ice-Fili is a Russian ice cream company evaluating its business model and competitive positioning. It faces challenges from increased competition and a shifting target market. The company considers strategy options like differentiation, market penetration, product development, and cost leadership. Its operational marketing plan focuses on impulse and in-home consumption channels. It aims to drive summer season sales and loyalty through promotions, packaging, pricing in line with competitors, and developing core brands.
Bodega Lagarde aims to expand its US market presence over the next 5-10 years. Currently, it imports around 21,000 cases annually into the US. The summary proposes a three-phase strategy to increase US sales and brand awareness through distribution expansion, e-commerce exposure, and heightened brand awareness. Phase I focuses on social media in South America and qualified prospecting. Phase II establishes a US social media presence and applies to additional e-commerce distributors. Phase III combines social media and US event partnerships with a dedicated US distribution manager.
The document discusses various business challenges faced by manufacturers and retailers such as developing products for specific retailers, extending brands across channels, refreshing brands, and exploring new distribution channels. It then provides examples of solutions developed by R solutions to address these challenges, including developing retailer-specific displays, packaging, and promotions. Specific programs and displays created for clients like TCP, Hydro-Industries, and Hansgrohe are summarized to illustrate how R solutions helps clients expand their businesses.
Global Wine Marketing / Speech by Mr. Marian Kopp Sept. 2006Marian Kopp
The document summarizes the set up and global launch of Golden Kaan, a South African wine brand. It discusses the Racke Group, a German family-owned wine company established in 1855. Racke has launched several global wine brands and distributes brands worldwide through subsidiaries across Europe. The document then describes Racke's process for developing and launching new wine brands internationally, including Golden Kaan. It provides details on the brand's distribution network across 28 countries and sales of over 10 million bottles since its launch.
Mountain Man Brewing Company:Bringing the Brand to LightRoshan Mishra
The document discusses the history and current state of Mountain Man Lager, an independent brewery founded in 1925 in West Virginia. It was well established by the 1960s but now faces declining sales and changing consumer preferences toward lighter beers. The company generates $50 million annually from its sole brand but revenues were down 2% in 2005. Younger consumers prefer light beers which provide an opportunity. The CEO has to decide whether to stick with the original brand, launch a new light brand, or extend the Mountain Man brand into light beer. Introducing a Mountain Man Light brand leverages existing brand equity and distribution while reaching a new demographic and has the best chance of profitability within two years.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
The document discusses building brand equity in the wine industry. It begins by noting that branding is important for mid-sized wineries to stand out from competitors. The document then defines what a brand is - the idea or concept a product holds in a consumer's mind - and defines brand equity as the value of a brand. High brand equity provides competitive advantages like reduced costs and higher prices.
The document provides tips for building a wine brand, including differentiating the brand, knowing the target consumer, and communicating consistently across all customer touchpoints. It emphasizes the importance of public relations, offering value to consumers, and using non-traditional advertising beyond print and broadcast. The overall message is that strong branding requires understanding consumers and
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Krispy kreme doughnuts. 2006, is a turnaround possible?Yohann HELSON
1. Krispy Kreme Doughnuts grew aggressively from the 1950s-2000s but began declining in 2005.
2. An internal and external analysis found opportunities in consumer trends but also threats from health campaigns and increased competition.
3. Recommendations included corrective financial measures, hiring qualified managers, focusing on successful stores, and adapting products to consumer desires for a turnaround.
Nicolas Papadopoulos has over 18 years of experience in sales and management roles within the construction supply and industrial supply industries. He has a proven track record of achieving double-digit sales growth and developing strategies to increase profitability. His expertise includes market analysis, sales training, account management, business development, and marketing. Papadopoulos held regional and national sales management positions with Saint-Gobain, where he trained representatives and customers, resulting in substantial sales increases.
Krispy Kreme operates doughnut shops and franchises globally. It faces strategic challenges including declining consumer confidence, high unemployment, and changing consumer trends towards healthier options. Competitors in the quick service restaurant industry pose threats through their scale, resources, and ability to offer substitutes. However, Krispy Kreme maintains low costs through secret recipes and specialized equipment. It aims to strengthen operations, develop new products, and expand its international presence to drive future growth.
Heineken needed to revitalize its brand image and global advertising efforts in the 1990s. It initiated Project Comet to enhance its image as the world's leading premium beer brand through advertising. Project Mosa then conducted focus groups in 8 countries to understand how customers viewed taste and friendship in relation to premium beers. The beer market was in different stages of development globally. Heineken produced 5.6 billion liters annually and generated €7.42 billion in sales from key regions in 1993. It recommended standardizing marketing communications under a global branding strategy to increase market share and lower costs across markets.
Jones Soda is a small producer of alternative beverages known for its creative product labeling and marketing. The document analyzes Jones Soda's market opportunities in the growing new age beverage industry, which values natural ingredients over sugar and carbonation. It recommends Jones Soda focus on its most popular flavors, pursue regional growth through cooperative distribution networks, and increase co-branding partnerships to boost profitability in a competitive market dominated by large soda producers.
Red Bull Blue Ocean Strategy
Presentation explores Red Bull's strategic management and marketing tactics.
Presentation by Robert Wensley, Brett Lashley, Joanna Alencastro, Peter Jendrolovics
Harvard University, Summer 2011
The document discusses Little Creatures beer brand.
1) Little Creatures' strategy focuses on protecting its core strengths of high-quality product and unique brand culture.
2) The brand aims to make great beer and foster community through innovation, sustainability, and responsible enjoyment. Its objectives include international expansion and 20% annual profit growth.
3) An audit examines how internal and external forces impact the brand's objectives, including competition in the Australian beer market and implications of its ownership structure.
My group\'s final analysis about Dandy case study. After an introduction of competitive advantage paradigm, we drew up a SWOT analysis, identifying tailored strategies for every cluster of products
Wendell Hall is a marketing professional with over 20 years of experience in consumer packaged goods marketing. He has held roles in brand management, product management, new product development, and channel marketing. Some of his career highlights include receiving an award for developing 4 new products that generated over $11 million in sales, and managing brands that achieved sales growth objectives in 10 out of 12 years at ConAgra Foods. Currently, he works as a marketing and management consultant through his firm Natural Knowledge, LLC.
Ice-Fili is a Russian ice cream company evaluating its business model and competitive positioning. It faces challenges from increased competition and a shifting target market. The company considers strategy options like differentiation, market penetration, product development, and cost leadership. Its operational marketing plan focuses on impulse and in-home consumption channels. It aims to drive summer season sales and loyalty through promotions, packaging, pricing in line with competitors, and developing core brands.
Bodega Lagarde aims to expand its US market presence over the next 5-10 years. Currently, it imports around 21,000 cases annually into the US. The summary proposes a three-phase strategy to increase US sales and brand awareness through distribution expansion, e-commerce exposure, and heightened brand awareness. Phase I focuses on social media in South America and qualified prospecting. Phase II establishes a US social media presence and applies to additional e-commerce distributors. Phase III combines social media and US event partnerships with a dedicated US distribution manager.
The document discusses various business challenges faced by manufacturers and retailers such as developing products for specific retailers, extending brands across channels, refreshing brands, and exploring new distribution channels. It then provides examples of solutions developed by R solutions to address these challenges, including developing retailer-specific displays, packaging, and promotions. Specific programs and displays created for clients like TCP, Hydro-Industries, and Hansgrohe are summarized to illustrate how R solutions helps clients expand their businesses.
The document discusses various business challenges faced by manufacturers and retailers such as developing products for specific retailers, extending brands across channels, refreshing brands, and exploring new distribution channels. It then provides examples of solutions developed by R solutions to address these challenges, including developing retailer-specific displays, packaging, and promotions. Specific programs and displays created for clients like TCP, Hydro-Industries, and Hansgrohe are summarized to illustrate how R solutions helps clients expand their businesses.
Strategic Pricing Management Group (SPMG) is a leading global pricing consultancy that helps clients develop and implement pricing strategies to maximize value and profits. SPMG offers a wide range of pricing services including research, strategy development, advisory work, pricing process support, and change management. With offices in 10 countries across 5 continents, SPMG works with clients in many industries to solve pricing challenges and capture more value.
The document provides information about several product failures by major companies:
McDonald's Arch Deluxe burger failed in 1996 due to inappropriate marketing that targeted adults but showed kids rejecting it, high calorie content, and being too expensive. It showed McDonald's losing touch with its customers.
Crystal Pepsi, launched by PepsiCo in 1992, failed because it did not have a compelling difference from regular Pepsi and the "crystal" name was not appealing. The product and market were not well defined.
Nintendo's Virtual Boy game console from 1995 failed because it caused motion sickness, was uncomfortable to play, and lacked a "killer app" game. It also had an isolating gameplay experience
Dietrich Mateschitz founded Red Bull in Austria in 1987. It has since expanded to over 165 countries and sells 60 billion cans annually. Red Bull's logo and various editions help build its brand. It targets sports enthusiasts and teenagers with grassroots marketing like sponsoring extreme sports. Though the leader in the energy drink category, Red Bull faces threats from competitors introducing new products and flavors. It aims to strengthen its global presence and expand into emerging markets through product extensions and strategic sponsorships.
Sales and marketing in a down market - How to sell value not price. This slide show focuses on selling the intrinsic value of niche and luxury brands rather than discounting.
Keurig is looking to expand into the at-home coffee brewing market after establishing dominance in the office coffee service market with its single-cup brewing system. Its current plan involves introducing a second portion pack size, paying greater attention to brewer pricing, using direct marketing and leveraging existing partnerships with office distributors. However, this plan faces limitations from a lack of marketing resources and potential new competitors entering the market. Suggested strategies include returning to a single portion size, using a premium pricing strategy for the brewer, setting appropriate cup pricing, pursuing initial direct online sales followed by traditional retail partnerships, and promoting the brand through product demonstrations, referrals and building brand awareness.
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
Similar to (Mr Marian Kopp Presentation Dwi Export Forum June 2012 Print Version (20)
9. View on: Marketing
Increasing accessibility of wines
Wine consumers less beholden to tradition
Proliferation of brands, but:
CONSOLIDATION => industry impact
Greater experimentation
But choice is still overwhelming
Seeking information online
Marian Kopp – Deutsches Weintor eG, Germany
23. View on: Marketing
Cupcake, now selling at an average of
$9.28 per 750-ml. in USA, first rolled out
2008. Cupcake more than tripled in
volume 2011, reaching 1 million cases.
TWG followed up with Cupcake Vodka this
past year, including Original, Frosting,
Chiffon and Devil’s Food flavors and
selling for around $17 a bottle.
.
Marian Kopp – Deutsches Weintor eG, Germany
25. View on: Marketing
Brands are STORIES to be TOLD.
Well: lets get real: imaginations to be
triggered.
Plant the IDEA, and let the consumers
“ride along”
(=> Social Media matters here)!
Marian Kopp – Deutsches Weintor eG, Germany
26. View on: Sales
Marian Kopp – Deutsches Weintor eG, Germany
27. View on: Sales
Between 2011 and the end of 2015, the
US and Asia will drive a 6% increase in
global wine consumption, to 2.8bn nine-
litre cases, as IWSR figures (International
Wine and Spirits Record, Jan. 2012).
Marian Kopp – Deutsches Weintor eG, Germany
28. View on: Sales
Global wine consumption will increase
faster over the next four years, but mature
markets and a tough economic climate in
much of Europe will leave the US and Asia
to drive growth.
Strong demand for wine in the US and
China will force more wine companies to
focus greater resources on Asia and North
America.
Marian Kopp – Deutsches Weintor eG, Germany
29. View on: Sales
Premium California Wines Posting Torrid
Growth:
California wine’s premium-plus segment
(above $10) is making significant gains in
both the on- and off-premise, as luxury
wines have rebounded in the restaurant
channel and premium offerings further down
the pricing ladder are showing big gains.
Marian Kopp – Deutsches Weintor eG, Germany
30. View on: Sales
The top 10 premium-plus ($10+) California
wine brands grew by an aggregate 16.4% to
15.2 million cases in 2011, and eight of the
top 10 posted growth. Meanwhile, wines
over $20 continue to be the fastest-growing
segment in the off-premise, rising 11% in
Nielsen channels in the 52 weeks through
April 28, 2012. (Impact Databank)
Marian Kopp – Deutsches Weintor eG, Germany
32. View on: Sales
Wine sales by volume are expected to rise
by 10% in the US up to 2015.
China, meanwhile, has overtaken the UK
in the past year to become the world's fifth
largest wine market by volume, if Hong
Kong is included in the figures.
Marian Kopp – Deutsches Weintor eG, Germany
33. View on: Sales
There is a different situation in much of
Europe, where consumption is set to
continue falling in key wine producer
nations, such as France and Italy.
Marian Kopp – Deutsches Weintor eG, Germany
34. View on: Behavior to perform
Marian Kopp – Deutsches Weintor eG, Germany
35. View on: Behavior to perform
USA: Opportunities:
The super-premium continues to grow ($ 7-14)
But with greater price/quality demands!
Strong future growth consumption projections
(Millennials)
Strong prospects for imported wines
(limited growth in domestic production)
Marian Kopp – Deutsches Weintor eG, Germany
36. View on: Behavior to perform
Challenges:
USD / EURO exchange rate risks / fluctuations
Margin pressure
Consumer pressured by economic climate & inflation
Large suppliers consolidating distribution networks,
demanding greater attention and pressuring
distributor margins- small and medium suppliers
struggle to maintain share of mind
Marian Kopp – Deutsches Weintor eG, Germany
37. View on: Behavior to perform
USA: Key Success Factors
Adequate market segmentation,
budget for building brands
Good price/quality relationship
Develop and maintain good relationships with
(1) importers (2) distributors (3) retailers
Marian Kopp – Deutsches Weintor eG, Germany
38. View on: Behavior to perform
Marian Kopp – Deutsches Weintor eG, Germany
39. Positioning Strategies
Focus: content
• Niche distinction
Focus: consumer
• Superior image + quality • Brand (consistent
Perceived • Distribution on-trade,
specialists
quality)
• Innovation
Value • Distribution (Service)
retailers
Niche
High strategy
High Perceived "Outpacing"
Brand strategy
Value Competitor Competitor
Cost Focus: process
Low "Confused" leader-
Low Delivered
• Cost control
Competitor ship
Cost Competitor • Scale
• Distribution (discount)
retailers
High Low
Delivered Costs
(source: Rabobank research)
Marian Kopp – Deutsches Weintor eG, Germany
40. View on: Behavior to perform
Thank You!
Contact:
Marian Kopp m.kopp@weintor.de
https://www.xing.com/profile/Marian_Kopp
Marian Kopp – Deutsches Weintor eG, Germany