This document provides an overview of premiumization trends in the global spirits market. It discusses how consumption of "branded" spirits is rising while "local" spirits decline. Vodka, gin, tequila, and rum are analyzed in terms of premiumization trends, with vodka experiencing the most growth. The case study of Svedka vodka highlights how it positioned itself as a premium, value-priced vodka through strategic production, pricing, distribution, and marketing decisions.
This document summarizes beverage alcohol trends in the United States. It begins with an overview of total beverage alcohol consumption trends, including market size and category growth rates. It then provides more detailed data on trends in the beer, wine, and spirits categories. Key findings include that spirits and wine consumption grew from 2007-2012 while beer declined, and in 2012 spirits grew 3.6%, wine 1.9%, and beer 0.5%. The document analyzes trends in brands, price segments, imports, and consumption by state for each category. It concludes with insights on mixology trends shaping the industry like flavor innovation and the rise of craft producers.
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.
Alcoholic beverages in Poland by NielsenAgataLorenc1
This document provides an overview of the alcoholic beverages industry in Poland in 2017-2018. Some key points:
- Alcoholic beverages accounted for 1/5 of total FMCG sales in Poland in 2017. Beer and vodka were the largest categories by value.
- Sales were predominantly in small grocery stores. Wine & liqueurs sold best in discounters and large grocery stores.
- Most categories grew in both value and shelf space from 2016-2017. Wine & liqueurs was the fastest growing industry group.
- Sales and shelf space were seasonal. Spirits peaked in winter, while light alcoholic beverages peaked in summer. Some categories like liqueur and brandy had additional peaks around Easter.
This document provides a situation analysis for New Amsterdam Vodka. It analyzes the vodka market, New Amsterdam's competitive position, and proposes new advertising campaigns.
The vodka market is growing slowly but remains the largest white spirits segment. Tequila is growing the fastest. New Amsterdam is a value vodka known for quality and smoothness from grain distillation. It has a smaller market share than competitors like Smirnoff and Absolut.
The document proposes both trade and consumer advertising campaigns. The trade campaign would promote New Amsterdam at industry events and magazines. The consumer campaign targets independent women ages 21-34 through traditional and social media. It aims to position New Amsterdam as empowering women to "Own The
This document provides an analysis of the beer industry and a case study of Adolph Coors and the Coors brewing company. It begins with an introduction and overview of the brewing market evolution since World War II and the history of Coors. It then analyzes the political, economic, social and technological environment. Following this, it discusses market segmentation, targeting and positioning for Coors. It also analyzes Porter's Five Forces and provides a SWOT analysis for both Coors and Anheuser-Busch. The document concludes with a recommended strategy section.
This document provides information on beer markets and trade environments in 14 countries. It outlines pros and cons for each country. In general, the pros include factors like favorable trade agreements, growing middle classes, and cultural openness to imports. The cons commonly mention economic challenges like high debts, unemployment and weak demand damping growth. Regulatory complexities, documentation burdens, and unpredictability are also cited as barriers to trade.
The document summarizes marketing strategies for foreign companies entering China's beer market in the 1990s. It notes that foreign brewers like Heineken and Carlsberg entered China but suffered major losses as Chinese consumers preferred cheaper local brands. The document then analyzes reasons for the foreign brewers' failure, including misunderstanding market dynamics, overestimating premium market size, and not accounting for local brand loyalty. It concludes that recent successful reentries involve foreign brewers acquiring Chinese brands for mass distribution while maintaining international premium brands.
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.
This document summarizes beverage alcohol trends in the United States. It begins with an overview of total beverage alcohol consumption trends, including market size and category growth rates. It then provides more detailed data on trends in the beer, wine, and spirits categories. Key findings include that spirits and wine consumption grew from 2007-2012 while beer declined, and in 2012 spirits grew 3.6%, wine 1.9%, and beer 0.5%. The document analyzes trends in brands, price segments, imports, and consumption by state for each category. It concludes with insights on mixology trends shaping the industry like flavor innovation and the rise of craft producers.
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.
Alcoholic beverages in Poland by NielsenAgataLorenc1
This document provides an overview of the alcoholic beverages industry in Poland in 2017-2018. Some key points:
- Alcoholic beverages accounted for 1/5 of total FMCG sales in Poland in 2017. Beer and vodka were the largest categories by value.
- Sales were predominantly in small grocery stores. Wine & liqueurs sold best in discounters and large grocery stores.
- Most categories grew in both value and shelf space from 2016-2017. Wine & liqueurs was the fastest growing industry group.
- Sales and shelf space were seasonal. Spirits peaked in winter, while light alcoholic beverages peaked in summer. Some categories like liqueur and brandy had additional peaks around Easter.
This document provides a situation analysis for New Amsterdam Vodka. It analyzes the vodka market, New Amsterdam's competitive position, and proposes new advertising campaigns.
The vodka market is growing slowly but remains the largest white spirits segment. Tequila is growing the fastest. New Amsterdam is a value vodka known for quality and smoothness from grain distillation. It has a smaller market share than competitors like Smirnoff and Absolut.
The document proposes both trade and consumer advertising campaigns. The trade campaign would promote New Amsterdam at industry events and magazines. The consumer campaign targets independent women ages 21-34 through traditional and social media. It aims to position New Amsterdam as empowering women to "Own The
This document provides an analysis of the beer industry and a case study of Adolph Coors and the Coors brewing company. It begins with an introduction and overview of the brewing market evolution since World War II and the history of Coors. It then analyzes the political, economic, social and technological environment. Following this, it discusses market segmentation, targeting and positioning for Coors. It also analyzes Porter's Five Forces and provides a SWOT analysis for both Coors and Anheuser-Busch. The document concludes with a recommended strategy section.
This document provides information on beer markets and trade environments in 14 countries. It outlines pros and cons for each country. In general, the pros include factors like favorable trade agreements, growing middle classes, and cultural openness to imports. The cons commonly mention economic challenges like high debts, unemployment and weak demand damping growth. Regulatory complexities, documentation burdens, and unpredictability are also cited as barriers to trade.
The document summarizes marketing strategies for foreign companies entering China's beer market in the 1990s. It notes that foreign brewers like Heineken and Carlsberg entered China but suffered major losses as Chinese consumers preferred cheaper local brands. The document then analyzes reasons for the foreign brewers' failure, including misunderstanding market dynamics, overestimating premium market size, and not accounting for local brand loyalty. It concludes that recent successful reentries involve foreign brewers acquiring Chinese brands for mass distribution while maintaining international premium brands.
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 Porter 5 Forces model summarizes the beer manufacturing industry as having:
1) Low threats of new entrants due to high capital costs required and government regulations.
2) High bargaining power of buyers as disposable income affects preferences for premium vs. lower priced brands.
3) Low threat of substitutes due to customer loyalty, though advertising restrictions make loyalty harder to achieve.
4) Low bargaining power of suppliers as products are inexpensive and numerous alternatives exist.
5) High intensity of rivalry among competitors despite Kingfisher being a large supplier.
The document discusses the global brewery industry and strategies used by major brewery companies to balance local responsiveness and standardization. It notes that beer is produced and sold locally due to its bulkiness and high export costs. Major brewers use licensing, acquisitions and joint ventures to gain local market presence while maintaining their brands. The document then analyzes the external factors driving consolidation in the industry and the strategies adopted by ABInbev, SABMiller, and Carlsberg to address the twin issues of localization and standardization.
Chair speak report -PEPSICO(Dupont analysis with coke)Akshara S
This document provides information about PepsiCo and the beverage industry. It discusses PepsiCo's CEO, Indra Nooyi, and provides an industry profile that describes the beverage industry and dominant economic factors like market size and growth rate. It also analyzes the financial statements of major companies like PepsiCo, Coca-Cola, and Cadbury Schweppes and notes trends in the industry like increasing globalization and changing consumer preferences.
This document analyzes opportunities and threats facing the beer industry in Canada. It identifies several threats including increasing wine sales, decreasing overall alcohol consumption, and demographic shifts where older consumers prefer wine and younger consumers are drinking less due to health concerns. Opportunities include the growth of craft beer sales taking market share from large brewers, expanded retail access through new grocery store sales, and the large demographic of younger consumers open to trying new craft beers. The document also examines opportunities and threats from various socio-cultural, economic, technological, and regulatory factors impacting the Canadian beer market.
Jameson whiskey wants to launch its brand in China. China represents a huge market opportunity due to its large and growing population and economy. While facing competition from domestic baijiu brands, the popularity of foreign spirits is increasing among younger Chinese consumers who see them as a luxury. The distribution of spirits is dominated by retail outlets like supermarkets. Jameson will need to build brand awareness through marketing and build relationships with distributors to succeed in the Chinese market.
1) The worldwide personal luxury goods market grew 2% in 2013, marking a slowdown from previous years of double-digit growth and the first moderation since the 2009 financial crisis.
2) Euro fluctuations negatively impacted 2013 market performance despite real growth outpacing 2012, and the Japanese yen devaluation drove over half the difference between real and nominal growth.
3) Online luxury continues to grow rapidly at around 10% annually, with accessories having the highest online penetration and the US dominating the online luxury market.
LO, Kalvin - Sample Case Analysis - Chinese Beer Industrylokal8428
Lion Nathan should not pursue expanding its operations in China beyond the regional level due to significant competitive challenges. The Chinese beer market has intense competition among large domestic brewers receiving government support and aggressive expansion by major foreign brewers. Rising costs, the threat of overcapacity, infrastructure issues, and government policies limiting foreign market share make national expansion infeasible. Lion Nathan's recent expansion of its Suzhou joint venture was a mistake and it should attempt to sell its stake, as it lacks an "import brand" advantage and faces difficulties competing beyond its existing regional operations in the Yangtze Delta.
The CSD (carbonated soft drink) industry is dominated by two major players, Coca-Cola and Pepsi, which have high brand identity and reputation. The industry has high barriers to entry due to large capital requirements and faces strong competition between the major brands. Threats of substitution are moderate as customers have many beverage options but low inclination to switch brands. Supplier power is weak due to many ingredient providers, while some large buyers have bargaining power over the brands. The bottling industry serving CSD brands also has high concentration among a few players and high costs of entry.
The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
This document provides an overview of the 2015 Power 100 report, which ranks the world's most powerful spirits and wine brands. Some key points:
- Johnnie Walker retains the #1 spot, though its score declined 11% due to less conspicuous consumption in China. Smirnoff vodka remains #2.
- Bacardi, Jack Daniel's, Hennessy, Captain Morgan, and Absolut Vodka round out the top 10 brands. Captain Morgan and Absolut saw increases.
- Whisky continues to dominate as the most powerful spirit sector. Bourbon growth may threaten Scotch's market share.
- Beam Suntory's merger propelled it to the #
The document provides an external analysis of the alcoholic beverage industry. It discusses that the industry is divided into beer, wine, and spirits. It then outlines the strategic management process and discusses external analysis frameworks like Porter's Five Forces. The document identifies key trends in the industry including increasing mergers and acquisitions, emerging markets consumption, increasing government regulation, and industry consolidation. It provides a competitive factors framework analysis of major companies like Anheuser-Busch, SABMiller, Heineken, and Carlsberg rating them based on how they address these critical success factors. Based on the analysis, Anheuser-Busch receives the highest overall performance rating.
The craft beer industry has experienced rapid growth over the past decade, with the number of breweries in the US more than tripling since 2005. Craft beer is defined as small, independent, and traditional. While competition is moderate due to the large number of brewers, barriers to entry are relatively low. Threats include substitute alcoholic and non-alcoholic beverages as well as the bargaining power of suppliers like hops farmers. Recent trends show consolidation in the industry through mergers and acquisitions as continued growth at the current pace is unsustainable.
The document analyzes the global forces and trends affecting the Western European brewing industry through a PESTEL analysis and five forces framework. It identifies increasing health awareness and government campaigns against drunk driving as key social and political factors. Competitive rivalry and consolidation through licensing, acquisitions, and strategic alliances are major themes. The strengths and weaknesses of three major brewers are discussed: Anheuser-Busch InBev's world leadership but Chinese market reductions, Greene King's pub ownership and brand criticisms, and Tsingtao's Chinese and US market shares but only 13% of its home market.
The document discusses the chocolate and malt-based drink industries globally and in India. It provides details on market sizes, key players, trends, and consumption patterns. The chocolate market in India is estimated at 20,000 tonnes worth Rs. 400 crores, though consumption is very low compared to other countries. Cadbury and Nestle dominate the Indian market, while malt drinks are most popular in India, led by Horlicks. Developing markets are growing faster than Western nations for these categories.
The document provides an overview of opportunities and challenges for international e-retailers looking to enter the Russian market. It finds that while Russia represents a large market with strong demand for foreign brands, success requires localizing operations to Russian preferences around language, payment methods, fulfillment, and customer service. Local partnerships are also important to gain market insights. While growth is predicted, political and economic instability and the country's large size pose challenges that require commitment to serving Russian customers.
Wiley Wallaby is currently suffering from a disconnection between its brand image as a premium product and how it is actually marketed. While some elements like packaging and ingredients position it as gourmet, its distribution and promotions do not. The report recommends Wiley Wallaby position itself as affordable premium, expand distribution to places like TJ Maxx, focus on social media promotions, and do additional consumer research.
Coors Beer Case study on Corporate CommunicationNinitha Rao
The document presents a case study about Coors Beer's media relations problem with the AFL-CIO in 1982. The AFL-CIO had conducted a 10-year boycott against Coors due to labor disputes. Coors believed the boycott was based on untrue information. When CBS's 60 Minutes planned an investigation of Coors, it presented an opportunity for Coors to address the negative publicity. Coors developed a strategy to prepare for media interviews, conduct research, and handle negative news effectively. The goal was to use the 60 Minutes segment to set the record straight about labor issues and counter the AFL-CIO campaign. The boycott ultimately ended in 1987 with an agreement allowing union organization at Coors plants.
This 105-page report from Euromonitor International provides an in-depth analysis of the alcoholic drinks market in Canada. It details market size and forecasts to 2016, reviews the competitive landscape of major companies and brands, and analyzes trends in sectors like beer, cider, spirits and wine. The report finds that while sales values improved in 2011 due to price increases, overall volume growth remained slow. It identifies craft beers and Canadian wines as segments poised for growth.
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging presentations.
Pratik Marothi is seeking a career opportunity with a growth-oriented organization. He has a CMA Intermediate qualification and a Bachelor's degree in Commerce. He currently works as a Process Associate at CDK Global Pvt Ltd, where his primary responsibilities include general accounting and financial reporting. He has contributed 15 ideas that were successfully implemented, receiving awards for ideas that improved efficiency. Pratik is proficient in advanced Excel, macros, accounting software, and business communication. He aims to be a keen learner and self-motivated team player.
The Porter 5 Forces model summarizes the beer manufacturing industry as having:
1) Low threats of new entrants due to high capital costs required and government regulations.
2) High bargaining power of buyers as disposable income affects preferences for premium vs. lower priced brands.
3) Low threat of substitutes due to customer loyalty, though advertising restrictions make loyalty harder to achieve.
4) Low bargaining power of suppliers as products are inexpensive and numerous alternatives exist.
5) High intensity of rivalry among competitors despite Kingfisher being a large supplier.
The document discusses the global brewery industry and strategies used by major brewery companies to balance local responsiveness and standardization. It notes that beer is produced and sold locally due to its bulkiness and high export costs. Major brewers use licensing, acquisitions and joint ventures to gain local market presence while maintaining their brands. The document then analyzes the external factors driving consolidation in the industry and the strategies adopted by ABInbev, SABMiller, and Carlsberg to address the twin issues of localization and standardization.
Chair speak report -PEPSICO(Dupont analysis with coke)Akshara S
This document provides information about PepsiCo and the beverage industry. It discusses PepsiCo's CEO, Indra Nooyi, and provides an industry profile that describes the beverage industry and dominant economic factors like market size and growth rate. It also analyzes the financial statements of major companies like PepsiCo, Coca-Cola, and Cadbury Schweppes and notes trends in the industry like increasing globalization and changing consumer preferences.
This document analyzes opportunities and threats facing the beer industry in Canada. It identifies several threats including increasing wine sales, decreasing overall alcohol consumption, and demographic shifts where older consumers prefer wine and younger consumers are drinking less due to health concerns. Opportunities include the growth of craft beer sales taking market share from large brewers, expanded retail access through new grocery store sales, and the large demographic of younger consumers open to trying new craft beers. The document also examines opportunities and threats from various socio-cultural, economic, technological, and regulatory factors impacting the Canadian beer market.
Jameson whiskey wants to launch its brand in China. China represents a huge market opportunity due to its large and growing population and economy. While facing competition from domestic baijiu brands, the popularity of foreign spirits is increasing among younger Chinese consumers who see them as a luxury. The distribution of spirits is dominated by retail outlets like supermarkets. Jameson will need to build brand awareness through marketing and build relationships with distributors to succeed in the Chinese market.
1) The worldwide personal luxury goods market grew 2% in 2013, marking a slowdown from previous years of double-digit growth and the first moderation since the 2009 financial crisis.
2) Euro fluctuations negatively impacted 2013 market performance despite real growth outpacing 2012, and the Japanese yen devaluation drove over half the difference between real and nominal growth.
3) Online luxury continues to grow rapidly at around 10% annually, with accessories having the highest online penetration and the US dominating the online luxury market.
LO, Kalvin - Sample Case Analysis - Chinese Beer Industrylokal8428
Lion Nathan should not pursue expanding its operations in China beyond the regional level due to significant competitive challenges. The Chinese beer market has intense competition among large domestic brewers receiving government support and aggressive expansion by major foreign brewers. Rising costs, the threat of overcapacity, infrastructure issues, and government policies limiting foreign market share make national expansion infeasible. Lion Nathan's recent expansion of its Suzhou joint venture was a mistake and it should attempt to sell its stake, as it lacks an "import brand" advantage and faces difficulties competing beyond its existing regional operations in the Yangtze Delta.
The CSD (carbonated soft drink) industry is dominated by two major players, Coca-Cola and Pepsi, which have high brand identity and reputation. The industry has high barriers to entry due to large capital requirements and faces strong competition between the major brands. Threats of substitution are moderate as customers have many beverage options but low inclination to switch brands. Supplier power is weak due to many ingredient providers, while some large buyers have bargaining power over the brands. The bottling industry serving CSD brands also has high concentration among a few players and high costs of entry.
The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
This document provides an overview of the 2015 Power 100 report, which ranks the world's most powerful spirits and wine brands. Some key points:
- Johnnie Walker retains the #1 spot, though its score declined 11% due to less conspicuous consumption in China. Smirnoff vodka remains #2.
- Bacardi, Jack Daniel's, Hennessy, Captain Morgan, and Absolut Vodka round out the top 10 brands. Captain Morgan and Absolut saw increases.
- Whisky continues to dominate as the most powerful spirit sector. Bourbon growth may threaten Scotch's market share.
- Beam Suntory's merger propelled it to the #
The document provides an external analysis of the alcoholic beverage industry. It discusses that the industry is divided into beer, wine, and spirits. It then outlines the strategic management process and discusses external analysis frameworks like Porter's Five Forces. The document identifies key trends in the industry including increasing mergers and acquisitions, emerging markets consumption, increasing government regulation, and industry consolidation. It provides a competitive factors framework analysis of major companies like Anheuser-Busch, SABMiller, Heineken, and Carlsberg rating them based on how they address these critical success factors. Based on the analysis, Anheuser-Busch receives the highest overall performance rating.
The craft beer industry has experienced rapid growth over the past decade, with the number of breweries in the US more than tripling since 2005. Craft beer is defined as small, independent, and traditional. While competition is moderate due to the large number of brewers, barriers to entry are relatively low. Threats include substitute alcoholic and non-alcoholic beverages as well as the bargaining power of suppliers like hops farmers. Recent trends show consolidation in the industry through mergers and acquisitions as continued growth at the current pace is unsustainable.
The document analyzes the global forces and trends affecting the Western European brewing industry through a PESTEL analysis and five forces framework. It identifies increasing health awareness and government campaigns against drunk driving as key social and political factors. Competitive rivalry and consolidation through licensing, acquisitions, and strategic alliances are major themes. The strengths and weaknesses of three major brewers are discussed: Anheuser-Busch InBev's world leadership but Chinese market reductions, Greene King's pub ownership and brand criticisms, and Tsingtao's Chinese and US market shares but only 13% of its home market.
The document discusses the chocolate and malt-based drink industries globally and in India. It provides details on market sizes, key players, trends, and consumption patterns. The chocolate market in India is estimated at 20,000 tonnes worth Rs. 400 crores, though consumption is very low compared to other countries. Cadbury and Nestle dominate the Indian market, while malt drinks are most popular in India, led by Horlicks. Developing markets are growing faster than Western nations for these categories.
The document provides an overview of opportunities and challenges for international e-retailers looking to enter the Russian market. It finds that while Russia represents a large market with strong demand for foreign brands, success requires localizing operations to Russian preferences around language, payment methods, fulfillment, and customer service. Local partnerships are also important to gain market insights. While growth is predicted, political and economic instability and the country's large size pose challenges that require commitment to serving Russian customers.
Wiley Wallaby is currently suffering from a disconnection between its brand image as a premium product and how it is actually marketed. While some elements like packaging and ingredients position it as gourmet, its distribution and promotions do not. The report recommends Wiley Wallaby position itself as affordable premium, expand distribution to places like TJ Maxx, focus on social media promotions, and do additional consumer research.
Coors Beer Case study on Corporate CommunicationNinitha Rao
The document presents a case study about Coors Beer's media relations problem with the AFL-CIO in 1982. The AFL-CIO had conducted a 10-year boycott against Coors due to labor disputes. Coors believed the boycott was based on untrue information. When CBS's 60 Minutes planned an investigation of Coors, it presented an opportunity for Coors to address the negative publicity. Coors developed a strategy to prepare for media interviews, conduct research, and handle negative news effectively. The goal was to use the 60 Minutes segment to set the record straight about labor issues and counter the AFL-CIO campaign. The boycott ultimately ended in 1987 with an agreement allowing union organization at Coors plants.
This 105-page report from Euromonitor International provides an in-depth analysis of the alcoholic drinks market in Canada. It details market size and forecasts to 2016, reviews the competitive landscape of major companies and brands, and analyzes trends in sectors like beer, cider, spirits and wine. The report finds that while sales values improved in 2011 due to price increases, overall volume growth remained slow. It identifies craft beers and Canadian wines as segments poised for growth.
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging presentations.
Pratik Marothi is seeking a career opportunity with a growth-oriented organization. He has a CMA Intermediate qualification and a Bachelor's degree in Commerce. He currently works as a Process Associate at CDK Global Pvt Ltd, where his primary responsibilities include general accounting and financial reporting. He has contributed 15 ideas that were successfully implemented, receiving awards for ideas that improved efficiency. Pratik is proficient in advanced Excel, macros, accounting software, and business communication. He aims to be a keen learner and self-motivated team player.
1) The document is a resume for Nader Abdallah Sayed seeking an entry-level position in human resources.
2) It outlines his educational and professional experiences, including obtaining a law degree from Cairo University and over 10 years of experience in human resources roles in various companies.
3) His experiences include responsibilities like recruitment, payroll administration, employee records management, and dealing with external agencies on issues like insurance, customs, and trade regulations. He also lists skills in Arabic, English, Microsoft Office, and computer proficiency.
This document is a Haiku Deck presentation that contains photos credited to various photographers such as Domenico Marchi, Dowlesan, Felix42 contra la censura, Cal OES, mr.smashy, comedy_nose, dlg_images, Jimmy Jack Kane, Inventorchris, and Robert S. Donovan. The presentation encourages the viewer to get started creating their own Haiku Deck presentation on SlideShare.
Bauer Media Group is a large European media company headquartered in Germany that manages over 600 magazines, 400 digital products, and 50 radio and TV stations worldwide, with about 11,000 employees across 17 countries. Originally a small German printing house, Bauer expanded internationally through acquisitions and now has a turnover of over €2 billion. It operates women's magazines in the UK like Bella and Take a Break under its H Bauer Publishing division, while its Bauer Media division manages other UK brands. Future Publishing was founded in 1985 and focuses on magazines related to gaming, technology, film, photography, and sports. It has grown through acquisitions and now publishes both print and digital content.
This newsletter summarizes several budget initiatives around the world. It discusses the launch of the Open Budget Index, which ranks 59 countries on budget transparency. It finds that most countries provide some budget information but fail to disclose essential data. The newsletter also reports on budget accountability efforts in Nigeria, Tanzania, Kenya, and Cambodia, and highlights strategies for creating change, such as recognizing best government practices.
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging presentations.
This document discusses living life with enthusiasm and creating your own reality through your values, decisions, and actions. It emphasizes focusing on values over goals and end goals, daring greatly with enthusiasm despite risks of failure, and acting with sincerity from your core values. The document is written by Lais de Oliveira and encourages the reader to define what excites, pisses off, and scares them in order to live boldly.
The document outlines a pressure cooker sprint involving 25 experts working in 4 teams over 3 weeks to redesign the Rabobank.com website. The goals are to create an online home that conveys the farmers and international character of Rabobank and directs users to the right place. Various teams will work on the newsroom, investor app, optimization, careers/magazine/art, maps features, and product templates. There will be daily standups and a demo at the end of the sprint.
The location that will be used is the green screen studio at BOA Academy in Birmingham. It is extremely convenient as it is on site where the student attends. The studio has all necessary equipment and power sources. Availability may need to be booked in advance during free lessons. The main challenge is achieving proper lighting when the main lights are turned off, relying solely on studio lights which could result in the need for post-production editing.
The student will capture images for her secondary location project at her home in Desborough, Northamptonshire. Her home provides convenient access for her as she does not currently drive. It offers natural lighting and the use of her MacBook Pro editing software. As it is her own home, availability of the location will not be an issue. Contact can be made via email. The location has multiple power sources to charge equipment, though the lighting may require heavy editing in Photoshop as professional lighting equipment is not available.
Leading Through Culture: Inspiring Performance and CollaborationLaís de Oliveira
Session Delivered on June 23rd at Echelon Singapore 2015 (http://e27.co/echelon/asia/).
How to engineer positive behaviors of collaboration, high performance and solution orientation in organizations such as tech startups accelerators.
Main drivers to define culture and community building.
Session Delivered at Day 1 by Incitement.
How to build and lead a movement, inspiring action from community building (branding, belonging and scalable activities).
Watch full session: https://www.youtube.com/watch?v=3sDhIYdiznA
January 2015, TEDxMMU
Malaysia is a high potential launchpad for technology startups and small businesses in Southeast Asia due to several aspects: from seasoned companies, market potential, geography and local government support.
This presentation explains why Malaysia is a good launchpad for anyone who's willing to start a business in Southeast Asia.
Adriana Rajczi is seeking a new position where she can utilize her 17 years of experience in the tourism industry and ability to speak 5 Slavic languages. She has worked as a personal travel advisor, event manager, sales manager for a dance group, and currently runs her own film tour business. Rajczi is highly motivated, adaptable, and has strong communication, analytical, and problem solving skills from her diverse professional background.
Session delivered to MaGIC (Malaysian Global Innovation and Creativity Centre) Accelerator Program participants. This is Part One of Two of two of a workshop to help you conquer the audience with the right pitch: learn about pitch structure and how to apply storytelling and soap opera elements (open loops and cliffhangers) to keep the audience eyes on you.
Confluence Concept: City Hacking through Community BuildingLaís de Oliveira
Confluence, literally, means to "flow together". This is a brand which aims to build better cities by developing communities in shared spaces, private or public.
We are a community of people who want to create things that build a better city and level up every day.
Reference Text: https://medium.com/@isolive/this-is-a-muddy-confluence-5-things-we-can-do-to-build-a-better-city-bb14270eae73
This document provides an overview of the global rum market over the past decade. It analyzes rum sales and trends by country, highlighting growth in categories like spiced rum. While economic difficulties slowed sales in some countries, rum experienced overall global growth of 40% from 2000-2010, outpacing vodka. The cocktail trend and premiumization contributed to this increase. The document reviews rum's performance and opportunities in key markets like the UK, Spain, Germany, France, and Italy.
Natural Light has built its brand on affordability compared to competitors. Research found 80% were familiar with the brand but 67% described it negatively, mainly due to poor flavor. Opportunities include social media advertising to broaden the audience and potentially improve flavor, though this may be challenging given Natural Light's position in the low-cost market. The document provides an analysis of Natural Light's brand and competition within the alcoholic beverage industry.
Young drinkers fuelling development of new alcoholic beverage categories and ...Thomas Wu
Young drinkers are fueling the development of new categories and brands in the alcoholic beverage industry. Traditional categories like beer are seeing slower growth while imported premium beers and new low-proof alcopops focused on occasions with friends and families are emerging. Young consumers prefer products that are personalized, convenient, and associated with social experiences. This is transforming alcohol consumption to be more innovative, diverse, and tailored to individual needs.
Craft spirits are growing rapidly and gaining market share, posing a threat to larger, established spirit brands. The number of craft distilleries in the US has increased 48-fold in less than 40 years. Craft brands command higher prices and growth rates by appealing to consumers who seek higher quality, more authentic products. While craft brands still make up a small percentage of the overall market, their influence is already being felt and large brands need to learn from their storytelling and branding approaches to better compete in the crowded spirits market.
- Young people are drinking less regularly than older generations but are more likely to binge drink. They also seem more health-conscious and interested in low-alcohol or no-alcohol options which are small but growing parts of the market.
- Craft beers, ciders, spirits, and innovations from major brands are driving premiumization trends. Younger consumers are open to new flavors and products.
- Retailers are responding to trends by expanding low- and no-alcohol selections and craft/premium options. Innovation across categories is sustaining industry growth.
SVEDKA Vodka (A)As he waited for his wife to meet him, Guillau.docxssuserf9c51d
Guillaume Cuvelier founded SVEDKA vodka in 1998, aiming to position it as a mid-priced vodka between the low-priced standard brands and high-priced premium brands. He believed there was an opportunity for a vodka in this price segment that offered good quality. Cuvelier launched SVEDKA in a few select states, focusing on independent liquor stores and targeting younger, less loyal vodka drinkers. Initial reviews confirmed SVEDKA's quality, and Cuvelier hoped its smooth taste and Swedish origin would appeal to consumers looking for value or wanting to upgrade from standard vodkas.
HKIWSF Conference - Liv-ex on Fine Wine Investment Seminar 2009Livex
Liv-ex Director James Miles' presentation on “The history and development of the fine wine investment market”, given at the Hong Kong International Wine & Sprits Fair Trade Conference.
Diageo is the world's leading producer of beer and spirits. It owns popular brands like Johnnie Walker, Smirnoff, Guinness, and Captain Morgan. Johnnie Walker is Diageo's best-selling brand of scotch whiskey, with annual sales of over 130 million bottles sold in almost every country globally. While Johnnie Walker saw decreased sales in some markets like Spain and Russia in 2008-2009, it remained the top-selling whiskey brand worldwide.
Whiskey Market by Product Type, Distribution Channel, End User 2024-2032IMARC Group
The global whiskey market size reached US$ 67.9 Billion in 2023. Looking forward, IMARC Group expects the market to reach US$ 109.8 Billion by 2032, exhibiting a growth rate (CAGR) of 5.3% during 2024-2032.
More Info:- https://www.imarcgroup.com/whiskey-market
Alcoholic Drinks In Dining Places Getting Pricier As Spending Risesjb003
Americans are spending more on alcoholic drinks when dining out and in bars in recent years. This is due to increased prices rather than increased consumption. In 1982, 24% of alcohol spending was in restaurants and bars, compared to 40% today. However, costs have increased 79% in bars and restaurants, while dropping 39% in stores. Wine spending has increased from 16.2% of alcohol costs in 1982 to 39.7% in 2012, while beer has remained steady at around 48% and spirits have decreased to 12.6%. The increased wine spending is driven by growth in the US wine industry and millennials' preferences.
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AB Fab developed a $20 million media plan to increase brand awareness and preference of Stella Artois beer. Their target market is men ages 25-54 in business and professional occupations. Research included an online survey of 59 respondents. The media plan utilizes print, television, internet, sporting event sponsorships, and promotions. It focuses on continuous scheduling of media to consistently reach the target audience of approximately 62 million people.
This document discusses strategies that global spirits brands use to localize their marketing campaigns in emerging markets like China. It provides examples of how Diageo created ads for the Chinese market that depicted extreme golf shots to appeal to local consumers. The document also examines how consumption habits vary between countries, with Chinese consumers having different segments and Latin American consumption being lower on average than Europe and the US. Globalization of some spirits depends on market demand and skills to expand successfully. Scotch whisky is seen as premium due to its strict regulations and maturation process only occurring in Scotland. Western brands pursue localized strategies in China, like custom ads that fill in cultural gaps, to succeed globally.
The popularity of prosecco, an Italian sparkling wine similar to champagne, has exploded in recent years. For the first time ever, prosecco outsold champagne in the UK, raking in over one billion dollars in 2014. Experts credit the growth in its consumption to the instability in the global economy.
Brand audit : Baileys Irish cream liquor Ian Adams
This document provides a profile of Baileys brand's target audience and reviews recent creative work for the brand. It finds that while the agencies hired have strong capabilities, the "Cream with Spirit" campaign misses opportunities to change perceptions of Baileys as an occasional drink. Research shows Baileys drinkers are typically social grades B and C1, aged 18-34, but the campaign does not address how to get this audience drinking Baileys more frequently. The creative work focuses on lifestyle rather than changing the social norms around Baileys. In conclusion, the agencies' full abilities are not being utilized to solve the core issue of declining frequency of consumption.
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.
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Introduction
There are powerful forces affecting the emergence and future of a “premium” market for
white spirits. The global economic recession and the rise of a savvier, more discriminating
generation of consumers have rewritten the rules on how price and product positioning intersect
with the impact of internationally distributed “branded” products versus “locally” produced ones.
The global growth of “branded” white spirits demonstrates that premiumisation not only exists,
but represents a wedge in both developing AND mature market for emerging sectors of the
spirits trade.
Total world consumption of spirits is on track to reach 2.239 million 9L cases by 2012,
an increase of 5.25% since 2003. While “locally” produced spirits command the greatest share
of spirits consumed, this is a category that is in decline. To illustrate this point, consider China
& India: China is the largest spirits market in the world, consuming 606 million cases, with
India next in line (284million cs), together accounting for 42% of global consumption. “Local”
spirits dominate these numbers, and as such, consumption figures in Asia alone are forecasted to
decline 3% from 2008-2012. When isolating consumption of “branded” spirits, the U.S. (161
million cs) is the largest consuming spirits country, accounting for 34% of global consumption.
(Vinexpo, 2005) As such, consumption figures are forecasted to rise 8% in the U.S. during the
same period.
Among the top ten “branded” spirits in 2008, three of them were vodka, topped by
Diageo’s Smirnoff Vodka, in the #1 spot at 25.7 million cases. Among the world’s top ten
“local” spirits, four of them were white spirits. Likewise, Wyborowa Vodka, a Pernod Ricard
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brand, was the fastest growing “branded” spirit in 2008, up 30.3% in sales against sales in 2007
(Millionaires Report, 2009).
This highlights the trend that consumption of “local” spirits is in decline while
consumption of “branded” spirits is on the rise. Trading over to “branded” from “local” spirits in
developing markets OR up through “branded” spirits in product-rich, saturated
developed/mature markets is a clear example of premiumisation within the marketplace
Premiumisation of the Global Market for Spirits
The concept of premiumisation originated in the alcohol industry in the 1990s, referring
to the practice of introducing a brand or repositioning an existing one as premium or luxury in a
mature market. It is well known that humans are hardwired to ‘trade up’ to better and more
valuable products and services when the perception of price is isolated as a factor in purchasing
decisions. (htt16) Premiumisation’s target consumers are time-poor and cash-rich, and as such,
are more comfortable paying higher prices if the exclusivity and extra value are there. (htt17)
“Bling” is a thing of the past and therefore, products need to overdeliver: great quality
drinks in great packages. Innovation plays a key role in premiumisation, so bringing new or
repackaged products to market is more important now than ever, inviting the consumer to
continue the journey of premiumisation. ( Diageo Premiumisation Seminar with Andy Fennel,
Chief Marketing Officer, 2010)
In developed markets, premiumisation is as simple as moving consumers to the next
logical price tier, such as moving from Johnny Walker Red to Johnny Walker Black, i.e.,
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spending more money on a better product in the same category. Diageo leverages brands such as
Tanqueray Ten and Don Julio Blanco Tequila that will premiumise their offerings in some of
their biggest, product-saturated categories. In developing markets, premiumisation could follow
this pattern within local spirit categories OR result in patterns wherein consumers switch to
internationally branded spirits versus local spirits. (htt22)
One of the most salient factors driving the international growth of premium white spirits
is the global spread of a cocktail culture in on- and off-premise. Bartenders and consumers alike
are on the lookout for more esoteric spirits as ingredients in these cocktails. Historically, white
spirits are more versatile for mixing, offering greater flexibility for bartenders, giving clean
flavours that essentially offer a blank slate. However, high price points of premium white spirits
have made it less economically feasible for on-premise to mix in popular drink recipes.
Serendipitously, the global recession has changed behavior, forcing people to more often
entertain at home. Mintel's Drinks Report showed that off-premise is gaining market share on
the on-premise market, paving the way for the potential for a NEW, ever-expanding market for
premium/superpremium white spirits. (htt23)
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Premiumisation of the Global Market for White Spirits, by Type
VODKA is the second1 largest global spirits category (23%) demonstrating the impact of
white spirits on the general spirits market. (Vinexpo, 2009). Vodka’s raw ingredients are
relatively cheap, plus it doesn’t need to be aged. Companies have invested in more complex
distilling and filtering methods as well as flavor ingredients to distinguish their brands.
Marketing campaigns often highlighted “more exotic backstories” to justify higher prices and
profits. (Rothbaum, 2007)
The launch of Absolut in 1979 and its now-famous ad campaign helped the brand attain
its pop-culture status. (Adams Liquor Handbook, p.122. , 1999) “Absolut had pioneered selling
distilled spirits on image, persuading consumers to buy prestige in a bottle for $20.” (Howard,
2004) The Vodka industry’s marketing approach naturally evolved into identifying highly
desirable public personas or lifestyle trends to repackage their product and re-ignite brands. In
the summer of 2009, Diageo launched an advertising campaign for its Ciroc vodka brand for the
US market featuring media mogul Sean “Diddy” Combs. (htt8) In May 2010, Skyy Vodka
leveraged the global cocktail culture by making it the official vodka and promotional partner for
Sex and the City II. (htt9)
In recent years, the leading Vodka companies have leveraged history AND pedigree to
re-excite the market and incite consumer demand. Roustam Tariko, founder and president of
Russian Standard Vodka, said "In today's world, consumers value authenticity and origin highly
in their choice of brands. Our Certification of Origin [indication on each label] will help vodka
lovers distinguish Russian Standard from the many vodka brands that pretend to be Russian, but
1 Topping this global list is the enigmatic “locally produced” category at 55% of Spirits consumed (Vinexpo, 2009)
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are not." (htt12) In June, 2010, Diageo announced updates to their Smirnoff label, changing the
main icon from a spike to a "Regal Eagle", which is accompanied on the bottle by a reference to
Smirnoff's historical connection to the Russian Tsars. (htt10)
However, the global economic crisis has had a significant impact on the vodka market,
particularly in Russia, where changing market dynamics have halted the much-lauded
premiumisation trend. A report from IWSR on Russia's spirits market, released this week,
claims that the downturn has also led to disruptions across the supply chain, with many suppliers
and distributors going bankrupt or halting production. Alternatively, the disruptions have
presented an opening for healthier companies with stronger distribution channels to gain market
share by selling consumers on “branded spirits” rather than “local” ones. ( Diageo
Premiumisation Seminar with Andy Fennel, Chief Marketing Officer, 2010)
There are three main markets for ‘branded’ GIN – the US, Spain, and the UK, accounting
for 60% of the total global market. (htt2) The US is the world’s largest “branded” gin market.
Conversely, Spain is dominated by “locally” produced Gin, accounting for 75% of sales. (htt2)
Nevertheless, Spain is the largest gin-drinking country in Europe with a total market of some 3.4
million cases, and is still the only market in the world where the super-premium gin segment is
larger than that of super-premium vodka. (htt3) The UK is the largest exporter of gin in the
world with approximately 70% of production worth £200M going overseas to some 200
countries around the world. (htt2)
Importantly, the premiumisation trend in gin has been far less evident than in other white
spirit markets. The International Wine & Spirit Research (IWSR) reports that the global gin
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market declined an average of 4.7% per year, from 2003-2007. Four of the top five largest gin
markets posted falls and that this trend continued in 2008. (htt2)
Conversely, premium “branded” gins have enjoyed significant growth in recent years - up
a phenomenal 46% between 2001 and 2005. More impressive have been sales in the
superpremium Gin sector, growing by 15% between 2006 and 2008. (htt5) A small collection of
brands, such as Beefeater (owned by Pernod Ricard), Tanqueray (Diageo) and Bombay Sapphire
(Bacardi), are outperforming the gin category, and several premium and super-premium gin
brands, notably Hendrick’s from William Grant and Martin Miller’s, are also showing signs of
gaining market traction. (htt6) Beefeater 242, Pernod-Ricard’s super-premium sector Gin, was
launched in 2008 and is already distributed in over 25 markets worldwide, proving that there’s
already sizeable momentum behind the brand. (htt7)
Despite growth in the premium Gin sector, tremendous criticism of the Gin market has
come to the fore. Diageo Global Brand Director Shivaun Lucey explains why Gin lost market
share. “Many Gin Brands made the decision to start to compete by being like vodka, as opposed
to being proud of what gin was about…great depth of flavor and richness” (htt4) Another
criticism of Gin’s market leaders revolves around the school of thought that a spirit type should
be defined by its provenance, i.e., where it was produced. “The new [Gin] definition tightens up
things but it would have been better if was geographic," says Beefeater's Nick Blacknell.
"Producers have moved out of [London] before realising the asset." As a result of not "realising
the asset" all major brands of gin are now produced either in Scotland, or the North of England,
but can in fact be produced anywhere in the world. Unlike provenance regulations governing
2 Beefeater’s Superpremium Gin, which undergoes a 24 hr steeping process of 12 botanicals and teas.
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Cognac and Scotch, Gin, Vodka and Tequila are only regulated by production methods, and
loosely at that. (htt27)
In spite of reportedly sustained growth (Global Market Review of Tequila – Forecasts to
2014), the TEQUILA category remains dominated by the US and Mexico. Between 2003 and
2008, the US and Mexico accounted for 84.4% of Tequila’s global volume of 23 million cases.
(htt28) Over the years, Tequila consumption in the US has broadened from being primarily
centered around the Margarita cocktail to growth categories such as ‘sipping’ and ‘aged’
Tequilas. More recently, there has been another trend in the U.S., capitalizing more on white
Tequila than on the darker, more expensive offerings, perhaps because it is easier to drink and
more similar to other white spirits, such as vodka or gin. Patrón leads the white Tequila category
in the U.S. Duty-free sales of Patrón rose 30% in 2009, is available at 114 airports worldwide,
and has secured high-profile partnerships with airlines ranging from British Airways to Swiss
International Air lines to Delta. (htt14)
Perhaps the greatest evidence of the premiumisation trend is being seen in the RUM
market. While the low-price and standard qualities rose by 1.1 and 1.4% respectively on
compound annual growth basis between 2003 and 2007, the premium and super-premium
segments rose by 9% and 3.3%, respectively.
Rum’s growth potential is attracting increased investment from multinational companies
that is transforming the category. For many years, rum was essentially a cottage industry
dominated by Caribbean, Central or South American producers. The increased investment has
resulted in improvements in production methods, presentation and innovation, closing the gap
between rum and other spirits categories. An IWSR report in early 2009 revealed that "This
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growing critical mass of investment and so-called share-of-mind is helping to raise the image of
rum and drive up overall category sales." (htt15)
There are powerful forces driving growth in the rum market that parallel dark spirits’
perceived qualities AND provenance. While rum is a mixable spirit used in many cocktails,
aged 'sipping' white rums appeal to spirits connoisseurs and are consumed much like older
Cognacs or Single Malt Scotches. And just like fine Scotch whiskies and Cognacs, rum brands
have been able to trade successfully on their provenance. The exotic and glamorous nature of
many rum-producing countries, their increasing popularity as tourist destinations and the
popularity of the Latino culture in many international markets has further bolstered rum's image.
There is controversy, however, that over-emphasizing flavored rums confounds efforts to
promote rum as a premium spirit. While there may be something of a conflict between the two
approaches, both appear to offer routes to growth, which in itself says something about the
potential of the category and the opportunities the rum market offers. (htt21)
Case Study of a Premium White Spirit: SVEDKA Vodka
In 1998, Guillaume Cuvelier founded a small entrepreneurial team of industry experts in
New York City dedicated to creating a high-quality product that could be distinguished for its
soft, silky drinkability. As an industry insider, Cuvelier knew to position SVEDKA as a fun, yet
high quality premium white spirit at a great price. He believed the “tradition” message didn’t
make much sense, since Vodka, unlike other spirits (e.g., Scotch), was not aged, so tradition
really didn’t play an important part in the purchaser’s decision. SVEDKA’s target consumer was
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a sophisticated, casual-cool, iconoclastic person. Above all, the brand strategy—a light-on-the-
wallet yet high-quality vodka—was reinforced. (Zuckerman review of Svedka Vodka, 2009)
Cuvelier selected Lidkoping, Sweden as the manufacturing site to “take advantage of the
Absolut tailwind”. Sweden’s entry into the European Union caused them to deregulate the
alcohol monopoly, making Sweden financially advantageous for startups. Cuvelier outsourced
production to large, established industrial facilities so as to minimize the startup capital needed
and expedite rollout. The glass bottles were imported from Germany, decorated in France, and
shipped to the factory in Sweden to be filled with vodka. The finished product was shipped in
cases to the United States. (Zuckerman review of Svedka Vodka, 2009)
Determining price would prove to be Cuveliere’s wisest decision. Cuvelier passed on
adopting a luxury pricing strategy, knowing that other brands would inevitably surface with
higher pricing and steal SVEDKA’s thunder. The under-$10/bottle market (the “standard”
segment) was already saturated, containing 80+% of the market share. (Distilled Spirits Study,
2000) He priced SVEDKA in the middle, positioning it as the only vodka to bridge both ends of
the spectrum: the new vodka drinker (40% of the market, 21-35 years old, ambitious, but not
brand loyal) AND the higher end consumer who was always looking for the best possible value.
By leveraging relationships within the industry, Cuvelier decided on “challenger”
distributors, i.e., mid-tier wholesalers who could give SVEDKA the attention it needed. He built
a small internal sales team to manage these distributors as key accounts. For vodka, independent
retailers, not the big chain stores, were identified for their capacity to give the brand strong and
sustained support not to mention invaluable credibility. SVEDKA’s pricing would be attractive
because it generated higher margins than established, high-volume brands at a sharper price.
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In 1999, Wine Enthusiast awarded SVEDKA 93 points and “Best Buy”, legitimizing it in
the eyes of millions for the first time. (Best Buy, 1999) In March 2000, Pacult’s Spirit Journal
gave SVEDKA four stars, deeming it “an outstanding value.” (Pacult, SVEDKA Vodka, 2000)
SVEDKA continued to submit, and win numerous awards throughout its history, which were in
turn funneled into copy for full page ads, point of sale, and on-premise events.
SVEDKA had sold 25,000 cases by the end of 1998, demonstrating that a premium white
spirit didn’t have to be expensive to be accepted as “premium”. By 1999, SVEDKA was
available in 15 states. The number increased to 44 within three years. (High Spirits: The Rise of
SVEDKA, 2003) By 2003, the brand had achieved national distribution. Cuvelier attributed
much of SVEDKA’s national success to his focus on distribution in the early years. It emerged
from a core, independent retail network, making the brand what it is today. (Zuckerman review
of Svedka Vodka, 2009)
After several years’ of success in the off-premise market, SVEDKA needed to build the
brand’s presence in trendy bars and restaurants (landing important accounts such as Starwood W
Hotel and Ruth’s Chris Steak House). Cuvelier believed that flavored vodka was another
necessary step if the brand were to be taken seriously in the category, so extended its brand,
offering citron, clementine, raspberry, and vanilla flavors in 2003 and 2004.
By 2006 SVEDKA reached an important industry milestone, selling one million cases.
By 2007, SVEDKA had become the fastest-growing imported vodka in the United States. In
March 2007, Cuvelier sold SVEDKA to Constellation Brands for $384 million. The move took
place amidst a consolidation in the industry. (Press, 2004) In its first quarter as part of a publicly
traded company, SVEDKA continued its growth trajectory with double-digit gains, tweaked its
bottle design in 2008 and according to a 2008 Information Resources Incorporated report, ranked
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fifth in combined liquor, food, and drug categories for imported vodka. By April 2009,
SVEDKA was the number-one growth brand within the top 100 premium spirits worldwide.
(Zuckerman review of Svedka Vodka, 2009) Most recently, amidst Constellation's disappointing
earnings in 1Q2010, SVEDKA vodka provided the sales highlight for the firm, with sales up
28% on an organic basis for the quarter. (htt25) The brand had become the third-largest
imported vodka in the United States, behind only Absolut and Grey Goose. (Group, 2009)
Conclusion and Personal Commentary
Could a flurry of recent makeovers in the white spirits sector signal renewed optimism
and potential for future growth among producers? Diageo this week unveiled a new-look for
Smirnoff’s vodka bottle, and after years of thrift in this and other firms' marketing departments,
creative types have once again been unleashed in 2010. Jeremy Lindley, Diageo’s global design
director, said that the company is working on four key themes for its branding: provenance,
heritage, personality and quality. (htt26)
Premium white spirits have not only demonstrated traction in the overall spirits market,
as evidenced by the premiumisation of white rum, tequila, gin and the ubiquitous vodka, but
have modeled strategies in both mature and developing markets that grow and reinvent
categories in even the most tumultuous of economic circumstances. The premiumisation of
White Spirits has a positive prognosis, given the impact of the cocktail culture, the off-
premise/at-home trade, the strength and latent effect of the vodka market, and the capacity for
Gin, Tequila and White Rum to continuously engage and challenge the status quo!
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