Using Local Social - to launch your restaurant brand in new markets
How one Buffalo Wild Wings franchise utilized Roqbot's local social media tactics to produce the most successful openings of the entire chain.
Using Local Social - to launch your restaurant brand in new markets
How one Buffalo Wild Wings franchise utilized Roqbot's local social media tactics to produce the most successful openings of the entire chain.
U.S. Wine Market: Webinar on Entering the U.S. marketBevology Inc.
Insightful presentation with practical information for wine and spirit suppliers looking to enter the U.S. market. Presented by Steve Raye, President of Bevology Inc.
Luxury 2020: The Trends Shaping the Luxury Market of the FutureSeymourSloan
By 2020 we will see a different luxury market.
Luxury will not be immune to the businesss and external changes reshaping the world and these will create challenges that brands must be aware of and seek to maximise.
Entering the us wine market for export wine brands as posted in slide share m...Bevology Inc.
The U.S. is the largest wine market in the world, and also one of the most difficult to penetrate. This presentation gives you a solid foundation and understanding of the issues you need to know about to be successful in entering America.
This is a marketing plan for Kumala Reserve, a range of South African wine brand under Accolade Wine company. It includes industry analysis; brand audits; brand elements rebranding; market retargeting and communication mix.
Consumer Confidence From the Consumer's POV Feb-April 2014iModerate
Every four weeks the media erupts with headlines trumpeting the latest Consumer Confidence numbers. And while we love a good statistic as much as the next person, we kept asking ourselves the same questions: what does that number really say about the economy? At the end of the day, what does it mean in terms of how real people act in real life?
To satisfy our curiosity and give our longitudinal qualitative approach a proper test drive, we spent the past 3 months striving to uncover the heartbeat that lurks behind Consumer Confidence. And we will spend future months doing so as well. We’re developing a barometer for why people feel the way they do about the economy, their personal finances and their future, so that we can read between the numbers to understand the consumer on a deeper, more intimate level than what the data and percentages have to say.
U.S. Wine Market: Webinar on Entering the U.S. marketBevology Inc.
Insightful presentation with practical information for wine and spirit suppliers looking to enter the U.S. market. Presented by Steve Raye, President of Bevology Inc.
Luxury 2020: The Trends Shaping the Luxury Market of the FutureSeymourSloan
By 2020 we will see a different luxury market.
Luxury will not be immune to the businesss and external changes reshaping the world and these will create challenges that brands must be aware of and seek to maximise.
Entering the us wine market for export wine brands as posted in slide share m...Bevology Inc.
The U.S. is the largest wine market in the world, and also one of the most difficult to penetrate. This presentation gives you a solid foundation and understanding of the issues you need to know about to be successful in entering America.
This is a marketing plan for Kumala Reserve, a range of South African wine brand under Accolade Wine company. It includes industry analysis; brand audits; brand elements rebranding; market retargeting and communication mix.
Consumer Confidence From the Consumer's POV Feb-April 2014iModerate
Every four weeks the media erupts with headlines trumpeting the latest Consumer Confidence numbers. And while we love a good statistic as much as the next person, we kept asking ourselves the same questions: what does that number really say about the economy? At the end of the day, what does it mean in terms of how real people act in real life?
To satisfy our curiosity and give our longitudinal qualitative approach a proper test drive, we spent the past 3 months striving to uncover the heartbeat that lurks behind Consumer Confidence. And we will spend future months doing so as well. We’re developing a barometer for why people feel the way they do about the economy, their personal finances and their future, so that we can read between the numbers to understand the consumer on a deeper, more intimate level than what the data and percentages have to say.
Effective Diversity Marketing in Retail: A Look at MEXX in 2006Adrian Parker
In 2001, the international fashion brand MEXX was introduced in the U.S. After 5 years of riding the topsy turvy retail waves, the U.S. division employed aggressive diversity marketing tactics in hopes of reviving the brand and reaching under-served consumers.
Better branding is a function of uncovering and executing what really matters.What really matters are features that result in both a relevant and differentiated brand.
BeverageTradeNetwork.com Interviews Jon Reynolds who has 32 plus years of beer sales experience and talks about how craft breweries need to market and covers craft beer distribution strategy and craft beer marketing plan. BTN covers the challenges that craft breweries face in distribution today.
No longer niche, the craft beer market is growing at a remarkable rate. Brands of all sizes can not only coexist, but prosper, by strategically tapping into an influential audience ready to purchase, drink,
and spread the word.
30 Lessons for Marketing Italian BrandsRobert Joseph
Reka Haros, Rebecca Hopkins, Cathy Huyghe, Robert Joseph and Damien Wilson offer insight during a Vinitaly session, into the most effective ways to sell Italian wines, especially, but not only, in the US market. The 30 lessons cover packaging, website design, advertising, PR and social media.
Get Branding Smart - The Continued Allure of Premiumemmersons1
In recent years the premium segment has been surging globally, but nearly half of the growth in the category has come from smaller companies - so what is the allure and the opportunity?
3. Environmental Scan
Q1. Select and state five factor or trend?
DEMOGRAPHIC FACTOR –refers to population statistic, age, gender, standard of living,
birth rate, family size.
The wine industry experienced an increase in sale during recession period. This was
contributed by the ‘baby boomers-age 55 and above”.
These consumer base was the ‘repeat purchase and loyal customers’ who spend thrift
along with quality life styles.
Young population age 30-40 are also being target as new consumer base for an increase
in sale.
The buying behaviour towards wine tend to fluctuate due to its seasonal and festive
product by nature.
Locations tend to play a vital role in reaching the targeted customer base. i.e. Jim mown
an out in the city as well another in the outskirt area of Windsor.
4. Q1. Select and state five factor or trend?
TECHNOLOGICAL FACTOR/SOCIAL –CULTURAL FACTOR
In addition, the young consumer base age 30-40 were reached in social
media-Facebook.
The baby boomers are brand conscious and brand loyal.
Introducing loyalty programs i.e. rewarding loyal customers with coupons,
points redeemable gift item such as Glass Painting and DIY with your own
bottle.
New trend setting to build strong customer relationship and brand
recognition as well get closer to customer via organizing tours and
sponsoring local wineries on social media.
Some customers are of opinion that homemade wines does not have the
same image as the local wine-a negative brand perception that need to
overcome.
5. Q1. Select and state five factor or trend?
ECONOMIC FACTOR refers GDP, Demand , Supply, inflation, Recession, Boom,
Risk, exchange rate
Recession is often perceived as threat with prices escalating, sales declining
with layoff in the industry. There will be inflation.
The wine industry experienced a reverse phenomenon with increase in sales
from a segment –senior citizens(Baby Boomers) with their limited disposable
and low income were patronising the wine outlets such as “UNWINED” and
“Brew your own wine” at Windsor with repeat purchases and Mark and Jim
capitalized on this loyal customers.
New competitors are also emerging i.e. “Just Cork-It” and posing similar
products and prices that’s split the market and drain the demand of wine.
A saturated market with identical players and marketing strategic, growth
could be at stagnant.
6. Q2. Explain why each of your chosen factors or trends is of
important to “UNWINED”
Demographic
Baby boomers have the hold on the majority of the money available to them to
spend on luxury goods during the recession, in this case: wine.
This generation tends to enjoy a finer quality of life, so therefore they will tend to
buy more to satisfy that want.
Even though these baby boomers are good business now, they won’t last forever
so as a company we need to expand on the next coming generation (aged 30-40)
to fill the space they will leave.
During the more festive holidays (Christmas, New Years Eve) sales are expected
to rise. Therefore these locations will need to maximise production and end up
selling more to reach more before those seasons.
For their target market, their location is a great place where they are able to
reach the sum population on the border of Windsor and the surrounding city.
(both for the older generation who tend to collect wine and celebrate, and the
young night-life lifestyle that attracts the younger crowd).
7. Q2. Explain why each of your chosen factors or trends is of
important to “UNWINED”
Technological Factor/ Social- Cultural Factor
It’s important for companies to know just how to communicate to their target
audience in the most efficient way with their generation. For example, those aged
30-40 were more able to be reached via the popular social media, Facebook. This
is one of the easiest way to meet with this generation.
Unlike the Baby-boomer generation, this next generation is a fair amount less
brand-loyal
By introducing a loyalty program, UNWINED plans on trying to create that loyalty
with the next generation. This is a trend that adds value to its brand while
creating a brand awareness. It reaches out to both the older and younger
generation.
However, some customers have the opinion that the homemade wines are not as
good, or will not be able to hold up against the local wines. This gives the
company a negative view that they will need to overcome.
8. Q2. Explain why each of your chosen factors or trends is of
important to “UNWINED”
Economic factors
Recession, with most companies, will lead to hard times in their businesses unless
they are careful. However, this wine company actually managed to increase its
sales through those who still wish to live a life of luxury, without paying too high
of a price. Baby-boomers rose to be UNWINED’s top customers. They created this
organization to intensify marketing strategies to push away competitors.
They had forged ahead with CRM to create a stronger bond with brand loyalty
with the baby boomers. This in itself is quite the sustainable long term strategy to
create brand recognition and to change he view on homebrewed wine, and to
instead show that homebrewed wines are actually much better than the more
fashionable brands.
9. Competitive Analysis
Q3.i. Identify two competitive
The two biggest competitors for “UNWINED” would be “Just-Cork-it”
and other local wineries in the area. Just-Cork-it is a huge player
against “UNWINED” because they have the same thing going as
“UNWINED”. Which is a bottle your own wine company. As with its
rebranding and growth in the area it poses a major threat towards
“UNWINED”. With other local wineries they are a big threat as well
because of the location it provides convenience for the locals in the
area.
10. Competitive Analysis
Q3.ii. Identify two strengths?
JUST CORK-IT
Many locations (5)
throughout Windsor and
Essex County, Ontario.
Target market holds most
of the wealth in Canada.
LOCAL WINERIES
Offers variety to customers.
Consumers usually
perceive local wine to be
superior to wine they make
themselves.
STRENGTH
S
UNWINED
Strong customer loyalty.
Strategic geographical
location.
11. Q3.iii. Identify two weakness?
JUST CORK-IT
Same concept as UNWINED,
“make your own wine”.
Only focused on the older
generation.
LOCAL WINERIES
No customization option.
Limited distribution to
locations other than the
Windsor area.
WEAKNESS
UNWINED
Business slows down
during the months of
Jan, and from July-
September.
- Little social media
presence/impact
Competitor’s
Weakness’.
12. SWOT Analysis
StrengthsOpportunities
WeaknessesThreats
Loyal Customer Base
Experienced Owners
2 Locations in the Windsor and
Lakeshore areas
Partnerships with local wineries
Operates in a Niche market
No presence outside of the
Windsor and Lakeshore areas
Lack of product diversity
Main product lacks consumer
confidence
Consumers tastes are shifting towards
healthy alternatives
Nova Scotia now allowing imports of
wine from other provinces
Toronto wine industry is increasing
Growing interest in the craft wine
industry by younger demographics
Slow sales during the Summer
Economy is starting to stabilize
“Just Cork It” gaining market share
Bottle your own wine market
becoming saturated