Preserve the luxury or extend the brand
Download as PPTX, PDF0 likes182 views
The Chateau de Vallois wine estate is debating whether to preserve its luxury brand or extend its reach. Gaspard, the majority owner, must decide between his traditional view and his granddaughter Claire's proposal to produce a third, more affordable wine. Francois argues they lack the grapes for expansion, while Claire believes a lower-priced wine could attract young consumers and grow the brand. The estate manager Jean Paul's expertise could help determine if brand extension is feasible without compromising quality or relations with their negociant partners. Gaspard's final decision will set the family business's strategy for the future.
1 of 38
Download to read offline
Recommended
Vinspirit Presentation
Vinspirit PresentationAndrew Fullerton
油
Total Wine Solution is a leading European supplier of entry-level and mid-range wines from 11 countries. They offer access to the best prices for quality wines from Australia, New Zealand, Spain, France, and Italy. They are used worldwide by importers as a one-stop solution for sourcing needs, with prices starting below 1 per bottle and exclusive own labels designed in-house.Princesse Charlene de Monaco Garden Rose
Princesse Charlene de Monaco Garden RoseParfum Flower Company | David Austin Roses and other Scented garden Roses
油
During the event of the inauguration of the new Princess
Grace Rose Garden, Im honored to dedicate this new Rose,
already awarded with three International Perfume Prices
and a Gold Medal at the Geneva International trial of New
Roses to the Princess Charlene de Monaco.
This is a remarkable rose, wonderful for gardens and
magical in the hands of floral designers.The niche in the market: The case of Belgian Wines
The niche in the market: The case of Belgian WinesJonas De Maere
油
Belgian wines have a very small share of less than 0.1% of the Belgian wine market, which is dominated by imports, primarily from France. Total Belgian wine production meets only about 0.1% of domestic consumption. To distinguish Belgian wines in this saturated market and justify their higher average price of 11 per bottle, producers need to focus on quality and terroir, educate consumers, and promote through competitions and tastings to build legitimacy and awareness. The marketing strategy of Belgian Wines Ltd. emphasizes developing the brand through understanding local markets and consumers and choosing appropriate marketing mix elements like price, placement in shops and restaurants, and promotional activities.Matthias Stelzig - Supermarkets in Germany @wbis2014
Matthias Stelzig - Supermarkets in Germany @wbis2014winebis
油
German wine writer Matthias Stelzig took us though a look at the importance of supermarkets in the German wine industryPelliccia
PellicciaAngelica Hansford
油
Pellicia is a luxury fur company established in 2010 that sells fox, mink, and finnaracoon furs exclusively sourced from European farms through rigorous grading processes and auction houses. Their target market is high-end fashion connoisseurs who are wealthy, well-traveled, sophisticated individuals ages 25-50, especially women who are lovers of fur. Major markets are in London and Russia. Direct competitors include the prestigious Italian brand Simonetta Ravizza and indirect competitors are high-end brands like Fendi and Gucci.Winterval 2013 - Will you be there?
Winterval 2013 - Will you be there?wintervalwaterford
油
Winterval is a Christmas festival held in Waterford City, Ireland from November to December each year. It had over 250,000 attendees in 2012, with activities focused on families and children. The festival utilizes the medieval streets and historic buildings to provide cultural experiences. It features activities, entertainment, food, and over 60 retail shops. Surveys found high satisfaction rates, with most respondents saying they would return next year.Madrid Holiday Rentals
Madrid Holiday RentalsWelcome Rentals
油
Madrid is known for its energetic vibe and aliveness. Very passionate in all sense, this city bravado of an artistic and creative pedigree, to be found nowhere else on our planet. It is this pellucid artistic heritage that seduces true connoisseurs of art who love coming to this city time and over again. Acknowledgeable masterpieces of the Spanish art pedagogues can be delighted upon on visiting the champion galleries of the city- the CENTRO DE ARTE REINA SOFA, MUSEO DEL PRADO, and MUSEO THYSSEN-BORNEMISZA. The fine use of brushes by distinguished painters like DAL, MIR, and PICASSO will surely give you a run. Over centuries the artistic legacy has been handed down to the prominent artists of contemporary days.2015 l'ann辿e du Mont Saint-Michel English
2015 l'ann辿e du Mont Saint-Michel Englishlamerepoulard
油
In 2015, the French government will inaugurate a 15-year, 250 million project to return Mont Saint-Michel to being a true island once again. This ambitious ecological project aims to enhance the world heritage site and make it an unmissable destination. As part of promoting French culture, history, and environmental protection, the restaurant La M竪re Poulard and its biscuit company will play a central role in a major PR campaign around Mont Saint-Michel's redevelopment project launching in 2015.Final presentation Chateau Margaux
Final presentation Chateau MargauxCharlene Peters
油
Margaux du Ch但teau Margaux is launching an international PR campaign to raise awareness and educate the public and media about its third-select grape wines. The campaign will focus on promotional and educational events in the UK, US, France and Japan to highlight the established reputation and trend towards classic wines as strengths, while addressing potential threats to image and from the owner's retirement. The campaign will use a press trip to the Ch但teau, brand ambassador and promotional contest with the hashtag #Margaux3.Preserve the luxury or Extend the brand?
Preserve the luxury or Extend the brand?Sameer Mathur
油
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.Preserve the Luxury or Extend the Brand
Preserve the Luxury or Extend the BrandSameer Mathur
油
This case study examines the debate around whether the famous Ch但teau de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager Fran巽ois argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.Chateau Margaux case study
Chateau Margaux case studyMila Ioffe
油
Ch但teau Margaux is a prestigious Bordeaux wine estate classified as a "first growth" with a reputation for producing elegant red wines. While France is losing market share to new world wines, taking control of distribution risks damaging the brand and expanding production is impossible given regulations. The status quo alternative of maintaining traditional production and distribution through merchants better protects the brand despite limited growth opportunities.Preserve the Luxury Or Extend the Brand? HBR Case Study
Preserve the Luxury Or Extend the Brand? HBR Case StudySameer Mathur
油
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.preserve the Luxury or Extend the Brand?
preserve the Luxury or Extend the Brand?Sameer Mathur
油
- Claire, the granddaughter of the owner of Chateau de Vallois, wants to expand into the affordable luxury wine market by selling directly to customers, but her uncle Fran巽ois disagrees with her proposal.
- Currently, 70% of the wine is sold to merchants a year before bottling, who then sell to distributors and importers, not allowing customers to purchase directly from the winery.
- Claire's plan would require investing in a new distribution channel, marketing, and expanding resources, but could reach more customers, increase brand usage, and lead to more sales through direct customer purchases. However, it also carries risks that Fran巽ois is concerned about.Preserve the Luxury or Extend the Brand
Preserve the Luxury or Extend the BrandSameer Mathur
油
Ch但teau de Vallois produces luxury wines and is deciding whether to preserve its luxury brand or expand into more affordable wines. It currently produces a premium Grand Vin for 1000 per bottle and a second label Pouill辿 for 100. Younger consumers are being priced out of luxury French wines. One option is to introduce an affordable 20-25 branded wine while keeping it separate to maintain exclusivity. However, this could damage relationships with merchants and tradition. The stakeholders disagree on the approach with the son preferring tradition and granddaughter favoring expansion. Both maintaining profits and market share must be considered in the decision.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandManisha Shrivastava
油
The document discusses Ch但teau deVallois, a famous wine estate in Bordeaux, France owned by 75-year-old Gaspard de Sauveterre. It sells 150,000 bottles annually of its Grand vin du for $999 per bottle, earning 贈100-贈450 per bottle. The remaining grapes are used to make 200,000 bottles of less expensive Puine wine. The CEO's daughter observes young customers cannot afford the expensive wines and wants to create a new, more affordable 贈20-贈25 range. Gaspard must decide whether to preserve the brand or extend it to new customers.Adopt a Grapevine
Adopt a GrapevineTaula Selecci坦
油
The winery offers an adoption program where patrons can adopt grapevines to receive wine and involvement in the winemaking process. Patrons receive a certificate, bottles of wine based on the formula chosen, vineyard visits and tastings, newsletters, and discounts. Adopting a grapevine makes a unique gift for occasions like birthdays and holidays. The winery is located in Gratallops in the Priorat region and produces artisanal wines through limited production.Frankenwein - Wine In Franconia
Frankenwein - Wine In FranconiaAlexander von Halem
油
Franconian wine is produced in a 15,000 acre region in northern Bavaria known for its continental climate. While the region has a long history of wine production dating back to the 8th century, the industry declined but has since rebuilt. Today there are over 7,000 winegrowers cultivating 6,000 hectares, primarily producing dry white wines from varieties like Muller-Thurgau and Silvaner. Franconian wines are known for their earthy flavors and fresh acidity that result from the region's soils and climate. The industry focuses on quality through a wine classification system and promotes tourism at wine festivals and architectural sites.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandSameer Mathur
油
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.The Wines of France
The Wines of FranceScott Phinney
油
This document provides an overview of the major wine regions and styles of France. It discusses the historic 1855 classification system in Bordeaux that set certain wines apart. French wines are categorized into four main types: Vin de Table, Vin de Pays, Vin D辿limite de Qualit辿 Sup辿rieure, and the highest level of Appellation d'Origine Contr担l辿e. Key regions covered include Bordeaux, Burgundy, Rhone Valley, Loire Valley, Alsace, and Champagne. The document outlines the predominant grapes and styles within each area.Best Practices in Wine Tourism - Presentation from London Wine Fair, 4th May ...
Best Practices in Wine Tourism - Presentation from London Wine Fair, 4th May ...Tatiana Livesey
油
Winerist, the leader in Wine & Food Tourism, conducted a survey with 500+ wineries from around world to assess the state of Wine Tourism at a global level.
We also looked at how wineries use Social Media and Online Technology in the 21st century.
What are the differences between the Old World and the New World? How can wineries use Wine Tourism & Social Media to increase direct to consumer sales?Domaines Paul Mas - Overview
Domaines Paul Mas - Overviewmccuemarketing
油
Overview of Domaines Paul Mas, the largest family-owned winery outside of Champagne and owner of nine estates throughout the Southern France region of the Languedoc. AXIAL VINOS Wines
AXIAL VINOS WinesAxial Globalizaci坦n de Vinos, S.L. Zaragoza. Spain
油
AXIAL VINOS is a Spanish wine export company working around the world, and has succeeded in being the Spanish company in positioning the most single branded wines the United States market. AXIAL VINOS has at its disposal an offer of wines coming from the internationally renowned Spanish Denominations of Origin. The experience of Louis Geirnaerdt & Eugenie van Ekeris leading AXIAL has allowed the company to be positioned on the world market as relevant member.Bandido Project 2004 Romania
Bandido Project 2004 RomaniaFLORIN SUCIU
油
The first beer with flavors in Romania was lauched in 2000. The market wasn't ready ... Now all the big brands have at least one flavored type!Alvis Drift Presenter
Alvis Drift Presenterrichardtatton
油
Alfalfa is a 7,000 hectare South African farm owned by the van der Merwe family, with 410 hectares dedicated to 19 grape varieties such as Chenin Blanc and Pinotage. The farm is located in the Breede River Valley near Worcester, and the winery, Alvi's Drift, takes its name from a low water bridge built by the family's ancestor. The farm and winery have been expanded over generations and now include a game reserve in addition to vineyards, orchards, and a dairy facility. Alvi van der Merwe and winemaker Linley Schultz currently manage the 6,000 tonne winery and produce wines under the Alvi's DriftFauchon - Brand Identity & Co-Branding
Fauchon - Brand Identity & Co-BrandingLylya Djenane
油
This document discusses Fauchon, a French luxury food brand. It provides a history of Fauchon since its founding in 1886, a SWOT analysis, and details of its brand identity and positioning. Key aspects include a focus on modernity, elegance, creativity, and excellence in French gastronomy. The document also outlines Fauchon's international expansion, marketing strategies including its website and social media presence, and plans for future growth and product development through collaborations with schools.La Manufacture Fine Wines Chablis (light)
La Manufacture Fine Wines Chablis (light)Vanessa Gicquel
油
The document summarizes the origins and philosophy of La Manufacture, a wine company focused on crafting high quality wines from Chablis, France. La Manufacture was founded on the concept of "la Belle Ouvrage" or perfectly crafted work. It aims to produce wines of excellence through a rigorous selection process and long-term partnerships with passionate winemakers in Chablis.Bm luxury group_5
Bm luxury group_5Sameer Mathur
油
Ch但teau de Margaux has been profitable for over 30 years. It sells its Grand Vin wine for $999 per bottle and its second wine Puin辿 for $100-450 per bottle. The owners, who control varying stakes, must decide whether to expand the brand. Claire, a young stakeholder, proposes introducing a new branded wine for $20-25 per bottle to enter the affordable luxury market and attract younger customers. While this could boost revenues, it may dilute the brand and alienate existing customers. The document analyzes the proposal using Ansoff's matrix and discusses brand extension factors and examples of when affordable luxury failed other brands like Burberry. It concludes Ch但teau de Margaux should maintain its luxury positioningFamilia marguery presentacion institucional
Familia marguery presentacion institucionalmarguery
油
Familia Marguery is a winery located in Mendoza, Argentina that was founded in 2000. They produce high quality wines focused on Malbec from small vineyards located over 1,000 meters in altitude. Their winemaking process involves fermenting the grapes with selected yeasts and aging the wines in French oak barrels. They export 95% of their wines, primarily to the United States, United Kingdom, Brazil, Canada, and Germany.Supply Chain analysis: Lebanon's wine industry
Supply Chain analysis: Lebanon's wine industryJoseph Moukarzel
油
This document provides a supply chain analysis of Lebanon's wine industry. It summarizes that Lebanon has over 49 wineries producing around 7.5 million bottles annually from over 2,200 hectares of vineyards, with the majority located in the Bekaa Valley. It notes that while the quality of Lebanese wines is good, they lack a distinct identity. The document outlines details of material and equipment imports, production processes, distribution channels both domestically and for exports, laws and regulations, and consumer trends in the local market.More Related Content
Viewers also liked (6)
Final presentation Chateau Margaux
Final presentation Chateau MargauxCharlene Peters
油
Margaux du Ch但teau Margaux is launching an international PR campaign to raise awareness and educate the public and media about its third-select grape wines. The campaign will focus on promotional and educational events in the UK, US, France and Japan to highlight the established reputation and trend towards classic wines as strengths, while addressing potential threats to image and from the owner's retirement. The campaign will use a press trip to the Ch但teau, brand ambassador and promotional contest with the hashtag #Margaux3.Preserve the luxury or Extend the brand?
Preserve the luxury or Extend the brand?Sameer Mathur
油
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.Preserve the Luxury or Extend the Brand
Preserve the Luxury or Extend the BrandSameer Mathur
油
This case study examines the debate around whether the famous Ch但teau de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager Fran巽ois argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.Chateau Margaux case study
Chateau Margaux case studyMila Ioffe
油
Ch但teau Margaux is a prestigious Bordeaux wine estate classified as a "first growth" with a reputation for producing elegant red wines. While France is losing market share to new world wines, taking control of distribution risks damaging the brand and expanding production is impossible given regulations. The status quo alternative of maintaining traditional production and distribution through merchants better protects the brand despite limited growth opportunities.Preserve the Luxury Or Extend the Brand? HBR Case Study
Preserve the Luxury Or Extend the Brand? HBR Case StudySameer Mathur
油
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.preserve the Luxury or Extend the Brand?
preserve the Luxury or Extend the Brand?Sameer Mathur
油
- Claire, the granddaughter of the owner of Chateau de Vallois, wants to expand into the affordable luxury wine market by selling directly to customers, but her uncle Fran巽ois disagrees with her proposal.
- Currently, 70% of the wine is sold to merchants a year before bottling, who then sell to distributors and importers, not allowing customers to purchase directly from the winery.
- Claire's plan would require investing in a new distribution channel, marketing, and expanding resources, but could reach more customers, increase brand usage, and lead to more sales through direct customer purchases. However, it also carries risks that Fran巽ois is concerned about.Similar to Preserve the luxury or extend the brand (20)
Preserve the Luxury or Extend the Brand
Preserve the Luxury or Extend the BrandSameer Mathur
油
Ch但teau de Vallois produces luxury wines and is deciding whether to preserve its luxury brand or expand into more affordable wines. It currently produces a premium Grand Vin for 1000 per bottle and a second label Pouill辿 for 100. Younger consumers are being priced out of luxury French wines. One option is to introduce an affordable 20-25 branded wine while keeping it separate to maintain exclusivity. However, this could damage relationships with merchants and tradition. The stakeholders disagree on the approach with the son preferring tradition and granddaughter favoring expansion. Both maintaining profits and market share must be considered in the decision.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandManisha Shrivastava
油
The document discusses Ch但teau deVallois, a famous wine estate in Bordeaux, France owned by 75-year-old Gaspard de Sauveterre. It sells 150,000 bottles annually of its Grand vin du for $999 per bottle, earning 贈100-贈450 per bottle. The remaining grapes are used to make 200,000 bottles of less expensive Puine wine. The CEO's daughter observes young customers cannot afford the expensive wines and wants to create a new, more affordable 贈20-贈25 range. Gaspard must decide whether to preserve the brand or extend it to new customers.Adopt a Grapevine
Adopt a GrapevineTaula Selecci坦
油
The winery offers an adoption program where patrons can adopt grapevines to receive wine and involvement in the winemaking process. Patrons receive a certificate, bottles of wine based on the formula chosen, vineyard visits and tastings, newsletters, and discounts. Adopting a grapevine makes a unique gift for occasions like birthdays and holidays. The winery is located in Gratallops in the Priorat region and produces artisanal wines through limited production.Frankenwein - Wine In Franconia
Frankenwein - Wine In FranconiaAlexander von Halem
油
Franconian wine is produced in a 15,000 acre region in northern Bavaria known for its continental climate. While the region has a long history of wine production dating back to the 8th century, the industry declined but has since rebuilt. Today there are over 7,000 winegrowers cultivating 6,000 hectares, primarily producing dry white wines from varieties like Muller-Thurgau and Silvaner. Franconian wines are known for their earthy flavors and fresh acidity that result from the region's soils and climate. The industry focuses on quality through a wine classification system and promotes tourism at wine festivals and architectural sites.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandSameer Mathur
油
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.The Wines of France
The Wines of FranceScott Phinney
油
This document provides an overview of the major wine regions and styles of France. It discusses the historic 1855 classification system in Bordeaux that set certain wines apart. French wines are categorized into four main types: Vin de Table, Vin de Pays, Vin D辿limite de Qualit辿 Sup辿rieure, and the highest level of Appellation d'Origine Contr担l辿e. Key regions covered include Bordeaux, Burgundy, Rhone Valley, Loire Valley, Alsace, and Champagne. The document outlines the predominant grapes and styles within each area.Best Practices in Wine Tourism - Presentation from London Wine Fair, 4th May ...
Best Practices in Wine Tourism - Presentation from London Wine Fair, 4th May ...Tatiana Livesey
油
Winerist, the leader in Wine & Food Tourism, conducted a survey with 500+ wineries from around world to assess the state of Wine Tourism at a global level.
We also looked at how wineries use Social Media and Online Technology in the 21st century.
What are the differences between the Old World and the New World? How can wineries use Wine Tourism & Social Media to increase direct to consumer sales?Domaines Paul Mas - Overview
Domaines Paul Mas - Overviewmccuemarketing
油
Overview of Domaines Paul Mas, the largest family-owned winery outside of Champagne and owner of nine estates throughout the Southern France region of the Languedoc. AXIAL VINOS Wines
AXIAL VINOS WinesAxial Globalizaci坦n de Vinos, S.L. Zaragoza. Spain
油
AXIAL VINOS is a Spanish wine export company working around the world, and has succeeded in being the Spanish company in positioning the most single branded wines the United States market. AXIAL VINOS has at its disposal an offer of wines coming from the internationally renowned Spanish Denominations of Origin. The experience of Louis Geirnaerdt & Eugenie van Ekeris leading AXIAL has allowed the company to be positioned on the world market as relevant member.Bandido Project 2004 Romania
Bandido Project 2004 RomaniaFLORIN SUCIU
油
The first beer with flavors in Romania was lauched in 2000. The market wasn't ready ... Now all the big brands have at least one flavored type!Alvis Drift Presenter
Alvis Drift Presenterrichardtatton
油
Alfalfa is a 7,000 hectare South African farm owned by the van der Merwe family, with 410 hectares dedicated to 19 grape varieties such as Chenin Blanc and Pinotage. The farm is located in the Breede River Valley near Worcester, and the winery, Alvi's Drift, takes its name from a low water bridge built by the family's ancestor. The farm and winery have been expanded over generations and now include a game reserve in addition to vineyards, orchards, and a dairy facility. Alvi van der Merwe and winemaker Linley Schultz currently manage the 6,000 tonne winery and produce wines under the Alvi's DriftFauchon - Brand Identity & Co-Branding
Fauchon - Brand Identity & Co-BrandingLylya Djenane
油
This document discusses Fauchon, a French luxury food brand. It provides a history of Fauchon since its founding in 1886, a SWOT analysis, and details of its brand identity and positioning. Key aspects include a focus on modernity, elegance, creativity, and excellence in French gastronomy. The document also outlines Fauchon's international expansion, marketing strategies including its website and social media presence, and plans for future growth and product development through collaborations with schools.La Manufacture Fine Wines Chablis (light)
La Manufacture Fine Wines Chablis (light)Vanessa Gicquel
油
The document summarizes the origins and philosophy of La Manufacture, a wine company focused on crafting high quality wines from Chablis, France. La Manufacture was founded on the concept of "la Belle Ouvrage" or perfectly crafted work. It aims to produce wines of excellence through a rigorous selection process and long-term partnerships with passionate winemakers in Chablis.Bm luxury group_5
Bm luxury group_5Sameer Mathur
油
Ch但teau de Margaux has been profitable for over 30 years. It sells its Grand Vin wine for $999 per bottle and its second wine Puin辿 for $100-450 per bottle. The owners, who control varying stakes, must decide whether to expand the brand. Claire, a young stakeholder, proposes introducing a new branded wine for $20-25 per bottle to enter the affordable luxury market and attract younger customers. While this could boost revenues, it may dilute the brand and alienate existing customers. The document analyzes the proposal using Ansoff's matrix and discusses brand extension factors and examples of when affordable luxury failed other brands like Burberry. It concludes Ch但teau de Margaux should maintain its luxury positioningFamilia marguery presentacion institucional
Familia marguery presentacion institucionalmarguery
油
Familia Marguery is a winery located in Mendoza, Argentina that was founded in 2000. They produce high quality wines focused on Malbec from small vineyards located over 1,000 meters in altitude. Their winemaking process involves fermenting the grapes with selected yeasts and aging the wines in French oak barrels. They export 95% of their wines, primarily to the United States, United Kingdom, Brazil, Canada, and Germany.Supply Chain analysis: Lebanon's wine industry
Supply Chain analysis: Lebanon's wine industryJoseph Moukarzel
油
This document provides a supply chain analysis of Lebanon's wine industry. It summarizes that Lebanon has over 49 wineries producing around 7.5 million bottles annually from over 2,200 hectares of vineyards, with the majority located in the Bekaa Valley. It notes that while the quality of Lebanese wines is good, they lack a distinct identity. The document outlines details of material and equipment imports, production processes, distribution channels both domestically and for exports, laws and regulations, and consumer trends in the local market.Himalaya Presentation linkedin
Himalaya Presentation linkedinGlobal Wines Direct Ltd
油
Global Wines Direct is a UK-based company that offers wines, beers, and spirits from producers in Europe. They specialize in developing products, branding, marketing, and selling to markets in Europe and Asia. Their portfolio includes Scottish whiskies available in blends at various price points with aging percentages. They also offer Spanish wines from the Rioja region in red, white, and rose varieties made from Tempranillo and other grapes. Payment terms and shipping details are provided. The company markets its products through online, print, and event-based channels.Zun jue honored wine glass
Zun jue honored wine glassFrederic Brement
油
EXECUTIVE SUMMARY (extract)
Competitive advantages.
Our competitive advantage is based on our human expertise. It will be through knowledgeable staff in wine with good grasp on our portfolio and empathy. The goal is to build trust with the customers, to be able to advice them in their purchase according to their taste, the atmosphere they want to create and to be able to say no to a customer if the bottle will not fit their taste. Finally we are bringing the traditional French wine in the portfolio but also Spanish one that are less known.
Competition.
Competition in China might seem fierce, as it is the new Eldorado, especially in Shanghai, the most Occidentalized city. However, our location analysis gave us a perfect spot with low competition only two wine bars in the neighborhood with no retail option.
Financing.
The project is having a paid-up capital equally divided among the founders of EUR 50,000. There is a Working capital requirement of EUR 100,000 that needs to be funded either through bank loans or through an investment and EUR 10,000 overdraft requirement.
Project feasibility.
The main points of expenses in the project are the rent and the inventory purchase. With a goal of 3% of the market share the first year, a margin of 45% over the bottle price and another 15% other the glass price at the bar, the project is expected to generate enough cash to repay the loan by the end of the third year with an IRR of 39,5%Himalaya Presentation linkedin
Himalaya Presentation linkedinGlobal Wines Direct Ltd
油
Global Wines Direct was established in 2009 to sell drinks to retailers and restaurants. Through research, they identified an opportunity to develop an Asian-inspired house wine brand called Himalaya to complement Asian cuisine. Himalaya wines are produced in La Rioja, Spain from Tempranillo and other grapes to provide good quality at an affordable price point. The brand has since expanded distribution across the UK and Europe to Asian restaurants, bars, and importers.Himalaya Presentation linkedin
Himalaya Presentation linkedinLakhtar Singh
油
Global Wines Direct was established in 2009 to sell drinks to retailers and restaurants. Through research, they identified an opportunity to develop an Asian-inspired house wine brand called Himalaya to complement Asian cuisine. Himalaya wines are produced in La Rioja, Spain from Tempranillo and other grapes, and aged for 3-6 months to ensure quality. The brand has since expanded distribution across the UK and Europe to Asian restaurants and importers.More from Sameer Mathur (20)
Advertisings new
Advertisings newSameer Mathur
油
The document discusses advertising in the context of human experience. It proposes that human experience across four domains - public sphere, social sphere, tribal sphere, and psychological sphere - provides a vast medium for advertising. Within each sphere, advertising must be relevant, address social needs, and integrate into people's lives in ways that deliver value. The framework involves defining objectives from the consumer's view, targeting ads to create value, testing and adjusting based on feedback, evaluating expansion, and refreshing messages over time.Make the most of a polarizing brand
Make the most of a polarizing brandSameer Mathur
油
The final assignment 4 of an online marketing internship by Prof. Sameer Mathur of IIM Lucknow is an in-depth presentation report on a HBR Harvard Business Review Article Titled "Make the most of a polarizing brand" by Xueming Luo, Michael Wiles, and Sascha RaithelAssignment 4
Assignment 4Sameer Mathur
油
The document provides tips on avoiding common mistakes when creating presentations. It identifies the top 5 mistakes as including too much information, not enough visuals, poor quality visuals, overuse of images and colors (visual vomit), and lack of preparation. It emphasizes spending time preparing, designing with the audience in mind, having solid content, and delivering the best presentation possible. The document also covers marketing concepts like the 4 Ps of marketing, Kotler's concepts of public relations, advertising decisions and programs, and customer-based brand equity.Assignment 3
Assignment 3Sameer Mathur
油
The document discusses Goodyear's launch of the Aquatred tire, which features an innovative tread design to improve wet traction. It analyzes several issues with the launch: 1) The Aquatred may not be the right product as it overlaps with Goodyear's existing Invicta GS tire; 2) Launching during the winter Olympics may cause supply issues due to initial production of smaller sizes; 3) Expanding distribution channels could erode the brand and cannibalize existing outlet sales. It determines the new channels should likely not sell the Aquatred due to questions around the product's differentiation and potential to burden inventory.Creative that cracks the code
Creative that cracks the codeSameer Mathur
油
While marketing relies on science and data analysis, it also requires creativity. Common elements of viral videos include featuring ordinary people, humor, and whimsical or repetitive content. An example of a creative and engaging marketing campaign is Coca-Cola China's advertisement that treated the ad as a game.Assignment4
Assignment4Sameer Mathur
油
The document discusses how online reviews influence marketing strategies. It provides tools like the "influence mix" and "O continuum" to help companies understand how much they depend on online reviews. It uses examples like Xiaomi and Lumia to show how companies highly dependent on reviews can succeed or fail based on feedback. It recommends companies properly segment markets, lower prices through economies of scale, and cut ad spending to be more review-dependent like Xiaomi. Political brands of Rahul Gandhi and Narendra Modi are also examined, showing how Modi used social media more effectively.Creative that Cracks the Code
Creative that Cracks the CodeSameer Mathur
油
This document discusses various creative advertising techniques, including:
1. Using memes to create variations on successful ads like Wonderful Pistachios.
2. Engaging users by embedding ads in games like Coca-Cola did by having users catch bottle caps.
3. Crowdsourcing ideas from users through competitions and voting, like Oreo's "Daily Twist" campaign.
4. Incorporating humor into ads, as seen in Kia Motor's hamster-focused ad.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandSameer Mathur
油
Preserve the luxury or extend the brand is an article which makes to think gaspard (owner of wine company in france ) that to extend the brand name or just preserve it.Preserve the luxury or extend the brand
Preserve the luxury or extend the brandSameer Mathur
油
The Chateau de Vallois wine estate is debating whether to preserve its luxury brand or extend its reach. Gaspard, the majority owner, must decide between his traditional views and his granddaughter Claire's proposal to produce a third, more affordable wine. Francois questions if there are enough grapes and resources for a new product. The estate risks losing its negociants but could attract younger customers and extend its brand by entering a new, lower price market segment. Gaspard must determine the best path for future generations at the estate.Assignment 4
Assignment 4Sameer Mathur
油
The document discusses strategies for a minor league baseball team in Springfield with a population of 55,000. Key points:
1. The team sells single game tickets for $6 each and targets families as their market.
2. Their objectives are to understand pricing strategies and how pricing impacts auxiliary sales.
3. Their marketing plan includes community events to promote the team and create memorable experiences.
4. The executive summary states the goal is to break even in their first year over 38 home games.Brands vs private label
Brands vs private labelSameer Mathur
油
This document discusses private label products and strategies for brand name manufacturers to address the threat from private labels. It notes that private label strength varies with economic conditions and brand manufacturers can influence private labels. While private labels pose a threat, an overreaction is not the solution. The document recommends that brand manufacturers invest in brand equity, innovate wisely, use fighting brands sparingly, build trade relationships, manage price spreads, exploit sales promotions, manage each category separately, and take private labels seriously to stem further private label gains in market share.Apps or ads ASSIGNMENT 4
Apps or ads ASSIGNMENT 4Sameer Mathur
油
This document discusses the rise of mobile app usage and how it presents opportunities and challenges for advertisers. It notes that people now spend 10% of their media time on mobile devices, with 82% of smartphone time spent on apps rather than calling, texting or browsing. Games and social networks account for most app usage. The document outlines various app-based strategies advertisers can use, such as adding convenience, unique value or incentives. However, it also notes challenges in India, such as skittish consumers, lack of exclusive content and high phone costs, though mobile advertising is growing as a portion of the digital advertising market.A brand is forever! A framework to revitalizing the declining and dead brand
A brand is forever! A framework to revitalizing the declining and dead brandSameer Mathur
油
Managerial actions, environmental factors, and competitive actions can all contribute to brand decline over time. However, some brands are able to be revived through strategic revitalization efforts. There are three key steps to reviving a declining brand: 1) assessing whether the brand is still worth investing in based on residual value and equity; 2) developing a long-term strategy to reposition the brand, invest in improving its image, and educate the market; and 3) correcting any past mismanagement issues by improving quality, refining the target market, and resisting urges to lower prices. With the proper diagnosis and execution of a revitalization plan, declining brands can potentially be strengthened and revived.Goodyear - The Aquatred Launch
Goodyear - The Aquatred LaunchSameer Mathur
油
Barry Robins and Stanley G. Gault are discussing Goodyear's launch of their new Aquatred tire. Goodyear is a major tire manufacturer with plants around the world and is seeking to launch the Aquatred through their traditional dealers. The Aquatred has innovative wet traction features and a high mileage warranty but launching it faces challenges around proper dealer training, distribution channels, timing, and pricing/promotion strategies. Suggestions are made to optimize the winter Olympics promotion, expand distribution carefully, market aggressively in rainy areas, and avoid discounts to protect the brand image.Gino SA distribution channel management
Gino SA distribution channel managementSameer Mathur
油
Gino SA manufactures burners and sells through distributors. Its largest distributor, Jinghua, opposes a direct sales offer from Feima, a boiler company. Gino's marketing manager must decide whether to accept Feima's offer and risk upsetting Jinghua, or maintain the distributor relationship. The document analyzes alternatives like declining Feima, accepting them through Jinghua, or developing Feima as an OEM partner. It concludes the best option is accepting Feima as a customer through Jinghua to increase sales while strengthening distributor relationships and reducing their bargaining power.A brand is forever!a framework for revitalizing declining and dead brands 
A brand is forever!a framework for revitalizing declining and dead brands Sameer Mathur
油
A brand's equity and power lies in its relationship with consumers. Over time, a brand's equity can decline due to various factors, leading to its demise. Some common reasons for brand decline include compromised product quality, brand neglect, inability to stay relevant to the target market, and failure to evolve with consumer preferences. To revitalize a declining brand, managers should address prior mismanagement issues, re-establish product quality, reinvigorate brand messaging and positioning, and reconnect with the target consumer base. Correcting past mistakes is key to restoring a brand's vitality.What are brands good for?
What are brands good for?Sameer Mathur
油
Brands are no longer the focal point of marketing in the era of disaggregation. Segmenting customers based on their individual needs and communicating with them directly through personalized channels allows marketers to be more responsive. This approach builds deeper relationships through two-way communication rather than one-size-fits-all branding. As a result, brands now play a supporting role by delivering their value proposition to targeted consumer segments rather than acting as individual stars.Assignment 3
Assignment 3Sameer Mathur
油
The document discusses Goodyear's launch of the Aquatred tire, which features an innovative tread design to improve wet traction. It raises issues around whether the Aquatred is the right product given competition from other tire brands. It also questions if launching during the upcoming winter Olympics is the right timing due to potential supply bottlenecks. Additionally, it debates the risks and benefits of expanding distribution channels and whether the new channels should sell the Aquatred.Gino case study
Gino case studySameer Mathur
油
Gino Burner Co. is a leading burner manufacturer based in France that wants to expand its market share in China. It currently distributes products through distributors like Jinghua. A new opportunity arose with Feima proposing to be an OEM customer, but this could damage relations with Jinghua. Two alternatives were considered: 1) maintaining relationships with distributors or 2) signing a deal directly with Feima. Financial analysis showed the Feima deal would boost revenue and profits for both Gino and Jinghua. Thus, alternative 2 of directly supplying Feima while offering discounts to Jinghua was recommended to penetrate the industrial segment and meet growth goals in China.Case3
Case3Sameer Mathur
油
Over the years, many brands have declined or become obsolete. Some brands decline gradually over time while others experience sudden death. Significant financial investments made to build brands can also be lost when brands decline. The document goes on to discuss various causes of brand decline, such as poor managerial decisions around product quality, pricing, neglecting the brand, and an inability to stay relevant to the target market over time. Environmental factors like changes in consumer preferences and competitive actions can also contribute to a brand's decline. The document provides signs that a brand may be declining and advice on assessing whether a declining brand is viable to revive. Guidelines are offered for successfully revitalizing a struggling brand.Preserve the luxury or extend the brand
- 1. PRESERVE THE LUXURY OR EXTEND THE BRAND ?
- 2. Chateau de Vallois Wine producing estate Family owned Record of quality and reputation
- 3. Gaspard de Sauveterre Owner Possesses 50% of estate Traditional perspective Decision maker Worried about future generations
- 4. Claire de Valhubert Granddaughter of Gaspard Possesses 25% of estate Modern perpective Proposed a change
- 5. Francois de Sauveterre Son of Gaspard Possesses 25% of estate Traditional perspective
- 6. Jean Paul Estate manager Agriculture engineer Worked for 30 years in estate
- 7. Negociants Merchants and dealers Traditional perspective Buy wine from de Vallois Sell and ship wine Reputation determine the price
- 8. ABOUT COMPANY Selling 2 wines Cost : one wine @1000 euro : second wine @ 100-450 euro best selling wine
- 9. What to
- 11. Claire proposed Produce third wine and sell it directly. Keep the price low around 20-25 euro. Attract more young consumers. Extend the brand.
- 12. Francois perspective Not enough grapes More investment New distribution and marketing channel Losing negociants. Who will produce ?
- 13. Solution More grapes Buy land and growBuy grapes overseasHere itself
- 15. Final decision depends on Gaspard
- 16. SOME EXAMPLES
- 18. IN 1991
- 19. IN 1995
- 20. IN 1999 ( INR 5)
- 21. IN 2001
- 23. TATA NANO FOR MIDDLE CLASS KEEPING ITS CORE PROPERTIES ATTRACTING AN ENTIRE NEW MARKET SEGMENT MORE DEMAND
- 25. HUL WILL INTRODUCE PACKED ROTI RESEARCH DONE HIGH DEMAND
- 27. RECOMMENDATION
- 28. 1. To attract young drinkers and other segments of people Gaspard should consider Claires suggestion
- 29. 2. Claire should proceed with her suggestion while francois should take care of already established estate.
- 30. 3. The distribution and marketing channel should be new for the third wine and they should adopt different strategy for it.
- 31. 4. They can give the third wine a new product name and create a new brand so there is no danger of bad mouthing or declination of the estate.
- 32. Lets relate this to some concepts in Kotler textbook
- 33. BRAND EQUITY
- 35. BRAND EXTENSION
- 37. Created by Jay s. Mehta, SPCE, during an internship by Prof. Sameer Mathur, IIM Lucknow. www.iiminternship.com
- 38. THANK YOU