Marketing Plan for Sandeman Portwine
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Transcript of Marketing Plan for Sandeman Portwine
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Sabrina Tosti GuerraNikolas Vogt
Maria Clara NevesJoão Nuno Guerra
13.12.2011
Marketing PlanSandeman Port wine in 2012
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Agenda
I. Current Situation• Portfolio Analysis• Marketing Strategy and Financials/Budget
II. Environment Analysis• Macro- and Microenvironment
III. SWOT Analysis
IV. Marketing Actions• Marketing Objectives and Target Market• Marketing Strategy and Tactics• Implementation and Evaluation
V. Conclusion
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George Sandeman (Chairman)3Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Company and Mission
• Sogrape: one of the major players in the Port business, exports to about 125 countries
• Mission Statement of Sandeman: “Famous for pleasure”
“As tastes and habits change, people are learning to experiment, chilling their red wine, serving white wines with meat and red wines with fish…Sandeman, too, is experiencing a renaissance as aficionados try new ways of serving it – no longer just as an aperitif or dessert wine, but as an accompaniment to haute cuisine (…)”George Sandeman.
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• George Sandeman: Scottish merchant who founded Sandeman
• The Don: Spanish caballeros de Jerez in a Portuguese student’s cape and wide-brimmed hat
• 200 years after, Sandeman is distributing their products in more than 55 markets
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Sandeman Portfolio Analysis
Sandeman
Port Wine
Tawny-10;20;30; 40 years old
-Ruby-Vau Vintage
-Vintage-White-Apitiv
-Imperial Reserve
-Founders Reserve
-etc
Red Wines
-Confradeiro Reserva Red
2000;-Confradeiro
Reserva 2002
Cocktails
-Caipe Sandeman;
-Cream cocktail-Bliss
-Cosmo-Crushe
-Fizz-Hot
-Imperial on the Rocks
-etc
Sherry
-Armada-Character-Don Fino-Dry Seco
-Medium Dry-Rare Fino
-Rich Golden-etc
Madeira
-Fine Rich-Rainwater
Brandy
-VVO Solera Gran
Reserva;-Capa Negra;
-Capa Real;-Imperial.
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Why Tawny?6
Most promising outlook in Sandeman’s portfolio
Accounts most for the company’s sales
Known for its fruit and style of a great Port Wine, but also with an added finesse
Old type but still versatile
Fits as an aperitif, digestive or even during meals
Awards
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Marketing Strategy
Among first companies to label and advertise its wines Different languages and markets
Networks in production and distribution with partners
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Television
Sandeman Website
Cooking magazines
WebsitesAdvertisement
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Financial Status
Revenue: 26,42 Mln €Profit: 2,32 Mln €RoS: 8,78%
8Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
Inconsistent and low marketing
investment
102 091€ on commercial,
marketing and distribution
(deferred costs)
60 932€ on marketing expenses
25,4% of 641 200€ other
current operating assets
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Macro: Declining revenues but social connection
• Regulation of production & growing(by CMO & SIVV)
• Possibility of increase of VAT on Port(by ~10%)
Political
• Positive outlook regarding global economy
• Shrinking Port wine market since 2007(decrease of 4% in 2011 compared to 2010)
• Exportation of Port wine declined by 5%
Economic
• Strong social connection to Port wine,especially in Portugal and England(The Methuen treaty)
Social
• Low innovation (mostly incremental regarding production procedures)Technology
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Main Competitors Brand Future Strengths
Aims at values like Freedom, Passion and Dreams
• Versatile brand with unique drinks • Positioned as contemporary Port wine
brand
Emphasis on the quality and techniques
• Well-known for quality old port wines• Often first-mover with new products• Only completely independent
exporter
Focuses on the simplicity and the national spirit of its products
• Brand represents quality• Focuses efforts especially on Portugal
Combine art with the special characteristics of the location
• Churchill’s quiet recent brand and less traditional
• Positioned as high quality “boutique”
Specialized on innovation and has established new products markets (e.g. "Croft Pink“)
• Traditional methods and the highest quality grapes
• One of the best vineyards in the Douro Valley
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Micro: Lots of brands but lack of clear positioningCurrent Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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• Brand
• High quality
• Premium positioning on port wine market
• Sogrape Group network
• Production technique
Strengths Weaknesses
ThreatsOpportunities
• Limit amount of qualified labor force
• Lack of promotion
• Inconsistent marketing investments
• Domestic leadership in production (PT)
• Globalization & International trade
• Increasing level of cooperation between final producers and intermediaries
• Shrinking market
• Switch to low-quality brands
• Increasing importance of new producers
• Ongoing industrial concentration
• Imitation of premium products by white labels
I n
t e
r n
a l
E x
t e
r n
a l
Inconsist. marketing
investments
Shrinking market
Low-quality brands
Imitation of products
Brand
Premiumpositioning/
quality
Sales growth
Increasing cooperation
Leverage brand, premium position and increasing cooperation to overcome threats and weaknesses.
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Marketing Objectives
• Increase sales by 10% (BE, UK and PT)
• Increase marketing spending to 415 700 € by an increase of 155% through an investment of 252 700 € (budget for 2010 was 163 000 €)
Sales Market share Expenses
Short term: Long term:• Increase share of
marketing spending in FR by 25%
• Strengthen product and brand awareness (emotional touch)
• Find strategic partners for development of new sale channels (optimization and modernization) Recommendation: Not addressing the US market!
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
Sales + 5 %(i.g. -3,6 %)
Sales + 10 %(i.g. -11,9 %)
Sales + 25 %(i.g. -21,6 %)
Sales + 5 %(i.g. +7,2 %)
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Who is the target?13
Premium- differentiation strategy:
Tawny Port Wine
Aggressive marketing and
distribution strategies
One mission: “Famous for Pleasure!”
Medium to high income adults, who frequently buy Port wine and drink it as a digestive, appetizer or social drink. High level of education.
• restaurants• bars• catering companies
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
Business-to-business Business-to-consumer
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Marketing Mix and strategies14
Product strategy
Tawny Port wine:
• award-winning-quality
• special packaging
• combination with haute cuisine
• no imitation
Price strategy
Current price:
• average pricepremium in thetop 5 markets equals 5,80 €
• no lower price, strong brand image
Promotion strategy
Pull strategy:
• interactive and emotional marketing
• social media, event-, press- and outdoor-promotion
• brand-fitting testimonial
Placement strategy
Selective strategy:
• relationships with upscale restaurants
• website (purchases)
• Sandeman’s Port wine Museum
13,74 €/1L (average)
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Marketing tactics15
Testimonial and slogan
"Tawny Porto. Every drop is full of pleasure."
• Upscale airlines
• Social Media
• Product package
• Restaurants
• Trade marketing
• Events
Reference Ad
Tawny Porto ExperienceSatisfaction
and relaxation
Full pleasure
Premium character
António Banderas
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Airport Billboard Golf magazine
Packaging with quality seal
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Implementation 17
Art Events
Life-Style magazines
Specialized Magazines
Restaurants
Booths
Flight's brochures
Social Media
Outdoors
Campaign Development
Coluna1Starting Date
Jan Feb Mar Apr May Jun Jul Aug Sept
150.000 €
32.500 €
2.000 €
5.000 €
5.000 €
2.000 €
6.200 €
30.000€
20.000 €
Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
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Evaluation and Control
Sales◦ Direct purchases online purchases consumer behavior
Market Share◦ Worldwide trend- industry◦ Competitors’ market share
Brand awareness ◦ Understand costumers’ perceptions
and satisfaction
Three levels of assessment◦ Company-wide◦ Department◦ Individual
18Current Situation || Environment Analyses || SWOT Analysis || Marketing Actions || Conclusion
Well defined premium image
Balanced investment aiming at long-term
impacts
Win customers’ loyalty
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19
Thank you for your attention!Sources:
Conference Board: Global Economic Outlook 2012 (retrieved on 30.11.2011) –
http://www.conference-board.org/data/globaloutlook.cfm
Lopes, T. S. (2005). “Competing with Multinationals: Strategies of the Portuguese Alcohol Industry”. Business
History Review, 79: 559-585.
Loureiro, N., & Fernandes, P. (Eds.) 2011. Port wine characterisation and positioning in Portugal: XV Congreso
Internacional de Investigación en Ciencias Administrativas AC (ACACIA). Universidad Veracruzana. Universidad
Veracruzana,, Mexico
Protected Designation of Origin (retrieved on 2.11.2011) -
http://europa.eu/legislation_summaries/other/l21303_en.htm
Rebelo, J., Correia, L. & Vaz Caldas J. (2007). “Globalization and wine business: Port wine” (retrieved on 23.11.2011) -
http://ageconsearch.umn.edu/bitstream/9448/1/sp07re03.pdf
Sandeman Website (data for product description, logo, packaging, etc. retrieved on 20.11.2011) -
http://www.sandeman.eu
Sogrape BrandScience Case, 2004 (retrieved on 21.10.2011) -
http://www.brandsciencenetwork.com.pt/pdfs/conference/Sogrape.pdf
Sogrape, SGPS, S.A. Annual Report 2010 (retrieved on 15.10.2011) -
http://www.sograpevinhos.eu/pdf_info_fin/rel_cons.pdf
Vinho do Porto (03-2007) by Instituto Superior del linguas e administraçao (ISLA)
Wines of Portugal (retrieved on 31.10.2011) - http://winesofportugal.info/pagina.php?codNode=18091&market=2