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1© 2008 Fabio Dallan
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emmsExecutive Master in Marketing & Sales
Marketing Plan 2008-2010 BEVIBENE Srl
Fabio Dallan
CONFIDENTIAL
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2© 2008 Fabio Dallan
Executive Summarybusiness, figures and plan overview
300
400
20 1 010
290
2007 B2B
business
B2C
business
others
business*
2010
[1] wineries consulting, Xmas gifts, e-business, merchandising
During this Marketing Plan we will analyze…
how to rewamp the "original Bevibene mission to improve the wine knowledge to their friends",
doing deals
how to do it in one of the biggest market in the World, where the wine
consumptions are in contraction (a mature market)
how to nurture a unique positioning towards the classical wine channel
how to enrich the brand by strong meanings
how to enlarge the actual business
how to apply acquired marketing models and new
marketing theories in a real business situation giving
practical insights
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3© 2008 Fabio Dallan
I. The company overviewi. the company mission and business activitiesii. the up to date sales figures
II. The market analysisi. the industry macro environmentii. the wine distribution channeliii. the market trends / key changesiv. the customers habits and needsv. the customers clusteringvi. the competitor landscape analysis
III. The SWOT analysisi. the SWOT analysisii. the Critical Success Factors
IV. The marketing plan 2008-2010i. the new brand positioning
ii. the B2B business: new selling opportunities
iii. the B2C business: non-conventional marketing
iv. the Communication plan
V. The 2010 figures and profit analysis
Table of contents
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4© 2008 Fabio Dallan
The company overviewthe mission and business activities
• Bevibene, born in 2004 by "word of mouth" among relatives and friends, originates from the wish to offer wine by an unexplored way in wine selling
• the new formula is represented by wine tasting events, occasions to have a complete wine experience and develop an entire wine knowledge
• "our original mission is to improve the wine knowledge to our fellows and to escort them in a long journey of knowledge" [1]
• the customer profile is today composed by professionals, employees or simple workers, aged 35-55 years old and living in Milan and hinterland
• the cluster common fil-rouge is that all are habitual wine consumers, wishing to drink good value-for-money wines in the day by day life
• still today the winning business idea remains the "quality of contact", also when it is translated in the new B2B segment (HoReCa channel), where the company assures a non conventional quality of service
• critical point remains the logistic issue, both in consumer and professional markets, where deliveries performance "at home" or in the "POS" are one of the success factors
[1] BEVIBENE partner interview
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5© 2008 Fabio Dallan
The company overviewthe up to date sales figures
B2CB2C• ~300 clients who bought in 2007• only few could be considered "loyal customers"
on the basis of their repeated purchases• the average purchase was 30 bottles per year• the medium net price was 10€ per bottle• the total revenues were ~40% of 2007 figures
B2BB2B• 25 clients who bought in 2007• business originated by B2C friendships• the average purchase was 800 bottles per year• the medium net price was 9€ per bottle• the total revenues were ~60% of 2007 figures
20052005
20062006
20072007
108 K€
151 K€
290 K€the current marketing activities:
• direct communication
• website www.bevibene.net
• Customer Relationship Management
[1] Bevibene paper[2] AIDA Bevibene company report
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6© 2008 Fabio Dallan
Market analysisthe wine distribution channel
wine makers
wine-makers consortium co-operative wineries
wholesalers
export
Ho.Re.Ca.
Hospitals & Religious Co.
Armed Forces
Turist Organizationslarge store
B2B
B2C
Railways, Ferries & Planes
others*grocery wineshop wine-bar
70%65%
30% / 35%
[1] Nielsen survey Vinitaly 2007 / ISMEA-Nielsen[2] "Grandi vini" Mediobanca survey report* others: direct sales, internet, mailing, television
volume / value
large stores (GDO/Discount)
70%
wine-bar4%direct sales
4%
others2%
wineshops8%
grocery12%
[ MS in volume ]
• two main channels: "at home" (consumer) and "out" (professional)• different mix and selling prices in the two channels• many formats in the B2C with a huge presence of the "large stores"• trend of the typical "large stores" concentration• new actors as the wine-bar with new positioning and added values
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7© 2008 Fabio Dallan
Market analysisthe market trends
• a business strongly characterized by overproduction
• a market where the consumptions in volume are in contraction
• a market where the average prices are in growth
• new mixes in the wine choices, new occasions, new opportunities and new consumption habits
• a reality where 80% of the "large stores" purchases are made by women [1]
[1] focus group COOP Vinitaly 2006
[2] http://inumeridelvino.it
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8© 2008 Fabio Dallan
Market analysisthe customers habits and needs
• in terms of consumption the Italian market preferences are strongly characterized by the "Italian wines"
• the market purchase drivers [1]
- first and basic factors: price, bottle (or other containers), color- secondary factors: typology, denomination (DOC, DOCG), zone of origin- very specific factors: vine, year, producer
• but also in terms of wine customer profiling is important to analyze the "slight" differences among different possible clusters [refer to next slide]
• at the other side in the B2B market the hotel industry is in continuous concentration and business evolution, searching new profit sources
[1] focus group COOP Vinitaly 2006
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9© 2008 Fabio Dallan
Market analysisthe customers clustering
shopping addictedoccasional purchasers
wine experts
@homeconsumers
wine lovers
"fashion victims"
“gift purchasers”
young drinkers
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10© 2008 Fabio Dallan
formats
larg
e st
ore
gro
cer
y
win
esh
op
win
e-b
ar
mai
lin
g
in
tern
et
tel
evi
sio
n
wine range choice 29% 10% 45% 9% 1% 6% 0%
price spectrum 45% 12% 27% 5% 2% 9% 0%
comfort of purchase
47% 20% 24% 1% 2% 7% 0%
purchase fastness 37% 22% 33% 2% 3% 3% 1%
"no-wine purchases"
47% 27% 11% 2% 1% 12% 1%
shopping assistance
15% 17% 51% 15% 1% 1% 1%
shopping experience
18% 14% 47% 16% 1% 3% 0%
knowledge development
24% 10% 26% 26% 1% 12% 0%
Market analysisthe competitors landscape analysis
qualitative market researchMilan, 17-21 january 2008
sample: 30 people, 2/3 males and 1/3 females, aged 35-55 years old, professionals
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11© 2008 Fabio Dallan
strengths
opportunities threats
weaknesses
The SWOT analysisStrengths and Weaknesses, Market Opportunities and Threats
• the high "quality of contact"• the wish to transfer knowledge to the customers• the good logistic deliveries services
• the limited available resources• the actual business geographical limitation• the inadequate location
• the Italian mkt size then the target mkt size [1]
• the growing prices market trends• the Italian real lack of wines knowledge [2]
• the negative wine consumption trends• the continuous growth of "large stores" sales• the new downtown wine-bar fashion trend
[1] Milan and hinterland market[2] "all Italians are trainers, but only one is coach"
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12© 2008 Fabio Dallan
The SWOT analysisthe Critical Success Factors
on the basis of the competitive overview and the landscape, the critical success factor will be to nurture the
differentiation towards the classical wine channel
Therefore:
to find a unique positioning will be the imperative goal of the "alternative formula"
this should be translated in many critical drivers:
to offer a unique event experience
to offer a real knowledge improvement
to offer a superior customer service
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13© 2008 Fabio Dallan
The marketing plan 2008-2010the new brand positioning
remaining focused on actual accessible market [1], prospects should be targeted on the urban middle class, in all its variations: managers, lawyers, university faculties, fiscal accountants, notaries, professionals, dentists, reporters, specialist doctors… all similar for high purchase power
the USP (Unique Selling Proposition) should emphasize the development of customer wine knowledge
consequently a set of fundamental brand portfolio meanings should be defined: wine culture & knowledge improvement and high quality of contacts in the "sense of community"
the aim should be to create a sense of community among all consumers who could share social events, experiences and above all a long journey of knowledge
this community should have two warm meeting environments: a new and cool wine taste location and a new internet blog
a new graphic BeviBene logo and baseline are proposed, the latter being too much "fast food" oriented, hence in contrast with the new "slow drink" positioning
[1] Milan and hinterland market still remain unexploited
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14© 2008 Fabio Dallan
The marketing plan 2008-2010the B2B business: new selling strategies
in the professional business two main growth axes have been explored:
in all these markets the operating procedure has to follow the KAM approach, where the values proposition exceeds the product and price proposition: knowledge, services, environment, reliability, community, consultancy…
new
B2B
o
pp
ortu
nities
new
B2B
o
pp
ortu
nities
• in order to find new business opportunities in the professional segment, first step has been to focus on the coherence between the two companies final consumers
• second step has been to try to invest and capitalize on the "sense of community" proposed to the B2C clients
• third criteria has been to reach the targeted urban middle class
Ho
ReC
a actual
bu
siness
Ho
ReC
a actual
bu
siness
• besides the widening of B2B portfolio clients in the more classical business as hotels and restaurants, few head insights could be underlined:
• try to work on the « profit centers » of the customer business
• try to follow the « business model enlargement » that is in progress in these sectors
• take care of the « coherent positioning » of B2B clients, in order to strength our values
• investigate all « alternative forms » of HoReCa clients, e.g.: resorts & ferries
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15© 2008 Fabio Dallan
The marketing plan 2008-2010the B2C business: the non-conventional marketing
first of all it will be necessary to increase the number of prospects, coherently with the positioning and the settled target. Few marketing activities have been retained with different missions: qualitative, quantitative, manifest, informal,…
TRIBAL MARKETING VIRAL MARKETING STREET MARKETING BUZZ MARKETING
increase purchasers numerical
THEME EVENTS COMMUNITY & CLUB ORDER or XMAS GIFTS NEWSLETTER
increase purchases frequency
it will be strategic to increase the frequency of contacts during the year, strengthening the sense of community
CROSS SELLING UP SELLING
increase purchase values
in order to analyze the consumer habits, it will be necessary to well track their purchase choices.
These will be easier thanks to the eCommerce
in the consumer market three dimensions have been analyzed:
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16© 2008 Fabio Dallan
The marketing plan 2008-2010the Communication plan
20082008 20092009 20102010
1Q1Q 2Q2Q 3Q3Q 4Q4Q 1Q1Q 2Q2Q 3Q3Q 4Q4Q 1Q1Q 2Q2Q 3Q3Q 4Q4Q
Communication & CRM activities
- website/blog and eCommerce
- EDM m@ils
- ADwords
Communication & CRM activities
- website/blog and eCommerce
- EDM m@ils
- ADwords
Wine tasting events
- "open/exclusive wine tasting "
- "home wine parties"
- "sponsoring wine events"
Wine tasting events
- "open/exclusive wine tasting "
- "home wine parties"
- "sponsoring wine events"
PR and Media relations
- street marketing "ATMOsfera®"
- PR & Media relations
- "press event"
PR and Media relations
- street marketing "ATMOsfera®"
- PR & Media relations
- "press event"
PLANNING
8.000€5.000€
2.000€
2.500€
250€
250€
4.000€
2.500€
35.000€
5.000€
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17© 2008 Fabio Dallan
The 2010 figures and profit analysisP&L main figures
B2B B2C TOT B2B B2C TOT B2B B2C TOT B2B B2C TOT62% 38% 58% 42% 53% 47% 47% 53%
turnover 180 000 € 90 000 € 290 000 € 249 480 € 178 400 € 427 880 € 346 097 € 305 863 € 651 959 € 477 816 € 531 970 € 1 009 786 €
# customers 25 300 30 450 36 675 43 1 013
"balance" new customers 5 150 6 225 7 338
B2C to be contacted 300 450 676
n. bottles / year 800 30 840 32 882 35 926 38
total bottles / year 20 000 9 000 29 000 25 200 14 400 39 600 31 752 23 625 55 377 39 818 38 494 78 312
medium price 9,0 € 10,0 € 9,9 € 11,0 € 10,9 € 12,1 € 12,0 € 13,3 €
product costs 70% 203 000 € 70% 285 516 € 70% 442 372 € 70% 692 850 €
GROSS MARGIN 30% 87 000 € 30% 122 364 € 30% 189 588 € 30% 296 936 €
logistic costs 6% 17 400 € 6% 25 673 € 6% 39 118 € 6% 60 587 €
HR expenses 1 000 € 36 000 € 1 200 € 43 200 € 2 280 € 82 080 € 3 420 € 123 120 €
events costs 4 500 € 10 000 € 20 750 € 28 750 €
rent location 1 200 € 14 400 € 2 400 € 28 800 € 2 520 € 30 240 € 2 646 € 31 752 €
advertising costs 12 000 € 9 000 € 10 000 € 10 000 €
web expenses 0 € 8 000 € 5 500 € 4 000 €
PR agency fee 0 € 0 € 0 € 35 000 €
divers costs 2 700 € 2 700 € 2 700 € 2 700 €
NET PROFIT 0 € -5 009 € -800 € 1 027 €
LRP2008 - 10 BEVIBENE srl
R2007 F2010B2008 F2009
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18© 2008 Fabio Dallan
nunc est bibendum
[Orazio, Carm. 1,37]
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19© 2008 Fabio Dallan
Appendix
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20© 2008 Fabio Dallan
Market analysisthe wine distribution channel
Large stores growth(12 months at Sept 2007)
• different store format with different customers' value perception [1]
• large stores: large range of products and high price convenience• grocery and small markets: less value adding, convenience but lower range of products• wine-shops: qualified channel, shop experience, professional advices
• continuous growth of the "large store" sales
[1] focus group COOP Vinitaly 2006
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21© 2008 Fabio Dallan
Market analysisthe market trends
the last track of the Italian wine production is in continuous growth
the Italian market is one of the biggest in the World and is a "mature market"
[1] http://inumeridelvino.it
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22© 2008 Fabio Dallan
Market analysisthe customers habits and needs
charts of the import-export balance of the main wine commercial partner countries
PortogalloPortugal
[1] http://inumeridelvino.it
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23© 2008 Fabio Dallan
wineshop
internet
grocery
wine-barmailing
television
large stores
experience / knowledge
cho
ice
/ co
mfo
rt
The SWOT analysisthe Critical Success Factors
positioningpositioning
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24© 2008 Fabio Dallan
The marketing plan 2008-2010the targeting
@homeconsumers
wine lovers
"fashion victims"
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25© 2008 Fabio Dallan
The marketing plan 2008-2010the « Univers of meanings » : the memories
community meeting
take care of ourselves
oenology interest
couple experience
private moment
friendship experience
non expensive pleasure
gifts
moment ofsocial life
professional interest
wide winetradition
prepare a special occasion
wine culture& values
wines knowledge
increase hobby expertise
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26© 2008 Fabio Dallan
The marketing plan 2008-2010the brand meanings
peaceful momentknowledge
development
community environment
wine pleasure
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27© 2008 Fabio Dallan
The marketing plan 2008-2010the new location
location: a warm presence of wines, a use of warm materials as wood, carpets and bricks and a fine use of lights
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28© 2008 Fabio Dallan
The marketing plan 2008-2010the new logo
the new logo
the inserted symbol is considered interesting, elegant, always up to date and, like wine, heritage of a cultural patrimony, being an ancient typographical symbol.
It is mostly the message this symbol brings about that really seduced us, in fact it represents a simple and well recognizable shape at the same time both a bunch of grapes and a heart. The two shapes are deeply present in ourselves and immediately recognizable. Therefore they awake in the observer their positive message, namely “the passion for wine”, trying to associate to the logo a new dimension, more evocative than representative.
the new baseline
the promise should be represented here joining two strategical brand meanings: the wine knowledge and all the traditions of wine culture (all values patrimony of the sommelier) and the enjoyable exeprience of our own wine cellar.
[1] "your cellar sommelier"
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29© 2008 Fabio Dallan
The marketing plan 2008-2010the B2B business: new selling strategies
targets examples insights
approach Group Hotels buyers, trying to propose a "unexplored way in wine" with:
- wine tasting courses for staff
- wine tasting events for clients
- wine aperitifs for clients
- wine supplier for events
- loyalty programs partnership
- lounge wine POP displays
Accor Group Novotel Mercure Ibis
NH Hotels NH Jolly
Sofitel Hotels SolMeliá Hotels Starhotels
others Hotels in Milan and province
48 cities, 59 hotels 8 hotels just in Milan
32 cities, 53 hotels 9 hotels just in Milan
5 cities, 5 hotels 5 cities, 5 hotels 17 cities, 22 hotels
around than 150 hotels
only 3, 4 and 5 stars
hotel chains
[1] http://www.expedia.it
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30© 2008 Fabio Dallan
The marketing plan 2008-2010the B2B business: new selling strategies
targets examples insights
more than 25 golf clubs only in the MI, CO, LC, LO counties
Golf Club Milano Golf Club Monticello Golf Club La Pinetina Golf Club Villa d'Este Golf Club Barlassina …
a big golf club has 1.000 members
a medium one has 400 members
contest sponsorship cost is 3.000€ / 5.000€
golf clubs
Harbour Sporting Club Tennis Club Milano Canottieri Olona Canottieri Milano GetFit, Vico, Conti,…
the membership is around 500/1.000 people
sponsorship cost is 2.000€ / 3.000€
other exclusive sport clubs
around 10 exclusive clubs only in Milan downtown
Rotary Clubs Lions Clubs Cultural clubs Bridge clubs airport lounges …
a variable number of prospects from 100 up to 10.000 people
variable costs
"border business"
all potential business linked to the brand values of "sense of community" and/or "culture & knowledge"
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31© 2008 Fabio Dallan
Selling through home sales wine tasting parties in order to capitalize on a high qualitative "communities relationship" of the actual clients.
These activities allow to reach a well profiled target segment, proposing to the most loyal B2C customers to join an "Exclusive Wine Club" and, as members of this community, to help Bevibene to enlarge "qualified base".
[budget 250€ / event]
The same target segment could be reached also by the B2B marketing activity by sponsoring golf contests, where the sponsoring assures the possibility to organize wine tasting events in the Club Houses.
[budget 4.000€ / sponsoring]
The marketing plan 2008-2010the B2C business: the tribal marketing
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32© 2008 Fabio Dallan
The marketing plan 2008-2010the B2C business: the viral marketing
Search EngineMarketing
Direct EmailsMarketing
ADwords advertising: through search engine website. The adv cost depends on the schedule (which hours, which days,…).Keywords should be strictly or less linked to the wine.Purchase method is by bid.
[budget 2.500€]
new WEBsite / blogeCommerce
Buy profiled mailing list addresses of people who already declared specific interests for related topics.Is a 1to1 marketing activity with high effectiveness level.
by Mindshare, ADPepper, Click.it,…[budget 1€ / email opened]
[budget 8.000€ + 5.000€]
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33© 2008 Fabio Dallan
The marketing plan 2008-2010the B2C business: the street marketing
An advertainment event that capitalizes on a exclusive and private wine taste "on the road" to have a sharp impact in specific urban areas: Universities, the Court, the Castle, Brera,…
[budget 1.500€+1.000€ / event]
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34© 2008 Fabio Dallan
The marketing plan 2008-2010the B2C business: the buzz marketing
After several years of B2C activities, it will be important to increase the brand awareness on the urban middle class.
This could be also very useful in order to plan a renewing business model in other cities, in the next years.
In order to have a maximum impact on the public opinion, an advocacy/opinion leader strategy has been retained, briefing a cleaver PR Agency who will work to obtain the maximum publicity to the special events (street marketing events, dedicated press events) and to render Bevibene as visible as possible through "fashion & trend flashes" on target magazines, journals and specialized reviews.
[budget 35.000€ / annual fee]
Media consumer
Lifestyle
HoReCa and Food&Beverage
specializednewsmagazines
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35© 2008 Fabio Dallan
The marketing plan 2008-2010the B2C business: the experiential marketing
In coherence with the previously mentioned brand meanings, annual wine tasting events should be planned in advance, in order to pursue a real "long journey of knowledge".
first strategically insight: all wine tasting experiences should be taken care of in every aspect
clustering analysis should stimulate new propositions:
- soirées for women
- special events for "expert third ages"
new propositions could be offered to loyal customer
- shipment to "second houses"
- shipment to boats
reward the fidelity of high buyers with order or Xmas gifts
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36© 2008 Fabio Dallan
The marketing plan 2008-2010the newsletter
the next wine tasting event teaser
the latest wine news
the community event proposition
sales part
learning part
quarterly frequency
wine knowledge section
oenology vocabulary section
wine cultural section
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37© 2008 Fabio Dallan
The 2010 figures and profit analysisthe events figures
# wine-tasting in a month 3
# of participants per events 50
% of new customers per event 25%
% of new customers that make a purchase 20%
% of "old" customers that make a purchase 60%
# of participants per events 50
# of new customers per events 13
# of "old" customers per events 37
# of new customers that make a purchase 2
# of "old" customers that make a purchase 23
# of participants that make a purchase 25
% of participants that make a purchase 50%