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International expansion analysis
International expansion advantages
Wine market segmentation strategy
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1.Identify its international markets
 US and North America identified o Distribution network – 44 states. o Size – initially estimated 20-30 thousand cartons to 100 thousand cartons, reality was 20 to 200 thousand. o Annual sales $3 million.
 UK o Some regional supermarkets hoping to expand to majors.
 Mainland Europe o Some beginning sales.
2.Describe and analyse the reason for its international expansion
 Increase sales/find new markets – domestic market oversupplied
 Minimise competitive risk
 Economies of scale
 Cushioning economic cycle
 Comparative advantage o High cost of labour and land in US.
3.Explaing the influences on this business in the global market
Political
Tensions between free trade and protection
 Globalisation seeing removal of barriers
 Eg. Quotas, tariffs, subsidies – statistics
 Exports of wine have increased from 3% of sales to 52% of sales in 2002. this equals $2.3 billion dollars or 414 million litres
 US greatest source of export growth
 Australia’s export policy has led to major reforms in the Australian wine industry
 ‘Rationalisation of wine production’ leading to overall efficiency giving them cost advantages over their competitors and reshaping of distribution lines.
 4th largest wine exported in the world with 5% of global market
International organisations and treaties
 1994 Uruguay multilateral agreement (WTO)
 Agreement to reduce protection on agricultural products (wines/grapes) by 36% by 2000
 UK has the largest export market of wine
Trade agreements
 US and Australia have strong trade relations and trade agreements
War in the Middle East
Weak economic conditions
Social
Consumer tastes
 Global markets have been increasingly integrated
 Growing demand for mass market, high quality wines and a recognisable brand
 Marketing of wines ‘other benefits’ has increased consumption globally
 Strong economic growth period sees wine viewed as a luxury good, something consumers buy when they feel conditions are good as their incomes are increasing. Also at this particular price range fluctuations do not vary with economic conditions
 Strong market for Australian markets taking off in the US
Financial
 Currency fluctuations
 Weak Australian dollar has helped making Yellow Tail a better taste at $7 and a lower price than its Californian counterparts which are hobbled by high cost of land and labour
 Currency fluctuations would have to get way about 70 cents for Casella to be unprofitable without a price change
Legal
 None mentioned
4.Explain the strategies used by the business to achieve its target markets
such as the beer and wine industries have grown. The sales of beer and wine
The Roman writer and naturalist Pliny the Elder, in his treatise Naturalis Historia states “there is nothing more useful than wine for strengthening the body, while, at the same time, there is nothing more pernicious as a luxury, if we are not on our guard against excess.” Years before he wrote those words, wine had in fact come from humble origins outside Italy itself. Furthermore, the process of fermenting grapes goes back thousands of years, and its beginning can be traced to where the wild grown grape-vine, vitis vinifera, flourished and was actively utilized for this reason.
Deutsche Brauerei has been a family owned and operated corporation for 12 generations, which has created a high level of focus and control. Each generation has kept the management and operations processes relatively simple, centered on brewing practices and quality. Deutsche Brauerei’s rapid growth in recent years can be attributed to several factors. First and foremost, the company’s success is centered on the product itself, which has won numerous quality awards and is quite popular in Germany. Another contributing factor to the recent growth may have been a bit inadvertent. The purchase of new equipment in 1994, which was necessary as a result of a fire that destroyed the old equipment, allowed the company to increase brewing capacity and efficiency. Finally, Deutsche Brauerei’s decision to enter the Ukranian market in 1998 contributed significantly to the rapid growth. The collapse of the U.S.S.R. brought market reforms, and Deutsche Brauerei jumped on the opportunity to enter the fragmented beer industry, capture the large population and capitalize on the prime location in Europe. Lukas Schweitzer was savvy enough to hire local expert Oleg Pinchuk away from a competitor as the marketing manager, and Oleg was instrumental in building the business in Ukraine by securing accounts and implementing the field warehousing to support distributors. Deutsche’s beer was hugely popular in the Ukraine almost immediately, and volume sales more than offset the depreciation of the Ukrainian currency. Sales in Ukraine accounted for 28% of Deutsche’s total sales, and skyrocketed from 4,262 euros in 1998 to 25,847 euros in 2001.
Generally speaking, other alcoholic beverages can be viewed as being a substitute for wine. However, specific substitution of wine in the New World is low because most individuals prefer to purchase wine from a retail facility instead of producing their own. Where as in the Old World the option of producing wine...
It’s easy to understand why Mondavi is primarily involved in the domestic market, with a small number of select partnerships and limited involvement with other wineries in different foreign markets. The company has always considered itself a family operation with an emphasis on high-end quality, and looked to work with similarly voiced companies that operated with similar motives. The partnerships are almost all in the ultra-premium and luxury premium segments, such as the highly prestigious Opus One offering, the minority interest in the Italy’s Ornellaia, and the Frescobaldi partnership that produced three more high-end wines in Montalcino, Italy. Amongst all their partnerships, only the Chilean joint venture produced any offering for the growing popular premium segment, with a Caliterra brand that sold 25% of their product in the United States.
The United States beer industry represents 233 million hectoliters of the world’s 1,501 million hectoliters and is a dynamic part of the United States national economy, contributing billions of dollars in wages and taxes. Within the U.S., the beer market accounts for nearly 50% of total volume of alcohol, with the import specialty and light beer segments driving growth.
Caterpillar Inc. also faces the risk of its cash flow and earnings being affected by fluctuations in the exchange rates of currency, commodity prices, and interest rates. To control for this, the company’s Risk Management Policy ensures prudent management of interest rates, commodity prices, and exchange rates of foreign currency by allowing the use of derivative financial instruments. According to the policy, the derivative financial instruments are not supposed to be used for the purpose of speculation. In its pricing strategy, Caterpillar Inc. faces the risk of difficult shipping of its products. This risk can be encountered by offering its products on instalments and lease to its loyal customers (Caterpillar, Inc. (CAT), 2011).
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“we may look forward to the time when Crofts and Birlings are no longer competing but are working together – for lower costs and higher prices.”
For our paper, we obtained the Big Mac PPP exchange rate between the US Dollar and the Canadian Dollar, Japanese Yen, Pound Sterling and the Singapore Dollar. We first wanted to know what the exchange rate should be by taking the (current Exchange Rate)*(US Dollars per Burger / Local Currency per Burger). We then wanted to find out if the currency is over or under-valued according to our figures. We obtained this information by (Exchange Rate minus should be rate)/ (Should Be value from previous equation). If this percentage is positive then we believe the currency is over-valued. If this currency is negative then we believe the currency to be under-valued.
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Alongside the 48th parallel, near the world’s northerly limit for viticulture, is the Champagne AOC. The Champagne only contains one AOC, while Burgundy includes over 110 AOCs. Burgundy has its AOCs spread over 8,450 hectares, equated to Champagne, who sits on 31,000 hectares with just its one AOC. “Only having one AOC for Champagne is largely driven by the commercial influence of the Grandes Marques who blend wines from throughout the Region and do not want regional & vineyard differences profiled” (Education: The Champagne).
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The price strategy to be discussed below takes into consideration all the principles and factors that inform and affect the sphere of pricing of a product in a given market setting. The same will take into consideration the question of available competition and the effect of that competition on the pricing of the goods. Further, it will attempt to analyze the impact of the pricing adopted to market segmentation as well as to the overall target market. Finally, the commentary will interrogate the effect that the pricing strategy will have on the brand image of Coco Berries, and the strategy that will be preferred to canvass the costs and expenses incurred in transportation, storage and inventory of the final goods.
Consumption pattern in the Philippines is shifting over time. Once, the main priority for expenditure is on food, then education and health. Now, part of the expenditure pattern of an average Filipino is to spend a portion of their income on leisure and relaxation. Part of leisure expenditures are the buying of alcoholic beverages. And one of the newest entrants in this commerce is the wine industry. It has posted the fastest growth rate of 15% in 2005 among the alcoholic drinks. The population now has increasingly warmed to wine. It has shifted from the mass spirits (beer) to the more sophisticated, affordable and healthier alcoholic beverage.