Creative Strategy - The Vino Vino Company Case Analysis In...

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The Vino, Vino! Company Case Analysis In analyzing The Vino, Vino! Company we will begin by discussing the environment that surrounds the brand. Also in order to continue the success of Vino, Vino! we will evaluate both problems and opportunities associated with the brand, then develop a list of factors critical to encouraging the opportunities and addressing the problems. This list of critical factors will allow us to develop two alternative solutions to continue the success of the brand. After apt evaluation of both alternatives we will then conclude with an effective communication strategy to bring more prospective customers into his stores. The Vino, Vino! Company was developed by Solano Martini, a wine sommelier who had noticed the important role he fulfilled in helping consumers choose the type of wine they would buy. Most consumers’ choice of wine was strongly influenced by someone with great knowledge about wine, or by friends’ recommendations. With this fact apparent, Martini developed his brand within a 2006 estimated $1.8 billion, very fragmented, industry. According to the Wine Institute, licensed wineries in the U.S. in 2008 totaled over 6,300 with the top six companies being: E&J Gallo Winery, The Wine Group, Constellation Brands, Bronco Wine Company, Foster’s Wine Estates, and Trinchero Family Estates. The majority of wines being purchased are table wines (87%), and also happen to be red wines (43%), rather than white (42%) or blush (13%). The core wine-consuming population is defined as the 15.7 million adults who drink wine at least once per week, with more than half of these adults (63%) being over 40. The brand began with three specialty wine retail outlets in Texas, mainly due to the state’s strong economy and healthy influx of new businesses. Those 15.7 million regular wine drinkers are, according to research, confident, savvy adventure seekers and are open to new experiences. 53% of this market are women and they are not sensitive to brands, however believe they can discern quality. This specific target market enjoys wine in small, intimate gatherings and regularly drinks a moderate amount of wine. The interested buyer would describe the segment of this larger market we are after because they are very involved with
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the product, have the highest income and price is not a factor for them. Retail sales of wine account for over 80% of total wine sales in the U.S. Through strong, direct communication to this core target market of interested buyers, possibly a male in his forties, or women who are regular wine drinkers, have large discretionary incomes and like to consult professionals before purchase, Vino, Vino! will be able to attract more prospective wine buyers into his stores. The overall problem faced by Vino, Vino! is the lack of knowledge or awareness wine consumers in Austin, TX have of the store being open, and the value it can bring. Due to the store’s relatively new opening, they have not had adequate time or communication strategies to develop a loyal customer base. Another issue is although Solano found that some wine consumers take advice
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