Essays on Positioning Strategy of Accolade Wines Case Study

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The paper "Positioning Strategy of Accolade Wines" is an outstanding example of a marketing case study.   The Australian wine industry in recent years has faced serious challenges like structural oversupply, water availability and declining sales in an increasingly changing global market. The number of entries in the wine industry has increased significantly and has thus resulted in an intensely competitive market with lower profits and declining sales. However, there is still an immense opportunity for wine producers in the global forefront (Snow, 2007). Grape growers and winemakers who understand the consumer needs and changing market trends can take the same as a business opportunity to enlarge their existing market base and generate higher returns. This report focuses on the positioning strategy of Accolade Wines a leading Australian wine producer in Asian markets particularly China & India.

The report highlights national strategies for positioning Accolade Wines in the Asian market along with competitors positioning strategies in similar market, major characteristics of Asian markets and barriers that the company may face in positioning its products in the Asian market along with measures to overcome the same to create a global base and capture Asian markets with higher returns and profits to the company. 2.0 COMPANY OVERVIEW Accolade Wines is Australia’ s largest winemakers with its global operations in North America, UK, South Africa, New Zealand, Australia and some parts of Asian markets.

In January 2011, the company was sold to Australian private equity company Champ Private Equity and was finally renamed as Accolade Wines. The company has been successful in covering a global market with its presence in about 80 countries of the world. The business is the largest wine company by volume in the UK and Australia.

The company has been successful in creating a brand name of its own and has a variety of wines in its product category. The company provides employment to over 1700 employees with its headquarters situated in South Australia. Delivering the best-quality wines has been the main objective of the company and the company has done extremely well in maintaining the same. CHARACTERISTICS OF CHINESE AND ASIAN WINE MARKET Both Chinese and Indian wine market shows similar characteristics which have been discussed as under (Fallowfield, 2008) Markets are price sensitive. The potential real market of imported wine shows promising signs of growth in recent years Demand for quality wines is increasing significantly especially in the elite class of these countries. There are an immense number of domestic wine producers whose sale has degraded due to fine quality wines being imported from foreign countries like Europe, Africa etc Government of these countries allow a permissible limit of wine to be imported which has been increased to cater the increasing demand for imported wine in the country High custom duty of over 100 percent is levied by the government of both the countries thus making imported wine costly. Entry into Chinese and Indian wine markets are much easier when compared to other Asian countries like Japan, Indonesia etc due to lower government regulations. Thus, both these markets can be considered to be specifically viable countries which can be targeted by Accolade Wine to create its impact and brand image in Asian markets and further ensuring higher returns and growth of the company at the global level.

References

.0REFERENCES

Bretherton, P.B., and Carswell P. 2001. Market Entry Strategies for Western Produced Wine into the Chinese Market. International Journal of Wine Marketing, 13(1): 23-35

Fallowfield G. 2008. Spreading the message in Asia. Wine & Spirit International, June, 70-71.

Handley, I., and Lockshin, L. 2007. Wine Purchasing in Singapore: A Supermarket Observation Approach. International Journal of Wine Marketing, 9(2/3): 70-82.

Hori K.I. 2000a. A taste for the finer things in life. Wine & Spirit International, June: 49-50.

Hori K.I. 2000b. Where only the strong survive. Wine & Spirit International, June: 52-53.

Joseph, R. 2009. Wine, Marketing and the Media: Think Different. Australian and New Zealand Wine Industry Journal, 14(6): 79-83.

Liu, H., and Wang, Y.P. 2009. Co-ordination of International Channel Relationships: Four Case Studies in the Food Industry in China. Journal of Business and Industrial Marketing, 14(2): 130-150

Scott, J. 2000. The ANZ Australian Wine Marketing Conference Proceedings, Adelaide, SA: The Australian Wine Export Council.

Snow, C. 2007. Here be Dragons for Australian Wine Producers,” Australian and New Zealand Wine Industry Journal, 12(3): 288-291.

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