![]() Finally, the product can be consumed immediately there is no need to keep it in expensive wine fridges or underground cellars to age the wines. It resulted in an easy-drinking wine that did not require years of experience to develop an appreciation for it. Moreover, in order to avoid confusion, consumers could initially choose either a Red Shiraz or a White Chardonnay. Yellow Tail developed a wine that is soft and sweet in taste and as approachable as beer and ready-to-drink cocktails. The success story of Yellow Tail is first derived from its product innovation strategy: the brand offers wine that is produced without tannin and acid, in order to appeal to consumers who don’t like wine, or who don’t drink it, which represents 85% of the population in America. This innovative positioning within the wine industry is perfectly reflected through the four Ps of marketing: product, price, promotion, and place. 4) The creation of a clever Marketing Mix: It puts a non-traditional twist on a traditional product, it tastes good and it’s made for everyday occasions, representing the Australian culture with its bold yet laidback image that thrives on adventure and fun. ![]() Yellow Tail is easy to drink, easy to select, fun, and adventurous. ![]() Kim and Maurborgne explained in their book that “instead of offering wine as wine, Casella created a social drink accessible to everyone: beer drinkers, cocktail drinkers, and other drinkers of non-wine beverages”. What Yellow Tail did instead, was to create a wine that people would purchase because it tastes good, without thinking about the complicated rules of purchasing wine. The quality is not the same, even if the brand won several prizes such as Jimmy Watson and Stodart in 2004. Yellow Tail’s first objective was not to compete with premium wines. Enological terminology and distinctionsģ) Yellow Tail’s brand positioning and target market in the US wine industry:.The following analysis was found in this article.ġ) Reduce: Which factors should be reduced well below the industry’s standards?Ģ) Create: Which factors should be created that the industry has never offered?ģ) Raise: Which factors should be raised well above the industry’s standards?Ĥ) Eliminate: Which factors that the industry has long competed on should be eliminated? The company was able to identify and answer the needs of a specific and new market in the US by applying the four actions framework of the Blue Ocean Strategy, as used to help create value innovation. So how was Yellow Tail able to start swimming in the Blue Ocean? According to The Wine Economist, it is because it is not just wine, but a new type of product within the wine industry. The oceans in question are markets, and in blue oceans, demand is created rather than fought over. In their academic paper, Kim & Mauborgne explained how Yellow Tail used what they call a “Blue Ocean Strategy”, which consists of escaping the overcrowded market (a red ocean where all the sharks are attacking each other) and diving into a blue ocean where there is no competitor. 2) Yellow Tail’s marketing strategy, also known as the “Blue Ocean” strategy: Instead, they presented their brand as fun and approachable and targeted a new type of wine consumer. Therefore, the Casella decided not to compete with French or Italian wines on characteristics such as quality, product complexity, or vineyard prestige. ![]() The family vineyards did not have the same reputation as the ones in Europe, which is why the family could not pretend to target the same market of wine connoisseurs. In 2001, the family decided to launch a new brand called “Yellow Tail” with an innovative brand positioning. The family bought vineyards in 1965 and a winery in 1969. ®Aeroplan is a registered trademark of Aeroplan Inc., used under license.Yellow Tail is a brand founded in 2001 by the Casella family from Sicily, who immigrated to New South Wales, Australia, in 1957. You may also visit the LCBO Privacy Policy for further details. If you have questions regarding the collection and use of your personal information please contact LCBO’s Freedom of Information and Privacy Office: 100 Queens Quay East, 9th Floor, Toronto, ON, M5E 0C7, or 41. If you provide your Aeroplan member number we also will use LCBO purchases made using this number to customize the communications and offers you receive. The personal information related to an LCBO Email subscription, including information collected through the use of cookies and similar tracking technologies that can sometimes be considered personal information, is collected under the authority of the Liquor Control Board of Ontario Act, 2019, SO 2019, c 15, Sch 21, Section 3 and in compliance with the Freedom of Information and Protection of Privacy Act and will be used for the purpose of providing you with communications and offers from the LCBO. ![]()
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