Mathilde : Sales manager
Leah : Manager of the French sector
Alexandre : Communications manager
Leonor : Strategic manager
Marina : Marketing manager
Leah : Hello everyone. I know we all work for the same company, but we don’t really know each other very well. I think it would help if I briefly introduce each of you. It will help us becomemore of a team. I’ll start. I’m Leah Maurel, and you may or may not know, but I have been in charge of the French wine sector for the past three years. I worked on the setting up in Calais 15 years ago. This is our sales manager Mathilde Bacar, and this is our communications manager, Alexandre Balayé. Alexander has already worked in Calais and has done a great job there. Leonor Delsuc, ourstrategic manager has been working for Tesco for over 4 years. Marina Voyemant is our marketing manager, and she has already worked for several French castles.
Marina will start by telling us a little bit more about the French wine market and our competitors. Please, go ahead, Marina.
Marina : I’m going to explain to you the actual situation and the economic state from a marketing point of view.First, about our competitors. As you may know, the French wine market is extremely difficult to access. There are thousands of small wine sellers in the region. We can’t just set up like this without taking this into account. Otherwise, it’s not going to work.
However, in Merignac and Pessac, there are already numerous wine stores which will be our main competitors. Secondly, the market is completelysaturated. Therefore, it is counter productive to try to get new consumers or to expand the market. What we must do is to create an emotional link with people by promoting our attractive prices and so on. People must find more interest in our products than those of our competitors.
Mathilde : That’s why we have to be more creative than our competitors. Alexander, what did you propose in termsof communications ?
Alexander : It’s true that French people have different habits than us about buying wine. They are used to buying local wines, such as from Aquitaine. So, our challenge will be to make them buy wines from different countries, such as England, South America, Australia, and New Zealand.
We have to work on a new image, more chic, more serious, more professional. We need tosell higher quality wines in order to break our supermarket image. On the other hand, we have to make ourselves known by the greatest number of people. So, I thought about a new type of marketing ad to capture their interest. I am thinking of organizing a wine tasting evening and having a drawing. The gift would be four free tickets to visit a famous castle, such as the Smith Haut LafitteCastle. They will be able to discover the wine making, and will also get a free body care. I truly think that it could be a good approach.
Leah : Yes, good idea! The drawing is just great. Leonor, can you give us some more details about our setting up strategy.
Leonor : Yes, sure. If we want to establish Tesco in the French wine market, we have to take into account the opinions and needs of thecitizens of Bordeaux. That’s why we should take a poll to know how they view our brand and what we should do to make it more attractive. We can also get in touch with local magazines or newspapers, such as Femina, or Sud Ouest. To get back to what Marina was saying, it’s true that the little wine sellers can see us as an unfair competitor. That is why it is so important to link up with them, notwith all of them, but, the biggest and most important. In order to make them less apprehensive and less suspicious of us we have to make them understand that we are not just their competitors, but also their partners. It’s a way to convince Bordeaux citizens that Tesco is not just a supermarket, but a serious company selling quality goods. I think we should highlight our wide price range in...