Global Marketing Strategy

Content

I. International environment 1. U.E Market 2. Production

II. Quantitative & Qualitative demand 1. Quantitative Aspects 2. Qualitative Aspects

III. Competitive analysis 1. Pernod Ricard 2. Bacardi Martini 3. LVMH 4. Diageo

IV. Intern Resources 1. Human Resources 2. Financial resources

V. SWOT analysis 1. Strenghts 2. Weaknesses 3. Opportunities 4. Threats

VI. Rémy Cointreau foresight

VII. Recommandations 1. Targeting youth

2. Expanding its product range

3. Foothold in emerging markets

4. Continue his creative strategy

I. International environment

The worldwide spirits’ market is expected to record a growth of 46% between 2005 and 2014, to reach 230 billion dollars in 2014, according to the English cabinet ISWR’s figurespresented at the Vinexpo living room.
If the market marked time in 2010 (- 2,11%), it should increase by 9,5% in value over the period 2010-2014. Aprogression which should be approximatively the same for all the geographical zones (Asia, Europe, Americas). Asia, where most people consume local products is largely at the top of consumption with 44% of the world purchases.

“Local” alcohols (in particular alcohols containing rice) represent more than 60% of the spirit worldwide consumption, but they are in fall to the detriment of the alcohols markets by the large international actors of the market like Diageo or Pernod Ricard.
Vodka confirms its leadership with 488 million cases sold in 2010.
In volumes, the spirits’ marketis expected to increase by 9% over the period 2005-2014 to reach 2.741 billion cases of nine liters (the Unit of Account of the world commerce of the spirits) in 2014.

1. U.E Market

In 2009 the European spirits’ market in represented: • A total production of 38 million hectolitres (one hectolitre equals to 100