"I changed the heading and characters to protect the innocent ..."
Case Bacchus - Wine Magazine International
Bacchus is a wine magazine published in Chile. Additionally in 1992 created another editorial in Mexico, in order to increase business from ads and subscriptions. Carolina was hired, in charge of marketing, a recent graduate agronomist from college, I would have to work consistently in accordance with the principles of the ESC ©, in order to take the company to a viable business size short term.
The starting point does not seem very encouraging. Bacchus was totally unknown in Mexico, did not have advertisers and subscribers irrelevant. Some opinion makers had reservations because it was an editorial product Chile. To this was added that there was a very small staff and budget. The first was to answer the question, what strengths would Baco differentiate themselves from competitors.
Phase 1: Analysis of Strengths
immaterial in the field appreciated the following strengths:
- commitment to culture and philosophy and vision vinifera
- objective research in wine growing areas and production companies
wine - through advertising, even for small budgets
- international distribution through
- possibility of ads on a national and international
- Presence "in front" of the world of wine with wine journalists
- ability to "find" yet unknown wines of good quality, both in Chile, Argentina, Mexico and California
- publication of the results of testing wines
media - strong desire to succeed by Carolina and executive in Chile
differentiation from the competition:
Because his philosophy and vision, and independent journalism vinifera (without giving preference to Chilean wines premeditated), Bacchus is accepted by consumers, and economic arena of wine. It also showed an accuracy in their target groups. It was not underestimate the thrust Carolina, oenological knowledge and participation in a workshop of ESC.
Phase 2: Field Analysis
Action Magazine For there are two main action areas, which are indispensable for their existence: advertising and subscriber. Both must be addressed simultaneously, but exceeded the financial means of the small publisher. What was the most appropriate attachment point on the market?
to rapidly increase the number of subscribers is required and that there was capital. Thus there was no alternative at this first step, through the push and theoretical-university Carolina, were achieved for advertising clients. This was achieved first financial means.
Phase 3: Target Group Analysis
Based on the main strengths of Bacchus, the Target Group which partially crystallized as the most promising was that of traders in wine and cider. In the next step is concluded to proceed with small vineyards successful zonal With these references, Bacchus proceed to reach new vineyards of renowned brands, using advertising agencies. Decided to concentrate heavily on opinion-makers as part Target Group.
Action in the Field of subscribers, were outlined in particular the target groups of fanatical consumers, as well as shops specializing in wine. Late in the sale of ads, there would be addressing these target groups through coupons, riddles about wine, wine books and other items as an incentive to subscribe. With additional financial resources generated, there would be direct marketing.
Phase 4: Analysis of Bottleneck
With the strengths of Bacchus, it was possible to solve one of the most pressing problems of original Target Group, that is, the low budget for advertising, brand image and almost unknown and market penetration deficient in end users and business dining.
Step 5: Profit through Innovation required.
In Bacchus proceeded to innovate oriented target group to increase the attraction of the magazine. In Mexico was necessary to overcome prejudices that exist about Bacchus Wine Chilean magazine. Informed the drafting of the parent company in Chile about the wants, needs and bottlenecks of the target groups in Mexico. In a joint effort between the wording in Mexico and Chile, it was decided to produce an edition adjusted to the mentality and culture of Mexican opinion leaders. The
new business contacts and sales success of Bacchus the materialized in a database representative of stakeholders and customers. It also generated the organizational means to an editorial process supported computationally. This would also succeeded in creating an information system of the target groups as a basis for marketing and a range of services to consolidate and attract new advertisers and subscribers. Baco-Current, a monthly news magazine for customers, "top", for fairs and exhibitions, development of concepts of their own events, as well as, among others, provide the annual award Bacchus for wine red, then continue with prizes, more specialized Cabernet-Sauvignon, Merlot, etc., always for Latin American wines and California. So Bacchus continued to increase its pull, profiled in a facility for wine consumers and traders in wine.
With this new system of image creation and increased sales of wine merchants through their advertisements in Baco, we were able to access an important market share in advertising budgets for wines.
With these measures, the magazine has even started to penetrate the U.S. Hispanic market was also created the concept Guide-Baco, where traders employ a minimum annual notices, do not pay to appear in 5 specialized sections of this guide by variety and specialty vineyards. This traders even managed cost reduction synergies, as some vineyards that were interested in them were the ones chosen by the merchant to appear in the guide, co-financing and the cost of annual notices. Three months later was introduced to the "Tasting Competition Bacchus" about wine in a specific area (eg Maipo Valley in Chile, San Rafael in Argentina, etc..), With an international jury. Specialized traders could participate by sending test wine regions and wineries that were in their usual range. Indicating the price to the public for the results, a report published in the area and traders the most cost-effective especially highlighted.
Guide As part of the concept-Baco, merchants were granted the right to obtain free copies of Bacchus four, ten times per year were for sale or gift to customers.
All these measures aimed at a "twisted" informal with the target group of consumers, traders offered a sales promotion of economically and efficiently, and increase profits. Bacchus grew well in their circulation, volume of advertisers and subscribers.
Stage 6: Improvement of the bid itself through Cooperation.
With the acceptance achieved market, allowed as a chronic cooperation with other regional publishers, where shared earnings warnings related to tele pages, reducing travel costs and time themselves of the writers themselves who could focus on other content. It also achieved partial cooperation in selling ads, exchange of databases eg publishers competing spirits, as well as specialized inserts vineyards.
Phase 7: Basic Task constant.
With the coordination and reinforcement of their own strengths, a clear focus on well-defined target groups, met with the Task Bacchus Constant basic factual information. This did become a true institution of information about wine in the Mexican market and U.S. Hispanic, with the largest circulation and this market, despite having had a very encouraging point. Carolina in a few years, the young agronomist, owners Chileans became a member of the editorial.
Bacchus is a wine magazine published in Chile. Additionally in 1992 created another editorial in Mexico, in order to increase business from ads and subscriptions. Carolina was hired, in charge of marketing, a recent graduate agronomist from college, I would have to work consistently in accordance with the principles of the ESC ©, in order to take the company to a viable business size short term.
The starting point does not seem very encouraging. Bacchus was totally unknown in Mexico, did not have advertisers and subscribers irrelevant. Some opinion makers had reservations because it was an editorial product Chile. To this was added that there was a very small staff and budget. The first was to answer the question, what strengths would Baco differentiate themselves from competitors.
Phase 1: Analysis of Strengths
immaterial in the field appreciated the following strengths:
- commitment to culture and philosophy and vision vinifera
- objective research in wine growing areas and production companies
wine - through advertising, even for small budgets
- international distribution through
- possibility of ads on a national and international
- Presence "in front" of the world of wine with wine journalists
- ability to "find" yet unknown wines of good quality, both in Chile, Argentina, Mexico and California
- publication of the results of testing wines
media - strong desire to succeed by Carolina and executive in Chile
differentiation from the competition:
Because his philosophy and vision, and independent journalism vinifera (without giving preference to Chilean wines premeditated), Bacchus is accepted by consumers, and economic arena of wine. It also showed an accuracy in their target groups. It was not underestimate the thrust Carolina, oenological knowledge and participation in a workshop of ESC.
Phase 2: Field Analysis
Action Magazine For there are two main action areas, which are indispensable for their existence: advertising and subscriber. Both must be addressed simultaneously, but exceeded the financial means of the small publisher. What was the most appropriate attachment point on the market?
to rapidly increase the number of subscribers is required and that there was capital. Thus there was no alternative at this first step, through the push and theoretical-university Carolina, were achieved for advertising clients. This was achieved first financial means.
Phase 3: Target Group Analysis
Based on the main strengths of Bacchus, the Target Group which partially crystallized as the most promising was that of traders in wine and cider. In the next step is concluded to proceed with small vineyards successful zonal With these references, Bacchus proceed to reach new vineyards of renowned brands, using advertising agencies. Decided to concentrate heavily on opinion-makers as part Target Group.
Action in the Field of subscribers, were outlined in particular the target groups of fanatical consumers, as well as shops specializing in wine. Late in the sale of ads, there would be addressing these target groups through coupons, riddles about wine, wine books and other items as an incentive to subscribe. With additional financial resources generated, there would be direct marketing.
Phase 4: Analysis of Bottleneck
With the strengths of Bacchus, it was possible to solve one of the most pressing problems of original Target Group, that is, the low budget for advertising, brand image and almost unknown and market penetration deficient in end users and business dining.
Step 5: Profit through Innovation required.
In Bacchus proceeded to innovate oriented target group to increase the attraction of the magazine. In Mexico was necessary to overcome prejudices that exist about Bacchus Wine Chilean magazine. Informed the drafting of the parent company in Chile about the wants, needs and bottlenecks of the target groups in Mexico. In a joint effort between the wording in Mexico and Chile, it was decided to produce an edition adjusted to the mentality and culture of Mexican opinion leaders. The
new business contacts and sales success of Bacchus the materialized in a database representative of stakeholders and customers. It also generated the organizational means to an editorial process supported computationally. This would also succeeded in creating an information system of the target groups as a basis for marketing and a range of services to consolidate and attract new advertisers and subscribers. Baco-Current, a monthly news magazine for customers, "top", for fairs and exhibitions, development of concepts of their own events, as well as, among others, provide the annual award Bacchus for wine red, then continue with prizes, more specialized Cabernet-Sauvignon, Merlot, etc., always for Latin American wines and California. So Bacchus continued to increase its pull, profiled in a facility for wine consumers and traders in wine.
With this new system of image creation and increased sales of wine merchants through their advertisements in Baco, we were able to access an important market share in advertising budgets for wines.
With these measures, the magazine has even started to penetrate the U.S. Hispanic market was also created the concept Guide-Baco, where traders employ a minimum annual notices, do not pay to appear in 5 specialized sections of this guide by variety and specialty vineyards. This traders even managed cost reduction synergies, as some vineyards that were interested in them were the ones chosen by the merchant to appear in the guide, co-financing and the cost of annual notices. Three months later was introduced to the "Tasting Competition Bacchus" about wine in a specific area (eg Maipo Valley in Chile, San Rafael in Argentina, etc..), With an international jury. Specialized traders could participate by sending test wine regions and wineries that were in their usual range. Indicating the price to the public for the results, a report published in the area and traders the most cost-effective especially highlighted.
Guide As part of the concept-Baco, merchants were granted the right to obtain free copies of Bacchus four, ten times per year were for sale or gift to customers.
All these measures aimed at a "twisted" informal with the target group of consumers, traders offered a sales promotion of economically and efficiently, and increase profits. Bacchus grew well in their circulation, volume of advertisers and subscribers.
Stage 6: Improvement of the bid itself through Cooperation.
With the acceptance achieved market, allowed as a chronic cooperation with other regional publishers, where shared earnings warnings related to tele pages, reducing travel costs and time themselves of the writers themselves who could focus on other content. It also achieved partial cooperation in selling ads, exchange of databases eg publishers competing spirits, as well as specialized inserts vineyards.
Phase 7: Basic Task constant.
With the coordination and reinforcement of their own strengths, a clear focus on well-defined target groups, met with the Task Bacchus Constant basic factual information. This did become a true institution of information about wine in the Mexican market and U.S. Hispanic, with the largest circulation and this market, despite having had a very encouraging point. Carolina in a few years, the young agronomist, owners Chileans became a member of the editorial.
hope to draw conclusions ...
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