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Page 1: Andrew Peller

Rachel Smethurst, Rodion Salakhutdinov, Anselm, Hardeep, Huzafa This document is a prepared analysis and research study based on the Canadian Wine Market in 2012. The document concludes with a prospective market opportunity based on secondary research collected. Included is an evaluation of Andrew Peller Limited, the Canadian wine market size and condition, competitors, market factors, and a marketing proposal.

[Company Address]

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Andrew Peller Limited Situation Analysis & Market Opportunity Proposal

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Table of Contents

Company, Strategic Business Units, & Brand Analysis...................................................3Company Overview....................................................................................................................................................3Strategic Business Units.......................................................................................................................................... 3

Consumer Wine Making Kits & Importing...................................................................................................... 3Specialty Retailers..................................................................................................................................................... 3Wine production......................................................................................................................................................... 3

Brand & Product Analysis.......................................................................................................................................5

Canadian Wine Market.................................................................................................6Statistics.......................................................................................................................................................................... 6Key Players & Dynamics..........................................................................................................................................6

Competitive Analysis....................................................................................................7Direct................................................................................................................................................................................ 7

Casella Wine PTY LTP and Foster’s Group...................................................................................................... 7Constellation Brands................................................................................................................................................ 7

Indirect............................................................................................................................................................................ 8

Customer Analysis........................................................................................................9General Characteristics & Statistics.................................................................................................................10Decision Factors & Consumer Segments.......................................................................................................10

Market and Consumer Factors....................................................................................12Government Regulation & Tax...........................................................................................................................12Growth and consumption trends......................................................................................................................12Foreign Subsidies and Imports..........................................................................................................................13VQA................................................................................................................................................................................. 13Lifestyle Integration............................................................................................................................................... 13

SWOT Analysis...........................................................................................................14

Market Opportunity Analysis.....................................................................................15

Appendix....................................................................................................................16

Works Cited................................................................................................................21

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Company, Strategic Business Units, & Brand Analysis

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Company Overview Andrew Peller Limited (“APL”) is a Canadian company that produces and markets wine

and wine related products. A leading participant in the Canadian wine market, APL looks

to serve the needs of all wine consumers by offering premium brands together with

popular and value priced varietals, as well as manufacturing consumer wine making kits.

They are the 2nd largest producer and marketer in the Canadian wine market and have

leading brands in all price segments. (2012 Annual Report, 4) Innovation, capital

investment, and active evaluation of market opportunities have all been key factors to the

success of this company. The core business focuses on the production and marketing of

premium wines and winemaking kits.

Strategic Business UnitsAndrew Peller has expanded operations from wine production to include manufacturing

of consumer wine kits, importing, and retail operations. (Annual Information Report, 6)

Consumer Wine Making Kits & ImportingThe wholly owned subsidiaries, Global Vintners and The Small Winemakers Collection,

respectively oversee consumer winemaking kits and importing in Ontario. Both strategic

units focus on providing quality products to their consumers at the best value. The Small

Winemakers Collection imports and markets international premium wines. (2012 Annual

Report, 7)

Specialty Retailers Andrew Peller Limited forwardly integrated into retail distribution with the establishment

of Vineyard Estates, Aisle 43, and Winecountry Vintners. These 102 retail establishments

market and sell trademarked brands under the Andrew Peller umbrella and strengthen the

company’s distribution channel. (2012 Annual Report, 7)

Wine production

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APL produces and markets over 20 brands of wine over 5 value segments. In fiscal 2012,

the company experienced a 4.3% increase in sales and as at March 31, 2012, had 13.6%

share in the English Canadian market. Of 2012 sales, approximately 50% were Ontario

sales. (Figure 1) The company is only one of two major wine producers to increase

market share over the last 5 years. (2012 Annual Report, 9) APL has displayed strong

sales figures, market growth, and financial stability over the past years. Andrew Peller

brands have received many prestigious awards and have ranked in the top selling

products in the LCBO. (Figure 2) (Annual Information Report, 9)

The nature of the industry requires a consistent supply of quality raw materials

and a strong relationship with suppliers. Input materials include purchased grapes, grapes

produced in APL vineyards, bulk wine, and juice; the input mix varies based on the wine

produced. To ensure quality and consistency of the supply of Canadian grapes, APL has

entered into over 75 contracts with grape suppliers in British Colombia and Ontario. The

company also owns various wineries and vineyards in premium geographic areas within

the two provinces. (Figure 4) Locational competencies provide a competitive advantage

as wines are produced with local grapes and sold in their respective provinces. (Annual

Information Report, 10)

Suppliers

Marketing and Innovation

Location

Distribution

Figure 3

Core Competencies

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Marketing and innovation are driving forces behind APL brand awareness. The

company utilizes traditional media, social media, and looks for unique and innovative

marketing methods and distribution channels. Effective marketing for the launch of the

Crush brand in 2012, through the use of promotional posters and banners, resulted in the

strongest sales experienced for a new brand in Vineyard Estates. (Annual Information

Report, 9) To facilitate consumer research and brand awareness, the company

TripAdvisor allows consumers to rate their experience at various Andrew Peller wineries.

The company’s social media presence is weak but growing. Some wineries, such as Trius

and Peller Estates, have Youtube channels to advertise their products and increase

consumer awareness. The TV brand spot for XOXO has been uploaded to the site for

consumer viewing. Major brands have a Facebook and Twitter presence, although

subscriber and video views are relatively low which suggest that social media is not

optimally utilized. (Figure 5 & 6) (2012 Annual Report, 5)

The company values innovation in product offering, process, and design.

Examples include, the new Skinny Grape product targeted towards calorie conscious

women, and the introduction of lightweight glass in an effort to reduce costs and be more

environmentally friendly. All bottled portfolio products will be packaged this glass by

2013 and this unprecedented initiative was well received by the LCBO. (Annual

Information Report, 9)

Brand & Product Analysis APL’s product base is divided into segments based on a combination of both price and

quality. They are as follows:

VQA

Value Popularly Priced Entry-Level Premium Ultra - Premium

Less than $8 $8-$12 $10-$15 $15-$20 Over $20

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(Annual Information Report, 7)

Value brands include blended, sparkling, and fortified wines. Both value and

popularly priced varietal frequently are ICB wines, indicating that they are a blend of

domestic and international wines. The VQA designation is given to wines of 100%

Canadian content and these wines can be further divided into segments by price. A

complete list of brands available within each segment is available in the appendix.

(Figure 7) (Annual Information Report, 9) All brands are positioned to offer the best

value product at each price point.

Brands from all value segments are amongst the company’s top selling products.

Frequent evaluation of market opportunities, consumer trends, and positing of brands to

meet consumer needs, has developed APL’s ability to market to multiple segments. Most

of the brands available for retail sale are carried in the LCBO and many of the brands

including Peller Estate French Cross/Proprietors Reserve, Wayne Gretzky Estates, and

Crush have been top rated sellers within the distributor. (Annual Information Report, 8)

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Canadian Wine Market

StatisticsThe Canadian alcoholic beverage industry is divided into wine, beer, and spirits. Wine

encompasses champagne, fortified, sparkling, and still wines. The following is a table of

2012 sales and volume figures and the forecasted values for 2013 and 2016.

Year Growth Percentage of

Market Size ($)

Market Size

($)

Volume Consumption

(Liters)

2012 3.3% $6,495.7 Million 431.7 Million

2013 3.3% $6,709.8 Million 445.1 Million

2016 3.2% $7,358.1 Million 490.2 Million

(Marketline, 14 – 15)

Information in the preceding table is provided by Marketline Industry Profile report on

the Canadian wine industry. In 2011, still wine comprised 81.5% of market sales

followed by fortified wine (10.3%), champagne (6.9%) and sparkling wine (1.2%)

(Marketline, 10) (Figure 8)

Key Players & Dynamics Key competitors in the market include Andrew Peller Limited, Fosters Group, Casella

Wines, and Constellation Brands. (Marketline, 12) The market is experiencing both

horizontal and vertical integration. Imports currently represent 85% of sales and are a

major threat to domestic companies. (Lees) Both suppliers and distributors have

significant power due to the importance of high quality raw material and the lack of

distribution alternatives. Primary distribution channels are limited to provincial and

private retailers, on-trade accounts, wineries, and exporting. 88.3% of sales occur through

specialist retailers or on-trade accounts. (Marketline, 13) Dominant companies are

expanding their portfolio to include low cost, mass production brands in order to

compensate for intense competition and consolidation of companies. Tax levies on

international products and a maturing market will impact future production selections.

(2012 Annual Report, 5)

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Competitive Analysis

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Direct competitors are major wine manufacturer and independent wineries. Indirect

competitors include other alcohol products, beer, spirits, and liquor. Due to the high

degree of substitutes and highly segmented consumer preferences, indirect competitors

are views as a high threat.

DirectMajor competitive wine manufacturers include the following:

Andrew Peller Limited (Canadian)

Constellation Brands (American)

Foster’s Group (Australian)

Casella Wine PTY LTP (Australian) (Marketline, 12)

The competitive landscape is characterized by a consolidation of companies and vertical

integration. Concentrated manufacturer power increases competition within the market.

Trends include pricing pressure and expansion of portfolios to include lower priced, mass

marketed varietals. (Marketline, 21) Brand awareness, purchasing power, stable supplier

relations, and strong marketing are all key attributes to competitive viability.

Casella Wine PTY LTP and Foster’s Group Both Casella Wine and Foster’s Group are Australian wine companies that sell large

volumes of products in the Canadian market. Foster’s Group operates in several alcohol

categories and focuses on exporting premium wines to the Canadian market. (Marketline,

26) Of the three brands Casella Wine produces, only Yellow Tail is available in the

Canadian market with an average price around $10-$15. (Casella Wines) Both companies

are considered competitors but are disadvantage in that they cannot compete in the VQA

market segment.

Constellation Brands

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Constellation Brands is an American conglomerate which acquisitioned the Canadian

wine company, Vincor Canada. The company can be divided into two divisions:

Constellation Wines and Crown Imports. Constellation wines handles all production and

marketing of wine brands. This company is the major competitor to Andrew Peller as

they lead the market with a 26.3% share and are the only dominant producer that has

domestic wineries. (Constellation Brands) Positioned similarly to Andrew Peller,

Constellation Brands produces and markets products across all value segments but on a

larger, international scale.

The following are a list of their competitive advantages and disadvantages:

Competitive Advantages:

Reputable parent company

Largest customer base

Strong exports and experience in multiple markets

Advanced viticulture technologies for vineyards

Product-Mix developing company

Strong manufacturing capabilities

Disadvantages:

80% of sales come from five key brands

Operates in multiple alcohol segments (Constellation Brands)

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Figure 9 displays a summary overview of Constellation Brands wine products, price,

promotions, and placement.

Indirect Indirect competitors are beer and other alcoholic beverage providers. This segment

comprises over half the overall alcoholic beverage market, with beer comprising the

largest dollar and volume amount. (Business Monitor International, 33) Stable beer

popularity within the Canadian culture and an increase in consumption of liquor are

expected within the forthcoming years. (Newswire) Highly segmented consumer alcohol

preferences in conjunction with a large volume of wine brands will likely limit the

adverse impact of these trends on the wine market.

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Customer Analysis

General Characteristics & Statistics A study completed by the Print Measurement Bureau (PMB) provides the following

information about characteristics of the Canadian wine industry and wine consumers. Of

the individuals surveyed, 45.8% indicated that they had consumed wine in the past 6

months. Of these, 53% percent were female and 47% male. Other notable characteristics

include the following: Consumption rates increased at approximately 25 years old and

then remained constant. Consumption was highest in Ontario and Quebec, as well as

urban areas. Highest proportion of wine drinkers spent an average of $10-$20 per bottle,

although it should be noted that a non-response bias occurs within the “Sometimes”

segment. (PMB Product Data) (Figure 10)

Decision Factors & Consumer SegmentsThere are many factors that affect consumer decisions and behavior. Major factors

include price consideration, wine knowledge, propensity to try new wines, domestic or

international preferences, and their relationship and involvement with the wine industry

itself. (Wine Intelligence) A full table of factors that influence wine drinkers can be found

in the appendix. (Figure 11) Wine consumers can be classified into the following four

distinct categories based on common characteristics.

Enthusiasts These consumers live in urban areas and view wine as a lifestyle choice. The quality of

the grapes, the production process, and the reputation of the brand are all important

factors considered when selecting a wine. Will thoroughly and extensively evaluate

alternatives before making a decision. Positive media and professional image of the

company is important. These customers will select wine based on occasion, keep still

wine on hand, and typically pair wine and food together. Prior experience will play a

major factor in consumer decision. Readily available information on company operations

will help to capture this segment. (Gaper, Girsham, & Worth, 11)

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Image Seeker

The Image Seeker will select a wine that is in accordance with their perceived self-image.

Their image value is the most important characteristic and they will be attentive to

marketing efforts. Identifying psychographic attributes of segment will allow companies

to influence consumer decisions. This segment usually consumes wine on social

occasions and will select a wine based on reputation and price. Viewing price as

synonymous with quality, these consumers will purchase the most expensive wine within

their means. Research and evaluation of alternatives is limited and will be influenced by

peer groups or professional recommendations. They desire a highly regarded brand and

select wines that will fit within the social context. (Geppert, Girsham, & Wirth, 13)

Overwhelmed

Overwhelmed consumers are regular consumers of alcohol but not necessarily wine.

Introduction to wine and specific brands happens through social situations and are

recommended by a third party or peer group. Knowledge of wine is minimal and basic.

Convenience, price, and ease of product availability a major decision making factors. A

distinguishable product will help the consumer with identifying their target product. The

high degree of substitutes and low switching costs for this segment require competitive

pricing and effective distribution placement in multi-category alcohol retailers. Alcohol is

the core commodity that they demand, and as wine only one alternative it is essential to

facilitate the ease of transaction. (Geppert, Girsham, & Wirth, 14)

Social Sipper

Social sippers consume wine casually and in low volumes. In this segment wine is used

as a tool to enhance social situations but is not the primary focus. Usually consumed in

casual, comfortable environments. Wine purchases are dependent primarily on price and

professional recommendations at licensed establishments. At retailers, purchases

decisions are based on price and convenience of purchasing. Brand loyalty within this

segment is low, but consumers may develop a partiality to a certain type of wine.

Utilizing a strong network of various distribution channels along with popular and value

priced varietals will help to attract this segment. (Geppert, Girsham, & Wirth, 17)

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Market and Consumer Factors

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Government Regulation & TaxIn Canada, liquor laws are provincial jurisdiction and appointed provincial boards are

responsible for regulating alcohol distribution, sale, and consumption within the

province. (Mayer) The Liquor Licensing Board of Ontario (LLBO) is the regulating

agency in Ontario. (York article) The high degree of regulation creates market

segmentation based on geographic area and impedes the ease of trading. Importing of

wines from out of province or internationally requires permission from the respective

liquor board. (Cbc news) Other regulation requirements include bilingual labels, and

displayed alcohol percentage and volume. (Marketline, 19) Change in regulation

conditions could have an averse impact on company sales and industry conditions.

Tax rates act as a barrier to entry into the market. On alcoholic beverages there are four

separate taxation levels: Customs Duty (On imports), Excise Duty (Domestic alcoholic

beverages), GST (On retail prices), and PST. This high degree of taxation prevents

smaller companies from the ability to profitability sell in the market. In addition, some

products may be subjected to discriminatory taxes. ICB wines, or International Canadian

Blends, are subjected to a tax levy when sold through private retailers.

Growth and consumption trendsThe Canadian wine industry is growing at a forecasted rate of 14.27% per year for the

next four years; a rate three times faster than the global average. By 2016, Canada will be

the 5th largest consumer of wine in the world. Wines expected to show the most increase

are red wine 17.49%, sparkling wine at 8.52%, and rose wine with a 45.41% increase.

Red wine currently holds a 61.7% share in wine consumption. (Newswire – aselm)

As the market matures, a sophistication of palettes drives demand for higher quality

wines at premium prices. For bottles over $10, there is an expected increase of 30% in the

next four years. Shifts in customer preferences will result in an increase for sparkling

wines (lees) According to the print measurement bureau and wine beverage analysis the

most popular types of wine are Cabernet Sauvignon (18.9%), Merlot (18.3%) and

Chardonnay (13.7%). (PMB)

Foreign Subsidies and Imports

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The market is dominated by international brands. Imports represent approximately 85%

of Canadian sales, primarily exported from the United States and Europe. (my article)

Wine exports from various international countries to Canada are facilitated by national

governments. Foreign governments subsidize both grape and wine production, as well as

exportation of wine products. This subsidizing program allows foreign competitors to

produce and sell wine at a lower cost than domestic producers. Private retailers, like the

Wine Rack and Winemakers Estates in Ontario, have made an agreement with the LCBO

to exclusively carry domestic brands. Both domestic companies and the provincial

governments are working to establish fair trade systems. (2012 Annual Report)

VQAIn accordance with other leading wine producing countries, Canada has established a

regulating authority that monitors and evaluates domestic wine quality based on

production process and geographic location. Vintners Quality Alliance, or VQA, enforces

a system that allows customers to identify the origin, production process, and other

quality standards. (VQA website) In order to receive a VQA designation, the grapes used

in the production of the wine must be 100% Canadian. This system allows consumers to

identify products that meet or exceed VQA quality standards. Due to a maturing market,

the market has experienced an increased demand for VQA varietals. (Industry report)

Lifestyle IntegrationConsumer trends indicate that wine is an alcoholic beverage that is becoming

increasingly integrated as part of a lifestyle. Canadian wine festival are a regular

occurrence throughout the year in different provinces (See appendix #1) For example,

Niagara-On-The-Lake holds many festivals including a winter Ice Wine Festival, as well

as a New Vintage Festival in the summer. (Take a screen shot) These festival help to

increase brand awareness, expand customer base, and display various lifestyle aspects. A

maturing population and market, as well as associated health benefits contribute to the

integration of e into the Canadian lifestyle.

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SWOT Analysis

Strengths

Internal Environment

Weaknesses

Opportunities Threats

External Environment

o Strong distribution channels through 102 retail outlets

o Diverse opertionso High degree of capital investment

in vineyards and production processes

o Forward and backward integration allow for increase manufacturer control and decreased reliance on external companies

o Produces and markets only mo Locational competitive advantage

of wineries and

o Weak international presence

o Low economies of scale and mass production relative to major competitor

o M

o Increasing market size and steady growth

o Consumer alcohol preferences switching towards wine

o Sophistication of o

o

o High government regulationo High degree of imports &

foreign govnment subsdieso High buyer power due to

limited distribution optionso Large amount of both direct

and indirect substitute products

o Low switching costso

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Market Opportunity Analysis

Stable expansion of the market over the next four years provides an opportunity for

increased sales for Andrew Peller. In order to capitalize off of consumer

consumption trends, a new product is needed to meet consumer demands. The top

trend that is to occur in the Canadian wine market is the increased integration of

wine into Canadian lifestyle due to publicized health benefits and changing

consumer alcohol preferences. As a result, consumers are demanding higher quality

wines. Manufacturing and marketing VQA wines will all Andrew Peller to utilize

their core competency of wineries and vineyard in prime geographic locations.

Emphasizing the distinction of VQA wines to increase sales of domestic wines will

also attempt to overcome the threat of international products. - avoid the tax levy on

ICB

The top wines are expected to experience the most growth by 2016 are red

wine, sparkling wine, and rose wines. Given that a large percentage of consumption

volume and Andrew Peller’s brand portfolio is of red varietals, producing another

still red would not provide enough opportunity in this growing market. Given the

small market share and expected consumption growth, a proposed new product is

to provide a sparkling rose wine as an entry-level VQA. The product will be

launched under the newly formed Crush brand. The company currently only has

three sparkling wines available for consumption; Baby Duck in the value segment

and two variations of Ice Cuvee under Peller Estates. The product will be in line with

growing varietals, emphasis the inherent advantage of VQA designation to limit

import threats, and maximize the competitive advantage of the company’s

geographic location.

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Appendix

Western Canada Ontario Quebec Atlantic

Canada Export

0

20

40

60

80

100

120

140

2012

2011

Figure 1: Net Sales by Province

20122011

Geographic Area

$ M

illi

ons

(Annual Information Report, 7)

Figure 2: Sample of Awards won by Andrew Peller Brands

Brand - Varietal Award

Red Rooster – Reisling 2001,

Gewurztraminer 2011

Double Gold

Red Rooster – Syrah 2009 Red Wine of the Year

Sandhill – Chardonnay 2010 Chardonnay du Monde – Gold

Peller Estate – Pinot Gris 2009 PRIWC – Best in Class

Trius - Red 2008 Grand Harvest Awards – Gold

Hillebrand – Showcase Merlot Cuvée Ontario – Best Merlot

Peller Estates - Vidal Icewine 2008 WAWS – Wine of the year

(Annual Information Report, 8)

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Figure 4: Andrew Peller Wineries

# Winery / Vineyard Owned? Location1 Red Rooster Winery Yes Penticton, British Columbia2 Calona Vineyards

OkanaganYes Kelowna, British Columbia

3 N/A Yes Port Moody, British Columbia4 Peller Estates Yes Niagara-on-the-Lake, Ontario5 Hillebrand Estates

(Trius)Yes Niagara-on-the-Lake, Ontario

6 N/A Yes Grimsby, Ontario7 ThirtyBench Yes Beamsville, Ontario

(Annual Information Report, 8)

Figure 5: Social Media Advertising - Twitter

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Figure 6: Social Media Advertising – Facebook

(Annual Information Report, 7-9)

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81.50

10.306.90 1.20

Figure 8: Market share by categories

Still wineFortified wineChampagneSparkling wine

(Marketline, 10)

Figure 9: Constellation Brand 4 P’s

Product Domestic Wines Jackson-Triggs

Estate wines, See Ya Later, Inniskillin, Le Clos Jordanne, Naked Graps, Nk’Mip Cellars (joint Venture, SawMill creek, See Ya Later Ranch.

List of wines imported by company Blackstone, Hogue Cellars, Kim Crawford Wines, Nobilo, Ravenswood, RH Phillips, Robert Mondavi, Toasted Head and Clos Du Bois

Beer importer in U.S through its Crown imports joint ventures with Mexico ‘s Grupo Modelo

Price Price ranges targeting lower

income people as well as high income people.

Promotion Used Global marketing code

pratices to promoting, advertising and market their products.

Place Constellation brands

distribution channels includes: LCBO and LCBO Vintages.

Retailers such as Winery Retail stores (WRS).

Company also imports wines.(Constellation Brands)

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Under $10

$10-$14 $15-$19 $20-$24 $25+ Not Stated

0%

5%

10%

15%

20%

25%

30%

35%

Figure 10: Average Price Per Bottle

Most Often Sometimes Any

Price

Per

cen

tage

(PMB Product Data)

((Geppert, Girsham, & Wirth, 4)

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TradtionalistPremium &

Ulta Premium VQA

Peller EstatesTrius

Image SeekerPremium &

Ultra Premium VQA

Trendy Wines - Skinny Grape

Overwhelmed All value segments

Larger volumes - 4L Peller Estate Blended

Social SipperValue or

popularly priced

Domaine D'or, XoXo

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Works Cited

Andrew Peller Limited. Annual Information Report. Grimsby, ON: Andrew Peller Limited, 2012. 28 Feb. 2012. <http://www.andrewpeller.com/UserFiles/File/FINANCIALS/2012/AIF%20June%202012%207-13-12%20for%20printing.pdf>

Andrew Peller Limited. 2012 Annual Report. Grimsby, ON: Andrew Peller Limited, 2012. 1 Mar. 2012. <http://www.andrewpeller.com/UserFiles/File/FINANCIALS/Andrew%20Peller%20Limited%202012%20Annual%20Report.pdf>

Lees, Nick. “Canadians Keep Crush on Wine Alive; no Drop in Pace of Growth; Report.” Edmonton Journal. Jan 23 2013. Canadian Newsstand Major Dailies. Wed. 13 Feb. 2013

Amanda Geppert, Paula Girsham, & Amanda Wirth. Turning Data into Wine. Sept 2009. Web. February 15, 2013.

Marketline. "Wine Industry Profile: Canada." Wine Industry Profile: Canada (2012): 1-36. Business Source Complete. Web. 5 Mar. 2013.

“Our Wines.” Casella Wines. 2008. Web. 4 Mar. 2013. <www.casellawines.com>

Constellation Brands. 2012. Web. 14 Feb. 2013. <www.cbrands.com>

Business Monitor International. "Canada: Food & Drink Report." Canada Food & Drink Report 4 (2012): 1-87. Business Source Complete. Web. 5 Mar. 2013.

Canada, Newswire. "Canada's wine and spirits market to continue rapid growth." Canada Newswire. 22 Jan. 2013: Regional Business News. 26 Feb. 2013.

PMB Product Data. “Category Report: Alcohol-Wine.” 2012. Print Measurement Bureau. Web. 14 Feb. 2013.

Wine Intelligence. 2012. Web. 1 Mar. 2013. <www.wineintelligence.com>

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