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Saturday 19 April 2014

Leading by design

6th November, 2003 by db_staff - This article is over multiple pages: 1 2 3 4 5 6 7

We’ve also changed our distribution in Switzerland, Japan and Italy and all of that is helping us to gain significantly better business.  And there will be more changes in this area over the next year which I believe are crucial to us moving forward.

"And in the UK we’ve done extremely well.  Whilst we suffered a bit after the millennium, as everyone did, the past five years have seen good growth.  And I think part of that is down to our marketing strategy.

The Oxford, Cambridge and FT Business schools’ connections are very important to us. With the former we have built up a wonderful international network of well connected and influential people, who we’ve captured in their early twenties and who are now loyal to the brand.

"Likewise with the FT Business School tasting competition.  We’ve targeted alumni of the main business schools that are in London, so former students of the Harvard Business School, Insead etc, who are 35+, young, successful and influential.

The impression a lot of people had of Pol Roger was that it was something their father or grandfather drank. It was not considered by the current generation, but initiatives like these are helping to change that."

For Noyelle perhaps one of the most enlightening discoveries in his role has been the importance of marketing.  "I think I have realised," he explains rather sheepishly, "over the past five years that there is an extra dimension to Champagne.

That it is not just like producing an excellent Burgundy, but rather there is a marketing dimension. Champagne is on the edge of wine and luxury goods – it stands either side of the line.  And we need at Pol Roger to develop a strong marketing position and department.

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