Key marketing facts about

Remy Cointreau’s company

Global
Marketing
Strategy
Magali MARGUERITTE
Marie MICHOT
Alice PELEGRIN
Audrey PERGAUD
 I/ EXTERNAL DIAGNOSTIC

A/ Characteristics of the Global Spirits Market

1/ Market trends

The spirits industry is on the path to recovery following a hard 2009

during which many markets were affected by the credit crunch, according
to The IWSR’s Forecast Report 2010-2015. Several countries and
categories are returning to stability or growth in 2010, but the time and
speed of recovery will vary considerably depending on local
circumstances.

The global spirits market will continue to grow, albeit at a more

moderate rate than in the five years leading up to 2009 – a CAGR of 1.4%
is predicted between 2009 and 2015, down from 2.4% between 2004 and
2009.

India and China are expected to be the two fastest-growing markets for
spirits globally and India will overtake Russia to become the second-
largest spirits market globally in 2013, at least on registered taxed sales.
All spirits categories will show growth in India in the forecast period, with
vodka predicted to show the highest percentage growth: 12% between
2009 and 2015. In China, Scotch whisky will lead growth, up by 7.8% to
reach 2.8m cases in 2015. The US is predicted to be the third fastest-
growing market worldwide until 2015; the vodka market alone is likely to
gain over 12m cases.

Most spirits categories will see more moderate growth until 2015 than
they have in the last five years. This is largely due to the cautious
spending behavior adopted by consumers after the economic recession
took its toll on many markets. Rum and whiskey are expected to gain
share of the overall spirits market, while vodka’s share will decline.

Whiskey is expected to see the highest increase in percentage terms,

gaining around 100m cases over the next five years. The booming market
in India is leading the growth with Indian molasses-based whisky. Scotch
consumption will grow at a rate of 1.2% until 2015, compared to a 2004-
2009 CAGR of 1%. As consumers are switching to Scotch from other
categories such as aniseed, beer and even wine, and larger bottle sizes
are growing in popularity, France is forecast to show the strongest volume
growth in Scotch over the next five years.
 Due to its growing popularity among young people and its fashionable
image in many key markets, rum will continue to increase at a similar
CAGR as that of the previous five-year period. After a difficult year in
2009, more premium products are expected to return to growth in the
long term.

The global vodka market will grow at a CAGR of 0.7%, returning to

gradual growth after falling marginally between 2004 and 2009 (-0.1%).
Consumption of vodka in Germany is expected to outgrow that in the UK,
while India is likely to overtake both Germany and the UK to become one
of the top five markets for vodka worldwide by 2015. Despite repeated
claims to the contrary, the vodka market in the US continues to develop
well and growth is expected to be strong in the future. By 2015, more than
every third bottle (35.1%) of spirits sold in the US will be vodka.

In spirits generally, the super-premium-and-above price segments are

likely to see the highest increases in percentage terms, as consumers will
be more confident and able to trade up once again. The recovery of the
on-premise markets should also help the growth of this segment.

2/ Competition

The spirits market is dominated by a few major groups which regularly

compete international dimension’ brands. The industry was just emerging
from a major wave of consolidation that has reshaped the very top of the
list.

The leader Diageo under pressure from a French challenger

The world number one is undoubtedly the British Diageo, a company

founded in the mid 90 of the merger of a major player in the spirits, Grand
Met and Guinness Brewery. Its turnover, which reached almost 15 billion
Euros of sales at the close of fiscal 2005-2006, up 8%, is taken by the
group's flagship brands: Smirnoff vodka, Whiskies Johnny Walker and J & B
and Baileys liqueur.

If the advance of Diageo is comfortable, the redemption in 2005 of

the world number two, Allied Domecq, by the number three, Pernod-Ricard
has rebalanced the game. In absorbing its rival, the French not only
doubled in size but also recovered from prestigious brands: Ballantine's to
whiskey, Kahlua and Malibu liqueurs, or for Stolichnaya vodka. They
complement an already well-stocked portfolio: the anise Ricard and Pastis
51 but also whiskey Chivas Regal and Jameson, Havana Club rum, bitter
Suze or Soho lychee liqueur. Acquisitions that have boosted the group's
turnover by 68% over 2005-2006, to more than 6 billion Euros.
 Bermuda Bacardi group is ranked third by the experts but it is very
discreet about its results. Its turnover reached $3.3 billion in 2003 (2.5
billion euros), when the results were published for the last time. World
leader in rum, Bacardi is less diversified than its competitors. He relies
primarily in its portfolio brands Martini and vodka premium Grey Goose,
recently acquired. Behind, there are several American groups, less evident
on the French market: Fortune Brands, Brown Forman or Constellation
Brands. Note the weight of the French LVMH on the luxury segment, with
Hennessy cognac, Belvedere vodka and whiskey Glenmorangie, which was
purchased recently. The turnover of the group's spirits Bernard Arnault
reached 1.3 billion in 2006.

The main groups in the world of Spirits

Worldwide turnover
Group Major Brands
(billions €)
Diageo 15 Smirnoff, Johnnie Walker, Baileys, J&B, Captain Morgan (+ Guinness)
Pernod- Ballantine's, Chivas Regal, Jameson, The Glenlivet, Beefeater, Stolichnaya,
6
Ricard Havana Club, Ricard, Pastis 51, Malibu, Kahlúa, Soho, Suze
Bacardi NC Martini, Bacardi, Grey Goose
Fortune
2,3 Jim Beam, Sauza, Courvoisier, Maker's Mark
Brands
Source : Sociétés / Chiffres 2006

Smaller players very active in the French market

Besides these major players, France has some groups of smaller size
but very well placed on the national market. This is the case of Remy
Cointreau. In addition to its parent brand, Remy Martin cognac and
Cointreau orange liqueur, it has in its portfolio Passoã and Mount Gray
Rum. For a 2006 turnover of nearly EUR 800 million. Another major player:
The Martiniquaise and its whiskey brands Label 5 and Old Virginia,
supplemented by Cruz, the number one of porto in the world. The
Bordeaux group realized a turnover of 800 million euros.

Bought in 2006 by the specialist of vodka in Eastern Europe, Belvedere,

the French company Marie Brizard is now competing with these two
national players with a total turnover of nearly 840 million euros. Besides
the eponymous liqueur, available in all flavors, the group owns brands
aniseed Berger, Glen Roger's whiskey and tequila San Jose.

3/ 4 P Analysis (trends)

 Partnership often implemented with headliners

to enable consumers to recognize and feel
confident.

 Very large communication budget allocated

to ensure a substantial market share.
  The different families of spirits are: whiskey,
brandy, rum, liqueur, vodka, gin, tequila ... New
trend: Premix, Large format

 Depth range very wide, with a strategic fit of each

sector.
 The trend confirms a high cost associated with a
high quality product

 Become affordable but differ by sector: related to

the willingness to reach a young audience with a
limited purchasing power

 The alcohol sector is largely driven by sales in

supermarkets, which globally boost the market
(85% of sales).

 The collaborative web greatly helps the sector

to develop itself: Intenet website, Mobile
application (information for customer).
4/ Great similarities in the strategies adopted

It appears that the leading groups in the sector follow strategies that are
largely similar. We can indeed identify many common points:

 A refocusing on the core business: Pernod Ricard and Diageo

have operated for refocusing spectacular by separating the less
profitable activities.

 Acquisitions leading to diversification: Remy Cointreau bought

Bols and competes in the segment of vodkas and liqueurs where the
group was previously absent.
Same tactic for Pernod Ricard with the acquisition of Tequila Viuda
de Romero.

 An offensive strategy in distribution: Pernod Ricard and Diageo

in buying the Seagram brands, they are also purchasers of a
powerful distribution network (mainly U.S.).
Remy Cointreau: foundation of Maxxium joint venture with Highland
Distillers, Jim Beam Brands and Wine & Spirit (Absolut Vodka).

 A focus on global brands: most groups rely on a few brands with

global ambitions to ensure their margins and serve as an engine to
the more secondary brands.
  A policy of product innovation: the use of designers to dress the
bottles can be generalized (Gaultier for Piper Heidsieck, Castelbajac
for Suze, Garouste and Bonetti for Ricard), marketing work on the
products becomes increasingly dominant (witness the example of
Piper Baby, Remy Cointreau).

 Awareness of competition from New World Wines: Competition

from New World Wine is a real phenomenon. Large groups of wines
and spirits have been able to anticipate such competition and
bought wineries in California, South Africa or Australia.

Mains objectives of each company

 Expanding its portfolio of brands (increased bargaining power with
distributors) and their product offering (risk sharing, mitigation of
the threat linked at the reversal of fashion).

 Internationalize their operations in order to find new sources of

growth in traditional markets.

 Increase their control over wholesale distribution.

 Support their supply through improved marketing and product

innovation necessary to respond to changes in consumption.

These strategies require heavy investments and the race for the
critical size is a major concern for businesses of Wines and Spirits. For ten
years, consolidation in the spirits industry is inevitable. Indeed, the
pressure of this industry is growing by the day: the regulations are
increasingly stringent, distributors are more powerful and the lifetime of
products is shortened. Thus the critical size of companies in this sector
increased to ensure the long-term profitability.

B/ Analysis of the external macro-environment

Wines and spirits are an industry that, probably more than any other
area of luxury, is
one where the political environment plays the more pervasive role,
especially in terms
Legal and tax.

The political leadership - in the broadest sense - concerns the entire

chain, from producer to
consumers, through distributors.
 1. Production

In several countries, the regulatory control of wine quality has finally

prevailed. It was France who served as a model for production control. It
was in France, where legislative texts governing the production of wine
appear first.

2. Distribution and Marketing

The downstream sector is also subject to control by government, we

find that it has become increasingly strict over the past ten years.

- France
Without being exhaustive, four texts which require distributors to
comply with specific measures concerning the storage, transport, sale in
France and overseas products, and introduce a system of taxation at high
rates can be cited:

 The Code of taverns and  The Customs Code

action against alcoholism  The law “Evin”
 The Tax Code

- Europe
Moreover, the disappearance of duty-free intra since 1 July 1999
significantly affected the turnover of the branch of spirits, in fact,
consumers were accustomed to enjoy traveling by air or sea to buy
premium spirits including the price became more affordable, tax-free.

- USA
There is the U.S. legislation that greatly restricts, pretext of hygienic
measures, the import of products "biologically unstable" whose wines are,
as they are derived from the fermentation of grapes.

Macroeconomic data greatly influence the consumption of wine,

champagnes and spirits which are products whose demand is particularly
elastic with respect to income.
Asian recession of 1998, for example, has greatly affected the
consumption of brandy in the region. Thus, Hennessy, who produced much
of its revenue in Asia-Pacific region, saw its sales fall in 1998.
Moreover, because of the internationalization of markets, groups are
subject to international regulations and should adapt their organization to
the local markets in the case of offshoring.
 Under pressure from marketing departments, many product
innovations have appeared on the market since two or three years. The
groups want indeed adapt to new consumer trends, attract younger
consumers and rejuvenating brands.

C/ Competitive analysis with the Porter 5 Forces Analysis

 II/ INTERNAL DIAGNOSTIC

The Rémy Cointreau Group, whose origins date from 1724, is the result
of the merger in 1990 of the holding companies of the Hériard Dubreuil
and Cointreau families that controlled E. Rémy Martin & Cie SA and
Cointreau & Cie SA respectively. It is also the result of successive alliances
between companies operating in the same business segment of wines and
spirits.

A/ Sector Review
Rémy Cointreau Group Operations

The Rémy Cointreau Group is one of the principal operators in the

world market for wines and spirits with a portfolio of international premium
brands that include Rémy Martin cognac, the orange liqueur Cointreau,
Passoa liqueur, Metaxa brandy, Mount Gay rum and Piper-Heidsieck and
Charles Heidsieck champagnes.

The Group is:

 The market leader with Rémy Martin in Fine Champagne
cognac;
 A leading international player in the champagne business with
Piper-Heidsieck,
 A leading producer and distributor of liqueurs in Europe with
Cointreau and Passoa.

1/ Cognac

The Cognac business, which brings together the various products of

the Rémy Martin brand, is the Group’s principal division in terms of
turnover and operating profit.

Rémy Martin cognacs are solely produced from Petite Champagne

and Grande Champagne eau-de-vie, the two best vineyards in the cognac
region as they possess the best ageing potential. Rémy Martin’s priority is
to be in the premium segment with, in particular, its three flagship
products, VSOP Fine Champagne, XO Excellence Fine Champagne and
Louis XIII Grande Champagne.
  Competitive Ranking

Four Cognac brands share 80% of the world market: Rémy Martin (Rémy
Cointreau), Hennessy (LVMH), Martell (Pernod Ricard) and Courvoisier
(Fortune Brands). Rémy Martin is the second Cognac brand with a
13% market share (source: BNIC 2010). Rémy Martin achieves around
90% of its shipments in the superior qualities (QS) segment which
represents over 51% of the total Cognac market (source: BNIC 2010).
Rémy Martin, the leader in this segment holds a 20% market share.

2/ Liqueurs & Spirits

The Liqueurs and Spirits division brings together brands that operate in a
high volume market featuring many contributors in terms of product
categories (liqueurs, vodkas, gins, whiskies, rhums, brandy, local
specialties, etc.) and brands with a local or international reach.

Thus in Europe,
the market can be
analysed as
follows

Rémy Cointreau’s principal brands are the orange liqueur

Cointreau (43% of divisional sales), the Greek brandy Metaxa (22%),
Passoa liqueur (12%), St Rémy brandy (10%) and Mount Gay rum
(10%). The Group’s strategy is to focus investment on a defined number of
high potential markets for each of its brands.

The products marketed by the Group come essentially from the

production site in Barbados for rum and Angers (France), the origin of the
Cointreau brand, for the other brands, with the exception of Metaxa which
comes from Greece.
  Competitive Ranking

The Liqueurs and Spirits industry is very fragmented due to a great

variety of products. New products are launched regularly. The principal
producers and distributors are Diageo, Pernod Ricard, Fortune Brands and
Bacardi Martini. The Group brands also compete with both local and
international brands.

2/ Champagne

Rémy Cointreau is one of the main producers of champagne with

average sales of 10.1 million bottles over the last three years. The Group’s
two leading brands in the division are Piper-Heidsieck and Charles
Heidsieck, each with a distinct market positioning.

Piper-Heidsieck is aimed at the “major brands” segment and ranks

fourth among export brands (source: Impact 2009). It is a leading brand in
France, Germany, Japan, Belgium and the UK. Charles Heidsieck, which is
positioned in the “Wines” top of the range segment, is distributed through
specialist channels, mainly in France, Italy, the US and the UK.

 Competitive Ranking

Piper-Heisieck competes with Moët & Chandon, Pommery Mumm, etc in

the Champagne market and is seventh place worldwide by volume. It is
however in fourth place in Champagne exports (source: Impact 2009).
  Respective relative size of each division

A/
Sector
Review

B/ Analysis of Human Resources/Finance

1/ Human Resources

On March 31st 2010, the group’s total staff reached 1571 salaries,
which means a 3, 8% raise. This evolution is due to the supplementary
recruitments in the Asian zone.

 Staff distribution per geographic zone

 Staff distribution per activity

  Staff distribution per profession

 Rémy Cointreau ’s simplified organization chart (% in capital)

 The board of directors

We can notice that Mr. Pierre Cointreau is the Honorary President of

Rémy Cointreau board of directors, while Ms. Dominique Hériard Dubreuil
is its Chairman. Otherwise, the board is composed by 10 members, of
which two persons from the Hériard Dubreuil family and four independent
board members.
  The executive committee

There are six persons in the executive committee, in which the Chief
Executive Officer Jean-Marie Laborde, the Human Resources Director Jean-
François Boueil, the financial director Hervé Dumesny, the International
Director of the Markets Damien Lafaurie, the Director of the Strategy and
of brands development Christian Liabastre and the Operating Director
Patrick Marchand.

 Statutory Auditors

Rémy Cointreau calls upon two different Statutory Auditors:

- Ernst & Young & Autres, represented by Marie-Laure Delarue

- Auditeurs & Conseils Associés, represented by Olivier Juramie
  Commissions

Each commission includes at least one independent director. There

are four commissions:

- The “Audit and Finance” commission

- The “Nomination and Payment” commission
- The “Development and Marketing Strategy” commission
- The “Ethic, Environment and Sustainable Development”
commission

 The Human Resources politic

The group politic is based on several founding convictions which lead

its actions:

- The development of collaborators, source of people motivation

and vehicle of team’s mobilization, as much as the need to
constantly improve the firm performance are goals perfectly
associated, which rely on the same management principals.
- Another historical commitment of the group is to promote
collective agreement and the negotiated solution favoring
dialogue and cooperation each it is possible.
- At the same time, they are attached to promote the new
commercial dimension and to irrigate all its organization with the
global and multicultural wealth brought by the birth of its new
distribution network.

3/ Finance

In 2009, Rémy Cointreau recorded an 807, 8 M€ turnover, an organic

operating margin of 18, 4% and an operating result of 140 M€, with
its1571 collaborators.

 Evolution of the share rate

In its 2009/2010 annual report, Rémy Cointreau showed an

increasing share rate of 20, 5% in 2009. The Rémy Cointreau share ended
at 35, 60 € on December 31st 2010.
On March 31st 2010, end of the group’s fiscal year, the share ended
at 38, 25€.
Rémy Cointreau market capitalization was then up to 1 852 830 000
€.

 Rémy Cointreau ’s share from June 1st 2009 to June 23rd 2010 (€)
  Shareholders’ information

The financial communication

direction has the responsibility to set up
the Group’s Communication policy toward
the financial community, the investors
and the shareholders. It is available to
anyone who wishes to be informed on the
company’ life and a letter is sent to all the
shareholders.

 Shareholders’ Privilege Club

The Privilege is open to all its individual shareholders who have an

interest in the Group’s life. It allows its members to know the Group better,
its activities and brands, by offering them special offers on specific
products.

It enables as well the members to benefit from a preferential

welcome in the different production sites adapted to visits, as in Angers or
Cognac for instance.
  Evolution of the dividend and of the total amount of shares

Close accounts on
2007 2008 2009
March 31st
Net dividend per share 1,20 € 1,30 € 1,30 €
Total number of
45 657 049 46 792 120 47 113 389
shares

C/ Analysis of marketing function

1/ Product

The company emphasizes the quality of its products, knowledge and

its authenticity to satisfy the “amateur”. But to face its competitors,
renew itself and modernize the image of its product, Remy Cointreau
develops new ranges with different fruity flavour to seduce young
consumers and women. For instance "Rémy Silver", " Rémy Red”
(cocktails with cognac), Passoa (melon cactus) or “Ponche Kuba”
(a new liqueur, a cream of rum of the Caribs and vanilla).

Remy Cointreau also wants to be recognized as the leader of cocktails.

Marketers are in charge of inventing cocktail recipes based on alcohols
sold by the group. These cocktails are to be served as well at home as in
bars or clubs.
 The company tries to seduce new consumer with a differentiated
packaging: more original, more luxurious, more adequate to a category of
consumers. Let’s take the example of the trendy for Cointreau: the firm
invented the Cointreaupolitan, a cocktail with Cointreau and cranberry.
Selling it in a pinky but transparent packaging (so the consumer can see
through it) with a pink shaker, the packaging is actually part of the product
and makes it fashion and trendy.

2/ Price

The strategy of the group is to increase, on every market, the range of

their brands. That’s why Rémy Cointreau is increasing its prizes to
maintain a coherence in its strategy but also partially compensate the
decline of the sales volume. Indeed, Remy Cointreau privileges the
margins to the volumes by making fit the sale price to the image of the
various brands.

3/ Promotion

 PLV

The emphasis of products in shelf spaces is an important

investment for the group. The PLV is essentially used to
suggest directly to the consumer a purchase.
The group does not hesitate to propose promotions (creating of a
casket or offering a shaker for the purchase of a bottle
for example) but also the emphasis of a product by Aisle end
displays (example of the "cointreaupolitan").

 Celebrities as brand ambassador

The group also appeals to a famous personality to represent its

brands. Dita Von Teese for example is the ambassador, and embodies the
chic and glamour of the Cointreau brand. Together, they created the "Be
cointreauversial show" presented in the biggest capitals of the world (New
York, Tokyo, Sao Paulo, Paris, Los Angeles, Las Vegas and London.) The
purpose is to cultivate a glamorous, feminine and urban style.

 Event

Rémy Cointreau who wants to stand out as the leader of cocktails,

organizes on a regular basis happenings in fashionable clubs to make their
own promotion. The group created the evenings " Seven 2 One ". They
take place on Thursdays evenings from 7 pm till 1 : the idea is that people
come right after work but don’t stay up too late. The objective is to make
Cointreau look younger.

 Prévention

Prevention is a new mode of communication. Besides the regular

advertising, the responsible communication is important for the group.
Even if the sanitary mentions are already compulsory, Remy Cointreau
decided to go farther by creating a charter of responsible marketing which
we can read on their web site.
The company is a part of an association which fights " against an
excessive or inappropriate consumption of alcoholic drinks ". This
association launch initiatives as : a charter to supervise the consumption
of alcohol in student party, awareness campaigns, code business ethics
covering all the commercial communication of alcohols …

 Web 2.0 communication on social networks

With always the same goal in mind, which is to seduce the young
adults, the group adapts itself to new modes of communication by using
internet to communicate. For instance, the Passoã brand created a buzz
on Net and was successfully led on the social networks such as Facebook,
Netlog and Hyves on the various markets.

=> The group launched a blog on Passoã with cocktail recipes, good deals
and ideas to have amazing evenings and the challenge “Tent-Xperience”
(in order to win a journey of one week under the sun of Ibiza) : all that was
needed was to play and to have the best score. Bloggers participating in
the challenge received a "buzzkit".

 Newspaper ans advertisment

4/ Place

Rémy Cointreau is organized around two distributions networks:

- Twelve subsidiaries of distribution solely in Asia (China, Taiwan,
Singapore, Japan), Europe (Belgium, Luxembourg, Czech Republic,
Slovakia). Seventeen new contracts of distribution were signed to assure
the marketing of the products of the Group on other markets.
- joints - venture.

Products are distributed in:

- specialized stores,
- hypermarkets and supermarkets,
- bars, restaurants, Hotels and clubs,
- dutty free.

This market is a privileged market and world shop window of the

reference brands and the top of the range. In the big tourist regions, local
teams are dedicated to it. In the big airports, the visibility of the brands is
important; it was strengthened with more merchandising and a bigger
selectivity of the offer.

D/ Analysis of strategy and success keys factories

1/ Strategy and Positioning

Strategy of the Group consists in concentrating its investments on markets

with great potential for each of its brands.
In a strong competitive context, Rémy Cointreau leads a valuable strategy
which aims in:
· define a premium location = > a politics of rise in prices,
· develop its marks top of the range on the world markets with great
potential of growth and profitability,
· develop its marks in international,
· to develop the consumption pattern = > for exemple, for all the
markets Cointreau revitalize the mode of cocktails, the marketing effort
consists in imposing them in apéritif.

2/ Success keys factories

The strategic elements that Remy Cointreau control to ensure its

sustainability and legitimacy are:
- mastery and management of distribution networks,
- control over the image of its products worldwide,
- the efficiency of business networks with more than 400 malls in over
thirty countries,
- ability to innovate in order to gain and retain new customers.

II/ SWOT ANALYSIS

 Internal analysis
IV/ RECOMMENDATIONS

Strategic

 Adopting an external growth strategy

• Put in place an ambitious acquisitions policy in order to widen the

brand portfolio (a lot less diversified than the main market players
such as Diageo, Pernod Ricard, etc) remaining on a premium
positioning.

•Widen their products offer, which will allow the group to pool the
risks and diminish the threat linked to a turnaround of popular trends.

 Supporting an intern growth strategy

• A rationalization of its activities => Refocusing on brands with a
strong added value and selling of “secondary” unprofitable brands.

 Maintaining and developing the offer on duty-free markets,

which have an important international potential.

 Supporting the improvement of the financial structure toward

a more favorable “currency” environment.

 Adopting an offensive strategy

•Supporting their offer by rising the marketing spending through

marketing innovations and new products launch in order to respond
to consumption evolutions.

 Pursuing a strong internationalization strategy

• Reinforcement of its positions on emerging booming markets and

remaining as the field example.
 => Remy Cointreau already has got an important geographical
influence, but should focus its efforts on strong potential markets
such as Asia with new territories like India or Vietnam offering strong
development prospects.

 Adopting a more intense diversification strategy

• Remy Cointreau must support a diversification policy, and thus widen

its field of action, but should as well invest on niche markets.

• Selling the champagne field touched by the crisis and which is

unprofitable, which would allow the group to invest on more profitable
fields.

Communication

By and large, Remy Cointreau is proposing a complete communication

strategy, but the group can as well:

 Adopting an interactive communication strategy

• The group can focus its communication disposal through digital

and interactive tools in order to attract neophytes and a younger
target.

• Tools such as: iPhone applications with for instance cocktail

recipes, geographical positioning of the shops thanks to a
geolocation, augmented reality services, etc.

 Pursuing the actions of responsible & institutional

communication

• Considering the communication restraints toward alcohol =>

reinforce the sponsorship actions

=> Objectives: visibility, developing the brand image and the

reputation, motivating and animating the sales network and/or all
the salaries, showing the business integration in its economical and
social environment (Corporate social responsibility)

Distribution
  Increasing the control the group having on their wholesale
distribution.

 Building strong partnerships with local operators on priority

markets

Price

 Remy Cointreau must continue its ambitious price policy in

order to maintain coherence with its initial strategy.