Analysis of the national wine marketing strategy from the perspective of Nyakas Winery Ltd
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| Dokumentumtípus: | Diplomadolgozat |
| Kulcsszavak: | 21. század analysis bor borászat strategy |
| Online Access: | http://dolgozattar.uni-bge.hu/56626 |
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| 100 | 1 | |a Nyul Bendegúz Márk | |
| 245 | 1 | 0 | |a Analysis of the national wine marketing strategy from the perspective of Nyakas Winery Ltd |c Nyul Bendegúz Márk |h [elektronikus dokumentum] |
| 520 | 3 | |a In the past year, new demands have emerged due to the EU's anti-alcohol campaigns, stricter distribution frameworks, and changes in labeling regulations. One group of the new generation primarily favors energy drinks, while others consume non-alcoholic beers and have started seeking reduced-alcohol or alcohol-free products, including wine. Alongside responsible consumption, health-conscious thinking plays a role in reducing carbon footprints, contributing to the spread of these trends. In contrast, the middle-aged demographic still seeks and purchases wines and champagnes but scrutinizes more carefully what they spend on (quality, brand, etc.), or since wine is not a staple food, it often doesn't make it into the shopping basket. The elderly, due to age or health conditions, consume considerably less wine. The extended producer responsibility (EPR) system launched last summer, as well as the costs of the mandatory deposit return system (DRS), also apply to wines, and starting this summer, there will be a 50 Ft deposit fee for wines bottled in plastic (PET) and glass bottles. While there are uncertainties in the expected market trends and the evolution of existing ones, these are negligible. To recognize trends, we need to pay attention to and understand consumers. The emergence of new demands has presented challenges to the wine industry for which there is no immediate answer. New beverages have appeared that combine soft drinks with alcohol, creating new types of drinks such as RTD (ready-to-drink) beverages, hard seltzers, long drinks, and cocktails on store shelves. These are drinks that were previously freshly mixed for guests but are now readily available for purchase. The key characteristics of these drinks are variety and flavor richness. Flavor experience is paramount, and we should not forget the importance of product appearance and packaging design. My conclusions are related to the objectives outlined in the introduction. I have prepared a SWOT analysis for the Hungarian grape and wine sector and for Nyakas Winery Ltd. Based on the information I have gathered and internet sources, I compared how Nyakas Winery Ltd.'s trade and wine marketing strategy relates to the National Wine Marketing Strategy. I highlighted the common elements in the SWOT analyses as follows: Common strength for both: highly trained, competitive professionals and the good performance of wines in international wine competitions. Common opportunities: increasing demand for sparkling wine and champagne. Implementation of ecological grape cultivation: organic wine, organic wine, Vegan trademark. Also, stabilizing and increasing export market positions with improved quality. Consideration of cultivating world grape varieties on modern, irrigated, mechanized plantations, and exporting wine. Their common weaknesses: not always marketable grape variety composition, quality issues due to different vintages, complex administration, emergence of new wine market trends such as reduced-alcohol and alcohol-free products, issues related to the introduction of the EPR (Extended Producer Responsibility), DRS (Deposit Return System), and labeling obligations (Calories, etc.). Common threats: decreasing export opportunities, low average grape and wine prices, increasingly extreme weather conditions, shortage of manual labor in vineyards, and the emergence of new grape diseases. I selected two countries, Denmark and the Netherlands, as relevant target markets for the introduction and promotion of Nyakas wines, utilizing the 4Ps of marketing, or marketing mix. There are numerous common points between the National Wine Marketing Strategy and the marketing and sales strategy of Nyakas Winery Ltd. In fact, it can reverse the domestic wine consumption trends, which was my initial hypothesis. In our changing world, we must keep all options open and respond immediately to emerging situations. Perhaps this is the key to successful operations in the coming decade. | |
| 695 | |a 21. század | ||
| 695 | |a analysis | ||
| 695 | |a bor | ||
| 695 | |a borászat | ||
| 695 | |a strategy | ||
| 700 | 1 | |a Gáspár Dr. Tamás |e ths | |
| 700 | 1 | |a Nagy Péter |e ths | |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56626/1/Bendeg%C3%BAz%20Nyul%20MTCU8G%20THESIS-%20ANALYSIS%20OF%20THE%20NATIONAL%20WINE%20MARKETING%20STRATEGY%20FROM%20THE%20PERSPECTIVE%20OF%20NYAKAS%20WINERY%20LTD.%20PDF.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56626/2/nyilatkozat-a-szakdolgozat-statuszarol-nyilvanos-bizalmas-2020%20%281%29pdf.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56626/3/Nyul%20Bendeg%C3%BAz.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56626/4/M%C3%A1rk%20Bendeg%C3%BAz%20Ny%C3%BAl%2C%20Thesis%20Evaluation%20MTCU8G.pdf |z Dokumentum-elérés |