Strategic Flexibility And Adaptation

🚨 Based on the 2025 SVB Wine Report, here’s how I’d adapt as a wine brand owner: ✅ Shrink production or SKU count If retail and wholesale are backed up and consumers are hesitant, don’t overextend. Lean into your top-performing wines and clear dead weight. ✅ Rethink your target audience Boomers are sunsetting. Gen Z is abstaining. The real opportunity? The 30–45 year-old consumer who’s stuck between wine, beer, and spirits. Speak directly to them. ✅ Double down on direct-to-consumer SVB data shows wholesale-heavy brands struggled the most. Tasting rooms may be down, but email, social, and loyalty still convert—if used well. ✅ Offer value without discounting your brand Consumers are deal-hunting. Don’t gut your pricing. Use bundles, shipping incentives, private labels, or limited-time offers instead. ✅ Modernize your storytelling White wine, Prosecco, and no/low-alc are on the rise. Make it fun. Make it feel approachable. Ditch the prestige play if it isn’t landing. This isn’t a temporary slump. It’s a shift. And the brands who adapt now will be the ones still here in 2030. 🧠 I’ve been working on something behind the scenes to help wine and beverage brands make that shift—with clear strategy, tighter storytelling, and a buyer-first approach. If you’re curious, DM me or keep an eye out 👀 #winemarketing #dtcwine #wineindustry #wineryowner #directtoconsumer #winetrends #winebusiness #beverageindustry #svbwine #winedata #winebranding #winesales #winegrowth

Quantum readiness is less about sudden disruption and more about cultivating skills, forging collaborations, and aligning strategies with evolving standards, so that businesses can gradually integrate these technologies into their long-term transformation paths. We should see quantum computing as a journey that requires methodical preparation. Finance, logistics, chemistry, and cybersecurity are already experimenting with hybrid models that combine classical and quantum systems. These early steps show that the transition will not happen overnight, but through structured phases of learning and integration. The priority for leaders is to identify processes where quantum can create measurable improvements. This means feasibility studies, pilots, and a roadmap that integrates quantum into IT environments in a sustainable way. At the same time, teams need training in principles, tools, and algorithms, because without this foundation, the technology remains an abstract concept. Collaboration is another essential layer. Partnerships with research hubs, vendors, and cloud providers open access to quantum resources that would otherwise remain out of reach. Alongside this, governance and security must advance with post-quantum standards, ensuring compliance and ethics are never secondary. The real challenge is continuous adaptation. Regulations and technologies will evolve, and strategies must remain flexible. This long-term perspective will define the organizations that are prepared to grow with the next wave of innovation. #QuantumComputing #DigitalTransformation #FutureOfWork

Can STRATEGY learn anything from QUANTUM MECHANICS? Quantum mechanics offers valuable insights for strategic leadership in today's complex and uncertain business environment. Here's how we can apply quantum principles to enhance our leadership approach: 1]. EMBRACING UNCERTAINTY AND POSSIBILITY In quantum mechanics, particles exist in multiple states simultaneously until observed. Similarly, strategic leaders must embrace uncertainty and consider multiple possibilities. Instead of rigid, deterministic planning, we should: - Envision multiple potential outcomes for any situation - Explore diverse approaches with input from various stakeholders - Maintain flexibility to pivot as circumstances evolve This "superposition" mindset allows us to thrive on uncertainty and foster innovation at the "edge of chaos". 2]. THE POWER OF OBSERVATION AND INTENTION Just as observing quantum particles affects their state, a leader's focus shapes organizational reality. We must be mindful of our "observer effect" by: - Cultivating awareness of our perceptual biases - Intentionally creating a positive organizational culture - Balancing focus between efficiency (exploiting) and effectiveness (exploring) Our attention and expectations have ripple effects throughout the organization. 3]. INTERCONNECTEDNESS AND EMERGENCE Quantum entanglement demonstrates the interconnected nature of particles. In leadership, this translates to: - Fostering strong relationships and networks within teams - Recognizing that small actions can have far-reaching impacts - Allowing for bottom-up, self-organizing structures to emerge By cultivating a high "connectivity quotient," we can create teams that perform beyond the sum of their parts. 4]. ADAPTING TO COMPLEXITY Quantum uncertainty challenges traditional, linear planning. To lead effectively in complex systems: - Adopt an adaptive, learning-oriented approach to strategy - Encourage experimentation and "quantum tunneling" to overcome barriers - Focus on creating conditions for innovation rather than rigid objectives. By embracing these quantum principles, we can develop a more nuanced, flexible, and effective approach to strategic leadership in our rapidly changing world.

Lately, I was sitting with a hotel GM, poring over the monthly numbers. All was good, profitability, revenue growth, cost metrices But then came the F&B report—a story of missed opportunities. It wasn’t that guests weren’t spending; they were just spending somewhere else. The problem? Guests loved the local taste in the market, and try that instead of identical hotel menus. They were flocaking to a trendy cocktail bar with Instagrammable drinks, and the buzzing local café offering live music on weekends. The truth hit hard: We weren’t just competing for heads in beds; we were competing for plates and glasses too. We brainstormed the ideas to reclaim our fair share of the guest’s wallet and came across few time tested options: 1. Curate Experiences, Not Just Menus Guests crave stories. Host a wine night featuring bottles from local vineyards or a chef’s table with dishes inspired by the region’s flavors. Make dining more than just a meal—make it a memory. 2. Partner with, Not Against, Local Attractions The café next door doesn’t have to be your enemy. Collaborate with them for exclusive guest perks: free dessert with dinner, a signature cocktail, or a voucher included in the room rate. When you work together, everyone wins. 3. Leverage Convenience Without Feeling "Corporate" In-room dining has a reputation for being uninspired and overpriced. Break the mold. Offer picnic baskets for guests heading to the beach or late-night snacks tailored to their Netflix binges. 4. Know Your Audience Families, solo travelers, couples—they all want different things. Maybe your rooftop bar transforms into a family movie night on Sundays. Or your breakfast menu includes quick grab-and-go options for business travelers. Tailor your offerings to their needs. Here’s the thing: When guests have an unforgettable dining experience at your hotel, they’re more likely to return—not just to eat, but to stay. They’ll remember the rooftop view, the friendly server, and the local flavors. And they’ll associate all of that with your property. So, if your F&B numbers are lagging, don’t just ask why guests are leaving. Ask how you can make them want to stay. And if you can meet them where they are, you won’t just win their dollars. You’ll win their hearts.

How to define your pricing strategy? While there are a lot of ways to define and conclude the pricing strategies, the thumb rules in my opinion are: 1. “Go local”- each geography has different demographics, define them. 2. Understand the market fit w.r.t. the paying potential and perceived value of the product/service. 3. Create the graph of demand v/s supply for your product/service to potentially surcharge or undercharge the customer. 4. Map your Competition and place yours in the required segment. 5. Define price brackets across the multiple lifecycle of your product (launch to liquidation) or the customer lifecycle (discovery to retention) for your services. 6. A/B test the offer strategy for each demography in respective geographies. (Example - 50% v/s buy1get1 while the sell price remains the same.) P.S. The entire above content is authentic and written using my experience, not by any of the #aitools #marketing #pricingstrategy #business #ecommerce

Pricing Strategies for Indonesian Consumers Setting competitive prices in Indonesia's FMCG market, especially for home care, personal care, and food products, requires a strategic approach. It's essential to recognize the unique market dynamics and consumer behavior in this diverse and rapidly evolving market. In recent years, Indonesia has experienced significant economic growth, with the FMCG sector expanding by 5.7% in Q2 2024 despite inflationary pressures. However, inflation has impacted local purchasing power, making it crucial for businesses to adopt pricing strategies that balance affordability with value. To succeed in this market, consider the following strategies: 1. Tiered Pricing: Offer products at various price points to cater to different income segments. This approach ensures that both budget-conscious consumers and those seeking premium products can find suitable options. 2. Value Packs and Bundling: Create value packs or bundle products to provide cost savings and increase perceived value. This strategy is particularly effective in the home care and personal care sectors. 3. Promotional Pricing: Implement promotional campaigns during peak shopping periods or festive seasons to attract price-sensitive consumers. Discounts, loyalty programs, and limited-time offers can boost sales and drive consumer engagement. 4. Localization: Tailor pricing strategies to specific regions within Indonesia. Urban areas may support higher price points due to higher disposable incomes, while rural areas might require more competitive pricing. 5. Cost Management: Focus on optimizing supply chain and production processes to reduce costs without compromising quality. Efficient cost management allows businesses to maintain competitive prices while safeguarding margins. 6. Digital Integration: Leverage digital channels to reach consumers directly and offer personalized pricing based on their purchasing behavior. E-commerce platforms can provide data-driven insights to refine pricing strategies. Understanding and adapting to local market conditions is key. By implementing these strategies, businesses can effectively navigate the complexities of the Indonesian FMCG market, ensuring sustainable growth and customer loyalty. "Price is what you pay. Value is what you get." - Warren Buffett - #NIZSharing

Why small wineries can't rely on distributors anymore... A boutique winery owner came to us recently with a problem we’re hearing more and more: His wholesale distribution network had crumbled. 📉 His regional distributor shut down. 📉 His rep retired. 📉 The bigger distributors? Not interested unless he could bring something “big” to the table. Sound familiar? For years, he relied on distributors to move his wine. But now? Sales had stalled. Without a new strategy, he was stuck. The good news? He wasn’t starting from scratch. He already had: ✅ 1,500 email subscribers (but only emailed them once a month) ✅ A Facebook & Instagram audience (but mostly memes, no real strategy) ✅ Google Ads running (but little to no conversions) So, we proposed a DTC game plan to put control back in his hands: 🔹 Turn his email list into a revenue driver – Set up automations like welcome flows, abandoned cart recovery, and loyalty offers. 🔹 Review his tech stack – Identify the essential tools for DTC success and cut the fluff. 🔹 Launch Meta lead generation campaigns – Instead of waiting for sales, actively build a pipeline of ready-to-buy wine lovers. 🔹 Optimise the website to convert traffic – Because getting visitors isn’t enough; they need to buy once they land. Here’s the thing—distributors don’t build your brand. They build their portfolio. If you’re relying on them for sales, you’re putting your business in someone else’s hands. 📢 Our advice to wineries: Own your customer relationships. Take control of your sales. But here’s the caveat... All of this will take time and resources. While digital channels are incredibly cost-effective (think about what it takes to build and run a cellar door), they do require an investment of your time and strategy. The question is: Are you ready to future-proof your wine business? 🚀 If you want to break free from the distributor cycle and start selling direct, drop “DTC” in the comments (or send me a PM) & I’ll share some insights! #winemarketing #emailmarketing  #winemarketing  #winebusiness  #digitalmarketing  #spiritsindustry  #beerindustry  #alcoholindustry  #beveragebrand  #beverageindustry  #drinksbrand  #drinksindustry  #winery  #ecommercemarketing

European power markets with congested networks 𝘂𝗿𝗴𝗲𝗻𝘁𝗹𝘆 𝗿𝗲𝗾𝘂𝗶𝗿𝗲 𝗹𝗼𝗰𝗮𝗹 𝗽𝗿𝗶𝗰𝗲 𝘀𝗶𝗴𝗻𝗮𝗹𝘀. However, reducing the size of pricing zones has drawbacks. As alternative, 𝗹𝗼𝗰𝗮𝗹 𝗺𝗮𝗿𝗸𝗲𝘁𝗽𝗹𝗮𝗰𝗲𝘀 could bring price signals to consumers. Local marketplaces 𝗲𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗺𝗮𝗿𝗸𝗲𝘁 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆, building on experience from local flexibility markets and energy communities. They would be linked by a clearing algorithm that efficiently allocates available transmission capacity, 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗼𝗻 𝗻𝗼𝗱𝗮𝗹 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 in US, Canada, Chile, and New Zealand.   𝗪𝗵𝘆 𝗶𝘀 𝗮 𝗿𝗲𝗳𝗼𝗿𝗺 𝘂𝗿𝗴𝗲𝗻𝘁? •   To save redispatch costs, currently amounting to about 2-4 billion € for consumers in Germany per year. •   To avoid escalating congestion caused by demand flexibility responding to price in large pricing zone that does not reflect the value of electricity at the location. •   To allow transmission system operators (TSO) to provide more grid access to flexibility like batteries. •   To avoid cyber security risks caused by increasing volumes of assets centrally (re-)dispatched. 𝗛𝗼𝘄 𝗰𝗼𝘂𝗹𝗱 𝗹𝗼𝗰𝗮𝗹 𝗺𝗮𝗿𝗸𝗲𝘁𝗽𝗹𝗮𝗰𝗲𝘀 𝗼𝗳𝗳𝗲𝗿 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻? •   Think of a farmer’s markets where everyone can sell their local products and meet their local needs. •   Like farmer’s markets, local marketplaces are interconnected: If the local supply is limited and transport is available, traders bring in goods from and to other marketplaces. •   Local marketplaces allow all stakeholders to be rewarded for contributing to system needs – from consumers to producers, from distribution to transmission grid owners, and from retailors and local utilities to exchanges. 𝗛𝗼𝘄 𝗺𝗶𝗴𝗵𝘁 𝗹𝗼𝗰𝗮𝗹 𝗺𝗮𝗿𝗸𝗲𝘁𝗽𝗹𝗮𝗰𝗲𝘀 𝗼𝘃𝗲𝗿𝗰𝗼𝗺𝗲 𝘁𝗵𝗲 𝗱𝗶𝘀𝗽𝘂𝘁𝗲 𝗼𝗳 “𝗹𝗮𝗿𝗴𝗲𝗿 𝘃𝗲𝗿𝘀𝘂𝘀 𝘀𝗺𝗮𝗹𝗹𝗲𝗿” 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝘇𝗼𝗻𝗲? •   They avoid a repeated and politically challenging decision on where to draw borders of pricing zones by providing a local price signal at the scale of cities and regions. •   They avoid redispatch that remains necessary with smaller pricing zones (2-5 per country) and thus avoid the need to separate trading from balancing. Local marketplaces thus enhances liquidity and competition compared to smaller and larger pricing zones. It is important to realize: Local prices are primarily required for efficient operation, not for guiding location of demand. 𝗟𝗼𝗰𝗮𝗹 𝗲𝗹𝗲𝗰𝘁𝗿𝗶𝗰𝗶𝘁𝘆 𝗰𝗼𝘀𝘁 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀 𝗮𝗻𝗱 𝘁𝗵𝗲𝗿𝗲𝗳𝗼𝗿𝗲 𝗿𝗶𝘀𝗸𝘀 𝗳𝗼𝗿 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀 𝗰𝗮𝗻 𝗮𝗻𝗱 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗵𝗲𝗱𝗴𝗲𝗱, for example using the tripartite electricity contract. This will support industry and households at any location. Enjoy the joint report with Seabron Adamson Martin Bichler Franziska Klaucke Klaus Mindrup Luis Olmos Camacho Anthony Papavasiliou Konstantin Staschus Leon Stolle Silvia L. Vitiello

Wine’s Future is in Our Hands: Real Steps for a Better Tomorrow Over the past week, I’ve been reading some fantastic research from across our industry. While my earlier posts celebrated the magic of wine, these new insights have given me some very practical ideas that anyone can put into action, no matter your size or budget. Here’s what I learned and how we can move forward together: 1. Keep It Simple and Focus on What Works • Review Your Offerings: Use any available data (even simple sales records) to see which wines are connecting with your customers. Cut out the extras that aren’t working and focus on those that tell your story best. • Streamline Production: Sometimes less is more. Reducing the number of different wines can help you concentrate on quality and authenticity. 2. Get Online and Connect • Use Digital Tools: Live streams, or simple video tours of your vineyard can bring your story directly to consumers. • Tell Real Stories: Share your day-to-day work on the farm, the challenges you overcome, and the pride you take in every bottle. Social media isn’t just for big brands—it’s a way for every winemaker to connect directly with customers. 3. Embrace Sustainability in a Real Way • Eco-Friendly Practices: Look into regenerative farming and other simple steps that improve your land’s health. • Smart Packaging: Explore cost-effective, eco-friendly packaging and closures that show your commitment to the environment without overcomplicating your process. 4. Appeal to Younger Consumers • Speak Their Language: Forget the heavy jargon. Explain your process in plain, heartfelt language. Young buyers want authenticity and a genuine connection. • Fun, Informal Experiences: Consider hosting local tasting events or pop-ups where people can learn about wine without the pressure of formal wine classes. 5. Learn and Grow Together • Modern Training: Look for low-cost online workshops and webinars that mix traditional winemaking with modern techniques. • Share Knowledge: Join local or online groups where you can swap tips and learn from others in the trade. Continuous learning isn’t just for big companies—it’s for every one of us. 6. Build Local and Global Connections • Flexible Partnerships: Work with local distributors or other winemakers to share resources. When global trade is unpredictable, a strong local network can make all the difference. • Stay Agile: Keep an eye on market changes, and be ready to adjust your strategy. It’s about being smart and flexible in tough times. These are not fancy corporate strategies; they’re practical, down-to-earth steps that I believe can help us all not just survive but thrive in a changing world. Let’s take these ideas, share our experiences, and build a future where wine continues to bring joy, connection, and a taste of the extraordinary to everyone. #WineIndustry #FutureOfWine #Sustainability #DigitalEngagement #Winemaking #WineCommunity #PracticalSteps #ResilientWine

I am inspired by a recent post from Matthew Deller MW regarding actionable steps to improve the wine world. My own thoughts below, focused mainly on wholesale sales; 1) Relationships come first. Value the people who buy and resell your wine. Realise that they are facing the same challenges as you. Find the best way to work with them for mutual success. Their sales may be down but they are not the enemy. 2) Ask your customers what they actually want. Understand their business and their customers and what drives them. You may be surprised by the answers they give. 3) Stop making wine you can't sell. This should be obvious, but..... 🙈 4) Stop making more wine than you have a channel for. Oversupply will only lead to discounting and long term brand damage. 5) Consider private labels, exclusive labels, second or trading labels. Now is the time for survival not perfection. 6) Negotiate trading terms realistically. The economy is tough. Everyone down the line is grappling with cashflow challenges. 7) Accept that the market is oversupplied and pricing may be lower than your expectation. It's simply economic supply and demand. No one is screwing you. It's not personal. 8) Work the patch. Leave no stone unturned. There are still a lot of wine bottles purchased every day. There are new channels, new customers and buyers who still haven't tried your wines. 9) Be prepared to cut a deal. Most buyers are reasonable people. Everything is negotiable. Concede something they want and ask for something you want. It's called win-win. If you try to win at the customer's expense they will just go elsewhere. There's another 1000 wineries lined up behind you prepared to do the deal. 10) Deal with integrity and honesty. Your reputation is everything. It will keep you in the game longer than any other factor. It's more important than the "quality" of your wine. 11) Realise this is a service industry. Fix your problems fast. Own them. Your customers will come back. 12) Invest in sales. It's just as important as your vineyard and your winemaking and it may even help you to survive. 13) Make it fun. That's hard to do when the odds are stacked against you, but your customers will remember the soft touch. Be a real human.