Cavid-19: Alcohol industry should think creatively

Oliver Wright is the world leader in consumer products and services at Accenter.

The economic panic of the COVID-19 announcement will be felt in almost all businesses worldwide over the next few years. This is especially true for alcoholic beverages. Online and off-premise sales may increase for some brands as shoppers are forced to concentrate on home use during the lockout, but space sales have suffered further due to the breakdown and preparations for the event and many rallies.

In fact, Accenter studies have found that demand for alcoholic beverages has shrunk by 10% in two weeks from start to finish.

Oliver Wright granted permission through the Accenter

In response, companies focus on adapting to high-demand standards, while managing serious constraints to supply China and their use. They also think about how to justify their operations to help organizations deal with acute health emergencies.

So how did the alcohol companies react during COVID-19? There are three main areas of focus that need to be addressed simultaneously. The first is to respond quickly to emergencies and protect the business and the people it serves. For many, it’s coming. The second is to reset the business and adapt to what can be a very different set of customer, customer and consumer preferences. The third is the need for innovation and scale operations to support the redefined business model to help revive growth once the crisis rankings are over.

1. Respond to the current crisis

Until a vaccine is available, the initial prize recipient will be affected for the foreseeable future. The short-term commercial requirements for alcohol companies will work to create maximum opportunities in canals where demand is growing today. To do this, they need to work together. This means working with pricing outlets, sellers and distributors as well as shipping partners such as Deliver to fix any errors in the on-trade or direct-to-consumer channels. In the long run, quantitative analysis is needed to determine how much should be placed between these new customer behaviors and then adapt to portfolio and financial models.

Entrepreneurs play an important role in helping society manage crises. For alcohol companies, this is an opportunity to restore corporate values ​​and goals. We’ve already seen this game in some organizations that are considering new ways on how to return unused resources or productive capacity to meet medical and social needs.

Alcohol-based health products are an obvious case. Many local distilleries, as well as major manufacturers, have discontinued production of branded hand sanitizers, which recently provided grants to fight coronavirus.

This type of initiative can be used to start a broader role or to continue operating for business, such as plugging in by-products to create a competitive economy.

These factors were at the forefront of consumer priorities before the crisis and today it could probably be even higher.

COVID-19 called on alcohol companies to consider how to best support the workforce and how customers are adapting to these unfamiliar, understandable and challenging challenges. For workers, manufacturers need to be prepared to override company policies and stop unnecessary work. When needed, they must use digital collaboration tools everywhere to support people’s emotional needs as well as their physical protection. The purpose of the brand is important here, encouraging customers to create a sense of equal connection to something bigger than the challenges of everyday life.

Customers also need their support despite being somewhat different. Quick Change Management Key: Brands need to be prepared to maintain payment terms, especially on-trade customers who have access to the entire business. Temporary locking

2. Reset your relationships and work practices

At times like this, suppliers, customers and clients will have the time, effort – and potential to invest money to provide a positive experience and service across the ecosystem – even after the important investing epidemic. In the long run, it’s an opportunity to increase brand and employee loyalty, as well as the use of online tools and platforms: accelerating the digital transformation already in place.

See how Carlsberg supports suburban bars by telling Dennis to “adopt a disability”. Whenever someone drinks a bottle or can of Carlsberg at home, they scan the label and add it to their virtual cage on the Carlsberg website. After the lockdown, after opening the bars they can exchange it for real beer.

In the midst of physical travel, consumers are turning to online channels to find new ways to communicate with people from the comfort of their home. We are also seeing the emergence of a new form on social occasions: virtual.

As people adapt to their new realities, happy hours, arguments, and matches become more common. There is also a new cocktail for popping online: “Quarantine”. The shutdown has just begun and the #Carantini trend has started across the media. Although its recipe varies, it provides additional evidence of human creativity (and humor) in times of crisis.

This channel shift is an opportunity to be creative about the consumer experience. With everyone at home, many are moving to digital channels for the first time, and potential listeners to the new experience, especially the more particularly Broaddog, see what brands are doing in their online bars. It’s a creative way to engage with customers and deliver a beer while having socially isolated rules.

The Signature Craft Braw at the Signature Brew in London goes one step further by getting the pub experience right at home. The pub, supplied with a box of services, contains (mostly) vinyl, a pub quiz and pub snacks snacks, with a variety of beers including BB glasses, beer mats, record beer

One side effect of epidemics is shifting customers to “cocooning” and “homes” in the home. Offering a piece of pre-COVID-19 experience through virtual cocktail lessons, there is an opportunity to improve relationships with consumers, through “fill winemaker sessions” or through in-house tutorials.

And as e-commerce moves faster – so does local mobility. Local products and brands have gained worldwide popularity, but by the end of COVID-19, the pace and volume of demand has increased. The epidemic also changes how people view the societies in which they live. Four out of five (9%) customers in the world say they feel connected to their community.

Only the UK wine distributor Highball Brands partnered with local bars to launch a cocktail delivery service called “The Drinks Drop”, in addition to providing equal revenue to local bars. Participating bars create a cockpit using a portfolio of highball bands of handball bags supplied, reduced and ready to drink. This is a great example of tapping consumers ’appetite for experimentation, connectivity, as part of a broader effort to support local bars.

Even given the growing health and economic health of the crisis, we can expect to have a profound impact on the grass as we re-evaluate what is important for their use. For many clients, it’s about focusing on their own mental and physical health because they find a sense of connection, community and well-being in times of crisis and potential isolation. Although people continue to drink alcohol, drinking attitudes can be changed by shifting to local brands or alcohol alternatives.

This means that alcohol brands need to think outside of conventional strategies to truly engage consumers. In many cases, they should be seen to assist in the COVID-19 endeavor, such as billboard ads that “keep Coca-Cola part of the best way to stay together.”

These channel changes present opportunities to increase revenue and attract new consumers – creating social experiences that go beyond authentic entertainment – towards long-term innovation. Portfolio analysis in the industry will be driven. The challenge for alcohol companies is what they are doing now and what they should do in the future.

3. Again for the new season of growth

Many businesses will face serious financial problems in the months ahead. As lock restrictions begin to flow comfortably in some markets, the process of opening up for the sale of alcohol is undoubtedly complicated. To ensure that the return is as smooth as possible, it is important to cooperate.

Finance will play an important role in saving money in the short term and creating buffer protection for the future. There is no need to stop investing, rewrite announcements and cut costs. As the economy begins to recover, the business also has the opportunity to review investment priorities and balance portfolios to help customers adapt to changing habits and gain competitive advantage.

There is no doubt that this was the time of many attempts that many organizations encountered. But the current crisis will be overcome and growth will return. Leaders need to address challenges immediately while recognizing and anticipating the long-term effects of their business models. Its unwavering purpose is to increase agility, responsiveness and resilience. Businesses and firms help manage crises and how to make explosions more powerful

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