Andrew Peller Market Opportunity Analysis

[ANDREW PELLER LIMITED

SITUATION ANALYSIS & MARKET
OPPORTUNITY PROPOSAL] 1

Andrew Peller Limited
Situation Analysis & Market
Opportunity Proposal
Rachel Smethurst, Rodion Salakhutdinov, Anselm,
Hardeep, Huzafa

This document is a prepared analysis and research study based on the Canadian Wine Market
in 2012. The document concludes with a prospective market opportunity based on secondary
research collected. Included is an evaluation of Andrew Peller Limited, the Canadian wine
market size and condition, competitors, market factors, and a marketing proposal.

[Company Address]

2

ANDREW PELLER LIMITED
PROPOSAL

SITUATION ANALYSIS & MARKET OPPORTUNITY

Table of Contents
Company, Strategic Business Units, & Brand Analysis ..................................................3
Company Overview ..................................................................................................................................................3
Strategic Business Units.........................................................................................................................................3
Consumer Wine Making Kits & Importing ....................................................................................................... 3
Specialty Retailers ....................................................................................................................................................... 3
Wine production ........................................................................................................................................................... 3
Brand & Product Analysis .....................................................................................................................................5

Canadian Wine Market ...............................................................................................6
Statistics .......................................................................................................................................................................6
Key Players & Dynamics ........................................................................................................................................6

Competitive Analysis ..................................................................................................7
Direct .............................................................................................................................................................................7
Casella Wine PTY LTP and Foster’s Group ....................................................................................................... 7
Constellation Brands .................................................................................................................................................. 7
Indirect..........................................................................................................................................................................8

Customer Analysis ......................................................................................................9
General Characteristics & Statistics ..................................................................................................................9
Decision Factors & Consumer Segments.........................................................................................................9

Market and Consumer Factors .................................................................................. 11
Government Regulation & Tax ......................................................................................................................... 11
Growth and consumption trends .................................................................................................................... 11
Foreign Subsidies and Imports ........................................................................................................................ 12
VQA .............................................................................................................................................................................. 12
Lifestyle Integration ............................................................................................................................................. 12

SWOT Analysis .......................................................................................................... 13
Market Opportunity Analysis .................................................................................... 14
Appendix .................................................................................................................. 15
Works Cited .............................................................................................................. 21

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SITUATION ANALYSIS & MARKET OPPORTUNITY 3
PROPOSAL

Company, Strategic Business Units, & Brand Analysis
Company Overview
Andrew Peller Limited (“APL”) is a Canadian company thatproduces and markets wine
and wine related products. A leading participant in the Canadian wine market, APL looks
to serve the needs of all wine consumers by offering premium brands together with
popular and value priced varietals, as well as manufacturing consumer wine making kits.
They are the 2nd largest producer and marketer in the Canadian wine market and have
leading brands in all price segments. (2012 Annual Report, 4)Innovation, capital
investment, and active evaluation of market opportunities have all been key factors to the
success of this company. The core business focuses on the production and marketing of
premium wines and winemaking kits.

Strategic Business Units
Andrew Peller has expanded operations fromwine production to include manufacturing of
consumer wine kits, importing, and retail operations. (Annual Information Report, 6)
Consumer Wine Making Kits & Importing
The wholly owned subsidiaries, Global Vintners and The Small Winemakers Collection,
respectively oversee consumer winemaking kits and importingin Ontario. Both strategic
units focus on providing quality products to their consumers at the best value. The Small
Winemakers Collection imports and markets international premium wines. (2012 Annual
Report, 7)
Specialty Retailers
Andrew Peller Limited forwardly integrated into retail distribution with the establishment
of Vineyard Estates, Aisle 43, and Winecountry Vintners. These 102 retail establishments
market and sell trademarked brands under the Andrew Peller umbrella and strengthen the
company’s distribution channel. (2012 Annual Report, 7)
Wine production
APL produces and markets over 20 brands of wine over 5 value segments. In fiscal 2012,
the company experienced a 4.3% increase in sales and as at March 31, 2012, had 13.6%

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4

PROPOSAL


share in the English Canadian market. Of 2012 sales, approximately 50% were Ontario
sales.(Figure 1) The company is only one of two major wine producers to increase
market share over the last 5 years. (2012 Annual Report, 9) APL has displayed strong
sales figures, market growth, and financial stability over the past years. Andrew Peller
brands have received many prestigious awards and have ranked in the top selling
products in the LCBO.(Figure 2)(Annual Information Report, 9)
Figure 3

Suppliers

Core
Competencies

Marketing and Innovation
Location
Distribution

The nature of the industry requires a consistent supply of quality raw materials
and a strong relationship with suppliers. Input materials include purchased grapes, grapes
produced in APL vineyards, bulk wine, and juice; the input mix varies based on the wine
produced. To ensure quality and consistency of the supply of Canadian grapes, APL has
entered into over 75 contracts with grape suppliers in British Colombia and Ontario. The
company also owns various wineries and vineyards in premium geographic areas within
the two provinces. (Figure 4) Locational competencies provide a competitive advantage
as wines are produced with local grapes and sold in their respective provinces.(Annual
Information Report, 10)
Marketing and innovation are driving forces behind APL brand awareness. The
company utilizes traditional media, social media, and looks for unique and innovative
marketing methods and distribution channels. Effective marketing for the launch of the
Crush brand in 2012, through the use of promotional posters and banners, resulted in the
strongest sales experienced for a new brand in Vineyard Estates. (Annual Information
Report, 9)To facilitate consumer research and brand awareness, the company
TripAdvisor allows consumers to rate their experience at various Andrew Peller wineries.
The company’s social media presence is weak but growing. Some wineries, such as Trius
and Peller Estates, have Youtube channels to advertise their products and increase

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PROPOSAL

consumer awareness. The TV brand spot for XOXO has been uploaded to the site for
consumer viewing. Major brands have a Facebook and Twitter presence, although
subscriber and video views are relatively low which suggest that social media is not
optimally utilized. (Figure 5 & 6) (2012 Annual Report, 5)
The company values innovation in product offering, process, and design.
Examples include, the new Skinny Grape product targeted towards calorie conscious
women, and the introduction of lightweight glass in an effort to reduce costs and be more
environmentally friendly. All bottled portfolio products will be packaged this glass by
2013 and this unprecedentedinitiative was well received by the LCBO. (Annual
Information Report, 9)

Brand& Product Analysis
APL’s product base is divided into segments based on a combination of both price and
quality. They are as follows:
VQA
Value

Popularly Priced

Entry-Level

Premium

Ultra - Premium

Less than $8

$8-$12

$10-$15

$15-$20

Over $20

(Annual Information Report, 7)
Value brands include blended, sparkling, and fortified wines. Both value and
popularly priced varietal frequently are ICB wines, indicating that they are a blend of
domestic and international wines. The VQA designation is given to wines of 100%
Canadian content and these wines can be further divided into segments by price. A
complete list of brands available within each segment is available in the appendix.
(Figure 7)(Annual Information Report, 9)All brands are positioned to offer the best value
product at each price point.
Brands from all value segmentsare amongst the company’s top selling products.
Frequent evaluation of market opportunities, consumer trends, and positing of brands to
meet consumer needs, has developed APL’s ability to market to multiple segments. Most
of the brands available for retail sale are carried in the LCBO and many of the brands
including Peller Estate French Cross/Proprietors Reserve, Wayne Gretzky Estates, and
Crush have been top rated sellers within the distributor. (Annual Information Report, 8)

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PROPOSAL


Canadian Wine Market
Statistics
The Canadian alcoholic beverage industry is divided into wine, beer, and spirits. Wine
encompasses champagne, fortified, sparkling, and still wines. The following is a table of
2012 sales and volume figures and the forecasted values for 2013 and 2016.
Year

Growth Percentage of

Market Size

Volume Consumption

Market Size ($)

($)

(Liters)

2012

3.3%

$6,495.7 Million

431.7 Million

2013

3.3%

$6,709.8 Million

445.1 Million

2016

3.2%

$7,358.1 Million

490.2 Million

(Marketline, 14 – 15)
Information in the preceding table is provided by Marketline Industry Profile report on
the Canadian wine industry. In 2011, still wine comprised 81.5% of market sales
followed by fortified wine (10.3%), champagne (6.9%) and sparkling wine (1.2%)
(Marketline, 10)(Figure 8)

Key Players & Dynamics
Key competitors in the market include Andrew Peller Limited, Fosters Group, Casella
Wines, and Constellation Brands.(Marketline, 12)The market is experiencing both
horizontal and vertical integration. Imports currently represent 85% of sales and are a
major threat to domestic companies.(Lees) Both suppliers and distributors have
significant power due to the importance of high quality raw material and the lack of
distribution alternatives. Primary distribution channels are limited to provincial and
private retailers, on-trade accounts, wineries, and exporting. 88.3% of sales occur through
specialist retailers or on-trade accounts. (Marketline, 13)Dominant companies are
expanding their portfolio to include low cost, mass production brands in order to
compensate for intense competition and consolidation of companies. Tax levies on
international products and a maturing market will impact future production selections.
(2012 Annual Report, 5)

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PROPOSAL

Competitive Analysis
Direct competitors are major wine manufacturer and independent wineries. Indirect
competitors include other alcohol products, beer, spirits, and liquor. Due to the high
degree of substitutes and highly segmented consumer preferences, indirect competitors
are views as a high threat.

Direct
Major competitive wine manufacturers include the following:
Andrew Peller Limited (Canadian)
Constellation Brands (American)
Foster’s Group (Australian)
Casella Wine PTY LTP (Australian)

(Marketline, 12)

The competitive landscape is characterized by a consolidation of companies and vertical
integration. Concentrated manufacturer power increases competition within the market.
Trends include pricing pressure and expansion of portfolios to include lower priced, mass
marketed varietals. (Marketline, 21) Brand awareness, purchasing power, stable supplier
relations, and strong marketing are all key attributes to competitive viability.
Casella Wine PTY LTP and Foster’s Group
Both Casella Wine and Foster’s Group are Australian wine companies that sell large
volumes of products in the Canadian market. Foster’s Group operates in several alcohol
categories and focuses on exporting premium wines to the Canadian market. (Marketline,
26) Of the three brands Casella Wine produces, only Yellow Tail is available in the
Canadian market with an average price around $10-$15. (Casella Wines) Both companies
are considered competitors but are disadvantage in that they cannot compete in the VQA
market segment.
Constellation Brands
Constellation Brands is an American conglomerate which acquisitioned the Canadian
wine company, Vincor Canada. The company can be divided into two divisions:
Constellation Wines and Crown Imports. Constellation wines handles all production and

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PROPOSAL


marketing of wine brands. This company is the major competitor to Andrew Peller as
they lead the market with a 26.3% share and are the only dominant producer that has
domestic wineries. (Constellation Brands)Positioned similarly to Andrew Peller,
Constellation Brands produces and markets products across all value segments but on a
larger, international scale.
The following are a list of their competitive advantages and disadvantages:

 Competitive Advantages:
Reputable parent company
Largest customer base
Strong exports and experience in multiple markets
Advanced viticulture technologies for vineyards
Product-Mix developing company
Strong manufacturing capabilities

 Disadvantages:
80% of sales come from five key brands
Operates in multiple alcohol segments

(Constellation Brands)

Figure 9 displays a summary overview of Constellation Brands wine products, price,
promotions, and placement.

Indirect
Indirect competitors are beer and other alcoholic beverage providers. This segment
comprises over half the overall alcoholic beverage market, with beer comprising the
largest dollar and volume amount. (Business Monitor International, 33) Stable beer
popularity within the Canadian culture and an increase in consumption of liquor are
expected within the forthcoming years. (Newswire)Highly segmented consumer alcohol
preferences in conjunction with a large volume of wine brands will likely limit the
adverse impact of these trends on the wine market.

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PROPOSAL

Customer Analysis
General Characteristics & Statistics
A study completed by the Print Measurement Bureau (PMB) provides the following
information about characteristics of the Canadian wine industry and wine consumers. Of
the individuals surveyed, 45.8% indicated that they had consumed wine in the past 6
months. Of these, 53% percent were female and 47% male. Other notable characteristics
include the following: Consumption rates increased at approximately 25 years old and
then remained constant. Consumption was highest in Ontario and Quebec, as well as
urban areas. Highest proportion of wine drinkers spent an average of $10-$20 per bottle,
although it should be noted that a non-response bias occurs within the “Sometimes”
segment. (PMB Product Data)(Figure 10)

Decision Factors & Consumer Segments
There are many factors that affect consumer decisions and behavior. Major factors
include price consideration, wine knowledge, propensity to try new wines, domestic or
international preferences, and their relationship and involvement with the wine industry
itself. (Wine Intelligence) A full table of factors that influence wine drinkers can be found
in the appendix. (Figure 11)Wine consumers can be classified into the following four
distinct categories based on common characteristics.
Enthusiasts
These consumers live in urban areas and view wine as a lifestyle choice. The quality of
the grapes, the production process, and the reputation of the brand are all important
factors considered when selecting a wine. Will thoroughly and extensively evaluate
alternatives before making a decision. Positive media and professional image of the
company is important. These customers will select wine based on occasion, keep still
wine on hand, and typically pair wine and food together. Prior experience will play a
major factor in consumer decision. Readily available information on company operations
will help to capture this segment. (Gaper, Girsham, & Worth, 11)

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PROPOSAL


Image Seeker
The Image Seeker will select a wine that is in accordance with their perceived self-image.
Their image value is the most important characteristic and they will be attentive to
marketing efforts. Identifying psychographic attributes of segment will allow companies
to influence consumer decisions. This segment usually consumes wine on social
occasions and will select a wine based on reputation and price. Viewing price as
synonymous with quality, these consumers will purchase the most expensive wine within
their means. Research and evaluation of alternatives is limited and will be influenced by
peer groups or professional recommendations. They desire a highly regarded brand and
select wines that will fit within the social context. (Geppert, Girsham, & Wirth, 13)
Overwhelmed
Overwhelmed consumers are regular consumers of alcohol but not necessarily wine.
Introduction to wine and specific brands happens through social situations and are
recommended by a third party or peer group. Knowledge of wine is minimal and basic.
Convenience, price, and ease of product availability a major decision making factors. A
distinguishable product will help the consumer with identifying their target product. The
high degree of substitutes and low switching costs for this segment require competitive
pricing and effective distribution placement in multi-category alcohol retailers. Alcohol is
the core commodity that they demand, and as wine only one alternative it is essential to
facilitate the ease of transaction. (Geppert, Girsham, & Wirth, 14)
Social Sipper
Social sippers consume wine casually and in low volumes. In this segment wine is used
as a tool to enhance social situations but is not the primary focus. Usually consumed in
casual, comfortable environments. Wine purchases are dependent primarily on price and
professional recommendations at licensed establishments. At retailers, purchases
decisions are based on price and convenience of purchasing. Brand loyalty within this
segment is low, but consumers may develop a partiality to a certain type of wine.
Utilizing a strong network of various distribution channels along with popular and value
priced varietals will help to attract this segment. (Geppert, Girsham, & Wirth, 17)

March 6th, 2013


PROPOSAL 1

Market and Consumer Factors
Government Regulation & Tax
In Canada, liquor laws are provincial jurisdiction and appointed provincial boards are
responsible for regulating alcohol distribution, sale, and consumption within the
province. (Mayer) The Liquor Licensing Board of Ontario (LLBO) is the regulating
agency in Ontario. (York article) The high degree of regulation creates market
segmentation based on geographic area and impedes the ease of trading. Importing of
wines from out of province or internationally requires permission from the respective
liquor board. (Cbc news) Other regulation requirements include bilingual labels, and
displayed alcohol percentage and volume. (Marketline, 19) Change in regulation
conditions could have an averse impact on company sales and industry conditions.
Tax rates act as a barrier to entry into the market. On alcoholic beverages there are four
separate taxation levels:Customs Duty (On imports), Excise Duty (Domestic alcoholic
beverages), GST (On retail prices), and PST. This high degree of taxation prevents
smaller companies from the ability to profitability sell in the market. In addition, some
products may be subjected to discriminatory taxes. ICB wines, or International Canadian
Blends, are subjected to a tax levy when sold through private retailers.

Growth and consumption trends
The Canadian wine industry is growing at a forecasted rate of 14.27% per year for the
next four years; a rate three times faster than the global average. By 2016, Canada will be
the 5th largest consumer of wine in the world. Wines expected to show the most increase
are red wine 17.49%, sparkling wine at 8.52%, and rose wine with a 45.41% increase.
Red wine currently holds a 61.7% share in wine consumption. (Newswire – aselm)
As the market matures, a sophistication of palettes drives demand for higher quality
wines at premium prices. For bottles over $10, there is an expected increase of 30% in the
next four years. Shifts in customer preferences will result in an increase for sparkling
wines (lees) According to the print measurement bureau and wine beverage analysis the

March 6th, 2013

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2

PROPOSAL


most popular types of wine are Cabernet Sauvignon (18.9%), Merlot (18.3%) and
Chardonnay (13.7%). (PMB)

Foreign Subsidies and Imports
The market is dominated by international brands. Imports represent approximately 85%
of Canadian sales, primarily exported from the United States and Europe. (my article)
Wine exports from various international countries to Canada are facilitated by national
governments. Foreign governments subsidize both grape and wine production, as well as
exportation of wine products. This subsidizing program allows foreign competitors to
produce and sell wine at a lower cost than domestic producers. Private retailers, like the
Wine Rack and Winemakers Estates in Ontario, have made an agreement with the LCBO
to exclusively carry domestic brands. Both domestic companies and the provincial
governments are working to establish fair trade systems. (2012 Annual Report)

VQA
In accordance with other leading wine producing countries, Canada has established a
regulating authority that monitors and evaluates domestic wine quality based on
production process and geographic location. Vintners Quality Alliance, or VQA, enforces
a system that allows customers to identify the origin, production process, and other
quality standards. (VQA website) In order to receive a VQA designation, the grapes used
in the production of the wine must be 100% Canadian. This system allows consumers to
identify products that meet or exceed VQA quality standards. Due to a maturing market,
the market has experienced an increased demand for VQA varietals. (Industry report)

Lifestyle Integration
Consumer trends indicate that wine is an alcoholic beverage that is becoming
increasingly integrated as part of a lifestyle. Canadian wine festival are a regular
occurrence throughout the year in different provinces (See appendix #1) For example,
Niagara-On-The-Lake holds many festivals including a winter Ice Wine Festival, as well
as a New Vintage Festival in the summer. (Take a screen shot) These festival help to
increase brand awareness, expand customer base, and display various lifestyle aspects. A
maturing population and market, as well as associated health benefits contribute to the
integration of e into the Canadian lifestyle.

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PROPOSAL 3

SWOT Analysis
Internal Environment
Strengths

Weaknesses

Strong distribution channels
through 102 retail outlets
Diverse opertions
High degree of capital investment
in vineyards and production
processes
Forward and backward integration
allow for increase manufacturer
control and decreased reliance on
external companies
Produces and markets only m
Locational competitive advantage
of wineries and

o
o
o

o

o
o

o
o

o

Opportunities

o
o

o
o
o

Weak international
presence
Low economies of scale
and mass production
relative to major
competitor
M

Threats

Increasing market size and
steady growth
Consumer alcohol
preferences switching
towards wine
Sophistication of

o
o
o
o

o
o

High government regulation
High degree of imports &
foreign govnment subsdies
High buyer power due to
limited distribution options
Large amount of both direct
and indirect substitute
products
Low switching costs

External Environment
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4

PROPOSAL


Market Opportunity Analysis
Stable expansion of the market over the next four years provides an opportunity for
increased sales for Andrew Peller. In order to capitalize off of consumer
consumption trends, a new product is needed to meet consumer demands. The top
trend that is to occur in the Canadian wine market is the increased integration of
wine into Canadian lifestyle due to publicized health benefits and changing
consumer alcohol preferences. As a result, consumers are demanding higher quality
wines. Manufacturing and marketing VQA wines will all Andrew Peller to utilize
their core competency of wineries and vineyard in prime geographic locations.
Emphasizing the distinction of VQA wines to increase sales of domestic wines will
also attempt to overcome the threat of international products. - avoid the tax levy on
ICB
The top wines are expected to experience the most growth by 2016 are red
wine, sparkling wine, and rose wines. Given that a large percentage of consumption
volume and Andrew Peller’s brand portfolio is of red varietals, producing another
still red would not provide enough opportunity in this growing market. Given the
small market shareand expected consumption growth, a proposed new product is to
provide a sparkling rose wine as an entry-level VQA. The product will be launched
under the newly formed Crush brand. The company currently only has three
sparkling wines available for consumption; Baby Duck in the value segment and two
variations of Ice Cuvee under Peller Estates. The product will be in line with growing
varietals, emphasis the inherent advantage of VQA designation to limit import
threats, and maximize the competitive advantage of the company’s geographic
location.

March 6th, 2013


PROPOSAL 5

Appendix

$ Millions

Figure 1: Net Sales by Province
140
120
100
80
60
40
20
0

2012
2011
Western
Canada

Ontario

Quebec

2011

2012
Atlantic
Canada

Export

Geographic Area


Figure 2: Sample of Awards won by Andrew Peller Brands
Brand - Varietal

Award

Red Rooster – Reisling 2001,

Double Gold

rztraminer 2011
Red Rooster – Syrah 2009

Red Wine of the Year

Sandhill – Chardonnay 2010

Chardonnay du Monde – Gold

Peller Estate – Pinot Gris 2009

PRIWC – Best in Class

Trius - Red 2008

Grand Harvest Awards – Gold

Hillebrand – Showcase Merlot

Cuvée Ontario – Best Merlot

Peller Estates - Vidal Icewine 2008

WAWS – Wine of the year

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PROPOSAL


Figure 4: Andrew Peller Wineries
#
1
2
3
4
5
6
7

Winery / Vineyard
Red Rooster Winery
Calona Vineyards
Okanagan
N/A
Peller Estates
Hillebrand Estates
(Trius)
N/A
ThirtyBench

Owned?
Yes
Yes

Location
Penticton, British Columbia
Kelowna, British Columbia

Yes
Yes
Yes

Port Moody,British Columbia
Niagara-on-the-Lake, Ontario
Niagara-on-the-Lake, Ontario

Yes
Yes

Grimsby, Ontario
Beamsville, Ontario


Figure 5: Social Media Advertising - Twitter

March 6th, 2013


PROPOSAL 7

Figure 6: Social Media Advertising – Facebook

(Annual Information Report, 7-9)

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PROPOSAL


Figure 8: Market share by categories
1.2 0
10.3

6.9
Still wine
Fortified wine
Champagne

81.50

Sparkling wine

(Marketline, 10)

Figure 9: Constellation Brand 4 P’s
Product

Price

Domestic Wines Jackson-Triggs
Estate wines, See Ya Later,
Inniskillin, Le Clos Jordanne,
Naked Graps, Nk’Mip Cellars
(joint Venture, SawMill creek, See
Ya Later Ranch.
List of wines imported by
company Blackstone, Hogue
Cellars, Kim Crawford Wines,
Nobilo, Ravenswood, RH Phillips,
Robert Mondavi, Toasted Head
and Clos Du Bois
Beer importer in U.S through its
Crown imports joint ventures
with Mexico ‘s Grupo Modelo

Promotion

Price ranges targeting lower
income people as well as high
income people.

Place

Used Global marketing code
pratices to promoting,
advertising and market their
products.

Constellation brands
distribution channels includes:
LCBO and LCBO Vintages.
Retailers such as Winery Retail
stores (WRS).
Company also imports wines.

(Constellation Brands)

March 6th, 2013


PROPOSAL 9

Figure 10: Average Price Per
Bottle
35%

Percentage

30%
25%
20%
15%
10%
5%
0%
Under $10-$14 $15-$19 $20-$24
$10

$25+

Not
Stated

Price
Most Often

Sometimes

Any

(PMB Product Data)

((Geppert, Girsham, & Wirth, 4)

March 6th, 2013

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PROPOSAL


Tradtionalist

Premium &
Ulta Premium
VQA

Peller Estates
Trius

Image Seeker

Premium &
Ultra
Premium VQA

Trendy Wines - Skinny
Grape

Overwhelmed

All value
segments

Larger volumes - 4L
Peller Estate Blended

Social Sipper

Value or
popularly
priced

Domaine D'or, XoXo

March 6th, 2013


PROPOSAL 1

Works Cited
Andrew Peller Limited. Annual Information Report. Grimsby, ON: Andrew Peller
Limited, 2012. 28 Feb. 2012.
<http://www.andrewpeller.com/UserFiles/File/FINANCIALS/2012/AIF%20June%
202012%207-13-12%20for%20printing.pdf>
Andrew Peller Limited.2012 Annual Report. Grimsby, ON: Andrew Peller Limited,
2012. 1 Mar. 2012.
<http://www.andrewpeller.com/UserFiles/File/FINANCIALS/Andrew%20Peller%
20Limited%202012%20Annual%20Report.pdf>
Lees, Nick. “Canadians Keep Crush on Wine Alive; no Drop in Pace of Growth;
Report.” Edmonton Journal. Jan 23 2013. Canadian Newsstand Major Dailies. Wed. 13
Feb. 2013
Amanda Geppert, Paula Girsham, & Amanda Wirth. Turning Data into Wine. Sept
2009. Web. February 15, 2013.
Marketline. "Wine Industry Profile: Canada." Wine Industry Profile: Canada (2012): 136. Business Source Complete. Web. 5 Mar. 2013.
“Our Wines.” Casella Wines. 2008. Web. 4 Mar. 2013. <www.casellawines.com>
Constellation Brands. 2012. Web. 14 Feb. 2013. <www.cbrands.com>
Business Monitor International. "Canada: Food & Drink Report." Canada Food & Drink
Report 4 (2012): 1-87. Business Source Complete. Web. 5 Mar. 2013.
Canada, Newswire. "Canada's wine and spirits market to continue rapid growth." Canada
Newswire. 22 Jan. 2013: Regional Business News. 26 Feb. 2013.
PMB Product Data. “Category Report: Alcohol-Wine.” 2012. Print Measurement Bureau.
Web. 14 Feb. 2013.
Wine Intelligence. 2012. Web. 1 Mar. 2013. <www.wineintelligence.com>

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Andrew Peller Market Opportunity Analysis

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