Case Analysis Of Frog's Leap Winery
All of these initiatives made FLW to differentiate from competitors, especially in the period of 2008-2009 (financial crisis period), where all the competitors were struggling to sell their inventory, while FLW remained profitable. Their sustainability strategy resulted in lower operating costs.
FLW ‘s conventional distribution channels innovation of “wine-by-the glass” program using kegs (instead of bottles) of wine, and by initiating direct-to-consumer programs, including a tasting room, and “Fellowship of the Frog” wine club is going good but they should concentrate more on resellers as most of their profit is earned from them. Also opening more Wine club’s
FLW should have also concentrate in marketing their brand as a sustainable pioneer in winery industry, which will attract the 17% of consumer knows as “green customers” with the spending power of $209 billion annually. This would have resulted in higher revenues.