Reinventing officer’s

choice whiskey: Spoiled

for choice
•Submitted by – Group 6
•Akshat Jhingran PGP/23/12
•Saurabh Kulkarni PGP/23/229
•Avni Bahl PGP/23/258
•Tejveer Singh PGP/23/301
•S Manisha PGP/23/415
OVERVIEW

Competitive Environment

Motivation for Rebranding

Key Insights from Research

 1. Analyse the competitive environment faced by Officers Choice using a 3C analysis

Competitor Company Customer

1. Competitors operating in the

1. The company has a rich
market are Bagpiper, Green
legacy but has been unable to
Label etc. 1. The target customer is male
rebrand itself
2. Many of them position and young from metros or
2. The youth considers ‘Officer’s
themselves as a brand that is tier 1 cities.
Choice’ to be dated and
‘manly’ and about the good 2. The market consensus is that
something enjoyed by their
times. Officer’s Choice as a brand is
fathers and grandfathers
3. What all these brands have in too serious and sombre
3. The company has been
common is that they evoke a
unable to establish a connect
sense of style and confidence
with the younger generation
 2. What was the motivation for rebranding of Officers Choice Whisky (OCW)?

 99% of value and volume contribution comes from OCW, this single brand’s anchoring puts ABD as a firm in an
vulnerable position
 The brand’s heritage is acting against it, making it lacklustre choice for the youth as its perceived as old and
outdated
 Lacks the emotional equity as it is perceived as more individualistic, serious, mature and aged brand
 It has very low brand salience and visibility, as there was not much differentiated and innovative
communication strategy
 It had very low price value perception
 Sober, dull and old fashioned packaging made it lack the contemporary feel and didn’t make it fit the premium
claim of the brand
 The dire need for novel repositioning to increase the customer acquisition and retention (moving away from
their tagline concentration on “Masculinity”, which doesn’t resonate with modern thinking)
 It aimed to be the market leader in the regular whisky segment over the next three years and overcome
“Bagpiper”
 Increasing threat from the competitors with their novel marketing strategies might lead to decrease in their
market share
 3. Key consumer behaviour insights generated by the Market Research

Lack Emotional Connection

• Majorly young consumers (<30)
• Consumers perceive the brand
to be of the older age group
• Brand fails to connect with the
young consumers Weak Packaging
“Officer”- A recognition • Lack of vibrant colours for
• Consumer prefer the work packaging
3R’s
Officer than taste Repackaging • Perceived as dull brand
• They feel relieved due to it after • No change in packaging for
Reposition
the hard work and struggle they Reconnect many years
did

New competitor for Bagpiper

No Differentiation and less
• Did not remain as a competitor
visibility
to Bagpiper due to poor youth
• “Success” was the theme behind
connect
the previous communication
• Imperial Blue competed with its
• It didn’t portray the whiskey
product in various age groups
brand
THANK YOU