CONSUMER BEHAVIOIR

Case Study:
Reinventing Officer’s Choice Whisky: Spoiled for Choice

GROUP 4
PGP/23/098 Niharika
PGP/23/147 Kuldeep Atri
PGP/23/242 Tushar Gupta
PGP/23/378 Aritra Nandy
PGP/23/408 Prem Chandar S
PGP/23/438 Devesh Kumar
1. Analyse the competitive environment faced by Officers Choice using a  3C analysis
Customer
• OCW customer is someone with
limited means, someone who
has not made it big in life & his
world revolve around work and
meeting needs of his family.
• He is slightly older in age,
pessimistic about life who does
not believe that he has a bright
future
• Age group of 21 to 35 years from
metros or A class towns
• Respect, status, recognition and
admiration are the key
motivation in his life
Competitor
• Bagpiper was the market leader
with double sales volume as
OCW
• Bagpiper whiskey from united
spirits limited and Imperial blue
from Seagram are the main
competitors of OCW
• Bagpiper’s high celebrity
endorsements and taglines such
as “Khoob jamega rang…” have
positioned it as a social product.
• Imperial Blue’s “Men will be
men” campaign have
successfully gained recognition
among youth.
Company
• OCW Brand stature among its
own customers is very high
• Word “Officer” give the
consumer a sense of status,
recognition and admiration.
• Taste is the main reason for
consumers preferring OCW
• OCW brand lack sense of social
bonding and is perceived more
as “a individual” product.
• Brand does not appeal to young
customers in the segment.
• Consumer’s are unable to
connect with the brand at an
emotional level.
2. What was the motivation for rebranding of Officers Choice Whisky ?
Market Share(%)
Current Market Scenario
• Bagpiper Whiskey, the market leader, was selling more than double
the volume of OCW Officer's Choice
19% 15% Bagpiper
• OCW was responsible for 99% of revenue of its parent company, ABD Directors special
5% Green label
• OCW was not able to attract new consumers 8 PM
7% Imperial Blue
32%
• Imperial Blue Whiskey, which was only recently launched, was 8% Aristocrat Series
gaining traction among consumers 4% 8% Others

Insights from Market Research

• The youth which formed 60% of the population did not connect with heritage of OCW
• The original packaging, which hasn’t been changed for 20 years lacked vibrancy and dynamism and was being perceived
as “ stale, old, dull, boring and stuck in a time warp” and hence did not appeal to the new generation
• The advertising campaign did not establish the brand any differently from other players with low brand value perception
• The brand’s visibility was low and was not able to establish a bond with the consumers on an emotional level

To gain the lion’s share in a fast-growing whiskey market with a 20% growth rate, OCW needs to ensure that it
establishes a connect with consumers and for that it needs to rebrand itself to establish as a contemporary brand.
 01 Modest Means But a Strong Work Ethic
There is an innate need to be recognized for the
deeds performed by the customers who prefer
OCW.

3. Prioritize the key consumer 02 Emotional and Vibrant Connect

The new segment of potential customers prefer to
behavior insights generated by the have a brand association strongly developed on the
Market Research lines of emotions and dynamism.

03 Brand Name and Associated Design

The brand name and the design continues to be essential in
connecting with the aspirations of the customers.

Brand Communication was not in tune with

04 its times.
Brand communication was seen as dull and
outdated and did not focus on the socializing aspect
which the new potential customers believe in.