Capstone – Project Charter

Codifying Success for Innovation Launches

A Collaboration Between

Engagement Synopsis

Campari Group has a collection beautiful, established brands across numerous spirits categories that are powering us to be one of the fastest growing organizations in the US Spirits marketplace. While we believe that there is massive room for organic growth we do need to supercharge our innovation commercialization process as our innovations have a lower than industry average success rate. We would like to determine a codified innovation launch model by first dissecting launches that have gone well and poorly within Campari while also looking at a small set of competitive products. We will have a data packet ready to jumpstart the look into this issue and we would love for a thorough analysis of growth drivers such as promo spend, promo type, media investment and strategy. Additionally, conducting social media listening and desk research to understand the messages, programs and consumer needs surrounding the innovation(s).

HOST VENUE ADDRESS

  • Campari Group
  • 1114 Avenue of the Americas
  • Grace Building, 19th Floor
  • New York, NY 10110

REQUIRED PREREQUISITES

  • Interest in Data Analysis and developing Marketing Strategies

LEARNING OBJECTIVES

  • Brand growth, much less innovations, are not a result of  luck or having the highest quality product. It requires flawless execution across numerous touchpoints ranging from consumers, retailers, distributors, to media. By helping Campari Group to determine what those key drivers are we hope that our MBA students will get real-world experience in drawing insights from thoughtful data analysis that will inform marketing strategy.

Company Information

CompanyCampari Group
HQINTERNATIONAL
Revenue500,000,000+
Employees2500+
StageLarge Enterprise
Hiring PotentialFollow-on Projects, Formal Internship, Entry Level Full-Time, Upper Level Full-Time
Websitehttps://www.camparigroup.com/en

Company Overview

Campari Group has a portfolio of over 50 premium and super premium brands, spreading across Global, Regional and Local priorities. Global Priorities, the Group’s key focus, include Aperol, Appleton Estate, Campari, SKYY, Wild Turkey and Grand Marnier. The Group was founded in 1860 and today is the sixth-largest player worldwide in the premium spirits industry. It has a global distribution reach, trading in over 190 nations around the world with leading positions in Europe and the Americas. The Group’s growth strategy aims to combine organic growth through strong brand building and external growth via selective acquisitions of brands and businesses. Headquartered in Milan, Italy, Campari Group owns 18 plants worldwide and has its own distribution network in 20 countries. The Group employs approximately 4,000 people. The shares of the parent company, Davide Campari-Milano S.p.A. (Reuters CPRI.MI - Bloomberg CPR IM), have been listed on the Italian Stock Exchange since 2001.

Company Supervising Team

Director of Dark Spirits, USA

Sean

[email protected]

Course Info & Engagement Details

SchoolUniversity of Notre Dame Mendoza College of Business
Engagement FormatCapstone - Small Team Consulting Project - Students work in small groups of 2-6 directly with faculty and host company project champions on developing real solutions to real-world challenges.
ProgramCollege of Business
Course2019 FALL – MBA Interterm (APPLY)
Level
Students Enrolled120 Enrolled, 4-5 per group per project
Meeting Day & Time10/14 - 10/17/2019 on-site at host company
Student Time Commitment1-3 Hours Per Week
Company Time Commitment3-5 Hours
Duration4 days (10/15/2019 - 10/17/2019)
Departments InvolvedData Management
Growth Strategy
File Attachments

School Supervisors

Instructor

Alice

[email protected]

Students

There are currently no students assigned.

Collaboration Timeline

  • August 29, 2019

    Finalize Project Details and Legal Documents – We’ll help build to project and ensure it’s appropriate for a group of MBAs to complete over a one-week period.

  • September 13, 2019

    MBAs Select Projects – Students rank their top three projects and are assigned based on their backgrounds and skillsets.

  • September 30, 2019

    Students are Provided Background Information – Students begin to ramp up for the engagement

  • October 14, 2019

    STUDENTS ON-SITE: KICKOFF MEETING – Students begin to work on the project. Company introduces key personnel and answers questions about the business model and project.

  • October 16, 2019

    STUDENTS ON-SITE: WORKING WITH DAILY CHECK-IN

  • October 16, 2019

    STUDENTS ON-SITE: WORKING WITH DAILY CHECK-IN

  • October 17, 2019

    STUDENTS ON-SITE: FINAL PRESENTATION

Key Milestones & Project Process

  • October 14, 2019 - Intro to Campari, the Project, and Diving into the Data

    • Campari lead to walk the group through Campari Group, our products, and a high level overview of the week’s project
    • Campari SII team (Strategy, Insights, and Innovation) will walk through 3-4 data packets of past innovation launches that the ND Project team will use as the primary source for the project
    • Expectations and a clear deliverable set for the team for the week

    Suggested Deliverable:

    ND Project team to deliver workplan for the week for feedback from the Campari lead team

  • October 15, 2019 - Commercial Drivers

    • ND Project team to dive into the underlying drivers of performance for the separate innovation launches against desired benchmarks
    • Understanding the distribution, pricing, & promotional activity by channel during the launch period and the post-launch period

    Suggested Deliverable:

    • Deliverable 1: Did we achieve our forecasted levels of activity and did we adhere to strategy?
    • Deliverable 2: Where did we underachieve? Overachieve?
  • October 16, 2019 - Consumer & PR Drivers

    • ND Project team to dive into the consumer oriented plans performance for the separate innovations against desired benchmarks
    • Understand the type of consumer oriented activities, big wins & misses, and delivery against desired benchmarks
    • Happy Hour for the ND Project team


    Suggested Deliverable:

    • Deliverable 1: Did we achieve our forecasted levels of activity?
    • Deliverable 2: What are the types of things we should be doing more of? Less of?
  • October 17, 2019 - Wrap Up

    • ND Project team to synthesize the learnings from the Commercial & Consumer work into a replicable playbook that Campari Innovations can use moving forward
    • ND Project team to present to the Campari Leadership team of their combined learnings, what were the big watch-outs (positive & negative) and prescribe activities needed for future innovation launches.


    Suggested Deliverable:

    • Deliverable 1: Review of commercial & consumer learnings
    • Deliverable 2: A playbook of how to best launch innovations moving forward
    • Deliverable 3: Present learnings to Campari leadership