An iconic brand still alive and kicking
Seagram’s 7 Crown launched an interesting event last week — the first official National Dive Bar Day. No surprise that the launch date was 7/7. So, there’s lots to tell about the brand and this event. Let’s start with the event.
Here’s how the folks at Diageo described this brand promotion:
“The Dive Bar is an American institution: where long-lasting memories are created, where people-watching is imperative, and where the greatest stories and a come-as-you-are attitude, live. Seagram’s 7 Crown will raise a glass to these historic hidden gems found across America, marking the first official National Dive Bar Day, fittingly taking place on July 7th, 2018 – in celebration of the quintessential Dive Bar drink, the 7&7.”
There are lots of definitions of a Dive Bar, some negative like this one in the Urban Dictionary: “A well-worn, unglamorous bar, often serving a cheap, simple selection of drinks to a regular clientele.” Whew, that’s mean.
The one that comes closest to what I think, is from my friend, Gaz Regan:
“Dive bars …. are bare bones joints where guests are treated equally whether they arrived wearing greasy overalls, or tuxedos … when the guest wants a quick shot and a beer before heading out to some swank affair. These places are great equalizers. The filing clerk can tell the CEO how to run the company better in a dive bar. And in a real dive, the CEO will actually listen.”
Linking Seagram’s 7 and Dive Bars makes sense on many levels. First, the brand is an icon and an important part of America’s drinking history. …
A fascinating book on innovation in the alcohol industry
David Gluckman has spent 45 years in the drinks industry (the British phrase for the Booze Business) creating such outstanding products as Bailey’s Irish Cream (along with Tom Jago), Tanqueray Ten, Cîroc and scores of others. His book, whose title is the heading of this article, is a fascinating guide to what it takes to innovate and launch new products in this industry.
David was born in South Africa and came to the UK and began working in advertising. His accounts included such companies and brands as Procter & Gamble, Kerrygold butter, and several Unilever brands. In the late 1960s, he became a consultant to IDV (International Distillers and Vintners—a company that ultimately became Diageo), and entered the world of brand development.
As a new products/innovation toiler myself, I found the book to be captivating and a joyful ride on the sometimes-turbulent road of brand development.
A review by Paul Walsh (ex CEO of Diageo) put it nicely, “David Gluckman has a ‘one-of-a-kind’ approach to new brand development, but amazingly, it works. You will enjoy this book.”
I sat down (virtually) with David and asked him about his experiences.
You’ve spent most of your career on innovation and product development, what are the biggest obstacles you’ve encountered over the course of your career? Who are the innovation villains?
Somebody once asked me why we had such a high strike rate getting brands onto the market at IDV. My answer “No marketing people.” No middle managers asking to see alternative ideas to go into massive research programmes. I can’t imagine major players like Sidney Frank or Abe Rosenberg doing concept testing. …
How a Seagram orphan brand became an icon
Despite the problems the brand has encountered in recent years, Captain Morgan Original Spiced Rum changed the spirits industry in a number of ways. It was the first brand that managed to put a dent in the rum category powerhouse by the strategic use of flavoring. Further, the brand pioneered the important role of flavors, a phenomenon we take for granted today.
But it didn’t start out that way.
In the early 1980s, the new products group at Seagram was charged with filling gaps in the company’s portfolio. At the time, spirits sales were languishing in general and, unlike more recent times, whiskies were on the decline. So the gaps to be filled were in the so-called white goods arena with rum at the top of the list. The brands already in the stable were either price driven (Ron Rico) or weak and on life support (Palo Viejo). Myers’s rum, the upmarket brand, was (and still is) a small volume brand, limited to special occasion usage. In addition, the product is outside the traditional white, light rum taste profile.
Enter a consultant
The new products group engaged Kahn Associates, headed by Bernie Kahn, a former creative director at Grey. Mr. Kahn’s claim to fame was the slogan, Choosy Mom’s Choose Jif, a slogan that propelled the brand to number one in peanut butter.
The key issue behind the assignment: How do you go up against an 800-pound gorilla like Bacardi, which had an overwhelming share of the rum category?
Consequently, it was clear to everyone that the only viable pathway was a “value added” proposition. Unless …