Bottles of Wild Turkey bourbon and rye whiskey now feature an older, prouder bird, reports The Wall Street Journal. The newly redesigned labels cap a $100 million expansion and modernization of the Wild Turkey distillery, following its acquisition by Gruppo Campari.
Campari marketing vice president Melanie Batchelor says the previous turkey looked “a little sad … not proud.” Consumer research also found that the turkey looked too young, which “conflicted with the idea that the bourbon is aged.” The new illustration is “more of a close-up image, with prominent eyes and fluffy feathers.”
“Wild Turkey also wanted to better highlight its master distillers, Jimmy Russell and his son, Eddie,” whose “signatures are now larger and on the fronts of the bottles, rather than the necks … Bottles also include the words ‘Crafted With Conviction’ … They wanted to avoid using ‘handcrafted,’ a phrase Ms. Batchelor feels has become so common in the spirits industry that it sounds generic.
The Wall Street Journal: “In some ways, the soda industry is returning to its early 20th century roots, when bottles were typically about 6 ounces and pop was a treat saved for a special occasion. It wasn’t until 1976 that 7-Eleven Inc. launched the 32-ounce Big Gulp at its convenience stores.”
“Now, once again, American soda drinkers ‘want to consume less but they still enjoy their favorite brands,’ said Marty Ellen, Dr Pepper’s chief financial officer. Dr Pepper is rolling out 7.5-ounce cans nationally this year, replacing 8-ounce cans it launched as an alternative to 12-ounce cans. Each 7.5-ounce can holds about 95 calories, compared with 150 calories for a 12-ounce can.”
This works out well for soda companies, which have stemmed losses by charging more for less: “At a Publix supermarket in Atlanta recently, a 12-pack of 12-ounce Coke cans was priced at $5.29, or 3.67 cents per ounce. An 8-pack of 7.5-ounce cans was priced at $3.99, or 6.65 cents per ounce.”
Mr. Ellen says the higher cost per-ounce aligns with consumer behavior because soda is still a “cheap treat.”
Those who are slower to adopt new products or services tend to be more loyal to their choices, reports The Wall Street Journal.
Typically, a late adopter is “a person who buys a product or service after half of a population has done so. Late adopters tend to share certain characteristics: They are skeptical of marketing and tend to point out differences between advertised claims and the actual product. They often value a product’s core attributes, ignoring the bells and whistles intended to upsell the latest model. They may not try something new until weeks, months or even years after the crowd has moved on.”
“It takes a long time to change late adopters, but once they’ve done all that research, and once they are convinced about a product, they are going to stay for a long time,” says Sara Jahanmir of the Nova School of Business and Economics in Lisbon.
Late adopters are also believed to have “important things to tell companies about the role new products should play. Because they tend to be highly critical, late adopters can be useful to companies perfecting their wares … By listening to late adopters of the old version of a product, developers can create a new version that is quicker to be adopted.”
The New York Times: “Except for maybe that final celebratory phase, home brewing seems to be a solitary endeavor. But at Bitter & Esters, a home-brew shop in Prospect Heights, Brooklyn, hopeful brewers discuss all parts of the process with like-minded beer aficionados, from the minutiae (and there is quite a lot of detail) to the merrymaking when an especially good batch is turned out.”
“I know there’s a picture of a guy brewing by himself,” said John LaPolla, an owner of Bitter & Esters, on a recent evening. “But it’s really not like that. It’s a community.”
Although Bitter & Esters is not a tavern and does not have a license to actually sell beer, “we can give tastes educationally,” Mr. LaPolla said. And they educate, liberally. The shop offers about 10 classes a month, with options for beginners through advanced brewers. Those classes, Mr. LaPolla happily admits, are “brilliant marketing.” “We make our own customer,” he said.”