Thorsten Schwenecke, former Marketing Manager Bacardi Germany, in conversation with Professor Riekhof

Thorsten Schwenecke will provide insights into the repositioning of the Bacardi brand as part of the 6th Göttingen Marketing Day on November 11, 2016. Professor Riekhof has already spoken with Thorsten Schwenecke.

Prof. Riekhof: Bacardi had a very clear positioning in recent decades, characterized by young people, good mood and Caribbean feeling. Why did a repositioning become necessary?

Thorsten Schwenecke: After more than twenty years, the well-known Bacardi feeling had lost its radiance and relevance for the German consumer. The reduction to escapism, sun, beach and South Seas was no longer contemporary. There was a lack of enriching the positive basic feeling with brand values relevant to the young target group. The brand had a very high brand awareness, but the image values had deteriorated. Other spirits competitors had attracted the attention of consumers with a clearer positioning and modern communication. It was time to make the Bacardi brand “cool” again.

Prof. Riekhof: Can you explain the essential elements of Bacardi’s new positioning?

Thorsten Schwenecke: In 2014, we began for the first time to tell the unique story of the Bacardi brand. A moving story of over 150 years full of setbacks, obstacles and an untamable will. With this positioning, the Bacardi brand returns to its Cuban roots. The focus of communication is on the authentic milestones of family history with the aim of strengthening the origin and credibility of the rum brand and giving young consumers a relevant reference point in an uncertain and constantly changing environment.

Prof. Riekhof: The repositioning seems to be quite radical at first glance. Did you empirically test the elements of the new positioning, or did you take a full risk?

Thorsten Schwenecke: Yes, the basic core idea of the new positioning as well as the communication strategy and the “Untameable Since 1862” campaign based on it were tested in different ways in the focus markets.

Prof. Riekhof: How did the market react to the repositioning?

Thorsten Schwenecke: Basically positive, although one has to differentiate a bit between the restaurateur and retail buyer. Especially the older retail customers were somewhat skeptical about the new orientation and would probably have preferred a revision of the “Bacardi Feeling”.

Prof. Riekhof: Can you tell us what you think are the success factors of a well and successfully implemented positioning?

Thorsten Schwenecke: In my opinion, there is no patent recipe. The positioning must of course come from the brand itself and take into account the needs of the target group and the zeitgeist. In addition, it may become necessary to include local differences.

Prof. Riekhof: As a rule, one works with alternative positionings in repositioning projects, which are worked out by agencies and put up for discussion. What did this process look like at Bacardi?

Thorsten Schwenecke: Exactly like that. The repositioning was developed globally for all markets. The focus markets (like Germany) were able to give input at all essential points of the process, such as the briefing etc. In the end, a local adaptation of the campaign took place.

Prof. Riekhof: How much time did you invest in briefing the agencies for the repositioning? What was particularly important to you?

Thorsten Schwenecke: We gave our local input to the global briefing from Germany. For example, it was important to us to address the strong presence of the Bacardi Feeling in the minds of consumers and to take into account the legal peculiarity of communicating the origin of Cuba in Germany.

Prof. Riekhof: Which communication channels did you particularly focus on in the repositioning?

Thorsten Schwenecke: The entire communication had a digital focus in order to optimally reach the young target group and to be able to tell the many contents as comprehensively as possible. “Always On” was an essential part. Of course, we also carried out targeted TV, Out of Home and PR measures to generate optimal reach. The positioning was then extended at the POS and provided with messages aimed at the shopper.

Prof. Riekhof: Thank you very much for the interview.