Team 4 Day Store Marketing Plan

STAY COOL. BE COOL.
TEAM 2
TEAM 2 STAY COOL. BE COOL.
TEAM 2
TEAM 2

Marketing Plan Semester 2, 2013 Tutor: Kim Vu Team 2 Naing Aung - 42991742 Subashini Ramash - 43319080 Christopher Lie - 43103382

Table of Contents:

1. Introduction ………………………………………………………………………………………… 3

2. Current Situation Analysis ……..…………………………………………………………….. 3 3.1 Internal: 3.2.1 Mission ………………………………………………………………………………. 3 3.2.2 Resources ………………………………………….....……………………………. 4 3.2.3 Offering ……………………………………………………………………………... 4
3.2 External Analysis …………………………………………………………………………….. 5 3.3.4 Demographic Trends ………………………………………………………….. 5 3.3.5 Technological Trends ……………………………………..………………….. 4 3.3.6 Economic Trends ……………………………………….....………………….. 5 3.3.7 Political/Legal Trends ………………………………...……………………… 5 3.3.8 Socio-Cultural Trends ……………………………………….................... 5 3.3.9 Natural Environmental Trends …………………….....…………………. 6 3.3 Market Analysis ……………………………………………………..…...…………………. 6 3.4.10 Market Definition ……………………………………..….……………………. 6 3.4.11 Market Trends ……………………………………………………………………. 6 3.4.12 Competitive Situation ………………………...…….......………………….. 6 3.4.13 Customer Needs …………………………………..…….....…………………… 7

3. SWOT Analysis ……………………………………………………………………………………… 7

4. Target Market Selection and Position Strategy ……………………………………. 7 5.4 Market Selection ……………………………………………………………………………… 8 5.5 Target Market Strategy …………………………………………………………………… 8 5.6.14 Professionals …………………………………….………………………………… 9 5.6.15 College Students …………………………………………………………………. 9 5.6 Position Strategy ……………………………………………………………………………… 9 5.7 Messaging ……………………………………………………………………………………….. 10

5. Objectives ………………………………………………..……………………………………………. 10 6.8 Short Term Marketing Objectives ……………………………………………………… 10 6.9 Sales …………………………………………………………………………………………………. 10 6.10 Market Shares …………………………………………………………………………………… 11 6.11 Brand Awareness ………………………………………………………………………………. 11 6.12 Customer Segments …………………………………………………………………………… 11 6.13 Loyalty ………………………………………………………………………………………………. 11 6.14 Strategies for Overcoming SWOT ………………………………………………………. 11 6.15.16 Responses to Weaknesses ………………………………........................ 11 6.15.17 Responses to Threats ………………………………………........................ 12

6. References …………………………………………………………………….………………………… 13 7. Appendices …………………………………………………………………..….……………………… 14

1. Introduction

Marketing a plan is the primary step for every company before they are able to develop and market a new product. It also applies to Chillsner where the marketing plan provides extensive coverage of research, analyses, and assessment on the current market to understand the development of their new product.

Before releasing the new product into Australia’s market, the company would have to thoroughly analyse matters such as potential market, potential competition, internal and external analysis that influence the business (Environmental Analysis), SWOT analysis, measurable and achievable business objectives.

Marketing strategies such as positioning strategy is in place to achieve an advantage over its competitors to gain market share, profitability and customer awareness. With an effective marketing plan, it assists in growing its business and increases brand awareness, which could positively impact the business.

2. Current Situation Analysis

2.1. Internal:

2.1.1. Mission

Corkcicle Company aims to provide world-class and futuristic innovations to nurture a sense of community amongst beer and wine loving people. Corkcicle Company aims to provide its consumers with the pleasure of having their drinks chilled down to the very last drop ([e-mail], 2012).

Whether or not you’ve had a rough day at work or you just want to have a random gathering with friends and family or you are attending a party, having an ice-cold beer without having to top them up with ice is the best satisfaction one could indulge in. Hence, the Chillsner is catered for any occasions where scrumptious beers are enjoyed ([e-mail], 2012).

2.1.2. Resources
Since a Chillsner is more of a product than a service, the business could be expanded through market reach and gain access to more customers. Hence, the manufacturers and suppliers would play a vital role in achieving the product goals. In the case of Chillsner, manufacturer would be Corkcicle Company. The financial resources allocated would be a total sum of $160 000(AUD) with $100 000(AUD) being the initial budget and a continued marketing budget of $60,000(AUD). Therefore, we would be using web-based as well as bricks and mortar.
Web-Based
Technology & Equipment | Human Capital | Computer software→ To create a webpage for products | Experience Web-Designers and IT specialists→ Design and manage the online pages | Online Payment Methods→ EFTPOS, → Credit card merchants | Experienced customer service team→ Manage enquiries and troubleshooting | Warehouse for goods→ To store products and manage delivery processes. | Logistic team→ Manage supply chain and storage. | Facebook Page / Instagram / Twitter→ To promote awareness of the products and participate in beer events (e.g: Oktoberfest, Queensland Beer Week, Five Flavours, etc) | Admin personnel → Manage the page and the number of “likes”. |

Bricks and Mortar Venue/Technology and Equipments | Human Capital | Brisbane Central Business District (CBD):→ Heart of Brisbane→ Increasing population | Customer-oriented employees:→ Highly engaging → Interactive→ Proactive→ Enthusiastic→ Loyal | Computer Software:→ To keep track and manage the stock and retail→ Accounting → Sales transactions | Specialized Employees: → Sales manager→ Accountant→ IT managers | Payment Methods:→ EFTPOS→ Credit card merchants→ Cash registers | Front-line Sales manager → Manage enquiries → Troubleshooting | Warehouse for Goods:→ To store products → Manage delivery processes. | Logistic team → Manage supply chain and storage |

2.1.3 Offering

Unlike other products that thermally insulate a beverage from the use of fabrics or foam device, Chillsner works to insulate the beverage from a different perspective.

With a top-notch and modern design, Chillsner is the only in-bottle, drink-through device that is equally convenient and cost-effective. It effortlessly transforms a warm brew into a perfectly chilled alcoholic beverage for consumption.

Developed to fit most bottles, it is designed to allow a smooth and consistent flow of beer through four flow vents. Moreover, it contains an airtight seal, which functions simply by pressing firmly. The most imperative feature of the product is its futuristic technology involved- that is the thermal coolant, a proprietary cooling gel that transforms Chillsner into an arctic-like device when it is frozen. Surrounding it, the Chillsner has a smooth and robust stainless steel frame that allows efficient and effective freezing and chilling of the beverage (Krepshaw, 2013) ([e-mail], 2012).

2.1.4 Business Relationship

Since the Chillsner is a form of a beer accessory, it would be liaising with other local breweries - i.e.
Carlton & United Breweries (CUB), Tooheys, Monteiths, Barossa, etc. Other business partnerships would include pubs and bars - i.e. The Royal Exchange, Plough Inn, Down Under Bar and Grill, etc. Cooperate event companies such as Fresh Events, Brisbane Event Management (BEM), would also play a part as a business partnership with Chillsner. Some of these companies would cater to festive events such as Oktoberfest, Queensland Beer Week, Five Flavours, which would be an effective way of promoting brand
awareness.

2.2. External Analysis:

2.2.1 Demographic Trends

Chillsner’s immediate geographic market includes the residents of Brisbane CBD itself, with a population of 8,705 people. Of these, 53.1% were male and 46.9 % were female. 94.7% aged 15 years old and above (Censusdata.abs.gov.au, 2013) (Appendix 7).

Approximately 83% of Australians are drinkers, and that 1.4 million Australians consume alcohol on a daily basis. In 2007, males (10.8%) were almost twice as likely as females (5.5%) to drink on a daily basis (Health.gov.au, 2008).
Two in every five Australians drink on a weekly basis. However, there is a sizable proportion of the population (10.1% in 2007) who, for various reasons, has never drunk any alcohol (Health.gov.au, 2008).

2.2.2 Technological Trends

Studies have shown that 65% of internet users in Australia have a presence on social media sites (e.g: Facebook, Twitter or Instagram). Facebook, specifically, dominates the social media space, alluring 95% of social media users. On average, Facebook users spend approximately seven hours a week on the site itself (Yellow Social Media Report, 2013).

Moreover, studies have also shown that 67% of Australians have accessed the above mentioned social media sites under electronic gadgets such as handphones, smartphones, laptops, tablets and personal computers (Yellow Social Media Report, 2013).

2.2.3 Economic Trends

“The price of alcohol in Australia has remained relatively low and this shows that Australians are still spending on alcohol compared to the amount they spent 20 years ago” with a slight difference, despite changes to the total capita consumption of alcohol (Appendix 9). Studies (Appendix 8) also shows that people with higher income are more likely to spend on alcohol even though the prices have increase.

2.2.4 Political Legal Trends

“The World Health Organization (WHO) is an international health organizations that strongly endorses the use of increased alcohol taxation (higher prices for alcohol products) as an effective preventative strategy to reduce alcohol-related harm.” This shows that by adjusting the prices of alcohol, it will directly affect the consumption patterns of consumers. On the other hand, it may affect the beverage industry, as there may be a decrease in the number of consumers. However, we have to assume that Australia authorities do not impose higher alcohol taxation, as it will adversely affect the chain of alcohol industries. Nonetheless, people with higher income would still purchase beers but at a minimum rate.

2.2.5 Socio-Cultural Trends

“The alcohol industry has become highly adaptable to trends”. Alcohol is part of modern Australian society. An increased number of “Australians has to maintain work/life balance, therefore part of their leisure creates opportunities for them to drink” during social activities (Roche et al, 2008). It also provides as a source of employment and exports for people working at beverage industries, and it as a generator of tax revenue.

2.3 Market Analysis:
2.3.1 Market Definition and trends

At June 2011, the population of Greater Brisbane (excluding the Gold Coast and Sunshine Coast) was 2.15 million people, which is nearly half of Queensland 's proportion (Abs.gov.au, 2013). Between 2001 and 2011 (Appendix 10) , the population of Greater Brisbane increased by 25% (432,300 people) and is known to be the second fastest growth of all capital cities (Appendix 11).

With its centralised location, Brisbane CBD holds over 1000 alluring stores with four huge shopping precincts, six shopping centres, 250 local and international designers. In 2011, Brisbane CBD was found to be one of the fastest growing suburb with its population increasing at an average annual rate of more than 12% (Abs.gov.au, 2013).

From data conducted in 2009-2010, the total expenditure on food and liquor increased by 5.8% valuing at $125.7 billion which would give both a positive and negative effect for Chillsner. A high demand for liquor shows that there is an emerging market for it. However, with increasing retail expenditures, it will lead to a higher cost for liquor. Hence, the demand will be inversely affected and this may be detriment to the market Chillsner is attributed to (Australian Food Statistics, 2013).

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2.3.2 Competitive Situation
Porter’s Five Forces Threat of Substitutes | * High * Many other companies providing beer accessories. i.e. Beer Koozies, Ice Bank Chiller System, Remote Gycol Chiller and Cooling System | Competitive Rivalry | * Low * Chillsner differentiates its product based on service and quality of its product | Threats of New Entrants | * Low threats * High barriers * Difficult for potential competitors to enter market because it is a niche market | Bargaining Power of Suppliers | * High * Materials provided to Chillsner are unique hence the suppliers have a control over the prices * I.e. Proprietary cooling gel used in the thermal coolant | Bargaining Power of Buyers | * High * Consumers have a variety of choices to choose from |

Based on Porter’s Five Forces, the level of competition for Chillsner is moderate mainly due to its low competitive rivalry and low threats of new entrants. Chillsner’s main competitors do not compete directly with their product in terms of prices. Instead, they compete by distinguishing their beer accessories from one another.

There are many factors that may contribute to a company’s competitive advantage. In the case of Chillsner, it has been able to sustain its competitive advantage due to its unique technology used in developing its product. Even though many of its competitors have found various other methods in keeping beer cold, Chillsner’s technology is costly to imitate.

2.3.4 Customer Needs
Chillsner will be an exceedingly satisfactory product as it fulfils customers’ desires in order to keep their beer chilled to the very last sip. Moreover, it is not only cost-effective as it is affordable but has an extensive life span. The only drink-through beer chiller, will allow customers to respect the beer without the hassle of having to re-freeze or add ice cubes which would deplete the quality and the consistency of the flow.

Internal | Strengths 1. Unique No other identical products in the market currently. Innovative Futuristic and smart design i.e. removable of Chillsner2. Reusable and Washable3. Design to fit in most of the beer bottles4. Potential beer sale and crowds at bars and restaurants5. Stainless steel frame Durable, unbreakable, smooth, sturdy stainless steel frame freezes quickly, chills perfectly and can be easily clean6. Thermal coolant Once frozen, proprietary cooling gel transforms Chillsner into an arctic-like cooling device.7. It takes a shorter time to freeze the Chillsner - requires at least 45 minutes | Weaknesses 1. The consumer is required to take a drink of beer first to make room for the Corkcicle when it is placed inside High tendency that the beer will leak out if one did not drink a certain amount of it before use2. The design of the product is not meant to fit in drinking cans and certain bottled beer3. Unable to do any television advertising thus will affect the sale and promotion of the product during the launch4. Unable to have constant sales throughout the financial year5. Parents and guardians will prevent some their children to drink beer because of family values, age, etc.6. It keeps beer chilled for only 45 minutes | External | Opportunities 1. Partnership with liquor stores Collaborative promotions with purchase of beer or other liquor brands 2. Cater to social events and gatherings 3. Patent the product to make it exclusive to the company ‘Provide the basis for a company culture based on brand presence and design’ 4. Distribution networks with restaurants, bars and retailers 5. The Product can be bought or given as a gift for a friend, colleague and family 6. Chillsner can expand their market by designing its corkcicle for spirited beverages (Coca-cola, Pepsi, etc.)

| Threats 1. Competitors sell similar products which can chill drinks that are available in the market such as Beer koozies and Chillball Other product could be used as cheaper alternative Hence, other competitors might steal idea or even improve (redesign) the product2. Imitation or Counterfeit product may be sold elsewhere3. Prices of beer could increase during any period thus will directly affect the sale |

3. SWOT Analysis

From the SWOT Analysis, it could be concluded that with the internal strengths and weaknesses identified, the Chillsner will be able to carve a sustainable niche market. External influences such as opportunities and threats that may affect the business’s profitability and competitiveness is also being taken into consideration. Although, there are chances of competitors imitating the product, the attributes and superiority will remain with Chillsner due to the usage of raw materials to manufacture the product itself.

4. Target Market Selection and Position Strategy

Chillsner is able to identify and divide a market into distinct groups of consumers who will be interested in purchasing the product. Demographic Segmentation is selected for the target market; it will focus on the ‘ultimate’ consumers such as Professionals, College Students and others who are above the legal drinking age of 18. The purpose of the market research is to express our intention to offer the ultimate consumers their best beer experience with great fulfilment and satisfaction when sipping it while it is chilled.

To further enhance the marketing plan, various variables, which are also known as ‘multivariate’ segmentation, have to be considered to meet the different needs and exhibit purchasing power of the consumers in the market.

4.1 Target Market Selection

Demographic Variables

* Male and Female (Gender) *

Aged 18 [Min] and Above (Age) * Single, Married and Others (Family Life Cycle Stage) * Student, Professional and Others (Status) * Australians and Internationals (Ethnic & Cultural Background)

Geographic Variables

* Queensland (Region) – Brisbane [City] * Under 2.2 million (City size) * Four Seasons (Summer, Autumn, Winter, Spring – Climate)

Psychographic Variables

* Sociable (Personality) * Party/Lively Gatherings (Lifestyle)

Behavioural Variables

* Cost and Time Conscious (Benefits Desired) * Light to Heavy Drinkers (Usage) * Events, Festivals, Functions, Restaurants, Pubs, Bars, Clubs and Others (Occasions & Hangouts)

4.2 Target Market Strategy

Part of the marketing strategy is that the company marketing mix- product, pricing, distribution and promotion will be directed towards the ‘ultimate’ consumers to identify and satisfy their personal needs, preferences and new marketing prospects. The target market will consist of mainly 2 categories comprising of the Professionals and College students with age ranging from 15-55 years old.

For Chillsner to be successful in its marketing promotion, it has to go through the word of mouth, social media and customer surveys despite of not having funds to do any television advertising. These sources are inexpensive and easily accessible to the public. The product has to be user-friendly and the quality must be sustainable. In addition, the cost of the product has to be made affordable to majority of the consumers in the market. It aims to appeal to both new and current consumers who had already bought Chillsner. The product can be differentiated from its competitors due to its features and benefits.

4.2.1 Professionals
Mostly, these people will be drawn to bars, pubs and restaurants after work to relax and socialise with their colleagues, friends and love ones. These people generally become professionals in industries after their college.

In addition, drinking has played a vital role in the professional work arena. Bosses and employees in many industries are often called upon to entertain and converse with clients over after office hours. Drinking during social events such as company parties can offer the opportunity to “bond” with their co-workers in a way that can build camaraderie and cooperation among each departments and teams. [1]

4.2.2 College Students
These people are normally students from college ranging from 15 years and above. Although some of them have not reach the legal age to drink yet but Australian drinking laws and authorities have allowed students to consume alcohol in a private residential with the supervision from parents and guardians. [2]

Bargain marketing (offer student discount on festive seasons) will be targeted at college students, as they are usually cost conscious with the beer prices and may not even be consuming it unless there are parties or social gatherings. Safety and drinking responsibly will be emphasised, as they are recommended to drink minimally as possible to prevent beer intoxication.

4.3 Positioning Strategy

The Corkcicle from Chillsner offers the best way to chill beer at a shorter duration compared to the rest of the competitor’s products. It is perfect for parties and pretty much any occasion where beloved beers can be experienced. The product doesn’t weigh much, which means that it’s portable and reusable. The features and benefits of the Chillsner make it very appealing to consumers. Firstly, with its drink-through cap, the four-flow vent delivers consistent flow of chilled beer from the top to the bottom. Next, the most impressive factor is that once it’s placed inside the beer bottle, it simply creates an airtight seal when it’s press firmly. Overall, the ergonomic design is able to cater to any 9”, longneck beer or specifically 275ml, 330ml and 500ml bottles.

We will attentively focus on students based on pricing as the other positioning strategy as we think students should be given discount as generally they have lower incomes. Therefore, the best strategy for a company is to reduce prices for the students but keep prices affordable for the other groups.[4]The product and pricing characteristics of Chillsner provides an attraction to its consumers that makes it a better positioning than its competitors. (Pickypickyme.com, 2013) (Root7 site, 2013)

4.3 Messaging
Chillsner can reach its capability by convincing its customers that it can meet the needs and demands when purchasing the product.

Market Segment | Messaging | Professionals | Chillsner brings individuals together, helps them relax, gives happiness and is a reliable must-have product for many of the good times after work. | Students | What’s a party without Chillsner, where its suitable for social gatherings and parties. Nonetheless fun never stops when Chillsner is there for them. |
5. Objectives

5.1 Short-Term Marketing Objectives
Having a set of measurable, attainable goals for the business is vital to success. So, over the next 12 months, the company objectives listed below shows the framework of its operations to gain larger market shares and build customer loyalty. Brand Awareness | Sales | Market Share & Loyalty | Cater to 20 social events | Aim to earn a revenue ofAUD$200 000 at the end of its financial year. | -By catering to events such as Oktoberfest, Queensland Beer Week, Five Flavours, the overall market share for Chillsner will increase through brand awareness. | Get 500 likes on Facebook | Aim to earn an annual gross profit of AUD$42, 480 | -Create brand awareness via social media which will in turn enhance market share. | Establish a brand ambassador through events in universities around Brisbane | Aim to earn a gross profit of AUD$14,160 | -Through loyalty programme for students, not only market share would be increased but also, brand awareness, recognition and product appreciation. |

Target: Students
Profits estimated to be made during the financial year:

Sales Revenues Calculation:
Selling Price $10
Daily Average Number of Customers (estimate) x 20
Daily Sales Revenue $200
Assume 354 working days per year x 354
Sales Revenue $70 800
Target Gross Margin x 20%
Gross Profit for the 1ST Year $ 14160

Target: Students
Profits estimated to be made during the financial year:

Sales Revenues Calculation:
Selling Price $10
Daily Average Number of Customers (estimate) x 20
Daily Sales Revenue $200
Assume 354 working days per year x 354
Sales Revenue $70 800
Target Gross Margin x 20%
Gross Profit for the 1ST Year $ 14160

5.2 Sales
ESTIMATED TOTAL PROFIT for the first year = $42480 + $14160 = $56640
ESTIMATED TOTAL PROFIT for the first year = $42480 + $14160 = $56640 Target: Professionals
Profits estimated to be made during the financial year:

Sales Revenues Calculation:
Selling Price $30
Daily Average Number of Customers (estimate) x 20
Daily Sales Revenue $600
Assume 354 working days per year x 354
Sales Revenue $212 400
Target Gross Margin x 20%
Gross Profit for the 1ST Year $ 42480

Target: Professionals
Profits estimated to be made during the financial year:

Sales Revenues Calculation:
Selling Price $30
Daily Average Number of Customers (estimate) x 20
Daily Sales Revenue $600
Assume 354 working days per year x 354
Sales Revenue $212 400
Target Gross Margin x 20%
Gross Profit for the 1ST Year $ 42480

5.3 Market Shares

Achieving a significant portion of the market is critical to the success of Chillsner. Based on (Data source), we are intending to capture 20% of the market, resulting in roughly 30,000 customers during the first of business.

5.4 Brand Awareness

We aim to achieve at least 70% positive response in our target market, that is, consumers must be aware of the product in which can specifically relate the Chillsner to its product by the end of 1st year operations. To accomplish this desired outcome, we will utilize in-store promotions with liquor stores, through word-of-mouth and the use of social media.

5.5 Customer Segment

The customer segment will effectively remain constant, being beer consumers that are based in Brisbane; the frequencies in which Professional and Students drink will adversely affect our sector of the business. As our business is related to alcohol beverages, we must monitor and gather feedbacks of current customers to help us gauge the success of word-of-mouth, promotions and the use of social media advertising during the 1st year of business.

5.6 Loyalty

Achieving loyalty will be challenging, as the product is a one-time type of purchase. A feasible solution to overcome this would be to have collaborated in-store promotions with liquor stores, purchases that are made in bulk and discounts for students. Seasonal promotions such as (during Christmas) will be offer in social media only to encourage consumers to follow actively on our social media page.

5.7 Strategies for Overcoming SWOT

5.7.1 Responses to Weaknesses
The reoccurring weakness of Chillsner is producing constant sales throughout the financial year especially during non-promotional period. We can enhance advertising and promotions so as to overcome this. In advertising, we need to project the benefits/advantages of the product in which the consumer will have the impression that the Chillsner is value for money. As previously mentioned, we can collaborate with liquor stores and sell the Chillsner as a bundled package with bottled beers at a promotional price. With the use of advertising, we can educate students to drink moderately to prevent them from alcohol addiction.

5.7.2 Responses to Threats
The factors that are posing as a threat to us are the similar products in the market. Hence, to tackle this issue, we have to advertise ourselves in a way that differentiates the Chillsner from its competitors. Furthermore, as the Chillsner is made out of better quality and features, we can capitalize on that attribute, as it is more durable than the competitors.

6. References

1) Abs.gov.au. 2013. 4832.0.55.001 - Alcohol Consumption in Australia: A Snapshot, 2007-08. [online] Available at: http://www.abs.gov.au/ausstats/abs@.nsf/Lookup/4832.0.55.001main+features52007-08 [Accessed: 28 Aug 2013].
2)Krepshaw, B. 2013. Chillsner chills beer bottles from the inside out. [online] Available at: http://www.cnet.com/8301-13553_1-57572714-32/chillsner-chills-beer-bottles-from-the-inside-out/ [Accessed: 19 Aug 2013].

3) Health.gov.au. 2008. Preventative Health Taskforce - 2.2 - Drinking patterns among Australians. [online] Available at: http://www.health.gov.au/internet/preventativehealth/publishing.nsf/Content/tech-alcohol-toc~tech-alcohol-2~tech-alcohol-2.2 [Accessed: 16 Aug 2013].

4) ([e-mail]), P. 2012. Chillsner by Corkcicle | Corkcicle Products | Corkcicle. [online] Available at: http://corkcicle.com/chillsner/ [Accessed: 8 Sep 2013].

5) Censusdata.abs.gov.au. 2013. 2011 Census QuickStats: Brisbane City. [online] Available at: http://www.censusdata.abs.gov.au/census_services/getproduct/census/2011/quickstat/305011105 [Accessed: 28 Aug 2013].

6) Yellow Social Media Report. 2013. [online] Available at: http://about.sensis.com.au/IgnitionSuite/uploads/docs/Yellow%20Pages%20Social%20Media%20Report_F.PDF [Accessed: 2 Sep 2013].

7) Abs.gov.au. 2013. 3218.0 - Regional Population Growth, Australia, 2011. [online] Available at: http://www.abs.gov.au/ausstats/abs@.nsf/Products/3218.0~2011~Main+Features~Queensland#PARALINK4 [Accessed: 5 Sep 2013].

8) Pickypickyme.com. 2013. Chillsner Beer n Drink Chiller 2-Pack @ Picky Picky me . com. [online] Available at: http://www.pickypickyme.com/p/1217/ [Accessed: 3 Sep 2013].

9) Root7 site. 2013. Will Chillsner Fit In Any Beer Bottle?. [online] Available at: http://www.root7.com/2013/07/05/will-chillsner-fit-in-any-beer-bottle/ [Accessed: 9 Sep 2013].

10) Piperpat.com. 2013. Why Should I File a Patent?. [online] Available at: http://www.piperpat.com/IPInformation/Introduction/WhyShouldIFileaPatent/tabid/4269/Default.aspx [Accessed: 5 Sep 2013].

11) Liquor Industry [online] Available at: http://www.fare.org.au/wp-content/uploads/2011/07/Australia-Institute- Report-The-Liquor-Industry.pdf [Accessed: 20 Aug 2013]

12) Bhasin, H. 2013. Positioning Strategy. [online] Available at: http://www.marketing91.com/positioning-strategies/ [Accessed: 02 Sep 2013].

13) Roche, A., Bywood, P., Borlagdan, J., Lunnay, B., Freeman, T., Lawton, L., Tovell, A., & Nicholas R. (2008). [Book] Young people and alcohol: The role of cultural influences. Adelaide: National Centre for Education and Training on Addiction. [Accessed: 29 Aug 2013]

14) The Avoidable Cost of Alcohol Abuse in Australia an the Potential Benefits of Effective Policies to reduce the social costs of Alcohol [Online] Available at: http://www.health.gov.au/internet/drugstrategy/publishing.nsf/Content/0A14D387E42AA201CA2574B3000028A8/$File/mono70.pdf [Accessed: 02 Sep 2013]
15) Bottleserviceshowcenterpieceicecooler.com.
2013. Chillsner-vs-beercicle-beer-chiller-review. [online] Available at: http://www.bottleserviceshowcenterpieceicecooler.com/Chillsner-vs-beercicle-beer-chiller-review.html [Accessed: 28 Aug 2013].

16) Australian Government Preventive Health Taskforce [Online] Available at: http://www.health.vic.gov.au/vdapc/downloads/alcohol-report.pdf [Accessed: 01 Sept 2013].

17) Australian Government Department of Health and Ageing [Online] Available at: http://www.health.gov.au/internet/drugstrategy/publishing.nsf/Content/0A14D387E42AA201CA2574B3000028A8/$File/mono70.pdf [Accessed: 02 Sept 2013].

18) Alcohol consumption in Queensland 2011 [Online] Available at: http://www.health.qld.gov.au/epidemiology/documents/alcohol-2011-fs.pdf [Accessed: 04 Sept 2013].

19) Alcohol Use and Harms in Australia (2009) –Information Paper Available at: https://ama.com.au/alcohol-use-and-harms-australia-2009-information-paper [Accessed: 06 Sept 2013].

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7. Appendices

[1] Chillsner is the first ever in-bottle beer chiller you can drink through. Features of Chillsner product: Inserted into any beer bottle, it delivers a smooth flow of perfectly chilled beer with every sip. Even the last one. Keeps cold beers cool to the last sip (up to 45 minutes). It eliminates unpleasant encounters with warm beer at the bottom of the bottle. It can be used repeatedly, anytime and anywhere. Ideal for most bottled beer.

[2] Source provided by WHO, 2008(14) Table shows countries as per capita alcohol consumption.

[3] Source provided by AIHW, National Drug Strategy Household. Surveys show how frequently Australians drank from Daily, Weekly, less, ex drinker or Never during the period 1991-2007.

[4] Source provided by (ABS, 2008) The graph comparing different alcohol per capital consumption and amount of alcohol consumed by a person

[5] Source provided by (ABS, 2012) Retail trade, Australia, Apr 2012 states the consumers of all different incomes will spent on alcohol, only will affect the sales of alcohol industries but still a thriving business due to the rich drinking culture of Australians.

[6] Source provided by (ABS, 2012) indicates the different statuses (ranging from student, unemployed, etc) of Australian that consumes the most alcohol. This implies that alcohol is part of old and young people’s life in Australia

Appendix 7:
Frequency of alcohol consumption, proportion of the population aged 14+ years, Australia, 1991 to 2007 Frequency | 1991 | 1993 | 1995 | 1998 | 2001 | 2004 | 2007 | Daily | 10.2 | 8.5 | 8.8 | 8.5 | 8.3 | 8.9 | 8.1 | Weekly | 41.0 | 39.9 | 35.2 | 40.1 | 39.5 | 41.2 | 41.3 | Less | 30.4 | 29.5 | 34.3 | 31.9 | 34.6 | 33.5 | 33.5 | Ex-drinker | 12.0 | 9.0 | 9.5 | 10.0 | 8.0 | 7.1 | 7.0 | Never | 6.5 | 13.0 | 12.2> | 9.4 | 9.6 | 9.3 | 10.1 |

(Censusdata.abs.gov.au, 2013)

Appendix 8:
Liquor Retailing Sales

Appendix 9: Litres of pure alcohol consumed per person

Appendix 10:
Population Change, Queensland: 2001-2011

(Abs.gov.au, 2013) Appendix 11: LARGEST AND FASTEST POPULATION GROWTH, Queensland | | | ERP at 30 June | Population Change | | 2001 | 2011pr | 2001-2011pr | SA2 | no. | no. | no. | % | LARGEST GROWTH | | North Lakes - Mango Hill | 2 700 | 19 800 | 17 100 | 643 | Upper Coomera - Willow Vale | 7 700 | 24 500 | 16 800 | 220 | Pacific Pines - Gaven | 5 200 | 16 800 | 11 500 | 220 | Springfield Lakes | - | 10 600 | 10 600 | . . | Caloundra - West | 5 600 | 15 500 | 9 900 | 178 | FASTEST GROWTH(a) | | North Lakes - Mango Hill | 2 700 | 19 800 | 17 100 | 643 | Wakerley | 1 500 | 8 100 | 6 500 | 426 | Coomera | 2 100 | 9 000 | 6 900 | 323 | Pallara - Willawong | 1 000 | 4 000 | 3 000 | 286 | Brisbane City | 2 800 | 9 400 | 6 500 | 230 | | | | | | | | | | |
(Abs.gov.au, 2013)

Appendix 12:

Experiment done by Rob Ingram posted on 5th July 2013: http://www.root7.com/2013/07/05/will-chillsner-fit-in-any-beer-bottle/
Trying to fit the corkcicle in standard bottle sizes such as 275ml, 330ml, 500ml