He then spent nine years working for Safeway supermarkets and chilled foods brand St.Ivel who eventually posted him to Brussels to manage the launch of its flagship margarine brand into an already declining market. With a family history of successful entrepreneurial activities, James graduated with a degree in economics before he joined a management consultancy firm, gaining experience of various industries in Europe, the US and the Middle East. In hindsight, Averdieck's background suggested he was model material for the entrepreneur's handbook. Gü had the rare trinity of quality, strong product development and distinctive packaging. And similar to Häagen-Dazs, what made Gü remarkable was that its competitors weren't even on the same shelves in the supermarket- there simply was nothing comparable when it launched in 2003. In the case of Gü that proposition was a sophisticated and high-quality but fun and indulgent brand, a brand with personality, akin to Häagen-Dazs when it launched in the 1980's. Averdieck understood the intrinsic nature of branding- how every aspect of the business had to support the brand proposition. His ability to apply that thinking through to every activity and facet of the business explained its success. James Averdieck: Chocoholic Reflecting on what distinguished Gü from competitor brands, Averdieck was assertive - “it makes a promise and keeps a promise”. With the acquisition Averdieck switched roles from Managing Director to International Business Director leaving industry analysts to ponder what effect such a change might have on the Gü brand as it aimed for the €100 million mark. Almost single-handedly and starting with just £100,000 capital he had transformed Gü into a brand worth €40 million in just 7 years. In a few short years, Gü had developed cachet as an excellent brand, consolidated through an effective marketing strategy but perhaps more importantly because of James Averdieck's original vision. It seemed the company's ability to adapt its strategy of using supermarket retailers to build a loyal customer base region by region, supported byĮxcellence in its marketing mix, was the catalyst that helped launch the brand on the European stage. Gü's export success could be attributed to something more than simply mass-producing a patisserie quality dessert, however. The award-winning brand and the company behind Gü had created quite a stir among chocolate lovers, supermarkets and big brand manufacturers alike, not least for its superior taste and quality or its iconic branding but also because its success in penetrating the French market which indicated Averdieck and his team had achieved the impossible: selling British soufflés and chocolate pots to the connoisseurs of patisserie the French. Exports to France and beyond, totaling 17 countries including Hong Kong and Barbados accounted for almost 40% of volumes. At the time of purchase Gü employed 130 personnel including 10 people in Paris together generating total sales of £25 million. Co-founded just seven years previously by entrepreneur James Averdieck and business partner Mordechai Wosner, Gü had already rocketed into prominence in the chilled super-premium desserts category nationwide across the UK. Noble Foods saw massive potential for developing the Gü brand further on the international stage. Gü Puds: Selling Soufflé To The French Gü Phenomenon: International Expansion In early 2010, Britain's biggest egg producer, Noble Foods entered the international dessert market when it purchased a majority stake in Gü Puds (Gü), valuing the company at around £35 million. Bord Bia’s Brand Forum Cases in Brand Excellence
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