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The encyclopedia · Strategy & Leadership · Strategic decision · 1987–2001

Seagram let America's cognac boom pass Martell by, and the lead never came back

Cordon Bleu was the world's top premium cognac. Under Seagram, Martell sat out the 1990s US boom while Hennessy took it, and finished second.

Martell · Seagram · Hennessy · 1987

What happened

Martell, founded in Cognac in 1715, is the oldest of the big four cognac houses. Its flagship Cordon Bleu, launched in 1912, was for many years the world's highest-selling premium cognac. Seagram bought into Martell in 1987, taking a minority stake from the Firino-Martell family, and moved to full control the following year.

Under Seagram's ownership, Martell was largely neglected. During the 1990s, cognac experienced a massive boom in the United States, driven by hip-hop culture and African American consumers who embraced the spirit as a status symbol. Hennessy, Courvoisier, and Rémy Martin invested heavily in marketing and distribution to capture this demand. Martell did not.

By 1998 Martell was selling less cognac in the United States than any of the other big four. The brand that had been the world's top premium cognac was an afterthought in the market that mattered most. Seagram's spirits business was broken up and sold in 2001; Martell went to Pernod Ricard in the joint purchase with Diageo, and the FTC's clearance names it plainly as a brand competing directly with Diageo's Hennessy. Martell produces about 14 million bottles a year today on revenue of €874 million — solid, and permanently second.

Why it happened

  • Seagram treated Martell as a portfolio asset, not a brand to grow — the investment and marketing budget went to Seagram's other spirits while Martell coasted on heritage.
  • The 1990s US cognac boom was a once-in-a-generation demand surge; Hennessy invested in hip-hop marketing and urban distribution while Martell waited for the boom to come to it.
  • Cognac is a brand-driven category — consumers buy the name, not the liquid. Underinvestment in brand marketing during a boom is a permanent loss of positioning.
  • By the time Pernod Ricard acquired Martell in 2001, Hennessy's lead was structural: distribution, brand awareness, and cultural relevance had all shifted.
What it costlost #1 position permanentlycostly

The lesson

A demand boom is a land grab, and heritage does not stock shelves. Martell coasted on 300 years while Hennessy bought distribution — and when a boom ends, the positions it set are permanent.

Aftermath

Martell is now part of Pernod Ricard's Martell Mumm Perrier-Jouët subsidiary, with revenue of €874M (2022). The brand has recovered some ground in Asia but remains #2 globally behind Hennessy. The Seagram era is cited as a case study in how conglomerate ownership can starve a heritage brand of the investment it needs.

Sources

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