Sonoma County Winegrape Commission Grower Presentation June 17, 2009 Great wines need great grapes…

Sonoma County Winegrape Commission

Grower PresentationJune 17, 2009

Great wines need great grapes…

BackgroundWhere Have We Come From So Far?

2

SCWC formally established and funded in 2006.SCWC formally established and funded in 2006.

A solid organization, staff and committee structure has been developed.

A solid organization, staff and committee structure has been developed.

The commission has provided a unified, consistent, credible and positive voice for Sonoma County winegrape growers.

The commission has provided a unified, consistent, credible and positive voice for Sonoma County winegrape growers.

SCWC has established strong relationships and partnered with key stakeholders in funding and executing mutually

beneficial promotional efforts.

SCWC has established strong relationships and partnered with key stakeholders in funding and executing mutually

beneficial promotional efforts.

The logical evolution of the Sonoma County Grape Grower’s Association.The logical evolution of the Sonoma County Grape Grower’s Association.

The wine industry. The media. The community and other public sectors. Government legislators and regulatory agencies.

The wine industry. The media. The community and other public sectors. Government legislators and regulatory agencies.

Sonoma County AVA’s Sonoma County Vintners Sonoma County Tourism Bureau

Sonoma County AVA’s Sonoma County Vintners Sonoma County Tourism Bureau

The infrastructure is in place to develop and execute needed actions.The infrastructure is in place to develop and execute needed actions.

BackgroundWhere Have We Come From So Far?

• SCWC has hit the ground running and met several important startup milestones by developing and delivering significant value to Sonoma County winegrape growers in the areas of:

3

• IPM• OPG• Small Grower Meetings• Sustainable Practices Meetings• Employee Development Classes in Spanish

• IPM• OPG• Small Grower Meetings• Sustainable Practices Meetings• Employee Development Classes in Spanish

Grower Outreach

• Extensive Brand and Consumer Research • Dollars and $ense• The Grape Marketplace• Smart Marketer Workshops

• Extensive Brand and Consumer Research • Dollars and $ense• The Grape Marketplace• Smart Marketer Workshops

Grape Marketing

• Media Kits• Grape Camp• Regional Promotional Tours• Ongoing Press Releases

and Media• Events•Cooperative Marketing Programs

• Media Kits• Grape Camp• Regional Promotional Tours• Ongoing Press Releases

and Media• Events•Cooperative Marketing Programs

Promotion & PR

BackgroundWhy Develop A Strategy Now?

• Delivering a fast start was important for: – Delivering grower benefits immediately.– Establishing credibility.– Creating positive momentum.

• These initial successes have also provided critical perspective and learning about where to go and how to get there.

• The time is right for a formal strategy that the Commissioners and Staff can use to:

4

Evaluate existing programs.Make sure they support the mission and objectives.

Manage and control all new programs and actions.Provide a decision making framework.

Allocate resources effectively.Deliver the best bang for the buck.

Set and manage priorities.Focus and refine the work of staff and committees.

Insure accountability and performance.Deliver on grower expectations.

MissionThe Destination

5

The mission of the SCWC is to increase the value of Sonoma County

winegrapes and to nurture and protect this agricultural resource for future

generations.

Key ObjectivesMajor Milestones Along the Way

6

1. To increase the equity (worth, meaning, positive recognition) of the Sonoma County Brand.1. To increase the equity (worth, meaning, positive recognition) of the Sonoma County Brand.

2. To increase the demand for Sonoma County winegrapes.2. To increase the demand for Sonoma County winegrapes.

3. To assure the economic sustainability of Sonoma County winegrape growing for the future – short and long term.

3. To assure the economic sustainability of Sonoma County winegrape growing for the future – short and long term.

4. To better educate the public that grape growers are good stewards of the land and of vital economic importance to Sonoma County.

4. To better educate the public that grape growers are good stewards of the land and of vital economic importance to Sonoma County.

5. To increase the real and perceived value of Sonoma County winegrapes.5. To increase the real and perceived value of Sonoma County winegrapes.

6. To eliminate internal industry (growers, winegrape buyers, etc.) barriers to success.6. To eliminate internal industry (growers, winegrape buyers, etc.) barriers to success.

Strategic AssumptionsThe Landscape

7

Grape supply will exceed demand in the short term – particularly in the mid to upper tier price points.

The wine industry will continue to be cyclic, and these cycles are largely unpredictable.

Competing regions are aggressively organizing, developing their own brands and getting their messages out.

Government regulation, public scrutiny, political activism and external complexities will continue to increase.

Strategic AssumptionsThe Landscape

8

Quality (real and perceived) will continue to influence price points for wines and winegrapes.

“Sonoma” and “Sonoma County” are very highly recognized by wine consumers…second only to Napa.

The interests of grape growers and vintners can and should be mutually supportive.

Wineries will likely continue to consolidate with fewer, larger players dominating the market.

Strategic PlatformsEight Keys to Success

9

1. Continue to create a clear, understandable and compelling brand message.1. Continue to create a clear, understandable and compelling brand message.

2. Identify key opinion makers, cultivate 1-on-1 relationships and consistently deliver the message.2. Identify key opinion makers, cultivate 1-on-1 relationships and consistently deliver the message.

3. Continue to build initiatives with the Sonoma County Vintners, AVA’s and key wineries focused on leveraging Sonoma County brand recognition.

3. Continue to build initiatives with the Sonoma County Vintners, AVA’s and key wineries focused on leveraging Sonoma County brand recognition.

4. Align SCWC and grower goals with grape buyers and winery marketing teams.4. Align SCWC and grower goals with grape buyers and winery marketing teams.

5. Continue to develop and deploy information, resources and support to growers so they can continually improve all aspects of their businesses.

5. Continue to develop and deploy information, resources and support to growers so they can continually improve all aspects of their businesses.

6. Continue to provide a unified, consistent and positive voice and “face” for winegrape growers to the public and key legislative and regulatory policy makers.

6. Continue to provide a unified, consistent and positive voice and “face” for winegrape growers to the public and key legislative and regulatory policy makers.

7. Develop relationships and outreach opportunities in key educational venues to increase contribution to the community.

7. Develop relationships and outreach opportunities in key educational venues to increase contribution to the community.

8. Drive perceived quality by building the Sonoma County brand message on the County’s top performing varietals.

8. Drive perceived quality by building the Sonoma County brand message on the County’s top performing varietals.

Goals & StrategiesHow to Win

10

To increase the equity (worth, meaning, positive recognition) of the Sonoma County Brand.To increase the equity (worth, meaning, positive recognition) of the Sonoma County Brand.

Increase the overall recognition of Sonoma County – particularly with

respect to high quality wines.

Increase the overall recognition of Sonoma County – particularly with

respect to high quality wines.

Increase the usage of Sonoma County branding on wine labels.

Increase the usage of Sonoma County branding on wine labels.

Key Goals Key Goals

Strategic Platforms Strategic Platforms

Continue to create a clear, understandable and

compelling brand message.

Continue to create a clear, understandable and

compelling brand message.

Identify key opinion makers, cultivate 1-on-1 relationships and consistently deliver the

message.


message.

Continue to build initiatives with the SC Vintners, AVA’s and key wineries focused on

leveraging SC brand recognition.




11

To increase the demand for Sonoma County winegrapes.To increase the demand for Sonoma County winegrapes.

Continually and effectively communicate the quality message about Sonoma

County winegrapes to key audiences.

Continually and effectively communicate the quality message about Sonoma

County winegrapes to key audiences.

Leverage the diversity message about Sonoma County to maximum advantage.

Leverage the diversity message about Sonoma County to maximum advantage.

Key Goals Key Goals



message.


message.

Continue to develop and deploy information,

resources and support to growers so they can

continually improve all aspects of their businesses.




Align SCWC and grower goals with grape buyers and

winery marketing teams.




12

To assure the economic sustainability of Sonoma County winegrape growing for the future – short and long term.

To assure the economic sustainability of Sonoma County winegrape growing for the future – short and long term.

Increase demand for Sonoma County winegrapes (Objective #2).

Increase demand for Sonoma County winegrapes (Objective #2).

Increase quality of Sonoma County winegrapes (Objective #5).

Increase quality of Sonoma County winegrapes (Objective #5).

Key Goals Key Goals












Continue to provide a unified, consistent and

positive voice and “face” for winegrape growers to the

public and key legislative & regulatory policy makers.





13

To better educate the public that grape growers are good stewards of the land and of vital economic importance to Sonoma County.

To better educate the public that grape growers are good stewards of the land and of vital economic importance to Sonoma County.

Increase positive industry interface and exposure with the media (local focus).

Increase positive industry interface and exposure with the media (local focus).

Increase presence at community events such as Harvest Fair.

Increase presence at community events such as Harvest Fair.

Key Goals Key Goals

Strategic Platforms Strategic Platforms Continue to provide a unified, consistent and






Develop relationships and outreach opportunities in key educational venues to

increase contribution to the community.

Develop relationships and outreach opportunities in key educational venues to

increase contribution to the community.






14

To increase the real and perceived value of Sonoma County winegrapes.To increase the real and perceived value of Sonoma County winegrapes.

Educate growers about growing the optimal grapes in their respective

locations.

Educate growers about growing the optimal grapes in their respective

locations.

Involve AVA’s in crafting a compelling message about the key strengths of their

respective appellations.

Involve AVA’s in crafting a compelling message about the key strengths of their

respective appellations.

Key Goals Key Goals

Strategic Platforms Strategic Platforms Continue to develop and

deploy information, resources and support to

growers so they can continually improve all

aspects of their businesses.




Drive perceived quality by building the SC brand

message on the County’s top performing varietals.








15

To eliminate internal (growers, winegrape buyers, etc.) barriers to success.To eliminate internal (growers, winegrape buyers, etc.) barriers to success.

Present and promote a unified message (growers, vintners, AVA’s tourism, etc.) of

Sonoma County as the umbrella brand.

Present and promote a unified message (growers, vintners, AVA’s tourism, etc.) of

Sonoma County as the umbrella brand.

Showcase integration of diversity (varietals, climates, etc.) and quality.

Showcase integration of diversity (varietals, climates, etc.) and quality.

Key Goals Key Goals

Strategic Platforms Strategic Platforms Continue to build initiatives with the SC Vintners, AVA’s and key wineries focused on














Key Areas for ActionDriving Results

16

Continue to create a clear, understandable and compelling brand message.

Strategic PlatformMajor Action Points

1.Define and document the target audience(s) in priority order.a) SCWC focus only?b) Partnership with SCV and/or SCTB?

2.Develop branding elements based on what will resonate with target audience(s).

a) Existing research ok?b) New research needed?

3.Craft and test (at least qualitatively) message statement options.4.Finalize brand message and positioning statement.5.Communicate to:

a) Boardb) Staffc) Growersd) PR Firm

Major Action Points

1.Define and document the target audience(s) in priority order.a) SCWC focus only?b) Partnership with SCV and/or SCTB?

2.Develop branding elements based on what will resonate with target audience(s).

a) Existing research ok?b) New research needed?

3.Craft and test (at least qualitatively) message statement options.4.Finalize brand message and positioning statement.5.Communicate to:

a) Boardb) Staffc) Growersd) PR Firm

How can one brand message focus effectively on all of Sonoma County? Is it geared to:• The destination?• Wines?• Food and wines?• Grapes and wines?• The lifestyle?• All of the above?

How can one brand message focus effectively on all of Sonoma County? Is it geared to:• The destination?• Wines?• Food and wines?• Grapes and wines?• The lifestyle?• All of the above?

Action Document

Action By WhoBy

WhenStatus Date Status/Comments

Board/Executive Committee agreement on target audience(s) – in priority order.

Larry Levine & Board

6/09 5/31/09 Complete

Review existing research to determine if additional info needed to select branding elements.

Larry Levine 6/09 5/31/09 In process

Select branding elements – working collaboratively with PR firm, SCV and SCTB.

Larry Levine & Mktg. Committee

6/09 5/31/09 In process

Develop message statement options – working collaboratively with PR firm, SCV and SCTB.

Larry Levine & Mktg. Committee

7/09 6/5/09 In process – joint meeting to be held by ?????

Test message statement options. Larry Levine & Mktg. Committee

7/09 6/5/09 In process

Board/Executive Committee approval of branding message and positioning statement.

Larry Levin & Board

8/09 6/5/09 Pending

Communicate message and positioning statement to all stakeholders for incorporation into marketing, promotional and public relations initiatives.

Larry Levine 8/09 6/5/09 Pending

17

Strategic Platform: Continue to create a clear, understandable and compelling brand message.Executive Committee Sponsor: Mike RowanAction Area: Develop and communicate the brand.

Next StepsMaking it Happen

18

Communicate the strategy broadly to grower

members.

Evaluate current programs and initiatives against the eight strategic platforms,

and adjust as needed.

Complete action development for more

complex issues based on the eight strategic

platforms.

Develop an integrated overall resource plan and

timeline.

Implement, monitor and adjust actions based on

results, outside forces and new information.

Communicate effectively and continually with

grower members.

Documents

Sonoma County Winegrape Commission Grower Presentation June 17, 2009 Great wines need great grapes…