Swiftwater Cellars 301 Rope Rider Drive, Cle Elum, WA 98922

2013 Public Relations Campaign

Michael Harrison Courtney Hottowe

Quan Lam Jace Bullington

Table of Contents

EXECUTIVE SUMMARY 1  CASE DESCRIPTION: 3  

THE CLIENT 3  PRODUCT AND SERVICES 3  MARKETING 3  THE INDUSTRY 3  COMPETITION 4  EXTERNAL ENVIRONMENT 4  PROMOTION 4  

PRIMARY RESEARCH (INTERVIEWS): 5  AMY MUMMA AND CARA LEDUC 5  LISA SMITH 5  MARJI MORGAN 6  EMILEE COMMEREE 8  KEN COHEN 9  THOMAS WARTER 10  BRYAN ADAMS 11  BRIE ROWE 12  

S.W.O.T. 14  STRENGTHS: 14  OPPORTUNITIES: 14  WEAKNESSES: 14  THREATS: 14  S.W.O.T. ANALYSIS 15  

GOAL: 17  OBJECTIVES: 18  PUBLICS: 19  MESSAGES: 20  STRATEGIES: 21  TACTICS: 22  BUDGET: 25  CALENDAR: 28  EVALUATION: 29  

OBJECTIVE #1 29  OBJECTIVE #2 29  OBJECTIVE #3 29  

APPENDIX A: BUSINESS BROCHURE 30  APPENDIX B: THANK-YOU PACKAGE 32  APPENDIX C: FLYER 33  APPENDIX D: CONTACT LIST 34  BIOGRAPHIES: 35  

COURTNEY HOTTOWE 35  MICHAEL HARRISON 35  QUAN LAM 36  JACE BULLINGTON 36

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Executive Summary

Swiftwater Cellars has opportunistically established itself as a destination winery. Visitors are willing to travel the distance to sample wines, enjoy beautiful scenic views, and take advantage of what the winery has to offer. After conducting extensive research, the findings have shown that expanding brand awareness into the Greater Seattle Area will encourage more business oriented visitors to the winery to use the AV capable conference rooms, large banquet hall and catering options. Upon completing the communication plan, Swiftwater Cellars will have an increased presence from businesses in the Greater Seattle Area following the 2013 calendar year. By doing so, more business meetings and/or retreats will be scheduled, creating a 15% increase in revenue from the business sector of Swiftwater Cellars income. The goal will be completed through the following objectives:

• Promote brand awareness among Seattle businesses, reaching 85% of key publics: 20% acknowledged with three months (March 31), 60% acknowledged within four months (April 30) and 85% within six months (June 30).

• Increase magazine and print presence from January-June 2013: five articles within two months (February 28), ten articles within five months (May 31) and the remaining in the last month.

• Increase social media and blog presence by 10% during January-June 2013: 1,446 current Facebook “Likes” and 391 current Twitter followers.

The publics that will be used to accomplish this goal are as follows:

• Seattle Businesses: Businesses in the greater Seattle Area, specifically upper level management in-charge of planning out of office meetings and retreats. This will also include some secretaries and interns capable of passing information on to upper level management.

o Human Resources Management of large companies o General Managers of small companies o Mid-level executives of large companies

Based  on  these  publics,  the  goal  is  to  ultimately  reach  the  larger  Seattle-­‐based  companies.  This  will  be  done  through  numerous  tactics  that  will  create  awareness  of  Swiftwater,  outside  of  the  local  residents  in  Cle  Elum  and  surrounding  cities.  These  strategies  and  tactics  are  overall  meant  to  bring  companies  to  Swiftwater  Cellars  to  use  the  facility  for  everything  it  offers.  These  tactics  will  include:  

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• Partner with American Management Association during their “Management and Supervisory Skills - The 7 Habits of Highly Effective People for Managers 2-Day Workshop” seminar in Seattle

• Partner with Young Professionals Network for their meetings • Partner with Suncadia to host business golf tournament • Press releases to business journalism in Seattle • Create blog • E-Newsletter to Seattle businesses (2013 calendar year)

Pursuing the tactics will increase name recognition and provide the opportunity to give first hand information on Swiftwater’s many opportunities to Seattle companies. The tactics ensure that companies will come to the facility for an event that will benefit themselves and their company/employees. In return, this gives the opportunity to present the benefits that Swiftwater Cellars facility can provide to those businesses. The total campaign cost will be no more than $30,000. This is the cost for an entire year-length campaign. Many of the resources that are used will be ones that are already at the disposal of Swiftwater Cellars. On top of this, hosting the events at the facility saves the expense of renting a location. To view the budget break down refer to the table of contents. There is a provided budget with specific details on pricing for each aspect of the campaign.  

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Case Description: The Client Swiftwater Cellars has been established as one of Washington’s destination wineries, located 82 miles east of Seattle in Roslyn. Facilities were built atop the entrance to Mine No. 9 in Roslyn. Swiftwater has incorporated the mine into their history. Owners, Don and Lori Watts brought in architectural and winery influences from their trips to Europe, South America and South Africa. The winery is all-inclusive; a concert venue, acreage of wine grapes in Washington and Oregon, catered events, a boutique and a restaurant. Swiftwater neighbors Suncadia, a golf resort offering hotel amenities. Mr. Watts states, “we want you to arrive with certain expectations, and deliver an experience that’s somewhere north of that.”

Product and Services Swiftwater has gained a high-class reputation because of the top shelf wine they produce. There is a “wine club” that gives members discounts on bottles and wine tastings, as well as many more discounts and deals. Swiftwater Cellars offers amenities other than wine as well. They are home to a restaurant called the “Hoist House” as well as a boutique that sells furniture, decorations, clothes and candy. The facility hosts weddings and corporate events as well as concerts at their amphitheater. These events are catered by the restaurant/bar and are available to the wine club members at a discounted rate.

Marketing In Washington, the sale of wine plays a big part in the economy. Washington is the second highest grossing state in the United States, accumulating $700 million per year. In Washington alone, 29,000 acres are used for wine grapes. Swiftwater Cellars manages 20,000 acres for their wines, not all of these acres are in Washington, some being in Oregon. They are also going with the same trend as Washington and their market, selling about 50% red wine and 50% white. Swiftwater’s selection may be small, but they are on par with the market trends.

The Industry The winery industry is showed a decrease in revenue during the recession. The

wine industry has actually grown over the last four years. In 2007, there were 534 wineries and as of 2011 there are 739 wineries in 33 counties in the Washington. Wine revenue in 2010 generated 1 billion dollars and provided jobs for 30,000 Washington workers. However, Washington state only accounts for 36% of its’ own wine sales. Smaller states like Michigan account for 70% of their own wine sales. 2012 could bring in a record year for wine making due to the hot and dry weather.

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Competition With 739 wineries in Washington state, one might think there is competition everywhere. But, there are only a few areas in Washington that compete with Swiftwater Cellars as a destination winery. Two destination wineries that share commonalities with Swiftwater are Mary Hill and Cave B, both located on the Columbia River. All three wineries are accompanied by a concert venue; Mary Hill and Swiftwater do not have attached lodging, while Cave B does. Red Hawk on the River is a destination winery in the making. Red Hawk is an equestrian ranch on the Yakima River. As of now, they have three rental cabins, meeting rooms and event halls. Their destination winery will be complete as of 2013. This ranch will be competition due to all their outdoor activities as well as their facilities to host businesses from Seattle. However, neither of these resorts have access to a prestigious golf course. More serious competition comes from Lake Chelan. The area is not a destination winery by itself, but a group of about 30 wineries in a relatively close proximity. This allows customers to move from winery to winery easily then find somewhere to stay. Lake Chelan wineries, as well as the surrounding areas provide variety, something customers appreciate.

External Environment Swiftwater has had to deal with a few big external issues. Suncadia is a concern

for Swiftwater. In February 2012, Suncadia struggled with financial problems, causing Cle Elum to cut their budget by $147,000. Employees in Cle Elum and Roslyn, both full and part-time were laid off as a result. The Taylor Bridge Fires kept a majority of customers from both Swiftwater and Suncadia. The lack of snow in 2011 also caused a diminished customer base.

Promotion Currently, Swiftwater does not have a marketing team. They do not spend

money on marketing or advertising. With their variety, Swiftwater has plenty to offer the public, but cannot utilize these facilities if no one knows of them. Social media is their go-to, keeping their Facebook, Twitter and website up-to-date. Swiftwater Cellars relies on word-of-mouth and social media, but they have potential to expand into more important publics with the use of even a small amount of promotional material.

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Primary Research (Interviews): Amy Mumma and Cara Leduc As part of the interview process, Amy Mumma and Cara Leduc discussed their ideas about Swiftwater Cellars. They were set up with an interview, but immediately turned into a mini-focus group. Both participants gave useful information as to how Swiftwater Cellars operates and how others see the destination winery. One of the first issues discussed, were the liquor laws and issues between Swiftwater and Suncadia being able to operate together. Suncadia is a separate entity from Swiftwater, creating a property line between the two attractions. Swiftwater is private property within Suncadia’s corporate property. This makes it illegal to carry alcoholic beverages between Swiftwater and Suncadia. Since the golf course is a part of Suncadia, it is illegal to buy a drink at Swiftwater and drink it while golfing. This issue is being addressed by getting Swiftwater approved by state officials as a “beverage-cart.” This will help business between both companies, allowing customers to use both facilities simultaneously. Marketing is another issue that has been brought to our attention. The management uses a multi-tasking style. Someone might handle public relations, wine distribution and events at the same time. When one subject becomes more important, the other areas go unnoticed for a period of time. Because of this, marketing has been set-aside. Swiftwater relies completely on word-of-mouth marketing. 85% of their clientele are from Bellevue, Kirkland, Seattle and Redmond. They are missing a major percentage of the population west of Snoqualmie because there is no advertising in that area. The smallest amount of advertising would raise the reputation and awareness of Swiftwater. There are numerous aspects of Swiftwater that can be advertised and used as an advantage. From their conference rooms to their 2,800-seat amphitheater, Swiftwater has a variety to give businesses what they need. All can be utilized and taken advantage of with a little advertising.

Lisa Smith As part of the interview and research process, Seattle businesses were interviewed to see what they were looking for in a business retreat or meeting. Lisa Smith, Office Manager of Frause, was one of the companies interviewed. Frause is a small public relations firm based out of Seattle, with a roster of 25. They are considered a close-knit business, with the C.E.O. being involved in a majority of decisions. Their process of elimination and decision making of where to go is a short and easy process. The Culture Committee took a survey of all employees to see where they wanted to go and what they wanted to do while on their business retreat. From there, Lisa Smith took the data and narrowed the decision to a California. The company is

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based in Seattle, making everyone want to go somewhere warm at the beginning of 2013. They plan their retreats in January or February in order to discuss business for the past year, as well as the upcoming year. Although there is more information to this interview, Lisa Smith’s answers brought about the idea that a bigger variety of businesses and subdivisions need to be focused on. Interviews must be conducted among subdivisions among larger businesses. This will concentrate the focus of research on bigger businesses like Amazon or Microsoft. From there, if subdivisions of larger businesses focus their energy on smaller business meetings or retreats close to their headquarters, public relations will be reassessed toward those business styles. But, in order to narrow the focus, more businesses like Frause must be interviewed to see if they have to same mentality. After subdivisions of bigger businesses and smaller companies in the Seattle area have been interviewed, public relations will be aimed toward one style or the other. This will be determined by interviewing top Seattle companies: DBBest Technologies, EagleView Technologies and MangoApps. Subdivisions of Microsoft and Amazon will be interviewed and smaller businesses like CashLINQ, a software company allowing nonprofit agencies to receive donations online. Talking to these companies will diversify our data, allowing the focus to be put on certain businesses instead of others.

Marji Morgan Marji Morgan currently works as the Dean of Arts and Humanities at Central Washington University. She is in charge of the department and plans the retreats and meetings for the professors. On top of this, she is a wine enthusiast and has traveled all over visiting wineries and sampling wines. She has even written articles for the Daily Record on wines, in her experience she prefers not to specifically talk about the wines, but about the history of the maker or the wine itself. An example she provided about this was an article she wrote on a wine called La Boem. This wine is based off a famous opera and the label was what stuck out to her the most, in her article about La Boem she compared the flavors of the wine to characters in the opera. Another article she wrote was titled “Merlot and midlife crises”, specifically about the history of that wine. Apparently the owner of the company had three midlife crises and the last one was creating this wine that soon became well known in the wine community. When asked about destination wineries, she does not think to visit one single winery. She would prefer to go to “wine country” where she can travel to a place that has multiple wineries and she can visit more than one place in one trip. “I like to travel to places in Washington like Walla Walla, Richland, Benton City, Prosser, Lake Chelan, ultimately be where the grapes are. I go to destination areas, not specifically destination wineries.” Two important aspects she looks for in a winery, or a destination winery, is that there is a restaurant and the winery does not just stand-alone. The second is that there is outdoor seating and other things to do other than to

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try wine. The example she gave was Tsillan Cellars in Chelan. This winery has an outdoor seating area that has a view of the lake and the scenery. Marji emphasized the importance of location and outdoor seating to create more of an atmosphere surrounding the tasting. Marji Morgan has visited Swiftwater Cellars a few times and is friends with the wine maker. What stood out to her about this winery is that the “tasting room is nestled between the restaurant and the gift shop.” She likes that you can wander around the gift shop and restaurant during the tasting. She also likes the selection of wines offered, for a tasting they have a nice selection. What she was not fond of was that there was no opportunity for outdoor seating. She felt that she was “cooped up” inside during the tasting and wanted to be able to go outside and sit and relax and experience the view. Of the other wineries she has visited, the ones that stood out the most to her were the ones that had outdoor seating and tastings. Marji throughout the interview emphasized the importance of atmosphere, both indoors and outdoors. On top of being a wine enthusiast, she is also in charge of planning retreats for her department. These can include overnight stays or just day trips. When asked if she would consider Swiftwater, she felt that the prices were too expensive for her budget, and did not like the lack of outdoor space. Currently she chooses one place for the retreats, and this is the wind farm 30 minutes out of Ellensburg. The facility is free and provides everything she needs to hold meetings and retreats. There are electronic screens with AV equipment and kitchens in every room, perfect for hosting. She also likes that it feels that they are really far away from everything and the views are “stunning”. She feels that it gives more of a “moral boost” to her team by hosting a retreat off campus and being away from everything. “It clears our minds of everything except for what we are focusing on in the meeting”. The types of activities she plans for the retreats/meetings are always on an agenda. She provides breakfast and lunch with a small segment for “drinks under the windmill” where she provides cider and wine. Other than this the meetings are scheduled in order to discuss any issues that are looming for the next year. Often times she will have her team read a common book and spend some time during the retreat discussing the book. It helps to create a more united team. Currently, Marji is not active in any Blogs because she is not very keen on social networking and tends to stray away from Facebook and websites of that nature. When asked the best way to reach her, she said she is very “old fashioned” and is an email addict. Based on this information, to cater to her demographic the best way to reach her would be our E-Newsletter. Also, she has subscriptions to a couple wine magazines, The Wine Spectator and Pacific Northwest Wine Press. She chose the wine spectator because it is the best for reading about international wines. Also, the magazine provides articles about topics like cheese and chocolate (pairing items) and does not just focus strictly on wines. She chose the Pacific Northwest Wine Press because she wants to balance out her reading with something focused on this region.

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She loves local wine and wants to know more about it so she subscribes to a magazine that can provide her with that information.

Interview Conclusion: Marji Morgan provided us with beneficial information to progress with our communication plan. This interview will help us narrow down some of our tactics for reaching publics in Marji’s demographic. We will focus on E-Newsletters and magazines when catering to that audience. It is important for Swiftwater Cellars to create an atmosphere surrounding their wines. Instead of focusing on just the tasting aspect it is important to have other activities. So, from this, when we create our events to invite publics to tastings, there will be other activities provided aside from strictly the tasting. This interview has given us information on how to communicate to the media using corporate materials and creativity. The atmosphere of Swiftwater Cellars is what we will emphasize in our media outreach in order to bring visitors into the winery.

Emilee Commeree Emilee Commeree currently works as the Events and Marketing Assistant for

Swiftwater Cellars. She is in charge of managing the operations of events catered by Swiftwater. The most common types of events at Swiftwater that Emilee has helped to coordinate are weddings. The wedding venue is booked every weekend all the way through December. As for corporate meetings, she said “We do have small meeting rooms for companies to use, but they are meant for small parties and they tend to host their meetings at Suncadia, and come to Swiftwater for dinner and drinks after the meeting instead. Emilee has helped with large-scale corporate events that have been hosted at the facility. She talked about an event that happened a couple summers ago with Toyota; they rented out the entire facility to showcase new cars that will be put on the market. Emilee has been in charge of putting together the rooms for company meetings and said that the most common types of companies are law firms, Microsoft (that host meetings and events at Suncadia and then move to Swiftwater later for either small meetings or dinner and drinks.) When asked about the marketing or promotions that have been done at Swiftwater, Emilee could not name a thing. She said that they do not seek out publicity and more encourage it to come to them. The exception was over the summer when Swiftwater hosted well-known bands in their amphitheater, they did some Facebook and website marketing for those events, but they were focused on the event and not specifically the facility. They have also been featured in multiple spreads for the Washington State Wines magazine and were the cover story on their website. Other than these, Swiftwater relies heavily on word-of-mouth. Before starting work as an employee at Swiftwater Cellars, the employees are given a handbook with details on the wines offered. Emilee explained that the

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handbook explains the company, the wines, the mission, etc. Employees are in-charge of learning the information themselves before starting employment. There is also a mandatory class once a month where the winemaker comes to the facility and goes over new and existing information with the employees. Emilee was not sure about how much is actually retained from the class, but she said that it is “definitely required to be attended by all employees.” Interview Conclusion: Emilee provided us with beneficial information to develop our GOST outline to further our research on Swiftwater. From the interview it helped us to learn more on the inner workings of the company and more details on the events that are hosted there. This way from here, we can develop a more detailed GOST for our publics.

Ken Cohen Professor Ken Cohen is currently doing his teaching as a Recreation and

Tourism instructor. Part of his job requires traveling a lot and gaining knowledge about many places he has visited. A resort like Suncadia is not an exception in his travel list. Especially, he had a good experience with Swiftwater Cellars when visiting there. The first impression of Swiftwater Cellars was the quality and design of the building. They fit the surrounding of the area well. Although they've made a very large building, it still creates a very comfortable feeling for visitors. The outside and inside designs of the building are positive. Secondly, when being invited to a dinner hosted by Swiftwater Cellars, Ken's group has got special attention and very good customer service. He also mentioned some comments on the Internet complaining how bad the customer service was. It is a wide selection of publics and some of the people just may not have anticipated what to expect, so that's a difficult thing to manage. However, there are some important reviews that managers should respond to in some ways. Ken likes the events at Swiftwater Cellars except for the timing of the events. Most of them are on Friday and Saturday nights. Nighttime is not always warm and outside events are not good moves in this case. Ken mentioned the strength of Swiftwater Cellars is within close proximity to Seattle so it is not far from the target population, giving Seattle businesses the means to participate. It's an additional option for the weekend at Suncadia because customers do not just experience the wine tasting but also the lodging. In addition, it is a positive experience for the people because they have quality wines and a building with good facility and location. Although they're doing a lot of things right, they should have to think about having a year around facilities. On the other hand, the limit of Swiftwater Cellars is the weather issue. People are struggling with winter issues when getting there so they have to find how they can facilitate that people can come out with a positive experience year around.

"If you have a good building, but your food and service are bad, people don't come back. If you have a medium building, but you have an outstanding service and food, people will come back," ended Ken. So building, service and food should be on

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the same level. The staffs should have a serious training, so they would know what they are doing and it should be very high quality service at the beginning.

Thomas Warter Mr. Thomas Warter is currently an engineer at the U.S. Forest Services. He has a passion for wines. Mr. Warter has been to many wineries in the state and taste most of the wines there. Thomas came to Swiftwater Cellars twice and it is a good opportunity to talk to him briefly about their business. In his opinion, Swiftwater Cellars should be engaging in the community a little bit more. On the other hand, their social media strategy is very weak. They just did a project to engage with the community and posted that on Facebook. However, when people gave comments, they never responded to them. If they want to take advantage of social media, they should manage that. More over, they should have a people-part to tweet or update their current events on Swiftwater Cellars' Facebook and Twitter. For example, when they’re at the concert, they could tweet like “Hey, I’m enjoying the good music time at Swiftwater Cellars.” Social media is very important to Swiftwater Cellars because they are kind of far away from their target public and it's very hard to make people get there all the time. "If they make people to feel that they are connected to them already, they would be able to make the trips more often," said Thomas. Aside from social media, they need to take part within the events in the community. They should not just have the events of their own at Swiftwater places. They should attend more events outside and promote their wines. If possible, it is a good idea to create the events in some nearby towns to get people to taste their wines. They’ve made a lot of money from the events. They have summer concert series but that was really limited because of the weather. At the last concert, the customers can only buy one glass of wine and that made them upset. Thus, they want to buy it by the bottle and Swiftwater Cellars can make a better sale on it that way. Thomas thinks they should have more events than just music. They have karaoke night on Friday night but it's not something that Thomas is enthusiastic in. "If you go there, you cannot even talk because it’s so loud and that wouldn’t get people like me to go there on Friday or Saturday night," said Thomas. In summer, they do a lot of outdoor events but they are very limited in doing events in winter. They do a number of weddings or celebration parties in the barrel room. So far, they can do a lot of events at one time. They seem to make more money out of events, which is an interesting focus, than just selling wines at the winery. So far, they’ve done a good job when selling their first four wines and now they’re doing a better job of making more wines available. In addition, they just received high scores in wine consumers for their wines so they really need to promote that. One more problem that Swiftwater Cellars has to deal with is their staff organization. They have really good people but sometimes they are over-extended. A certain staff member does general management, the newsletter, social media stuffs

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and the gift shop. They don't need to rearrange the employees but should rearrange the personnel structures. In order to be competitive to the other wineries, they should be focus on their own wine products. Before, they had four brands of wines, which maybe too few, and one of them is from Oregon, which is unusual. Currently, they have two brands from Oregon and it’s a big mistake to open a brand new winery in Washington but producing wines from Oregon’s grapes. Thomas believes having around eight brands of wine is a very nice variety. Swiftwater Cellars has a decent wine selection but having wines from Oregon is not a good branding in Washington. They have a lot of potential, so they should make a difference. Interview conclusion: After doing the interview with Dr. Ken Cohen and Mr. Thomas Warter, there is something that need to be changed in order to make the business at Swiftwater Cellars be a little bit better. First of all, they should keep upgrading their facilities or even expanding to become a destination winery. The key publics are business people so they should care more about well-equipped meeting rooms. In addition, having meeting rooms that are soundproof is a good option. Secondly, taking advantage of social media is another good move. Just a small thing like replying and/or responding to the customers’ comments and reviews, they can take one more step forward to get closer to the community. Thirdly, they should have a survey to collect the customers' opinion about each event. For example, the Friday night karaoke is not always a good event because some quiet people want to enjoy the wine and talk to each other. Finally, human resource management is one of the key factors. Reorganizing the personnel structure, as Thomas recommended, makes it easier in monitoring and avoiding further problems related to customer services or anything else that matters.

Bryan Adams Bryan is currently an employee at Boeing Commercial Airplanes and a wine

enthusiast. He has been drinking wine for about ten years, however he has only been seriously learning about wine and visiting wineries for the past five years. He considers himself a person who would rather have a glass of wine with dinner over other beverages. Bryan has checked in on wine blogs, but it is not a key part of his decision making process when choosing a winery to visit.

Bryan first spoke about his visit to Mark Ryan winery in Woodinville, WA. He was prompted to make the decision to visit this winery when it was suggested to him by a friend. His experience at this winery was a positive one. The entrance to the winery was memorable to experience, it was filled with Harley David Motorcycles and signed vinyl and CD’s from many musicians, however, his overall experience was affected by a few things the winery did wrong. The main attraction of Mark Ryan was in fact its excellent wine, however on his visit he discover that the wine was not as delicious as it once was. Also, the winery was smaller than expected, and when paired with an unprepared staff it made for an uncomfortable lunch.

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A winery with more similar aspects to Swiftwater is Edgewood which is located in Oregon. Bryan visited this winery a few years ago and found it so entertaining that it brought him back. With activities like a movie theater, a concert venue, an onsite restaurant, and a pitch ‘n put miniature golf course. He referred to the winery as an adult Disney land because of the ability to walk around with a glass of wine. The concert venue was what initially what brought him to this winery but all the activities had him wanting to come back for a longer visit so he could enjoy all the amenities the winery had to offer. There were no obvious negative aspects about the winery which meant he would suggest it to friends and family and he would definitely visit it again.

Brie Rowe Brie is a family friend and a wine fanatic who currently resides in the Seattle

area. She has been seriously interested in wine for the past 9 years. She currently receives the majority of her wine information from magazines, mainly from Food and Wine, and The Spectator. She graduated from the Culinary Institute of America in Greystone which is located Napa Valley, California. As a woman that works in the food industry she appreciates a great food and wine combination. Although she gathers information from magazines, she finds the work of Robert Parker, a respected wine reviewer, blogger, and published author, to be the most influential decision factor in her choice of a destination winery to visit. She has never heard of Swiftwater, but she has heard of Suncadia. She has visited many wineries some in Washington, many in California, and she has even visited wineries in Europe. For this survey her expertise in Washington wine was accessed.

Being a culinary professional her main concern with wine and the wine experience is finding a great tasting wine. Five years ago she heard about Kay Vineyard in Walla Walla. Her experience was overall a negative one because she visited the winery in hopes to find a great wine and she was greatly disappointed to find out the wine wasn’t as great as it had been described. She described many wine experiences where she visited a winery and nothing really stood out besides the actual taste of the wine. After informing her of Swiftwater’s amenities like the nearby golf course, an onsite restaurant, outdoor activities, and the many rooms which can be used for parties or business retreats she seemed more interested in visiting. Her opinion on our idea of making Swiftwater a business retreat paradise was well received. “Taking a business trip to a winery is a great idea because you have the opportunity to work in a location outside of the office, and knowing that it will be fun too will make employees more excited to go,” said Rowe.

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S.W.O.T.

Strengths: • Close to Seattle • Concert venue • Wine purchases on location • 7 event areas, large and small rooms,

built in conference rooms • Appeals during all seasons • Distribution of wine is starting • Possess amenities for businesses

Opportunities: • Partnership with Suncadia • Expand outdoor activities • Any marketing or publicity is more

than previous

Weaknesses: • Employees lacking knowledge of wine • No Marketing team • Lacking presence in Seattle area • Restaurant inconsistent • Concerts can only be held in summer

months

Threats: • Cave B is more established • Maryhill is well-known • Weather-dependent activities • Snoqualmie Pass conditions

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S.W.O.T. Analysis

Swiftwater Cellars is a destination winery located in Roslyn, Wash. The Watts family opened the winery in September 10, 2010 on top of Roslyn’s former No. 9 mineshaft, creating a unique history and background. The facility provides an open view of the surrounding 1,200 acres, as well as the ability to hold events, business meetings and casual wine tasting getaways. Swiftwater possesses immense potential to become one of the best destination wineries in Washington. Swiftwater Cellars possess strengths that allow them the opportunities to be successful. They are located 82 miles from Seattle, making it an easy day-trip or weekend get-away for business retreats or client meetings. For these meetings, there are seven event areas, large and small rooms, as well as conference rooms. These options give businesses an opportunity to complete their tasks in-between relaxing with a glass of wine. Swiftwater is also linked with Suncadia, giving an ample amount of activity options to guests who would also like to play golf or stay the night. Solidifying a bigger partnership with Suncadia would also bring in more business. Each business being able to promote each other and share their facilities, like Swiftwater’s concert venue. During the winter, although it is harder to get over the Snoqualmie Pass, Swiftwater does not turn into a desert covered in snow. There are plenty of activities to do around Swiftwater during the winter months, snow shoeing, skiing and snowboarding, just to name a few. Swiftwater has plenty of positives to work off of in order to build a bigger client-base. Before Swiftwater becomes a powerful and well-known winery, internal and external issues must be addressed. Based on customer reviews, servers’ knowledge of wines in Swiftwater’s restaurant is inadequate and inconsistent. This reduces potential sales of Swiftwater wines and creates a novice atmosphere for wine aficionados. The wine is also only sold on location. This creates no external marketplace for Swiftwater’s product. Currently, marketing is directed toward publics east of the Snoqualmie Pass, not reaching potential clientele in the Seattle area. Not reaching the Seattle area creates a hole in their potential market, more specifically, businesses. Surrounding competition can be a good or bad obstacle, depending how the facts are interpreted. Other destination wineries like Cave B, are already established, allowing them a bigger client-base, but also gives Swiftwater an opportunity to see what has or has not worked for Cave B. Although they are bigger obstacles than wanted, they are manageable.

The goal of Swiftwater Cellars is to increase awareness among businesses in the Seattle area. In order to obtain awareness, objectives must be acquired. An educational program will be implemented for current and future employees. This program will improve the performance of the winery and restaurant as a whole. By doing so, it will create a more professional and knowledgeable atmosphere for the customers. The program will be measured in terms of 50% or more positive reviews from customers. They will be interviewed before the program is implemented, servers

16

will be given weekly performance reviews and after the educational process is complete, customers will be interviewed to find any other necessary improvements. If the reviews have met a satisfactory rating of 50% or greater, educational programs will be maintained. Media awareness will also increase among blogs and magazines in the Seattle and Bellevue areas. Currently, Swiftwater is relying on word-of-mouth advertising and are not seeking magazine or blog coverage. This strategy makes it difficult for the winery to reach a wider range of clientele. Articles will be written in five or six popular magazines and blogs, either online or print format. After both of those objectives are completed, the number of events and visitors hosted at the facility must increase as well. This will be measured on a monthly basis, comparing the current month’s visits to the previous year’s visits during that same month. These objectives will be tracked and placed into effect over the course of the next twelve months. In order to accomplish said objectives, key publics must be addressed. In order to increase the events, meetings and visitors at the winery department leaders and distributers of corporations must be targeted. These leaders include but not limited to, are upper-level management, secretaries and assistants. More often than not, the assistants and interns are in-charge of planning company events and corporate meetings. Many companies will put together company retreats for their employees and this will benefit Swiftwater Cellars if they are on the list of destination wineries. Creating awareness among these companies in the Seattle area will help bring more businesses to the winery through positive reviews in articles and word-of-mouth. Another target public is event planners in the Seattle area. These events may be less associated with corporations and will bring in a different demographic of people into the facility. These events can include weddings, graduation parties and birthday parties. In order to keep the reputation as a destination winery, the travel agencies will also be targeted. This public can also be targeted through travel magazines such as Experience Washington Magazine, where travelers are able to see destinations to visit in Washington. By targeting these audiences, visitor traffic will increase for events, as well as vacations.

17

Goal: Swiftwater Cellars aims to strengthen their relationship with businesses

in the Greater-Seattle Area from January 2013 – December 2013. In response, there will be an increase in business meetings and/or retreats at

Swiftwater Cellars.

18

Objectives:

1. Promote brand awareness among Seattle businesses, reaching 85% of key publics: 20% acknowledged with three months (March 31), 60% acknowledged within four months (April 30) and 85% within six months (June 30).

2. Increase journalism presence from January-June 2013: five articles within two months (February 28), ten articles within five months (May 31) and fifteen articles overall.

3. Increase social media presence/blog presence by 10% during January-June 2013: 1,446 current Facebook “Likes” and 391 current Twitter followers.

19

Publics:

Publics to be targeted will be businesses in the Greater Seattle Area, spanning from Tacoma to Seattle to Bellevue. Three sub-groups will be targeted in these businesses including: Human Resources Management of large companies, General Managers of small companies and mid-level executives of large companies. Depending on who is in-charge of scheduling, some secretaries might be targeted as well. Currently, 85% of Swiftwater Cellars’ business comes from the Seattle area, but those are particularly individuals or couples. The facilities and amenities are in-place for businesses and those publics need to become aware of them.

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Messages: Primary Message: Discuss business ventures surrounded by great food, wine and a perfect atmosphere. Secondary Messages:

v Private and comfortable settings meeting rooms: Ø Two small, soundproof rooms with capacity of 20 people and Ø Two mid-sized rooms:

§ La Cantina room: capacity of 60 people Ø Two large rooms

§ Patio room: Capacity of 200 people v Meeting and conference rooms are well-equipped with all necessary accessories. v Large flat panel display, a build-in DVD, off air cable/satellite signal, multiple

computer inputs, phone, network and auxiliary input connections. v Customizable audio visual and package solution provided.

Ø The Hoist Restaurant § Seasonal menu § Indoor/outdoor dining and catering

Ø Close to Suncadia Resort - Same vicinity § Overnight stays available § Golf course

Ø Outdoor amphitheater with concerts all summer

Primary Message: Learn about your business retreat surroundings Secondary Messages:

v Infrastructure of Swiftwater v Business tips v Information about other retreat locations

21

Strategies: Strategy One: Partner with companies associated with Seattle businesses to promote Swiftwater Cellars Strategy Two: Develop a presence among Seattle businesses through the use of business journalism in Seattle to promote Swiftwater Cellars Strategy Three: Using social media, provide first-hand information about business retreats, meetings and Swiftwater Cellars’ amenities

22

Tactics: Partner with American Management Association for their “Management and Supervisory Skills - The 7 Habits of Highly Effective People for Managers 2-Day Workshop” seminar

Location: Seattle Date: Apr 8 - 9, 2013, Time: 9AM-5PM Cost: $1,995 per person (payments go to AMA)

Expected attendance: 25 Provide appetizers Swiftwater Cellars pamphlet in AMA’s book Management Essentials Swiftwater Cellars brochure to accompany AMA’s “Participant Guidebook” (Refer to appendix A for visual)

-Appendix A: Brochure

• Start Date: March 4, 2013 • Completion Date: March 25, 2013 • Key public: Human Resources Management of large companies, General Managers

of small companies and mid-level executives of large companies. • Action desired from public(s): • Choose Swiftwater Cellars for business meetings and retreats. • Scheduled business meetings and/or retreats will increase • How that action ties to the key public's self-interest: • Another option for meetings, retreats and/or celebrating • Primary message: • Swiftwater Cellars has the facilities and resources available to host business

meetings Private and comfortable settings meeting rooms: 20-250 person capacities o Two small rooms with capacity of 20 people and soundproof o Two mid-sized rooms: o Two large rooms o Meeting and conference rooms are equipped with all necessary accessories. o Large flat panel display with DVD capabilities o Multiple computer, phone, network and auxiliary input connections. o Customizable audio/visual and package solution provided.

• Third-party influential and how they will be used: Person in-charge of scheduling meetings/retreats from Seattle businesses will guest-write on blog about their experiences of at wineries and destination wineries

• Proposed cover title and cover copy: Swiftwater Cellars: Destination Winery • Proposed cover photos/art: Swiftwater Cellars logo and photos of venues

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• Method and timing of distribution: Brochure will be placed with AMA material during their seminar

• Print quality, number of colors and size: High quality R.G.B. prints and 81/2 " X 11" sheets

• Other art to be used: Brochure template background

Partner with Young Professionals Network to host their monthly meeting in June 2013

Date - June 22, 2013 Time – 5PM-9PM Host appetizers and dinner Cost – Members $30 per person, Non-members $40 (66% goes to YPN 33% goes to Swiftwater)

Ticket will pay for main course and an appetizer or two glasses of wine

Partner with Suncadia to host a Seattle business golf tournament Promote through Seattle Business Magazine Date: July 20, 2013 Time: 6A.M. – sunset Send invitations to Seattle businesses Invitations will be created from Seattle business database Send Press Release to writers via contact list Preview press release of event Provide golf balls, place markers and towels to participants

Send personalized press releases accompanied by thank-you package

Contact list Appendix D January - Profile on Swiftwater Cellars owners and how their farming and traveling around the world lead to running and owning a destination winery March - Swiftwater wine making process (made in Washington) June - Swiftwater services for business meetings/retreats August - Swiftwater Cellars going with “green” infrastructure

Create blog

Invite Human Resources Management departments, interns, secretaries or the person in-charge of scheduling meetings/retreats from Seattle businesses to guest-write on blog about their experiences of business retreats and meetings held at wineries/destination wineries Integrate blog into website Link blog, website, Facebook page and Twitter

E-Newsletter to Seattle businesses (2013 calendar year)

24

Purchase Seattle business database Create Seattle business contact list for E-Newsletter Buy created E-Newsletter template Send newsletter out on the first of the month for newsletter months

January – Layout/design of Swiftwater Cellars February – Plans to rebuild for a “Green” infrastructure March – business tips (guest writers from partner: YPN) May – Summer meeting and retreat specials August – “Green” facilities finished/grand re-opening notice November – Have a great Thanksgiving and happy holidays, from Swiftwater Cellars December – Beginning of the year business retreat/meeting specials

25

Budget:

Key Public Seattle Business Leaders Detail

Per Item Cost

Total Projected Credit

Actual Projected

Strategy #1 Partner with Seattle businesses

Tactic

Partner with American Management Association for their seminar

Supply Food to Seminar

$162.10

$162.10 Dungeness Crab Cakes Pipian 2 @ $4.90 $4.90 $9.80

$9.80

Braised pork shank 1 @ $3.85 $3.85 $3.85

$3.85 Steamers and Sausage 1 @ $4.2 $4.20 $4.20

$4.20

Warm Country Salad 10 @ $3.85 $3.85 $38.50

$38.50 Tenderloin chili 5 @ $3.15 $3.15 $15.75

$15.75

Prep-time 6 HRS @ $15/HR $15.00 $90.00

$90.00 Business Flyers 30 @ $.10 $0.10 $3.00

$3.00

USB Drive (2GB) 25 @ $7.50 $7.50 $187.50

$187.50 Video Tour 30 @ $.27 $0.27 $8.10

$8.10

Deliver cooks/supplies 4 HRS @ $10 $10.00 $40.00

$40.00 Tactic Subtotal

$400.70

$400.70

Tactic Partner with YPN at Swiftwater Cellars

Winery tour 2 HRS @ $15/HR

$30.00

$30.00 Food prep 30 meals @ $10.27 $10.27 $102.70

$102.70

Employees

Kitchen staff 3 HRS @ $15 x 3 staff members $15.00 $135.00

$135.00

Waiter/waitress 3 HRS @ $10 x 5 waiter/waitress $10.00 $150.00

$150.00

USB Drive (2GB) 25 @ $7.50 $7.50 $187.50

$187.50 Tactic Subtotal

$605.20

$605.20

Tactic Business golf tournament Send press release to contact list

Golf tournament Score keeper 14 HRS @ $10 $10.00 $140.00

$140.00

Announcer 14 HRS @ $10 $10.00 $140.00

$140.00 Golf "swag" through golfballs.com

$939.75

$939.75

Upload logo and place order .25 HRS @ $10 $2.50 $2.50

$2.50 Golf Towels 25 @ $11.44 $11.44 $286.00

$286.00

Divot Tool

$6.05 $151.25

$151.25 Production 25 @ $2.45 $2.45 $61.25

$61.25

Setup charge 25 @ $3.60 $3.60 $90.00

$90.00

Golf Balls 25 dozens @ $13.95 $13.95 $348.75 $348.75

$1,219.75

$1,219.75

Strategy Subtotal

$2,225.65

$2,225.65

Strategy #2

Develop a presence among Seattle businesses through the use of business journalism in Seattle to promote Swiftwater Cellars

Tactic

Send press releases to contact list

Profile on Swiftwater Cellars owners 1 HR @ $15/HR $15.00 $15.00

$15.00

Thank-you package 5 @ $70.97 $70.97 $354.85

$354.85

Swiftwater wine making process

(made in Washington) 1 HR @ $15/HR $15.00 $15.00

$15.00

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Thank-you package 5 @ $70.97 $70.97 $354.85

$354.85

Swiftwater services for business

meetings/retreats 1 HR @ $15/HR $15.00 $15.00

$15.00 Thank-you package 5 @ $70.97 $70.97 $354.85

$354.85

Strategy  Subtotal               $1,109.55       $1,109.55  

Strategy #3

Provide first-hand information about Swiftwater

Tactic Blog Create Blog 3 HRS @ $65/HR $65.00 $195.00

$195.00

Maintain Blog 4 HRS PER MONTH @ $15/HR $15.00 $720.00 $720.00

Tactic Subtotal

     915  

 915  

Tactic Send monthly E-Newsletter GDT Creates Template 2HR @ $65 $65.00 $130.00

$130.00

Collect information monthly .5HRS PER MONTH @ $15/HR $15.00 $180.00 $180.00

Input information .5HRS PER MONTH @ $40/HR $40.00 $240.00

$240.00

Send E-Newsletter .5HRS PER MONTH @ $40/HR $40.00 $240.00 $240.00

Strategy Subtotal

$1,705.00

$1,705.00

2013 Supplies Bulk materials to be used during 2013 calendar year

Material

Business brochures for 2013 calendar year

Create brochure template and add information 1 HR @ $15/HR $15.00 $15.00

$15.00

VistaPrint printing - 100-LB, aqueous coating 1,000 prints @ $.28 $0.28 $282.99

$282.99

pick-up brochures 1,000 @ $.02 $0.02 $22.96

Free Shipping $0.00

Material Cost

$320.95

$297.99

Material Business flyers for 2013 calendar year

Create flyer template and add information .5 HR @ $15/HR $7.50 $15.00

$15.00

VistaPrint printing - gloss, 80-LB 1,000 prints @ $.10 $0.10 $99.99

$99.99

Ship from VistaPrint to Swiftwater Cellars 1,000 @ $.02 $0.02 $17.93

Free Shipping $0.00

Material Cost

$132.92

$114.99

Material USB drive (2GB) Upload logo to VistaPrint .1 HRS @ $15

$1.50

$1.50

VistaPrint places logo on USB drive 48 @ $7.50 $7.50 $359.99

$359.99

Ship from VistaPrint to Swiftwater Cellars 48 @ $.25 $0.25 $12.00

Free Shipping $0.00

Material Cost

$373.49

$361.49

Material Care Package Bottle of No. 9 Semillon 100 @ $6 $6.00 $600.00

$450.00

Thank-You cards from VistaPrint 100 @ $.49 $0.49 $49.00

$49.00 matte-finish

Shipping 100 @ $.08 $0.08 $7.99

Free Shipping $0.00

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Sticky Pads Create layout using VistaPrint .25 HRS @ $15/HR $3.75 $3.75

$3.75

VistaPrint printing - 50-LB, sticky backing, 3x3, 50 sheets 100 @ $1.80 $1.80 $179.99 $179.99

Ship from VistaPrint to Swiftwater Cellars 100 @ $.16 $0.16 $15.50

Free Shipping $0.00

Video Tour Already created

$0.00 $0.00

$0.00

Convert onto Sony DVD

recordable storage spindle 100 @ $.27 $0.27 $26.99 $26.99 Material Cost

$883.22

$709.73

Material Subtotal

$1,710.58

$1,484.20

Campaign Total             $5,040.20       $5,040.20  

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Calendar:

   Jan   Feb  

March  

April  

May  

June  

July  

Aug  

Sept  

Oct  

Nov  

Dec  

Public:  Seattle  Businesses                                                  

Strategy:                                                  

Partner  with  Seattle  businesses                                                  

Tactics:                                                  Partner  with  American  Management  Association's  seminar                                                  Partner  with  Young  Professionals  Network  for  their  meeting                                                  

Partner  with  Suncadia  for  business  golf  tournement        

             

                       

Strategy:                                                  Develop  presence  among  Seattle  businesses  with  journalism                                                  

Tactics:                                                  

Press  releases                                                  

Strategy:    

                                           

Provide  first-­‐hand  information  about  Swiftwater                                                  

Tactics:                                                  

Create  and  maintain  blog                                                  

E-­‐Newsletter                                                  

                                                   

                                                   

                         

   

Frouse   Swiftwater  

               

29

Evaluation:

Objective #1 Criteria: Promote brand awareness among Seattle businesses, reaching 85% of key publics after a total of 6 months. 20% of these publics will be reached within four months and the remaining after 6 months. Tools: Conduct a 3rd party poll prior to campaign to acquire current public awareness standing. Based on results, after four months (April 30th) awareness will increase by 20% (Beginning # X 1.20= percentage of progress). After six months (June 30th) awareness will increase by 50% (Beginning # X 1.5 = percentage of progress). The campaign will have reached the full 85% by the end of 2013 (Beginning # X 1.85= percentage of progress).

Objective #2 Criteria: Increase magazine and print presence from January-June 2013: 5 articles within two months, 10 articles within five months, and a total of 15 at the end of 2013. Tools: Media research will be conducted prior to reaching publics to acquire current magazine presence. Keep record and research ALL articles mentioning Swiftwater Cellars. On February 28th, 2013, after 2 months should be 5 articles. On May 31st, 2013 after 5 months should be 10 articles, and 15 articles at the end of 2013.

Objective #3 Criteria: Increase social media presence/blog presence by 10% between January-June 2013. Tools: Conduct research prior to campaign to find the blog presence. Current standing is 1,446 Facebook “Likes” and 391 Twitter followers. Keep a record of progress, and after 3 months report the total percentage increase gained at the halfway point. After the full 6 month campaign report the total percentage increase. This “increased media presence” does not simply include the number of followers or viewers, success also includes the number of public responses to posts by Swiftwater Cellars directly, or also responses to posts mentioning Swiftwater Cellars. This will provide a more accurate presence to base the campaign’s success off.

30

Appendix A: Business Brochure

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31

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32

Appendix B: Thank-You Package Thank-You Card, Bottle of No. 9 Semillion, video tour DVD, USB drive (2 GB) and sticky pad

33

Appendix C: Flyer

34

Appendix D: Contact List

Newspaper Homepage Contact Section Circulation

Seattle Times www.SeattleTimes.com Providence Cicero

Entertainment - Restaurant Critic 236,571

Seatte Times www.SeattleTimes.com Jon Talton Business - Finance 236,571

Seattle Times www.SeattleTimes.com Scott Hanson Northwest Golf 236,571

Seattle P.I. www.SeattlePI.com Allison Austin Scheff Lifestyle - Food Online

The News Tribune www.TheNewsTribune.com Sue Kidd Entertainment - Restaurant 85,000

Seattle Weekly www.SeattleWeekly.com Hannah Raskin Restaurants 77,929

Magazine Homepage Contact Section Circulation

Seattle Magazine www.SeattleMag.com Shannon Borg Wine 49,425

Seattle Metropolitan www.SeattleMet.com Kathryn Robinson Restaurants 51,460

Seattle Business Magazine www.SeattleBusinessMag.com Michael Romoser Events 105,000

35

Biographies: Courtney Hottowe

Public Relations Major at Central Washington University Professional and Volunteer Experience:

v Volunteer at Homeward Pet Adoption Center o Assisting with adoption procedures, general organization of the shelter,

creating templates for printouts, assists in planning annual auction. v Account Executive for Bounce Central

o Creating a public relations campaign, promoting upcoming events, along with working closely with client to satisfy needs of company.

v Marketing assistant for Jägermeister o Planning events for promotions, working closely with restaurant/bar

owners to provide publicity for both them and Jägermeister.

Michael Harrison

Public Relations Major at Central Washington University Professional Experience:

v Photography Editor for The Observer o Choosing and distributing assignments to photographers o Choosing and editing photographs to go into the paper

v Account Executive for Ellensburg CrossFit o Creating and executing public relations plan

v Customer Relations for Valley Buick and GMC o Manage social media and customer relations

36

Quan Lam

Public Relations major at Central Washington University Professional Experience:

v Account Executive for BBO - Fabrication o Creating Public Relations campaign, meetings with the client

periodically to update the process and make sure they are satisfied with it.

v Cook at Central Market Place o Improving experience with customer services every day.

v Photographer for The Observer: o Photographing weekly assignments on a deadline

Jace Bullington

Public Relations major at Central Washington University Minor: Sociology Professional Experience:

v Zenker & Associates – o Forest Engineering and Land Surveying