Integrated Marketing Campaign Proposal - Okanagan Crush Pad

OKANAGAN CRUSH PAD

Executive Summary Okanagan Crush Pad is a winery based on producing in-house wine brands and client-based wines, using a “custom crush” model, and imported concrete egg shaped fermenters; both firsts in Canada. Their brand personality matches the more unconventional, rebellious and daring direction the industry is taking. However, this comes with its own challenges and risks; posing the need for past campaign analysis and a new recommended campaign.

The proposed campaign for OCP’s summer season is titled “Okanagraffiti”; an affiliated artist inspired mix of city street art and the Okanagan vineyard terroir. Advertisements, direct e-newsletters and mail pieces, and social media presence, would all feature “Okanagraffiti” and the new tagline “Wine Done Different”. This greatly identifies with OCP’s brand character and values, and invites public relations interest and unique, branded sales promotions.

Between May and October 2012 conducted their “Liquid Geography” campaign. The intention for this campaign was to meet the following key objectives for the new winery: • • •

Communicate OCP’s unique brand character and personality Establish OCP’s strong association with the Okanagan valley Increase OCP’s brand awareness within their chosen markets

The intended primary target market for the campaign was selected wine retailers and restaurants in British Columbia, as well as communicating their message to the wine industry as a whole. The secondary market was end users, identified as the 21-35 year old “Generation Y” demographic, specifically those who match their brand character.

The Liquid Geography campaign communicated OCP’s strong link to the Okanagan land, but largely failed to meet all of the identified objectives. It did not communicate the unconventional, fun-loving nature of OCP’s brand character and management style, or set itself apart as a winery with a unique, distinct style.

The proposed “Okanagraffiti” campaign, during the same period in 2012, would have been more successful in communicating their key messages and reaching the strategic objectives. This integrated campaign analyses all tactics of the Liquid Geography campaign (advertising, public relations, sales promotion and direct marketing) and suggests improvements for each, by aligning with the elements of the proposed “Okanagraffiti” theme and tag line.

Campaign Analysis & Recommendations

Okanagan Crush Pad 16576 Fosbery Road, Summerland, BC Chelsea Brynildsen, Mandy Butler, Sandy Cho, Kevin Willemse, Sona Zavandi

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Introduction This report analyzes the Okanagan Crush Pad (OCP) “Liquid Geography” campaign, which ran from May to October, 2012.

The campaign was intended to position OCP as a unique player in the market, increase overall awareness about the brand, and drive retail and consumer demand for their wines.

Through industry and competitive analysis, and the identification of market and consumer trends, appropriate insight will be gained to analyze campaign effectiveness and put forward recommendations accordingly. Specific advertising, public relations, direct marketing and sales promotion tactics will be gauged and improved, if necessary, to determine the most effective campaign and ensure OCP’s objectives are met.

What is Okanagan Crush Pad? Christine Coletta established Okanagan Crush Pad (OCP) in 2010. Coletta is a renowned Marketing Consultant, founding board member of the Vintners Quality Alliance (VQA) and B.C. Wine Institute, and respected industry expert for over 20 years.

Before OCP was built, Coletta sourced grapes from her own vineyards, but the fermentation and bottling processes were outsourced to any available small facility that was dormant within larger producers. This approach continued for two years, producing the first 168 cases of OCP’s “Haywire” wine (Okanagan Crush Pad, 2012).

Like Coletta, many small winemakers and grape growers were looking for small-batch winemaking facilities they could rent (rather than large investment into owned facilities) and cooperatively partner with, to help grow their brand and ensure quality wine production. This “virtual winery” model had been successfully implemented in other winemaking regions around the world, but never before in Canada.

This led to the opening of OCP’s facility: a 7,750 square foot distillery, built in the Summerland, BC, making use of six innovative concrete “egg” fermenters alongside traditional equipment. Imported from California, these egg-shaped concrete vessels are a revival of ancient wine fermenting methods, now making a comeback using modern technology. The eggs’ specific shape submerges more pulp and skin, facilitates the correct breathability and controls temperature. These features allow for a brighter, fruitier and more aromatic nature than if fermented in stainless steel, oak or copper. The wine ages quicker than traditional methods as well (Wines of Canada, 2011).

Coletta partnered with renowned wine expert David Scholefield, as Wine Advisor and Public/Industry Relations Manager.

Scholefield sits on the B.C. Liquor Board, also head judge for the Vancouver Wine Magazine Competition (Trialto, 2012).

Christine’s husband, Steve Lornie, also joined the team as General Manager, to begin producing their own wines at OCP. OCP’s first wine to be fermented in-house was the Haywire brand, with grapes sourced from 47 acres of owned and leased vineyards, which was released in mid-2012. Varietals include Pinot Gris, Chardonnay, Gamay Noir Rosé, Pinot Noir, and Gamay Noir. Only certain varietals were fermented in the eggs, and have a gray label (as opposed to white), symbolizing they were “Raised in Concrete” (Okanagan Crush Pad, 2012).

During 2011, OCP processed 225 tons (17,000 cases) of their own wines (Haywire and Bartier Scholefield), and 450 tons (33,750 cases) of their client labels: Bella, Harper’s Trail, Rafter F, and Di Bello. These brands entered into production, distribution and/or marketing agreements with OCP. Although OCP works very closely with these labels, sharing experience, advice and distilling/bottling services, OCP maintains its marketing focus on the two in-house brands.

OCP distributes their Haywire and BS wines through the B.C. Wine Shop within the Okanagan, and Trialto distributing to Vancouver, Whistler, Victoria and Alberta. These distributors help facilitate the connections between OCP, retailers, and restaurants, in order to get OCP wines onto the shelves of retailers and restaurant menus.

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OCP’s vision revolves around passion, quality, and experimentation. They focus on supporting the industry rather than increasing their market share and volume. OCP’s marketing and brand message is clear; they do not wish to rapidly expand and compete with the established, larger Okanagan or national wineries. Embodiment of the Okanagan terroir flavor in their wines is paramount to them, as is nurturing startup winemakers and introducing innovative winemaking practices to produce exciting, high quality wines in exclusive batches. This approach presents numerous unique marketing challenges for OCP in their endeavors to establish themselves as a reputable player in the very competitive winemaking industry of the Okanagan and Canada (Wines of Canada, 2011) (Okanagan Crush Pad, 2012).

Situational Analysis This section explores trends in the wine industry, providing analysis and insight into the market, consumer trends and behaviours, and the competitive landscape. Further analysis is provided to how these form both threats and opportunities for OCP, and their internal strengths and weaknesses.

Industry Overview Market figures and wine consumption continue to grow globally, but Canadian figures outstrip those of the world average almost sixfold, with projections moving the country from fifth, to the world’s third largest wine consumer by 2014; surprisingly however, Canada is the only wine-producing country where imports exceed exports.

On-trade companies, such as lounges and restaurants, have the most buying power as they distribute the majority (72.4%) of the wine market volume (MarketLine, 2012). This facilitates the market’s retail growth, as wine is becoming more popular compared to spirits and beer, and has surpassed spirits in terms of liquor store sales (Tuttle, 2012) (Nichols, 2011) (Canada Newswire, 2011).

The Canadian government exercises strict control and taxing regulations over the domestic and international wine distribution.

Many of the smaller wineries prefer (or are only able) to trade within their province. However, pressure from wineries and changing liquor board rulings may see these regulations changed in the very near future (OKCrushPad, 2011) (Klassen, 2012).

Industry and Market Trends In British Columbia, wine consumption has remained relatively stable over the past five years, despite an almost 20 per cent rise in prices. More expensive, top-shelf wines are gaining ground, but table wines are still the most popular (Wine Market Council, 2011). Increased consumer spending is notable by customers purchasing more liquor in restaurants (Tuttle, 2012).

In some ways, the industry is still catching up to the changing demands of new consumer markets. Wine is a highly differentiated product, with a variety of brands available in the market. Some wine producers have begun to improve brand management and modernize their merchandising by launching bold brand designs, “cheeky” labels, and integrated marketing campaigns in order to become more identifiable with the public. These factors have intensified rivalry between the brands, influencing wine drinkers to use the label designs and brand recognition as the only differentiating factors when choosing a bottle. This opposes traditional wine advertising, which focuses on the winery itself and its accolades, versus brand character and product benefits (Roberts, 2012).

Although wine used to be considered “the exclusive domain of the educated and wealthy male”, wine consumption has now pervaded all areas of society, especially the unsophisticated wine drinkers of Generation Y (YaYa Connection, 2012). Modern buyers are looking for a more casual relationship with their chosen wine brand, with a message that speaks to their beliefs and attitudes (Wine Australia). This is reflected in their preference for unconventional labels.

Consumers are becoming more attracted to the idea of boutique wineries which have a unique story. Similar to the craft beer revolution, there has been a change in consumer preference from big-box corporations to local, smaller, sustainable winemaking and brewing companies such as OCP (Hamilton, 2012), (Gismondi, 2012).

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The massive proliferation of smaller labels are diversifying towards the younger, less brand-conscious consumers, as purchasers have a very wide range of wines to choose from with low switching costs (MarketLine, 2012). Modern buyers are looking more for value, taste and immediate enjoyment rather than savouring and collecting rare or renowned vintages. There is a common misconception that concrete fermentation offers lower quality than copper or oak barrels. Concrete fermentation is a characteristic of high quality wines, and OCP is trying to remind the market of this fact (Kwon, 2011).

The practice of “kegging” wine destined for bottling for “on tap” serving was once frowned upon, but is growing in acceptance as a way to reduce costs, sell more wine to retailers, and adapt to the changing consumer (Stainsby, 2012). Even the practice of restaurant wine corkage is on the rise, growing overall consumption and retail channel sales (Gismondi, The Vancouver Sun, 2012). Premium boxed wines are also becoming popular, with OCP being one of the first to offer VQA quality wines in a box.

Mainly the larger brands find themselves doing more outsourcing of grapes and juices, rather than relying on a completely vertical integration of growing, crushing, fermenting and bottling all in-house (MarketLine, 2012).

Most large wineries offer premium wines, but much of their profit is derived from high volume, mid-market products. This implies high fixed costs, because of the need to operate large winemaking plants. At the same time, the prices that can be obtained for these products may be forced down by large retail chains. These factors boost rivalry, which is assessed as moderate overall. Switching costs for retailers and on-trade companies are low; per-unit volume prices are lower for wines, versus high for spirits (MarketLine, 2012).

Another influential industry trend is online retail and distribution channels that allow consumers (and retailers) to purchase their wine without having to contact an actual winery. The older demographic wine lover is becoming more technologically proficient, and projections are put forward that this practice will increase rapidly (Hamilton, 2012) (Cruise Persuasion, 2011).

This trend reduces many of the distribution costs and marketing challenges that smaller winemakers face in getting their product to the consumer.

Competitive Analysis Competition is fierce among B.C. winemaking regions. There are over 120 wineries in the province and the majority is located in the Okanagan Valley. By examining vineyard scale, grape varieties, average price per bottle, annual production volume, and overall ratings of wines produced, we can deduce OCP’s main competitors (Industry Canada, 2011). These have been identified as: Blasted Church Vineyards, Dirty Laundry Vineyard, Monster Vineyards, Painted Rock Estate Winery, Poplar Grove, See Ya Later Ranch and Tantalus Vineyards. All have traits that make them competitors, and all compete with the similar Okanagan “hometown” advantage (See Appendix A-1).

All of the wineries produce fewer than 30,000 cases of wine annually and are considered either a micro or small sized winery (based on number of employees) (See Appendix A-2). OCP, along with the chosen competitors, are considered boutique wineries, and appeal mostly to niche markets, based on their quirky stories and modern ways of running their business.

Okanagan wineries, such as Mission Hill Winery and Quail’s Gate Estate Winery, were not considered as competitors, due to their incomparable size and production.

OCP does not have a true, direct competitor in B.C., since there are no other virtual wineries that have the same business model as OCP. They are currently the only winery in B.C. that has client wine management and branding services available, and are the only winery in Canada that uses concrete fermentation.

The most popular retail distribution channels for these types of wineries are licensee liquor stores, off-site retail liquor stores, and the government regulated B.C. Liquor Stores (BCL). Although BCL is considered the largest distribution channel, it is not the most attractive. For small companies, it is the least profitable, heavily regulated, and is the least distinguished compared to private liquor stores. Large winery labels are usually sold at the BCL, whereas smaller wineries prefer licensee liquor stores, such as Everything Wine.

Trialto is a wine distributor that represents and distributes select local and international premium wines, helping liquor boards, retailers, and restaurants source, sell and market their wines. Three out of the seven Canadian wines they distribute are OCP wines, and they also distribute competitor brands Monster Winery and Poplar Grove (Trialto, 2012). Other competitors do not

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use dedicated distribution channels or agreements; consumers and retailers can purchase wine on the individual winery websites, retail stores, or via telephone orders, but they only ship within Canada.

The graph in Appendix A-3 compares the wineries’ distribution and output volume (number of cases per year). Distribution was measured by comparing the range and presence of products in retail stores (Everything Wine and BCL), restaurant availability, winery and online buying options, and intermediary distribution partners. The noticeable trend is that the higher volume of wine a vineyard produces, the more distribution they have. Blasted Church and See Ya Later Ranch have the highest volume and most distribution out of all the competitors. OCP comes in fourth for volume, but has more distribution overall than Dirty Laundry, who have the third highest volume output.

Price per bottle and its rating appear to have a strong, mutually dependent relationship. In Appendix A-4, the comparison of average prices per bottle and average overall wine ratings is presented. Understandably, the higher price of a wine, the higher rating that wine tends to receive. Painted Rock and Poplar Grove have the highest priced wines, but also the highest rating.

OCP has one of the lowest priced wines and lowest ratings.

The label on a bottle of wine is often the only resource a buyer has for evaluating the wine before purchasing it, so an attractive design is a key marketing tactic. Appendix A-5 displays the identified competitors’ wine labels. Blasted Church Winery and Monster Vineyard labels are especially eye-catching. OCPs’ Haywire and B.S. brands look similar to Painted Rock, Poplar Grove and Dirty Laundry labels. They are visually appealing but don’t represent OCP’s brand character.

SWOT Research and insight about OCP’s company structure, employees and philosophies, show areas of internal strength and weakness that affect the company’s overall communications and identity. The above research findings regarding industry trends, consumer trends, and competitive analysis, expose external opportunities and threats within the industry.

Internal – Strengths OCP’s main strength is the personnel behind the brand. Coletta’s connections in the industry and her small-scale, unique business model have allowed for the majority of OCP’s success and recognition.         

OCP’s owners and affiliates (Christine Coletta, David Scholefield et.al.) are reputable and knowledgeable in the local winemaking industry.

Close personal ties, relationships and involvement with distributors and media contacts have served well for the company’s launch and positioning within the industry (Scholefield is the VP of Wine Strategies at Trialto).

The company’s small-scale structure allows for direct communication between OCP and their distributors, trade, media connections, and end consumers.

Selectivity of distribution channels maximize profit margins and brand representation/control.

The virtual winery structure allows for development of OCP brand name through the success of their client wines.

The concrete egg fermentation process is a unique selling point; the first of its kind in Canada.

Concrete fermentation takes less time than traditional fermentation - quicker turnaround time increases profitability.

OCP’s quirky brand character appeals to the modern-day wine drinker and young, developing markets.

Retail prices are competitively set within their segment, offering good value to resellers and consumers.

Internal - Weaknesses Areas of weakness are based largely on the fact that OCP is still relatively new within the market, and its brand character has not been actively positioned. Misconceptions and confusion about the company exist.  

A solidified OCP reputation within the market is not yet established, as they are a relatively new company.

Close association with client brands can potentially damage the OCP brand - most of these brands don’t have concerted marketing efforts.

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     

Launch and operational funding has been through seed capital dollars – this is almost exhausted, so the business needs to sustain itself and future growth through sales revenue.

The facility is working at full capacity, and will need to expand in order to continue growth.

Controversy presides over their “virtual” concrete and crush pad model.

Unique processes are not being leveraged - the public, including retailers and consumers, aren’t aware of the product’s unique selling point - “raised in concrete”.

Confusion about the brand, as there is also a Crush Pad in California.

Marketing and advertising efforts are not always consistent with the brand character.

External – Opportunities Industry research, market trends, and the competitive analysis indicate a common theme; the modernization of the wine industry, to take advantage of a large, rapidly growing consumer market and their unique preferences.       

Continual growth of the wine market due to increasing demand from emerging wine consumer segments (Gen. Y).

Increased desire for boutique/craft wineries, which are smaller and have unique stories and brand character.

Consumers are purchasing more liquor in restaurants.

On-trade companies and retailers are the largest distribution channels of wine.

Corkage is increasing in popularity; encouraging wine drinkers to either increase consumption at the retail level.

Market demand shift to creative label design, matching brand character, identifying with changing consumer demands.

Kegging and boxing wine for “on-tap” options at restaurants are increasing in popularity.

External – Threats The main threat in the marketplace is the vast number of Okanagan competitors, also potentially taking advantage of current trends and opportunities. Others include:     

The concrete egg fermentation process, as well as the custom crush concept, is open to any other potential winemaker.

Misconception that concrete fermentation is lower quality than copper and oak barrels.

Strong threat of substitutes from the many small and micro Okanagan wineries, and international imports.

Retailers and resellers have to a lot of options to choose from in the alcoholic beverage industry.

Volatile environmental influences (weather patterns and climate change), (Klassen, 2012).

Campaign Overview OCP’s 2012 seasonal campaign was titled “Liquid Geography” and ran from May to October, but advertisements are still being published. The budget for Liquid Geography dedicated $42,000 to print and online advertising, and $50,000 in total for direct marketing, events, and sales promotion efforts. OCP’s objectives were to create product and brand awareness by utilizing wordof-mouth marketing and leveraging the buzz around their unique business model. This plays into their desired image as being rebellious, pioneering and unique wine crafters.

Campaign Objectives Liquid Geography intended to:     

Establish and position the OCP brand Create strong associations between OCP and the Okanagan terroir Create awareness of the OCP “story”, culture and personality Create a reputation as a producer of distinct, prestige, low-volume wines Create consumer demand in retail and distribution channels through pull strategies

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Target Market OCP’s primary target market consists of boutique wine stores, restaurants, lounges, pubs, and bars that sell wine by the glass, bottle, or on-tap to reach end consumers (secondary market). OCP uses business-to-business tactics to push sales to the retail and restaurant buyers, as well as select tactics to create pull through them from end consumers.

Primary Market Retailers Retailers include specialty wine shops and private liquor stores, who are interested in stocking reputable or innovative wines, to increase store traffic, volume sales, and dollar sales. There are approximately 700 private licensee retail stores within B.C. (The Province of British Columbia, 2012), many of which sell similar products. This makes exclusivity a factor when choosing what to stock. They are interested in reliable suppliers, strong relationships, and promotional support.

OCP specifically targets boutique retailers such as Marquis Wines and Everything Wine. More recently, BCL stores have begun stocking small quantities of their wines, after repeated requests from BCL. However, OCP prefers to service the smaller, private retailers, due to their more personal and exclusive nature, as well as the low profit margins and mass-volume image presented

by B.C. Liquor Stores. The majority of retailers purchase from supply chain partners, such as Trialto.

Restaurants OCP targets local restaurants (Food-Primary License), pubs, high-end lounges and tasting rooms (Liquor-Primary License), that serve mid to high priced prestigious wines and range from casual to fine dining. Like retailers, buying agents from restaurants may often use Trialto to purchase their wine. These restaurants are located in urban areas throughout BC, such as Yaletown, Gastown and Granville Island. It is imperative that restaurants look for wines that complement their menu in order to pair well with certain dishes (Jinkyung & Silkes, 2010). Therefore it is the responsibility of the buying manager to also look for wines that would contribute to a balanced, signature wine list (Lockshin, Cohen, & Zhou, 2011).

Many restaurants consider their own culture, personality and competitive uniqueness and acquire wines that align with their company’s character, or support similar values, such as locally grown and produced products (Dodd, Gultek, & Guydosh, 2004). Some restaurants are now capitalizing on the ability to sell quality wine on tap from kegging.

Secondary Market Consumers OCP recognizes the end consumer as a secondary market, which influences and affects the choices of their primary B2B market.

Demographics- OCP drinkers are Generation-Y’s, specifically Millennials aged 21 to 35. Most have earned their university degrees and work in white-collar jobs and earn an average, annual income of $30,000 to $65,000 (PRIZM C2, 2012).

Geographics - These wine drinkers live in the Greater Vancouver area, Victoria, and the Okanagan, in both urban and suburban areas, often close to boutique shops. Some OCP drinkers also reside in Calgary, AB (City Palate, 2012).

Psychographics - Millennials are independent and well educated. They and considered the nation’s most “tech-savvy” and are heavy users of social media. Current news about fashion, electronics, and food and wine trends are important to them. Online shopping for wine poses no challenge or threat to them as a purchasing method. Besides varietal and personal taste, this market is heavily influenced by the label and package design when purchasing.

Behavioural - Trendy, hyper-local and niche restaurants and eateries appeal to this audience. They live an active and social life, spending their free time taking care of the dog, socializing, bar-hopping, and listening to music. Casual, “unsophisticated” LOGICAL ART

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drinking is part of their lifestyle, but at the same time they value their nutrition and health. They base their wine selection on labels, food pairings, brand recognition and the drinking occasions (which can be any day of the week) (Jaeger, Danaher, & Brodie, 2010). They aim to become sophisticated drinkers, by educating themselves about wine through word of mouth, social media and personal trial, but are considered unsophisticated drinkers (YaYa Connection, 2012).

Campaign Analysis OCP used various marketing communication channels, such as advertising, public relations, direct marketing and sales promotion, to achieve their objectives. However, there is a disconnect between the message OCP wishes to convey as a company, and the message delivered by the Liquid Geography campaign’s tagline and theme.

Liquid Geography heavily focused on OCP’s Okanagan roots by using boring, stock images and tone. It also aimed to establish OCP as funky, vibrant, daring and friendly. Many objectives made it difficult to integrate the campaign into one key message, which buyers could associate with.

Advertising The objectives of advertising and chosen media vehicles in the campaign were to establish and position the OCP brand in both the business and consumer markets and increase overall awareness.

Liquid Geography’s advertising layout consisted of an image of the Okanagan Valley, three bottles of OCP wines, the OCP logo, and minimal copy. Advertising tactics such as online banners, big box displays, magazine print ads, and brochures were executed (see Appendix B-1 for a full list). However, the “Liquid Geography” copy tagline was only used in print and online messaging, but was not integrated in other areas of advertising.

Print Brochure The brochure (see Appendix B-2) is distributed to the target market through wine and trade exhibits, and sales representatives.

It includes a brief explanation of the organization, staff, location, overall philosophy and their house wines. Each wine featured on the brochure has a small description explaining the wine characteristics, amount of production, prices and food pairings. The one key message of the brochure is that OCP wines are “the purest possible expression of there they come from”, showing their Okanagan pride.

The front of the brochure is visually appealing, as it makes use color and emphasizes the logo. However, the image of the Okanagan Valley is different than that used in the Liquid Geography ads, creating inconsistency. The outside panel and back of the brochure introduces the OCP team, which identifies with their fun and personable corporate culture. OCP’s unique selling point – the use of concrete egg fermentation - is highlighted on the back panel, satisfying OCP’s objective of increasing awareness and identifying their individuality. Full contact information and social media links are clearly listed on the back, making it easy to get in touch with OCP. The inside of the brochure is their sell sheet, conveying a different style and tone from the front. This side of the brochure appeals to their primary audience, but detracts from the friendly, informative nature of the front information. It is not consistent in establishing a brand connection and driving consumer demand.

Overall, the brochure does not have a consistent creative appeal and uniform flow. While each side is effective at communicating information about OCP or the wines they sell, as a whole, the piece clashes when the brochure is opened and reviewed. It is speaking to two different audiences, as it is trying to achieve too many objectives within one piece.

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Magazine Most established wineries rely heavily on traditional print advertising to grow awareness of their brand. However, these ads are often generic and staid. OCP’s print advertisements are no different (see Appendix B-3).

The ads are published with the intent to associate OCP with the Okanagan and establishing the OCP brand. The ads include the call to action to visit the website for more information, purchase online (as they can ship across Canada), or visit the store.

The sans-serif typeface is effective as there is a small amount of copy; it is crisp and represents the modern brand. The earthy hues of the background image evoke serenity, warmth and peacefulness. However, the wine bottles, blend into the background and are lost, which they are supposed to be the focal point. This creates undue emphasis on the rosé bottle of wine. The campaign’s message is lost; there is no copy to communicate any brand benefits or product information. The elements in the ad do not speak to the targeted B2B audience. The ad doesn’t attract OCP’s secondary audience either, as it is positioned in an older, sophisticated drinker’s domain.

Advertisements are placed in publications such as Wine Trails, Savour, and City Palate magazines. City Palate is a Calgarybased magazine; therefore including store hours in the copy may be irrelevant and wastes valuable space. OCP’s advertising in wine publications does not necessarily reflect any specific strategy, as winemakers are generally expected to advertise in large wine publications to maintain relationships with them. Therefore, no accurate, measurable success can be gauged from the ads’ placement.

Although the calls to action are sales oriented, the ad does not drive demand from retailers or end consumers, as no features or benefits are presented. It doesn’t represent OCP’s quirky and fun personality, but does communicate the relationship between OCP and the Okanagan.

Online Advertising Online advertisements contain similar elements as the (above) magazine ads, with minor adjustments to layout and reduced copy to fit smaller, online areas.

OCP has placed online advertisements on lifestyle and food interest websites, directed towards OCP’s secondary target market.

For example, they have placed a banner ad on WineDiva.ca (see Appendix B-4), a Canadian wine blog, and a big box advertisement in a prime location on Scout Magazine’s homepage (see Appendix B-5). Urban Diner (see Appendix B-6), a wellknown community-style website about local Vancouver cuisine, also features a collage of online ads, including OCP. Both public consumers and restaurants would also visit Urban Diner’s website, as they feature blogs on new up-and-coming restaurants.

Clicking on an OCP ad directs the viewer to the OCP website. The fact they are featured on the websites for an extended period (2-3 months) suggests increased impressions and frequency. Research has shown that “repeated exposure to a product via banner ads generate a positive feeling towards that product” (Baker, 2012). Therefore, exposing OCP wines on the advertisements will create a positive position among the minds of those who influence the retailers and restaurants within OCP’s target market. Scout Magazine and Urban Diner ads are placed on the right hand side of the webpage, above the fold, retrieving a reported average viewership of 74% (Fox, 2012). However, Wine Diva places the OCP banner below the fold of the blog; according to Mashable.com, this creates less exposure, receiving an average viewership of just 33%.

While the ads are attractive, they are not original or extremely noticeable. The websites advertising OCP are not very well established and do not align fully with a similar OCP persona.

Public Relations Wine producers are heavily dependent on professional publications and influencer opinions to grow awareness and trialing of their products. Winemakers are “expected” to support the industry by advertising, hosting media events, and attending exhibitions. In return, the media covers the events quite extensively.

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OCP realizes the importance of exhibiting at events, and readily host media visits and interviews. They welcome those looking to review their wines or write feature articles about the winery. They also host special events and informal tours from time to time. The tasting room, which is in the cellar, merges the tasting and tour experiences and is seasonally open to the public. They are part of Bottleneck Drive’s wine route, which markets them as part of the Summerland tour, which enhances their objective of being closely associated with the Okanagan region (Bottleneck Drive, 2012).

The following are some of OCP’s public relation efforts in their Liquid Geography 2012 campaign.

Events OCP takes part in approximately 50 events a year, mainly held during the “wine” season (summer and fall, depending on seasonal effects). These events consist of trade shows, tasting events, festivals, galas and award shows, which are open to the media, industry, and often the general public. Most attendees are recognized within the industry and are part of close-knit wine circles. Coletta and her partners are familiar with many of these attendees and leverage this strength to grow the reputation of OCP at events.

OCP rarely hosts events themselves, preferring to either sponsor events or take part in them. In June, they took part in EAT! Vancouver, Canada’s largest food and cooking festival featuring over 250 exhibitors, which was presented by Canada’s Food Network. They were also a sponsor at the Annual 2012 Royal Vancouver Yacht Club’s Regatta. The Okanagan Wine festival is also a respected, large public and industry event which OCP actively takes part in. At events, which they sponsor, cases of wine are donated to the organizers to serve to the guests; OCP don’t do much in the way of leveraging these sponsorships by receiving advertising or promotions to increase their awareness.

What OCP hosts is primarily held for media and trade. An example of this was their “OCP Client Showcase”, where they hosted around ninety industry, media and trade personnel for the unveiling of all their 2012 wines. This approach echoes OCP’s strategic decision to engage more personally with chosen partners, and aligns with their personality by holding unconventional events, unique from other wineries. This further enhances their other objectives of creating awareness and advocacy among key partners, buyers, and market influencers, resulting in improved sell-through.

These events are viewed within the industry as awareness and branding exercises, and not a direct revenue-generating promotional efforts tied to marketing objectives. With unique facilities and a sometimes controversial business model, OCP realizes the importance of fitting in amongst the larger, traditional producers. Taking part in events is costly at times, but OCP understands that media and affiliates are a critical part of meeting objectives of building a successful, well-known brand.

Media Coverage OCP leverages and welcomes press coverage at every opportunity to position themselves as high quality Okanagan winemakers. Televised interviews by Global TV and video spots on The Vancouver Sun’s online channels have been produced; discussing not only the winery, but industry developments as well. Some videos feature rich vistas of the Okanagan valley and discuss their egg fermenting process, which address any existing negative perceptions of the fermentation process and business model, and links them to their terroir. These bring credibility to the OCP brand, and showcase their transparent marketing style and ethic (Okanagan Crush Pad, 2012).

OCP Winery Reviews/Stories OCP has received a lot of coverage of their start-up, vision, products and procedures, in wine magazines, newspapers and other media (see Appendix C-1). This is mainly because of their organizational structure (being the first crush facility in Canada) and their fresh standpoint on winemaking. This unique quality attracts the media who are looking for interesting stories. Examples of publications which have featured the winery are:   

City Palate magazine Vines magazine Savour magazine

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    

Wine Access magazine The Vancouver Sun newspaper The Province newspaper Design vs. Wine Canada.com Winediva.com

These publications help cement their growing reputation as a respectable and quality winemaking facility. Furthermore, it addresses their objectives of growing consumer and industry awareness.

OCP & Industry News Coletta’s experience has resulted in interviews regarding industry trends, regulations, and developments (see Appendix C-1).

This is an excellent opportunity to leverage her media contacts and wine expertise.

The representation of Coletta and OCP as an expert, lends credibility and respect to the company. For example, Global News interviewed Coletta regarding the governmental tax implications of distributing wine across Canada, currently under review and closely monitored by the industry. The Globe and Mail ran a full article on the controversy OCP is creating as BC’s first virtual winery, and The Vancouver Sun produced a feature on OCP and how they were supporting local, smaller growers with their custom crush facilities. Maclean’s Magazine and B.C. Local News also wrote pieces regarding how OCP’s virtual winery model will help the industry as a whole. This messaging (of being unique and unconventional) is key to OCP’s strategic objectives.

OCP Wine Reviews OCP send their wines to influential reviewers so that they can be tested and reviewed in their publications. Magazines, newspapers, and online resources such as Vancouver Magazine, The Vancouver Sun, Tidings, Natalie Maclean, The Province, Vancouver View, The Georgia Straight, and others, have reviewed OCP wines with mostly high regard (see Appendix C-2).

Both OCP’s target audience as well as end consumers read these reviews.

Other Media Coverage There are extensive online magazines, newspapers, and digital articles covering all aspects of OCP and their wines. There are also a large number of YouTube videos that speak about OCP and their wines, how the company was started, and what they do within the industry. OCP was also featured on Tasting Room Radio in June, 2012 (CKUA, 2012).

The equivalent value of OCP’s print media coverage and exposure generated through public relations activities is estimated at $82,322, as per 2012 Card rates. Online exposure is estimated at approximately $14,000.

OCP’s custom crush model has naturally attracted the media, as people want to learn about their business model and offered services. This has subsequently led the media to conduct tests and write reviews on their wines, in magazines, newspapers, and online. These are usually favourable, and OCP have done a good job of sharing the reviews and scores across their social media channels and direct marketing efforts.

Philanthropy OCP has a strong philanthropic culture, especially for such a new company. Some efforts predate the winery itself, through Coletta’s existing, long-standing support of various causes, while others support the industry and/ or OCP personnel’s interests.

Coletta has been involved with the Pacific Assistance Dogs Society (PADS) for many years and is on the PADS board. PADS assist in the training of dogs and aid those with disabilities. There are numerous dogs from the program around OCP’s office and pictured in OCP communications. OCP provides donations, raises awareness for the organization, and currently sponsor the training of an assistance puppy. Dogs and the wine industry go hand in hand, and some competitors even leverage their whole

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brand around the association with dogs. OCP’s donations and association with PADS suit the industry, their friendly brand personality, and attracts the targeted primary and secondary markets; however, it doesn’t differentiate the brand.

OCP partners with Vancouver’s Sommelier of the Year to produce a unique vintage, designed by the winner (currently their Kurtis brand). Profits from this are donated to their Wine Campus Scholarship, for those studying viticulture and needing assistance. They also recently made a $5,000 donation to the foundation. This is an effective and strategic cause-related marketing effort as it relates directly to the company’s product. It meets the objectives of positioning OCP as a high quality winemaker, and creates exclusivity, as sommelier batches are limited.

OCP’s “chicken pad” was recently created, using wine barrels fashioned into nesting boxes. Over 45 chickens are “sent out daily to manicure sections of the vineyards”, and also provide free-range eggs for the winery and vineyard staff. This is not a promotional effort, but simply a fun pet project that aligns with their quirky nature.

Direct Marketing OCP communicates with their target audience on a one-to-one marketing level, primarily through email marketing and direct mail. These channels are appropriate for the business-to-business marketing model, as information must be personalized to each customer’s unique needs.

Offers are based around OCP’s exclusive availability, prestigious products and the unique brand itself, versus discounts and promotions. This aligns with OCP’s objectives of being positioned as high quality brand. However, trade customers are mainly interested in their own margins and markup, meaning the value of the offer OCP provides is determined by how much OCP helps them meet their objectives; how OCP wines will affect their brand image, character, and drive sales.

Offers are segmented and targeted based on individual needs. Contact information is pulled from their house list, or from manually generated response lists of prospective customers within the target market. OCP grows their database through event sign-up sheets, asking customers to join mailing lists at events and tastings, or through personal phone calls (depending on the level of engagement).

Email Marketing Specific vehicles of email communication include transactional emails (invoices, confirmations, reminders), such as new product releases, limited/ exclusive batches), newsletters, and drip marketing emails (inform and support sales staff, generate new sales leads), via Constant Contacts’ email services. OCP also communicates with the media through email marketing (press releases, event invitations, product launches) to indirectly communicate with the target audience.

Email communication is an easy, fast and extremely cost effective touch point for OCP to utilize. It maintains the personal levels of communication preferred by trade customers. This is a very appropriate channel, as high quality and relevant information is sent, reducing unsubscription rates and creating value for customers. Although, considering such a large ROI from email marketing in the business to business industry, OCP doesn’t nurture or support long term customer relationships as best they could.

E-newsletters are sent seasonally, only to those who express interest on the OCP website. They contain new product releases, product information, news, suggested pairings, philanthropic involvement and general OCP company information. Shorter “Wine Wednesday” newsletter blasts are sent every week, however they contain repetitive and generic information, potentially causing readers to quickly scan the messages and delete them because information is not new, exciting or relevant (see Appendix D-1).

As email has the highest response rate of all channels (about 20-30% higher than traditional direct marketing), OCP creates clear response options for the customer. Each newsletter and email contain the same format of clickable links to the website, directed links to topics mentioned in the letter, inquiry and media contact information, and links to OCP on social media sites which can all be measured and tested. However, the messages are not action oriented; they don't contain exciting information that would trigger a response.

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This media selection is rewarding in terms of measurement and cost effectiveness. Email marketing is the easiest direct communication vehicle to measure, and can generate a high return on investment. Open rates and click through rates can be measured and monitored; however, OCP does not take advantage of these metrics to improve their communication.

Emails, newsletters and blasts are sent whenever they are finished being written (between two and four in the afternoon). This is not an effective time of day to reach OCP’s primary target audience, as they have already checked their emails that morning.

The fact that the blasts are sent on Wednesdays is effective, considering midweek emails are found to return the best yields (Comm 100, 2012). Also, subject lines, such as “Wine Wednesday Update”, are not interesting and don’t grab readers attention when skimming through the vast inbox. Landing pages are effective; they relate to the subject being discussed in the email.

The long-term returns on e-newsletters outweigh the associated costs - each mailing costs between $0.20 to $0.35 to send (in OCP’s case this could be higher, as they have a smaller customer list), but have the potential to generate repeat purchases and loyal customers for life. OCP doesn’t take full advantage of their transactional emails to cross-sell, upsell, and effectively promote or position the brand.

Although OCP communicates their brand personality through the humorous tone of mailings, no consistent messaging is delivered between channels, relating to the current campaign. The email and e-newsletter’s visual appeal is limited to the nature of informational transactions and templates provided by Constant Contacts; they are professional and flat. Newsletters contain generic stock photos, employee photos and a variety of colors and images that do not represent the crisp, modern, quirky brand character of OCP - an aspect OCP should be emphasizing, and capitalizing on.

Direct Mail When clients receive their wine orders, they receive a handwritten thank you card or email, when appropriate (see example in Appendix D-2). Letters are written from Christine and Steve, and use a playful, conversational, humorous tone; this expresses and establishes OCP’s personality. A card sent to media during their launch last year, is included in Appendix D-3, as an example of OCP’s writing style. They are able to utilize this touch point because they are a small-scale company and can manage their clients on a one-to-one marketing level. OCP may also send printed newsletters (see examples in Appendix D-4), invoices and event invitations.

This follow-up piece is appropriate for OCP to take advantage of, as they are focused on building relationships and lifetime customers (clients). The follow up notes/cards/letters reinforce the personable, friendly brand personality of OCP and is suitable for the target market and industry as wine is social and often gifted; thank-you cards are just common courtesy. The brand benefits of the products are indirectly shown as one of the images includes an egg-shaped fermentation tank and Okanagan facilities. It takes advantage of this touch point and closed loop communication, which reinforces a positive brand image.

As trade purchases are large in nature, OCP can afford this highly personalized method of communication because the relationships and repeat orders generated from customers heavily exceed mail costs. Also, ride-along mailers (thank you cards) require no additional shipping costs as they are sent with pre-purchase orders. This extra effort creates a stronger relationship with the customer; a lifetime value that exceeds print and human labour costs.

Social Media OCP uses social media to communicate with their secondary audience. OCP actively uses a Twitter account, Facebook page, and YouTube channel. They also manage Twitter and Facebook accounts for the Haywire and Bartier Scholefield brands.

Twitter OCP actively engages with the larger community by posting and tweeting content that reinforces their brand personality (see Appendix D-6). They utilize this tool by tweeting constantly (about five to ten times per day) and creating discussions about their wines, media mentions, and events they take part in (OKCrushPad, 2012). This has allowed them to build a substantial follower base.

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  

@OKCrushPad - 1368 Followers @Haywirewine - 1349 Followers @BSWines - 46 Followers (created on November.14th, 2012) o Often mentioned by @Bottleneckdrive - 914 Followers

Facebook OCP showcases their personality and company transparency, with hundreds of pictures of their winery, people at their events, and staff. Their Facebook page also includes their advertising, links to recent media mentions, and majority of the articles they have been featured in (Okanagan Crush Pad, 2012). The OCP Facebook page’s “likes” are as follows, and can be viewed in Appendix D-7.   

Okanagan Crush Pad - 444 Likes Haywire Winery - 241 Likes Bartier Scholefield - 16 Likes o Bottleneck Drive - 160 Likes

YouTube Many YouTube videos feature OCPs’ unique production processes and information about their wines. The YouTube videos are used to educate viewers about concrete wine production, the benefits of doing so, and the high quality end product. However, OCP does not have a large following on their channel, as they only have nine subscribers, and 1,900 overall views (OKCrushPad, 2012). Specifics are as follows.

OKCrushPad YouTube channel o o o

13 videos 9 subscribers 1900 overall video views

Blog OCP has a blog which is accessible from the OCP website, and can be seen in Appendix D-8 (Okanagan Crush Pad, 2012).

They promote and integrate their blogs through social media channels shared links. When content is significant and worthy of OCP’s audience acknowledgement, a blog post is usually written. Blog posts include clickable buttons to share on Facebook, Twitter, or Google+.

OCP did not integrate the Liquid Geography tagline or theme across any tweets, posts, or videos. OCP advocates for Haywire Wine, Bartier Scholefield and the Bottleneck Drive, as they continuously promote them across social media channels, by sharing and “retweeting” many of the other accounts’ posts.

Compared to industry competitors, OCP is below the average numbers of “followers”, “likes”, and “viewers”, especially on Facebook; however, this could be due to the fact OCP is a relatively new company. One downside of social media is that it may not directly attract their primary audience and build a professional following.

They do a good job sharing personality and brand character on a personal level through social media, but they don’t discuss their unique structure or use of concrete as much as they could. Overall, there is a missed opportunity for OCP on social media, as they could utilize the influential channel to better create consumer consumer demand (pull) in retail and distribution channels.

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Sales Promotion The sales promotion tactics used by OCP throughout this campaign were sampling, buying allowances, and advertising specialties. OCP also provided sales staff with support materials for retail assistance, and offered occasional 15 - 30% off discounts for VQA, family & friends, and shareholders. Their objectives were to increase awareness amongst end consumers by pushing sales through retail/ restaurant outlets.

Sampling OCP sampled their wines within OCP facilities and at trade and wine shows/ events, in order to establish and position OCP’s brand. Sampling was primarily aimed at new users, such as competitive brand loyals, who currently sold competitors’ wines, and non-users, who currently did not sell wine on tap. Current customers, including switchers, were targeted for new product releases. Their partner, Trialto, also did sampling at the retail outlet level.

Sampling allowed OCP to demonstrate to specific target market behavior groups, indicating that OCP is a prestigious and exclusive brand that produces high quality wines. Also, by allowing the audience to experience the wine’s superior taste for themselves, product benefits could be communicated without the difficulty of conceptualizing them through advertising alone.

OCP uses their own employees to run the sampling booths. This is done to meet the objective of showing off the friendly and energetic personality of OCP, and build relationships with customers; also reducing costs. For example, the inbound sales representative and/ or key shareholders, like David Scholefield, would converse with customers and prospects while serving them wine; personally creating relationships with not only the brand, but the people behind it. Tasting cards also referred to as sales support are handed out along with samples, as a take-away reminder of the delicious wine they tried.

Sampling is one the most effective tactics for new users in OCP’s target market, as well as similar behavior groups among end consumers, who attend the events/ shows. Sampling meets OCP’s objectives of driving consumer demand, and creating awareness of the brands’ wines within the industry and marketplace.

Although sampling reaches the specified target markets, the limited production of OCP wines for 2012 made sampling an expensive and limited tactic. On average, OCP will go through one case of wine per event, or a sales loss of approximately $250. Wastage also occurs, as current retailer and restaurant customers and many industry “friends” and staff sample the wine.

This means sampling did not necessarily equate to increased sales.

Advertising Specialties Advertising specialties were given away at trade shows and wine events to merchandise OCP’s sampling booths, create free advertising around the events, and create residual value by act as future reminders to trade and end consumer markets.

The swag consisted of OCP pens, humorous mouse pads, and magnetic lapel buttons featuring little sayings or brand logos.

Pens and mouse pads are very appropriate for OCP’s primary target market, as they are usually sitting at a desk, filling in order forms in front of their computer. See Appendix E-1 for mouse pad example. Magnetic buttons were encouraged to be worn on booth visitors’ lapels, which then acted as conversation pieces and walking billboards for OCP around the event (see Appendix E-2). Buttons included quirky sayings to launch their new boxed wines, such as “Bag It”, “Keg It” and “Box It, and could be reused as fridge or whiteboard magnets.

The merchandise represents OCP’s high quality, as the items are well made and look sophisticated. They also help establish and promote OCP’s fun brand character. They have lasting value as and interact with the consumer through usage.

Buying Allowances OCP offers buying allowances to their customers in the form of quantity discounts. They offer discounts on case-lot purchases through their own store in Summerland, their website, and to trade customers. These discounts also apply to the approximate 200 restaurants and liquor-primary license operators they service in the lower mainland.

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This trade promotion doesn’t extend to the end consumer; not affecting purchase behavior or driving consumer demand.

However, end consumers receive similar quantity discounts, if they are willing to purchase full cases, at the OCP wine shop or online. The discount makes stocking more OCP wine attractive to retailers and restaurants, but does not motivate them to actively sell OCP.

Support Material OCP provides their sales staff (Trialto) with promotional support material to assist in the sale of OCP wine to trade customers, and to resellers to help educate end consumers. For example, “shelf talkers”, or rack cards, are given to retailers to place on the shelf with the specified OCP wine, to convey the products flavors, description and food pairings to the end consumer (see example in Appendix E-3).

Considering OCP is competing on a large, level playing field, they are not doing anything to stand out on the shelf or restaurant wine list, or to motivate retail/ restaurant sales staff to promote OCP wines. This does not support OCP’s goals of increasing awareness or driving consumer demand, and does not allow the unique brand character to be passed down through distribution channels to reach the secondary audience.

Recommendations The following section outlines the recommendations that should have been adopted during OCP’s 2012 Liquid Geography campaign.

Overall Campaign Recommendations OCP spends a lot of effort portraying their image as unique and different; however, their marketing and advertising creatives tended to follow the standard wine-industry template, without diversifying their messages the way they would like to diversify their brand.

OCP focuses on portraying their Okanagan wines. While they have tried to convey this by using images of their vineyard and the valley in their advertising, they are quite unoriginal and far from spectacular. Their campaign tagline, “Liquid Geography”, pays homage to the land quite effectively, but is not original as it has been used in previous campaigns in the industry, and on another wines label.

Two of their key strengths - their concrete fermentation process and their custom wine creation capabilities - are not played up in their campaign, and they subsequently get lumped with the other dozens of Okanagan winemakers. Beside this, their daring management style, avant-garde graffiti murals, and rebellious character is not portrayed in their messages.

Key elements of OCP’s campaign could have been enhanced in each communication, and were:   

OCP’s brand character as friendly, unique, quality, and modern, positioned in the market as such OCP is one with the Okanagan land, which is shown in all its wines Increasing OCP’s awareness within both its primary and secondary markets

These elements and objectives could have had greater effect if they were fully integrated. With this in mind, the suggested changes for OCP are as follows, all forming what would have been the “Okanagraffiti” campaign.

Okanagraffiti Campaign Any creative executions by OCP would need to maintain imagery of the Okanagan terroir, as it is one of OCP key objectives.

Images of OCP’s house wine bottles should also be retained as they inform the audience of what they should be looking for in

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store. In order to position OCP according to its brand character, the recommended campaign would have featured stylized, modernized graffiti art, encapsulated into one visual message: “Okanagraffiti”.

Okanagraffiti embodies the fun, daring, creative and rebellious nature of OCP’s management and the wines they produce.

During the revised campaign, elements of Okanagraffiti will be incorporated into creative pieces to form an integrated, distinctive campaign and unified message.

This campaign was inspired by Scott Sueme, the graffiti artist who decorated OCP’s concrete winery exterior when it was built.

His use of bold designs, striking lines and vivid colours goes against traditional winery positioning, further establishing OCP as a unique and rebellious company. An example of Sueme’s work, which inspired the specific visual behind the campaign, can be seen in Appendix F-1.

*All new Okanagraffiti creatives can be found in the separate creative portfolio.

Advertising Recommendations Brand Character and Personality In order to elicit OCP’s brand character, advertisements featured online, in magazines, and in brochures needed to be visually appealing; representing a fun, unapologetic and modern persona, in order to be effectively positioned.

The brochure acts as two different, unrelated pieces: an informative company piece and a sell-sheet. It would have been more effective if these into two pieces were separated; versus blending their communications so they do not directly appeal to either identified target market. Specifically, the piece loses its genuine tone when given to end consumers. One brochure should be created and tailored to the secondary audience, who want more information on the company and its operations. Another brochure that resembles a sell-sheet or a catalogue of the OCP wines should have been distributed to the trade. This would help OCP with the uniform flow of communication as it concentrates on one message strategy. Buyers can concentrate on the sellsheet and base their purchasing decisions on the listed wines, while end consumers or people from wine shows can read the brochure and find out who OCP is.

Similarly, magazine advertisements were also created with a “one size fits all” message, not effectively targeting either audience. Since different messages appeal to different audiences, two OCP advertisements should be created. Trade magazine ads should have been full-page, in order to capture the attention, showcasing the unique Okanagraffiti artwork and eliminate noise around the ad. The magazine advertisement should have included benefits that are relevant to buyers of the trade, such as the fact that OCP ships across Canada, availability of volume discounts, and OCP wines are available on-tap. Trade magazines would be the ideal medium to communicate with OCP’s primary market in order to increase consumer demands and to position them as a unique and fun wine. Magazines such as Vendor Magazine would have been an appropriate publication as it reaches many industry people from restaurants to respond to the advertisements. It is important to emphasize OCP’s culture in advertisements, so that restaurants and retailers with similar brand character are drawn to OCP through these advertising efforts.

Consumer magazines, such as Savour, Wine Trails, and Vancouver Magazine’s Eating & Drinking Guide would also feature Okanagraffiti. The only difference between the trade and consumer magazine advertisements would be the copy. This would describe the benefits consumers would experience while they enjoy a glass of OCP’s wine from Haywire or B.S. Copy in fullpage ads would try to elicit an emotional connection between the secondary audience and OCP by creating excitement and intrigue.

Ads would appropriately reach the consumer market if featured in mainstream mediums such as online blogs or urban lifestyle websites. OCP had placed ads in these sites, which were effective and do not require adjustment. However, OCP should feature more advertisements on different urban websites. For example, Inside Vancouver, since it is an influential website that appeals to OCP’s secondary target market. OCP would want to increase their advertising online because many of their secondary market are now buying wine online. In addition, OCP should have chosen websites where they were the dominate advertiser, allowing for better visibility and more clicks to their website in order to increase OCP’s awareness.

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Association with Okanagan Terroir The original ad uses several hues of warm colours that were representative of the Okanagan during sunset. This type of advertising, showing a landscape photo of the vineyard of where OCP wines are produced is very typical. Therefore in order to be unique, OCP would use Scott Sueme’s graffiti artwork to draw inspiration for the Okanagraffiti campaign. Rather than follow the clique of all traditional wine advertising, OCP would take advantage of their youthful brand and communicate in their fun and modern tone within their advertisements. Thus, including various shapes, colours, and elements would be featured in the new ads. In addition, the phrase “Liquid Geography” is associated with another wine that is marketed in New Zealand, called Terrace Edge; diminishing the unique quality of the OCP brand. A new tagline for the campaign ads would be “Wine Done Different”; as it can continue to accomplish the messaging of communicating OCP as a unique Okanagan produced wine.

To be effective, OCP ads should take advantage of the fact that they are not like every other winery. Since the personality of OCP is daring, energetic, modern, exclusive and unapologetic; these characteristics should be reflected through the advertising by channeling the Okanagan and OCP spirit.

Increase Brand Awareness To create awareness and demand for the brand, OCP could have utilized guerrilla marketing to target their secondary market.

From June through September, they could have taken advantage of the popular, closed-off street between Robson Square in downtown Vancouver, where young, urban professionals and city-dwellers, gather to socialize and enjoy the summer sun.

Creative installations playing off the concrete theme, and "Wine Done Different" tagline, would have successfully raised awareness among their target market, while potentially creating media coverage (Vancity Buzz, 2012).

Public Relations Recommendations OCP’s public relations efforts should be focused around their three key objectives:

Brand Character and Personality OCP make a concerted effort to attend as many events as possible; however, at these events, they do not differentiate themselves or try separate themselves from the conventional, traditional winemakers. OCP should be using these opportunities to show off their friendly, fun-loving side. This could extend to ideas such as:  

More distinctive and interesting booth setups, with high quality or unique premiums and considerations.

Unusual installations and props, playing off the colourful personalities of their staff and brand.

Playing on the “Raised in Concrete” theme with simulated concrete tables, keg dispensers, or egg-shaped paraphernalia, along with interactive, fun items to engage guests and send a clear, integrated message 

Use of brighter, exciting colours and styles throughout to match their identity and personality.

Media coverage has focused mainly on OCP’s custom crush model, as a first in Canada and drawing much debate; while this in itself speaks to one of their unique qualities, they should draw more attention to their concrete fermentation process, passionate and outspoken staff personalities, and modern, graffiti-covered distillery, which “brings the city to the Okanagan”. Not only would this would arouse further interest in their irregular, original style, but it would allow them to communicate the benefits of their production and management models, something which is often not clearly or fully explained in their media coverage.

OCP’s philanthropic efforts are notable, but not original. Associating wineries with dogs has, for reasons largely unknown, been a traditional approach – for example, See Ya Later bases its entire marketing campaign on the use of dogs. OCP should therefore put more emphasis on outreach and sponsorship programs such as their Wine Campus Scholarship, as no other winery is doing anything similar. Even small, quirky activities such as their almost-eccentric “chicken pad” concept could also be weaved into media coverage to strengthen their message of originality, fun, and daring.

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Association with Okanagan Terroir OCP should view the representation of their beloved terroir differently; from a fresh angle, using unique ideas and inspirations, much as they did when creating the winery itself. This means they should steer away from any messaging or representation of the Okanagan that has been executed before, as much as possible. The Okanagan has hundreds of wineries, most resting on the reputation of the region, trying to deliver this as part of their marketing messages; OCP needs to find an original way to do this.

While this may seem difficult (the wine industry and the Okanagan valley is steeped in tradition and respect for the land), moving away from the traditional images of the valley is an excellent first step. By using stylized pictures of the valley, or using more diverse, poignant images, OCP can still get across the Okanagan message while being original. For example, rather than panoramic landscape photographs, OCP could manipulate these into sharp, vivid graffiti or oil paintings; close up of gnarled vine trunks; macro shots of grapes or dirt; or even satellite images of the entire valley with some appropriate witty or provoking copy.

OCP is rightly proud of their location in Summerland, BC. However, to anyone apart from experts, and hardly any end consumers, photographs of one vineyard do not distinguish it from any other photograph of a different vineyard. There is no message of real pride, just a reference to the land itself. If OCP can embrace a new, exciting way to represent the Okanagan in their use of images and copy, they will set themselves apart as true devotees to the terroir they so often reference and admire.

OCP also do not focus on advertising in any local (Okanagan) media, rather directing their efforts toward the greater B.C. metropolitan areas. While this may seem negligible, almost pointless and perhaps saturated with competitors, given their close ties to the region, they should consider supporting the local businesses and press.

Increase Brand Awareness OCP have been largely successful in creating demand for their wines. They have managed to sell all of their wines produced to date, and sales for their 2012 vintage are brisk.

One should consider however that much of this demand is being generated by the fact the OCP is a new winery with different production methods; this has generated PR and industry interest, and thus many are wanting to put them to the test. OCP need to be prepared for when their “story” starts to lose originality and interest fades.

To maintain media, industry and ultimately consumer interest, OCP will need to continue to devise unique products, manufacturing methods, and services. They should continuously scour the winemaking world for new developments in fermentation and production technologies, trends, and materials, testing and implementing them in their Okanagan winery and continuously engaging with the media about their latest trials and discoveries. This will keep the media at OCP’s door looking for stories, and industry influencers interested in what they are doing next.

Right now, OCP can create further awareness by adopting a pull strategy at the consumer level. Now that their production has almost doubled, OCP should consider more tasting events at retailers.

OCP also sponsors wine at numerous events, but very little awareness of the brand is generated at these; they prefer to simply be mentioned with thanks, and pour the wine. This is a missed opportunity to communicate with consumer segments with high potential (as sponsorships are chosen to suit their products). No mention is made as to who OCP is, where they are from, their unique custom crush model, or concrete egg fermentation process. OCP need to persuade the organizers or events they sponsor to allow them more opportunities to get these stories and information across to the people drinking their wine.

Direct Marketing Recommendations OCP’s direct marketing efforts should be focused around their key objectives:

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Brand Character and Personality The language and tone of OCP’s email marketing elements are personable and represent the brand character well - and do not need to be altered. The visual layout of email blasts, e-newsletters and direct mail pieces need to be more representative of the brand, with an appealing visual format and/ or letterhead, consistent with the new brand image and other campaign elements.

OCP could be investing more in developing their client relationships through their direct mail channel, such as sending them gifts, like a bottle of wine for the office to enjoy, or appropriate OCP advertising specialties. Their target market is relatively small, meaning efforts to improve 1:1 selling and communications would be valuable, and easy to execute. Direct mail could also have been utilized to send pieces that would attract attention and have staying power, such as unique printed articles or wine posters/ calendars.

Content of messages can also be improved. Messaging is currently “company-focused” (look how well our new wine has been rated), versus consumer benefit focused. Interesting, shareable articles could be “blasted” so that they stand out in the email inbox and attract attention, even amongst personal emails. This would position OCP favorably in the audience’s mind, further build relationships, and capitalize on the trend that people are reading their business and personal emails together. This also means that it makes sense for OCP to utilize technology to create emails with a mobile friendly interface.

Association with Okanagan Terroir Email and content links can be improved to showcase this.

Increase Brand Awareness OCP could take advantage of transactional emails to improve customer loyalty and drive sales, by using suggestive selling techniques and up selling. Customers who currently stock or sell Haywire Pinot Gris by the bottle, for example, may also be interested in selling Haywire “raised in concrete” Pinot Gris. This would be effective in reaching these customers, as they already open invoices and bills that are emailed.

Email marketing communications would have been more effective if they were sent at an appropriate time of day for the audience - before work around 6 a.m., or lunchtime at noon (Kessler, 2012). Wine Wednesday blasts should have been written prior and scheduled via Constant Contacts.

Subject lines could be made more interesting. OCP could take advantage of the email marketing metrics provided via Constant Contact, to better gauge what works and what doesn’t. This would have allowed OCP to improve overall effectiveness and maximize this influential channel.

Direct mail could have been used to cross-sell and take advantage of a prime, follow-up touch point with consumers, via previously used “wit” sampling tubes. A wit of a new wine, or one currently not sold at that location, could be included for resellers to taste when receiving their OCP orders. This could have increased brand awareness, and driven demand for the delicious product.

Okanagraffiti Campaign Pieces Two brochure executions will be presented; one focused on consumers featuring, used at trade shows and distributed during special public events and at retailers, and the second aimed more at commercial buyers looking for more factual product information and contact details.

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Improved Thank-You Cards - The calling cards will use the full colour Okanagraffiti image, and OCP logo with text. The inside will remain blank to keep the card versatile and personalised, while the back will once again feature the OCP logo. The attractiveness of the card will make recipients hesitant to simply throw it away - it is beautiful enough to be kept and shown off, rather than just showing people and images specific to OCP; it looks like a small piece of art.

Brochure: Consumer Focus - The cover of this brochure uses the familiar concrete theme and “Raised in Concrete” trademark, and the Okanagraffiti image. The copy speaks more of OCP’s features rather than simple facts. Inside the brochure, rich, colourful background images along the Okanagraffiti theme persists, with an introduction to OCP as well as the Haywire and BS stories. The campaign tagline “Wine Done Different” is also clearly shown. Pictures of the unique concrete eggs and the large “O” sign representing OCP are superimposed. The back has inspirational text and an introduction to the team, showing them in fun, inspiring situations to emphasize their friendly nature.

Brochure:- Retail/Restaurateur Focus - This brochure follows a similar layout and style as above. The cover will clearly state it as a sell sheet, since inside it has specific information regarding the wines, their pairings, RRSPs and composition data. This alludes to the fact that it is aimed at trade buyers. The rear sections of the brochure show images of the various wines and interesting quotes from positive reviews. Mention of their on-tap/kegging and boxing abilities is also provided, for the benefit of retailers and restaurateurs. Information is provided regarding who to contact to order, and also mentions their shipping and discount options, and the campaign tagline also shown; “Wine Done Different”. The overall intent of the brochure is to make it easy for commercial buyers to make the purchasing decision by balancing the right amount of information and inspiration they may need.

Social Media Recommendations Social media has been analysed in its entirety below as part of OCP’s direct marketing tactics

Brand Character and Personality OCP uses social media to directly communicate and inform end consumers and retailers. They keep their content intriguing, informative and witty; requiring only minimal adjustments in order to be more effective in reaching objectives.

Their tone is conversational, which successfully engages their audience. However, the tone is very “us-focused” and would have been more successful in building a loyal audience if they posted content that was consumer-benefit oriented. This engagement is important because it allows potential consumers to understand the OCP brand character, and drives traffic to their website to learn, buy, or engage with OCP. Although there are no tangible results from receiving followers and likes, it does signify that the awareness of the OCP brand is growing and end consumers are acting on OCP. Also, as businesses such as retailers and restaurants engage in one-to-one communication with their target audience, awareness is brought to the brands or products they sell. Therefore, businesses that sell OCP products could reply, “hashtag” or share something related to OCP through social media; further increasing OCP’s awareness and driving consumer demand.

The blog featured on OCP’s website is active and their activity should be maintained. It allows OCP’s audience to source information that may be relevant to them. Also their YouTube channel has great branding videos that the primary market.

Association with Okanagan Terroir OCP is a believer in community involvement and lending a helping hand, but they don’t do much to portray that within social media. They could improve on involving the locals more through incorporating different posts directed towards the Okanagan community and local businesses. For example, having local businesses post pictures of people attending their restaurants and drinking OCP wine.

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Increase Brand Awareness As very few wineries use Pinterest, OCP should have been a leader and incorporated a Pinterest account to their social media lineup. At 11.6 percent, the “Food & Drink” category is rated the number one most popular “Pins”. OCP could use their account to list their products but also create pairings and recipes that can be accompanied with a wine. By showcasing their products easily and enable single click-through purchasing (Repinly, 2012). 97 percent of Pinterest users are female and approximately eight out of ten bottles of wine are purchased by women (Horn, 2012), (Gardner, 2012). As awareness of OCP and its products increase, consumers may want try their wine. This will result in a pull demand from consumers through the retailers and restaurants.

Another social media tool OCP should have taken advantage of is Linkedin. OCP creates and cultivates relationships with various influential people from trade and it’s best to keep those relationships alive. In order to maintain those relationships, OCP should to take advantage of Linkedin, therefore allowing OCP’s staff to stay connected to who they could contact when business opportunities arise or giving people from trade or restaurants a chance to communicate with OCP if they are looking for a new wine. OCP should create a group page that allows them to inform the trade and buying managers to understand what OCP does and what sort of products are available to them. In addition, since OCP uses Trialto and B.C. Wine Shop as a distributor, it would be very important to stay connected to them and know who would be interested in buying OCP wines through Trialto’s new connections on Linkedin. By maintaining this form of communication with the trade, this allows OCP to continue to grow their business as businesses are built on a bridge of relationships.

Sales Promotion Recommendations OCP’s sales promotion efforts should be focused around the following objectives:

Brand Character and Personality Advertising specialties were appropriate for the audience, and relevant to position OCP’s personality. To integrate those items with the ”Wine Done Different” campaign theme, the specialties could have consisted of collectible wine bottle stoppers, wine glass charms or “wine time” calendars for office cubicles, all mimicking Okanagraffiti designs. Calendars would include a sticker sheet of white and red wine bottles to place on the calendar to signify that it is “wine time”. The charms and stoppers also could have been introduced as on-pack premiums for end consumers. There were few premiums from competitors during this time, meaning there wouldn’t be conflicting offers to attract OCP’s secondary audience, as they are packaging-conscious and look for unique products on the shelf.

Sampling was an effective tactic for selling OCP wine to retailers, and creating trial among end consumers. However, to reduce wastage and allow less “industry involved” end consumers to sample their wine, a bottle could be sent to targeted offices for them to enjoy at office gatherings and parties, and recommend to friends. Since young, urban, professionals constitute largely to OCP’s secondary target market, this would get their wines into their hands, and influence future and repeat purchases.

Sampling among retail customers couldn’t be improved, as retail outlet buyers already sample wine with sales representatives at the time of potential sale.

Association with Okanagan Terroir OCP’s Okanagan roots could have been more emphasized by featuring Okanagraffiti visuals on promotional sales material, event booth displays and advertising specialties.

Increase Brand Awareness In order to more effectively push wines through retail channels, OCP could have arranged mutually beneficial advertising or display allowances, aimed to increase retail traffic. Specifically, retailers and restaurants could have included OCP in their advertisements, brochures, or feature menu sheets.

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OCP could have used spiff promotions for restaurant employees; the employee who sold the most OCP wine in a given month would be awarded a three-bottle gift pack of OCP wine. This would motivate employees to recommend OCP wine to their customers; raising awareness among consumers.

Increased consumer awareness would then create the desired pull from consumers to retail locations and restaurants. This would potentially have allowed for a larger allocation of shelf space for OCP in retail outlets, or more space on tap/ wine menus.

They could have increased awareness of their own product lines through sampling (bring back their launch wit tubes) to crosssell and upsell among current trade customers.

Conclusion The Liquid Geography campaign intended to establish and position the OCP brand in the competitive, B.C. wine market. OCP also wanted to maintain their connection to the Okanagan land, and drive demand among primary and secondary audiences.

The campaign effectively showcased OCP’s Okanagan roots; however, it did not fully meet the other objectives.

The proposed campaign, Okanagraffiti, was inspired by OCP’s existing vision of bringing the city scene to the country vineyards. Specific elements included a re-design of advertisements, e-newsletters, brochures, as well as campaign-specific promotional materials.

Okanagraffiti, showcases OCP’s unique, rebellious and modern culture, while maintaining the connection to the Okanagan.

Bold, bright colors were used to differentiate them from competitors’ traditional marketing, and allow their end consumers to personally identify with the brand. The tagline, “Wine Done Different”, demonstrated how OCP is different from the ground up, with a unique winery structure, equipment, and personnel. Okanagraffiti allows OCP’s distinctive characteristics to be highlighted, aligning their essence with communications that match.

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Industry Canada. (2011, 12). Establishments - Wineries. Retrieved from Canadian Industry Statistics: http://www.ic.gc.ca/cis-sic/cis-sic.nsf/IDE/cis-sic31213etbe.html#est2 Jaeger, S. R., Danaher, P. J., & Brodie, R. J. (2010). Consumptions decisions made in a restaurants:The case of wine selection. Food Quality & Preference , 21 (4), 439-442.

Jinkyung, C., & Silkes, C. (2010). Measuring Customer Wine Satisfaction When Dining at a Restaurant. Journal Of Quality Assurance In Hospitality & Tourism.

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Painted Rock Estate Winery. (2012). Retrieved from Homepage: http://www.paintedrock.ca Painted Rock Estate Winery. (2012). Retrieved from Homepage: http://www.paintedrock.ca Poplar Grove Winery. (2012). Retrieved from Homepage: http://www.poplargrove.ca PRIZM C2. (2012). Environics Analytics. Retrieved from PRIZM C2 Segmentation Marketer's Handbook: http://www.environicsanalytics.ca/data_consumer_segmentation.aspx Repinly. (2012, 11 01). Retrieved from Pinterest Facts: http://www.repinly.com/stats.aspx Roberts, D. (2012). Making Wine Non-Endemic. Retrieved from Wine X Magazine: http://www.winexmagazine.com/index.php/wine/viewplay/opinion21/ See Ya Later Ranch. (2012). Retrieved from Homepage: http://www.sylranch.com Stainsby, M. (2012, 02 17). New wine trend: wine on tap. Retrieved from The Vancouver Sun: http://blogs.vancouversun.com/2012/02/17/new-wine-trend-wine-on-tap/ Tantalus Vineyards. (2012). Retrieved from Homepage: http://tantalus.ca/home.php The Province of British Columbia. (2012, 11). Private Liquor Store Locations. Retrieved from Liquor Control and Licensing Branch: http://www.pssg.gov.bc.ca/lclb/LLinBC/liquor_retail_location.htm Trialto. (2012). Retrieved from Wine Agency Team: http://trialto.com/en-ca/pages/about/team Trialto. (2012). Retrieved from Our Wineries: http://trialto.com/en-ca/brands Tuttle, B. (2012, 06 25). The Recent Evolution of How We Get Tipsy. Retrieved from Time, Business & Money: http://business.time.com/2012/06/25/the-recent-evolution-of-how-we-get-tipsy/ Vancity Buzz. (2012, 08 29). Retrieved from Robson Square closed to cars until 2013: http://www.vancitybuzz.com/2012/08/robson-square-closed-to-cars-until-2013/ Wine Australia. (n.d.). Retrieved from Wine Australia: http://www.wineaustralia.com/en.aspx Wine Market Council. (2011). Retrieved from Consumer Research Summary: http://www.winemarketcouncil.com/research_summary.asp Wines of Canada. (2011). Retrieved from Crush Pad: http://www.winesofcanada.com/Ok_crushpad.html YaYa Connection. (2012, 10 29). Love Wine? So Does Gen Y! Retrieved from YaYa Wire: http://yayaconnection.com/2012/love-wine-so-does-gen-y/

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Appendices Contents APPENDICES ......................................................................................................................................................................................1 SITUATIONAL ANALYSIS ....................................................................................................................................................................2 A. COMPETITIVE ANALYSIS .......................................................................................................................................................................... 2 Appendix A-1 .................................................................................................................................................................................... 2 Appendix A-2 .................................................................................................................................................................................... 3 Appendix A-3 Distribution vs. Output Volume ................................................................................................................................. 4 Appendix A-4 Price Vs. Ratings ........................................................................................................................................................ 4 A-5 Competitor Wine Labels ............................................................................................................................................................ 5 CAMPAIGN ANALYSIS .......................................................................................................................................................................5 B. ADVERTISING ........................................................................................................................................................................................ 5 Appendix B-1 Specific Advertising Mediums Used ........................................................................................................................... 5 Print ................................................................................................................................................................................................. 6 Magazine ......................................................................................................................................................................................... 7 Online ............................................................................................................................................................................................... 7 C. PUBLIC RELATIONS ................................................................................................................................................................................. 9 Media Coverage ............................................................................................................................................................................... 9 D. DIRECT RESPONSE ............................................................................................................................................................................... 16 Email .............................................................................................................................................................................................. 16 Direct Mail ..................................................................................................................................................................................... 17 Social Media................................................................................................................................................................................... 22 E. SALES PROMOTION .............................................................................................................................................................................. 24 E-1 Mouse Pad ............................................................................................................................................................................... 24 E.2 Magnets ................................................................................................................................................................................... 24 E-3 Shelf Talkers ............................................................................................................................................................................. 25 RECOMMENDATIONS ..................................................................................................................................................................... 26 F. OKANAGRAFFITI CAMPAIGN ................................................................................................................................................................... 26 F.1 Scott Sueme Graffiti ................................................................................................................................................................. 26 G. ADVERTISING...................................................................................................................................................................................... 27 G.1 Advertising Schedule ............................................................................................................................................................... 27

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Situational Analysis A. Competitive Analysis Appendix A-1 Cases of Average Ratings Wines wine/year Price/bottle (Average) (website) Okanagan Crush Pad $21 (Haywire & Chardonnay, Pinot 17,000 B.S.) 87.0 Gris, Pinot Noir, Rose Blasted Church Vineyards Chardonnay, Guwertzaminer, Merlot, Pinot Gris, Riesling, Sauvignon 29,000 $21 87.0 Blanc, Syrah Dirty Laundry Vineyard Blush, Chardonnay, Gewurtztraminer, Merlot, Pinot Noir, Pinot Gris, Reisling, 20,000 $23 88.5 Syrah Monster Vineyards Merlot, Riesling, Rose, Sauvignon 3,000 $19 87.5 Blanc Painted Rock Estate Winery Cabernet Sauvignon, Chardonnay, Merlot, 5,000 $37 90.0 Syrah Poplar Grove Winery Cabernet Franc, Chardonnay, Merlot, 10,000 $32 89.0 Pinot Gris, Syrah See Ya Later Ranch Chardonnay, Gewurtztraminer, Pinot Gris, Pinot Noir, 25,000 $21 88.0 Riesling Tantalus Vineyards Chardonnay, Pinot 4,500 $27 89.0 Noir, Riesling, Rose

BCL/# of Everything Sold online/ships bottles Wine/# of bottles Yes/5 (Haywire), No 2 (B.S.) Yes/Canada

Yes/2

Yes/5

Yes/Canada

No

Yes/2

Yes/Canada

No

Yes/2

Yes/Canada

Yes/3

Yes/3

Yes/Canada

Yes/3

Yes/4

Yes/Canada

Yes/12

Yes/4

Yes/Canada & US

No

Yes/1

Yes/B.C.

(Okanagan Crush Pad, 2012), (Blasted Church Vineyards, 2012), (Dirty Laundry Vineyard, 2012), , (Painted Rock Estate Winery, 2012), (Painted Rock Estate Winery, 2012), (Poplar Grove Winery, 2012), (See Ya Later Ranch, 2012), (Tantalus Vineyards, 2012).

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Appendix A-2

(The Province of British Columbia, 2012)

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Appendix A-3 Distribution vs. Output Volume

Appendix A-4 Price Vs. Ratings

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A-5 Competitor Wine Labels

Campaign Analysis B. Advertising Appendix B-1 Specific Advertising Mediums Used             

Overall Advertising Cost - $42,000 City Palate Print Edible Canada online Kootenay News Print Savour (Niche Media) Print Scout online Tasting Room Radio for 52 weeks Team 1040 The Wine Diva online Urban Diner online Vancouver magazine online Vancouver Sun Print Vines (Town media) 3 issues and one newsletter Wine Access mix of print and online

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Print B-2 Brochure Front

Brochure Back

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Magazine B-3 Magazine

Online B-4 WineDiva.com

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B-5 ScoutMagazine.com

B-6 UrbanDiner.com

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C. Public Relations Media Coverage C-1 OCP & Industry News

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C-4 OCP Wine Reviews

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D. Direct Response Email D-1 Wine Wednesday

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Direct Mail D-2 Thank you card

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D-3 Newsletter

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-4 My Pad Newsletter – Front

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My Pad Newsletter – Back

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D-5 B.S. Newsletter

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Social Media D-6 Twitter

D-7 Facebook

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D-8 Blog

D-9 Competitors Social Media

Facebook "Likes" Okanagan Crush Pad Blasted Church Vineyards Dirty Laundry Vineyard Monster Vineyards Painted Rock Estate Winery Poplar Grove Winery See Ya Later Ranch Tantalus Vineyards

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444 842 1248 32 466 614 540 414

Twitter YouTube "Followers" "Views" 1368 3727 849 406 2282 1854 1587 2302

1900 289 N/A N/A N/A N/A N/A N/A

Pinterest "Followers" Newsletter Wine Club

N/A Yes, 63 N/A N/A N/A N/A N/A Yes (no pins), 0

Yes (email) Yes (email) Yes (email) No Yes (email) Yes (email) No Yes

Tours/Drives

No Bottleneck Drive No Corkscrew Drive Yes, 3 levels Bottleneck Drive No Naramata Bench Yes, 2 levels Corkscrew Drive Yes, 3 levels Naramata Bench Yes, 2 levels N/A No Lakeshore Wine Route

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E. Sales Promotion E-1 Mouse Pad

E.2 Magnets

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E-3 Shelf Talkers

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Recommendations F. Okanagraffiti Campaign F.1 Scott Sueme Graffiti

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G. Advertising G.1 Advertising Schedule

OCP Print and Online Gantt Chart Month Print

May

Vendor Magazine

Full Page (8.25 x 10.5)

Wine Trails

Full Page (8.25 x 10.5)

Savour

Full Page (8.25 x 10.5)

City Palate

Full Page (9.75 x 11.75)

Vancouver: Eating & Drinking Guide

Full Page (8.25 x 10.5)

June

July

August

September

October

Online Scout Magazine

Big Box (300 x 300)

Wine Diva

Full Banner (468 x 60)

Urban Diner

Rectangle (169 x 192)

Inside Vancouver

Big Box (300 x 300)

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