OKANAGAN CRUSH PAD
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<strong>OKANAGAN</strong> <strong>CRUSH</strong> <strong>PAD</strong>
Executive Summary<br />
Okanagan Crush Pad is a winery based on producing in-house wine brands and client-based wines, using a<br />
“custom crush” model, and imported concrete egg shaped fermenters; both firsts in Canada. Their brand<br />
personality matches the more unconventional, rebellious and daring direction the industry is taking. However,<br />
this comes with its own challenges and risks; posing the need for past campaign analysis and a new<br />
recommended campaign.<br />
The proposed campaign for OCP’s summer season is titled “Okanagraffiti”; an affiliated artist inspired mix of<br />
city street art and the Okanagan vineyard terroir. Advertisements, direct e-newsletters and mail pieces, and<br />
social media presence, would all feature “Okanagraffiti” and the new tagline “Wine Done Different”. This<br />
greatly identifies with OCP’s brand character and values, and invites public relations interest and unique,<br />
branded sales promotions.<br />
Between May and October 2012 conducted their “Liquid Geography” campaign. The intention for this<br />
campaign was to meet the following key objectives for the new winery:<br />
• Communicate OCP’s unique brand character and personality<br />
• Establish OCP’s strong association with the Okanagan valley<br />
• Increase OCP’s brand awareness within their chosen markets<br />
The intended primary target market for the campaign was selected wine retailers and restaurants in British<br />
Columbia, as well as communicating their message to the wine industry as a whole. The secondary market was<br />
end users, identified as the 21-35 year old “Generation Y” demographic, specifically those who match their<br />
brand character.<br />
The Liquid Geography campaign communicated OCP’s strong link to the Okanagan land, but largely failed to<br />
meet all of the identified objectives. It did not communicate the unconventional, fun-loving nature of OCP’s<br />
brand character and management style, or set itself apart as a winery with a unique, distinct style.<br />
The proposed “Okanagraffiti” campaign, during the same period in 2012, would have been more successful in<br />
communicating their key messages and reaching the strategic objectives. This integrated campaign analyses all<br />
tactics of the Liquid Geography campaign (advertising, public relations, sales promotion and direct marketing)<br />
and suggests improvements for each, by aligning with the elements of the proposed “Okanagraffiti” theme and<br />
tag line.
Campaign Analysis & Recommendations<br />
Okanagan Crush Pad<br />
16576 Fosbery Road, Summerland, BC<br />
Chelsea Brynildsen, Mandy Butler, Sandy Cho, Kevin Willemse, Sona Zavandi<br />
Logical Art - Set L<br />
11/23/2012
Introduction<br />
This report analyzes the Okanagan Crush Pad (OCP) “Liquid Geography” campaign, which ran from May to October, 2012.<br />
The campaign was intended to position OCP as a unique player in the market, increase overall awareness about the brand, and<br />
drive retail and consumer demand for their wines.<br />
Through industry and competitive analysis, and the identification of market and consumer trends, appropriate insight will be<br />
gained to analyze campaign effectiveness and put forward recommendations accordingly. Specific advertising, public relations,<br />
direct marketing and sales promotion tactics will be gauged and improved, if necessary, to determine the most effective<br />
campaign and ensure OCP’s objectives are met.<br />
What is Okanagan Crush Pad?<br />
Christine Coletta established Okanagan Crush Pad (OCP) in 2010. Coletta is a renowned Marketing Consultant, founding board<br />
member of the Vintners Quality Alliance (VQA) and B.C. Wine Institute, and respected industry expert for over 20 years.<br />
Before OCP was built, Coletta sourced grapes from her own vineyards, but the fermentation and bottling processes were<br />
outsourced to any available small facility that was dormant within larger producers. This approach continued for two years,<br />
producing the first 168 cases of OCP’s “Haywire” wine (Okanagan Crush Pad, 2012).<br />
Like Coletta, many small winemakers and grape growers were looking for small-batch winemaking facilities they could rent<br />
(rather than large investment into owned facilities) and cooperatively partner with, to help grow their brand and ensure quality<br />
wine production. This “virtual winery” model had been successfully implemented in other winemaking regions around the<br />
world, but never before in Canada.<br />
This led to the opening of OCP’s facility: a 7,750 square foot distillery, built in the Summerland, BC, making use of six<br />
innovative concrete “egg” fermenters alongside traditional equipment. Imported from California, these egg-shaped concrete<br />
vessels are a revival of ancient wine fermenting methods, now making a comeback using modern technology. The eggs’<br />
specific shape submerges more pulp and skin, facilitates the correct breathability and controls temperature. These features allow<br />
for a brighter, fruitier and more aromatic nature than if fermented in stainless steel, oak or copper. The wine ages quicker than<br />
traditional methods as well (Wines of Canada, 2011).<br />
Coletta partnered with renowned wine expert David Scholefield, as Wine Advisor and Public/Industry Relations Manager.<br />
Scholefield sits on the B.C. Liquor Board, also head judge for the Vancouver Wine Magazine Competition (Trialto, 2012).<br />
Christine’s husband, Steve Lornie, also joined the team as General Manager, to begin producing their own wines at OCP.<br />
OCP’s first wine to be fermented in-house was the Haywire brand, with grapes sourced from 47 acres of owned and leased<br />
vineyards, which was released in mid-2012. Varietals include Pinot Gris, Chardonnay, Gamay Noir Rosé, Pinot Noir, and<br />
Gamay Noir. Only certain varietals were fermented in the eggs, and have a gray label (as opposed to white), symbolizing they<br />
were “Raised in Concrete” (Okanagan Crush Pad, 2012).<br />
During 2011, OCP processed 225 tons (17,000 cases) of their own wines (Haywire and Bartier Scholefield), and 450 tons<br />
(33,750 cases) of their client labels: Bella, Harper’s Trail, Rafter F, and Di Bello. These brands entered into production,<br />
distribution and/or marketing agreements with OCP. Although OCP works very closely with these labels, sharing experience,<br />
advice and distilling/bottling services, OCP maintains its marketing focus on the two in-house brands.<br />
OCP distributes their Haywire and BS wines through the B.C. Wine Shop within the Okanagan, and Trialto distributing to<br />
Vancouver, Whistler, Victoria and Alberta. These distributors help facilitate the connections between OCP, retailers, and<br />
restaurants, in order to get OCP wines onto the shelves of retailers and restaurant menus.<br />
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OCP’s vision revolves around passion, quality, and experimentation. They focus on supporting the industry rather than<br />
increasing their market share and volume. OCP’s marketing and brand message is clear; they do not wish to rapidly expand and<br />
compete with the established, larger Okanagan or national wineries. Embodiment of the Okanagan terroir flavor in their wines<br />
is paramount to them, as is nurturing startup winemakers and introducing innovative winemaking practices to produce exciting,<br />
high quality wines in exclusive batches. This approach presents numerous unique marketing challenges for OCP in their<br />
endeavors to establish themselves as a reputable player in the very competitive winemaking industry of the Okanagan and<br />
Canada (Wines of Canada, 2011) (Okanagan Crush Pad, 2012).<br />
Situational Analysis<br />
This section explores trends in the wine industry, providing analysis and insight into the market, consumer trends and<br />
behaviours, and the competitive landscape. Further analysis is provided to how these form both threats and opportunities for<br />
OCP, and their internal strengths and weaknesses.<br />
Industry Overview<br />
Market figures and wine consumption continue to grow globally, but Canadian figures outstrip those of the world average<br />
almost sixfold, with projections moving the country from fifth, to the world’s third largest wine consumer by 2014; surprisingly<br />
however, Canada is the only wine-producing country where imports exceed exports.<br />
On-trade companies, such as lounges and restaurants, have the most buying power as they distribute the majority (72.4%) of the<br />
wine market volume (MarketLine, 2012). This facilitates the market’s retail growth, as wine is becoming more popular<br />
compared to spirits and beer, and has surpassed spirits in terms of liquor store sales (Tuttle, 2012) (Nichols, 2011) (Canada<br />
Newswire, 2011).<br />
The Canadian government exercises strict control and taxing regulations over the domestic and international wine distribution.<br />
Many of the smaller wineries prefer (or are only able) to trade within their province. However, pressure from wineries and<br />
changing liquor board rulings may see these regulations changed in the very near future (OKCrushPad, 2011) (Klassen, 2012).<br />
Industry and Market Trends<br />
In British Columbia, wine consumption has remained relatively stable over the past five years, despite an almost 20 per cent<br />
rise in prices. More expensive, top-shelf wines are gaining ground, but table wines are still the most popular (Wine Market<br />
Council, 2011). Increased consumer spending is notable by customers purchasing more liquor in restaurants (Tuttle, 2012).<br />
In some ways, the industry is still catching up to the changing demands of new consumer markets. Wine is a highly<br />
differentiated product, with a variety of brands available in the market. Some wine producers have begun to improve brand<br />
management and modernize their merchandising by launching bold brand designs, “cheeky” labels, and integrated marketing<br />
campaigns in order to become more identifiable with the public. These factors have intensified rivalry between the brands,<br />
influencing wine drinkers to use the label designs and brand recognition as the only differentiating factors when choosing a<br />
bottle. This opposes traditional wine advertising, which focuses on the winery itself and its accolades, versus brand character<br />
and product benefits (Roberts, 2012).<br />
Although wine used to be considered “the exclusive domain of the educated and wealthy male”, wine consumption has now<br />
pervaded all areas of society, especially the unsophisticated wine drinkers of Generation Y (YaYa Connection, 2012). Modern<br />
buyers are looking for a more casual relationship with their chosen wine brand, with a message that speaks to their beliefs and<br />
attitudes (Wine Australia). This is reflected in their preference for unconventional labels.<br />
Consumers are becoming more attracted to the idea of boutique wineries which have a unique story. Similar to the craft beer<br />
revolution, there has been a change in consumer preference from big-box corporations to local, smaller, sustainable<br />
winemaking and brewing companies such as OCP (Hamilton, 2012), (Gismondi, 2012).<br />
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The massive proliferation of smaller labels are diversifying towards the younger, less brand-conscious consumers, as purchasers<br />
have a very wide range of wines to choose from with low switching costs (MarketLine, 2012). Modern buyers are looking more<br />
for value, taste and immediate enjoyment rather than savouring and collecting rare or renowned vintages. There is a common<br />
misconception that concrete fermentation offers lower quality than copper or oak barrels. Concrete fermentation is a<br />
characteristic of high quality wines, and OCP is trying to remind the market of this fact (Kwon, 2011).<br />
The practice of “kegging” wine destined for bottling for “on tap” serving was once frowned upon, but is growing in acceptance<br />
as a way to reduce costs, sell more wine to retailers, and adapt to the changing consumer (Stainsby, 2012). Even the practice of<br />
restaurant wine corkage is on the rise, growing overall consumption and retail channel sales (Gismondi, The Vancouver Sun,<br />
2012). Premium boxed wines are also becoming popular, with OCP being one of the first to offer VQA quality wines in a box.<br />
Mainly the larger brands find themselves doing more outsourcing of grapes and juices, rather than relying on a completely<br />
vertical integration of growing, crushing, fermenting and bottling all in-house (MarketLine, 2012).<br />
Most large wineries offer premium wines, but much of their profit is derived from high volume, mid-market products. This<br />
implies high fixed costs, because of the need to operate large winemaking plants. At the same time, the prices that can be<br />
obtained for these products may be forced down by large retail chains. These factors boost rivalry, which is assessed as<br />
moderate overall. Switching costs for retailers and on-trade companies are low; per-unit volume prices are lower for wines,<br />
versus high for spirits (MarketLine, 2012).<br />
Another influential industry trend is online retail and distribution channels that allow consumers (and retailers) to purchase their<br />
wine without having to contact an actual winery. The older demographic wine lover is becoming more technologically<br />
proficient, and projections are put forward that this practice will increase rapidly (Hamilton, 2012) (Cruise Persuasion, 2011).<br />
This trend reduces many of the distribution costs and marketing challenges that smaller winemakers face in getting their<br />
product to the consumer.<br />
Competitive Analysis<br />
Competition is fierce among B.C. winemaking regions. There are over 120 wineries in the province and the majority is located<br />
in the Okanagan Valley. By examining vineyard scale, grape varieties, average price per bottle, annual production volume, and<br />
overall ratings of wines produced, we can deduce OCP’s main competitors (Industry Canada, 2011). These have been identified<br />
as: Blasted Church Vineyards, Dirty Laundry Vineyard, Monster Vineyards, Painted Rock Estate Winery, Poplar Grove, See<br />
Ya Later Ranch and Tantalus Vineyards. All have traits that make them competitors, and all compete with the similar Okanagan<br />
“hometown” advantage (See Appendix A-1).<br />
All of the wineries produce fewer than 30,000 cases of wine annually and are considered either a micro or small sized winery<br />
(based on number of employees) (See Appendix A-2). OCP, along with the chosen competitors, are considered boutique<br />
wineries, and appeal mostly to niche markets, based on their quirky stories and modern ways of running their business.<br />
Okanagan wineries, such as Mission Hill Winery and Quail’s Gate Estate Winery, were not considered as competitors, due to<br />
their incomparable size and production.<br />
OCP does not have a true, direct competitor in B.C., since there are no other virtual wineries that have the same business model<br />
as OCP. They are currently the only winery in B.C. that has client wine management and branding services available, and are<br />
the only winery in Canada that uses concrete fermentation.<br />
The most popular retail distribution channels for these types of wineries are licensee liquor stores, off-site retail liquor stores,<br />
and the government regulated B.C. Liquor Stores (BCL). Although BCL is considered the largest distribution channel, it is not<br />
the most attractive. For small companies, it is the least profitable, heavily regulated, and is the least distinguished compared to<br />
private liquor stores. Large winery labels are usually sold at the BCL, whereas smaller wineries prefer licensee liquor stores,<br />
such as Everything Wine.<br />
Trialto is a wine distributor that represents and distributes select local and international premium wines, helping liquor boards,<br />
retailers, and restaurants source, sell and market their wines. Three out of the seven Canadian wines they distribute are OCP<br />
wines, and they also distribute competitor brands Monster Winery and Poplar Grove (Trialto, 2012). Other competitors do not<br />
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use dedicated distribution channels or agreements; consumers and retailers can purchase wine on the individual winery<br />
websites, retail stores, or via telephone orders, but they only ship within Canada.<br />
The graph in Appendix A-3 compares the wineries’ distribution and output volume (number of cases per year). Distribution was<br />
measured by comparing the range and presence of products in retail stores (Everything Wine and BCL), restaurant availability,<br />
winery and online buying options, and intermediary distribution partners. The noticeable trend is that the higher volume of wine<br />
a vineyard produces, the more distribution they have. Blasted Church and See Ya Later Ranch have the highest volume and<br />
most distribution out of all the competitors. OCP comes in fourth for volume, but has more distribution overall than Dirty<br />
Laundry, who have the third highest volume output.<br />
Price per bottle and its rating appear to have a strong, mutually dependent relationship. In Appendix A-4, the comparison of<br />
average prices per bottle and average overall wine ratings is presented. Understandably, the higher price of a wine, the higher<br />
rating that wine tends to receive. Painted Rock and Poplar Grove have the highest priced wines, but also the highest rating.<br />
OCP has one of the lowest priced wines and lowest ratings.<br />
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<br />
design is a key marketing tactic. Appendix A-5 displays the identified competitors’ wine labels. Blasted Church Winery and<br />
Monster Vineyard labels are especially eye-catching. OCPs’ Haywire and B.S. brands look similar to Painted Rock, Poplar<br />
Grove and Dirty Laundry labels. They are visually appealing but don’t represent OCP’s brand character.<br />
SWOT<br />
Research and insight about OCP’s company structure, employees and philosophies, show areas of internal strength and<br />
weakness that affect the company’s overall communications and identity. The above research findings regarding industry<br />
trends, consumer trends, and competitive analysis, expose external opportunities and threats within the industry.<br />
Internal – Strengths<br />
OCP’s main strength is the personnel behind the brand. Coletta’s connections in the industry and her small-scale, unique<br />
business model have allowed for the majority of OCP’s success and recognition.<br />
OCP’s owners and affiliates (Christine Coletta, David Scholefield et.al.) are reputable and knowledgeable in the local<br />
winemaking industry.<br />
Close personal ties, relationships and involvement with distributors and media contacts have served well for the<br />
company’s launch and positioning within the industry (Scholefield is the VP of Wine Strategies at Trialto).<br />
The company’s small-scale structure allows for direct communication between OCP and their distributors, trade, media<br />
connections, and end consumers.<br />
Selectivity of distribution channels maximize profit margins and brand representation/control.<br />
The virtual winery structure allows for development of OCP brand name through the success of their client wines.<br />
The concrete egg fermentation process is a unique selling point; the first of its kind in Canada.<br />
Concrete fermentation takes less time than traditional fermentation - quicker turnaround time increases profitability.<br />
OCP’s quirky brand character appeals to the modern-day wine drinker and young, developing markets.<br />
Retail prices are competitively set within their segment, offering good value to resellers and consumers.<br />
Internal - Weaknesses<br />
Areas of weakness are based largely on the fact that OCP is still relatively new within the market, and its brand character has<br />
not been actively positioned. Misconceptions and confusion about the company exist.<br />
A solidified OCP reputation within the market is not yet established, as they are a relatively new company.<br />
Close association with client brands can potentially damage the OCP brand - most of these brands don’t have concerted<br />
marketing efforts.<br />
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Launch and operational funding has been through seed capital dollars – this is almost exhausted, so the business needs<br />
to sustain itself and future growth through sales revenue.<br />
The facility is working at full capacity, and will need to expand in order to continue growth.<br />
Controversy presides over their “virtual” concrete and crush pad model.<br />
Unique processes are not being leveraged - the public, including retailers and consumers, aren’t aware of the product’s<br />
unique selling point - “raised in concrete”.<br />
Confusion about the brand, as there is also a Crush Pad in California.<br />
Marketing and advertising efforts are not always consistent with the brand character.<br />
External – Opportunities<br />
Industry research, market trends, and the competitive analysis indicate a common theme; the modernization of the wine<br />
industry, to take advantage of a large, rapidly growing consumer market and their unique preferences.<br />
Continual growth of the wine market due to increasing demand from emerging wine consumer segments (Gen. Y).<br />
Increased desire for boutique/craft wineries, which are smaller and have unique stories and brand character.<br />
Consumers are purchasing more liquor in restaurants.<br />
On-trade companies and retailers are the largest distribution channels of wine.<br />
Corkage is increasing in popularity; encouraging wine drinkers to either increase consumption at the retail level.<br />
Market demand shift to creative label design, matching brand character, identifying with changing consumer demands.<br />
Kegging and boxing wine for “on-tap” options at restaurants are increasing in popularity.<br />
External – Threats<br />
The main threat in the marketplace is the vast number of Okanagan competitors, also potentially taking advantage of current<br />
trends and opportunities. Others include:<br />
The concrete egg fermentation process, as well as the custom crush concept, is open to any other potential winemaker.<br />
Misconception that concrete fermentation is lower quality than copper and oak barrels.<br />
Strong threat of substitutes from the many small and micro Okanagan wineries, and international imports.<br />
Retailers and resellers have to a lot of options to choose from in the alcoholic beverage industry.<br />
Volatile environmental influences (weather patterns and climate change), (Klassen, 2012).<br />
Campaign Overview<br />
OCP’s 2012 seasonal campaign was titled “Liquid Geography” and ran from May to October, but advertisements are still being<br />
published. The budget for Liquid Geography dedicated $42,000 to print and online advertising, and $50,000 in total for direct<br />
marketing, events, and sales promotion efforts. OCP’s objectives were to create product and brand awareness by utilizing wordof-mouth<br />
marketing and leveraging the buzz around their unique business model. This plays into their desired image as being<br />
rebellious, pioneering and unique wine crafters.<br />
Campaign Objectives<br />
Liquid Geography intended to:<br />
Establish and position the OCP brand<br />
Create strong associations between OCP and the Okanagan terroir<br />
Create awareness of the OCP “story”, culture and personality<br />
Create a reputation as a producer of distinct, prestige, low-volume wines<br />
Create consumer demand in retail and distribution channels through pull strategies<br />
LOGICAL ART Page | 5
Target Market<br />
OCP’s primary target market consists of boutique wine stores, restaurants, lounges, pubs, and bars that sell wine by the glass,<br />
bottle, or on-tap to reach end consumers (secondary market). OCP uses business-to-business tactics to push sales to the retail<br />
and restaurant buyers, as well as select tactics to create pull through them from end consumers.<br />
Primary Market<br />
Retailers<br />
Retailers include specialty wine shops and private liquor stores, who are interested in stocking reputable or innovative wines, to<br />
increase store traffic, volume sales, and dollar sales. There are approximately 700 private licensee retail stores within B.C. (The<br />
Province of British Columbia, 2012), many of which sell similar products. This makes exclusivity a factor when choosing what<br />
to stock. They are interested in reliable suppliers, strong relationships, and promotional support.<br />
OCP specifically targets boutique retailers such as Marquis Wines and Everything Wine. More recently, BCL stores have begun<br />
stocking small quantities of their wines, after repeated requests from BCL. However, OCP prefers to service the smaller, private<br />
retailers, due to their more personal and exclusive nature, as well as the low profit margins and mass-volume image presented<br />
by B.C. Liquor Stores. The majority of retailers purchase from supply chain partners, such as Trialto.<br />
Restaurants<br />
OCP targets local restaurants (Food-Primary License), pubs, high-end lounges and tasting rooms (Liquor-Primary License), that<br />
serve mid to high priced prestigious wines and range from casual to fine dining. Like retailers, buying agents from restaurants<br />
may often use Trialto to purchase their wine. These restaurants are located in urban areas throughout BC, such as Yaletown,<br />
Gastown and Granville Island. It is imperative that restaurants look for wines that complement their menu in order to pair well<br />
with certain dishes (Jinkyung & Silkes, 2010). Therefore it is the responsibility of the buying manager to also look for wines<br />
that would contribute to a balanced, signature wine list (Lockshin, Cohen, & Zhou, 2011).<br />
Many restaurants consider their own culture, personality and competitive uniqueness and acquire wines that align with their<br />
company’s character, or support similar values, such as locally grown and produced products (Dodd, Gultek, & Guydosh,<br />
2004). Some restaurants are now capitalizing on the ability to sell quality wine on tap from kegging.<br />
Secondary Market<br />
Consumers<br />
OCP recognizes the end consumer as a secondary market, which influences and affects the choices of their primary B2B<br />
market.<br />
Demographics- OCP drinkers are Generation-Y’s, specifically Millennials aged 21 to 35. Most have earned their university<br />
degrees and work in white-collar jobs and earn an average, annual income of $30,000 to $65,000 (PRIZM C2, 2012).<br />
Geographics - These wine drinkers live in the Greater Vancouver area, Victoria, and the Okanagan, in both urban and<br />
suburban areas, often close to boutique shops. Some OCP drinkers also reside in Calgary, AB (City Palate, 2012).<br />
Psychographics - Millennials are independent and well educated. They and considered the nation’s most “tech-savvy” and are<br />
heavy users of social media. Current news about fashion, electronics, and food and wine trends are important to them. Online<br />
shopping for wine poses no challenge or threat to them as a purchasing method. Besides varietal and personal taste, this market<br />
is heavily influenced by the label and package design when purchasing.<br />
Behavioural - Trendy, hyper-local and niche restaurants and eateries appeal to this audience. They live an active and social<br />
life, spending their free time taking care of the dog, socializing, bar-hopping, and listening to music. Casual, “unsophisticated”<br />
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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<br />
labels, food pairings, brand recognition and the drinking occasions (which can be any day of the week) (Jaeger, Danaher, &<br />
Brodie, 2010). They aim to become sophisticated drinkers, by educating themselves about wine through word of mouth, social<br />
media and personal trial, but are considered unsophisticated drinkers (YaYa Connection, 2012).<br />
Campaign Analysis<br />
OCP used various marketing communication channels, such as advertising, public relations, direct marketing and sales<br />
promotion, to achieve their objectives. However, there is a disconnect between the message OCP wishes to convey as a<br />
company, and the message delivered by the Liquid Geography campaign’s tagline and theme.<br />
Liquid Geography heavily focused on OCP’s Okanagan roots by using boring, stock images and tone. It also aimed to establish<br />
OCP as funky, vibrant, daring and friendly. Many objectives made it difficult to integrate the campaign into one key message,<br />
which buyers could associate with.<br />
Advertising<br />
The objectives of advertising and chosen media vehicles in the campaign were to establish and position the OCP brand in both<br />
the business and consumer markets and increase overall awareness.<br />
Liquid Geography’s advertising layout consisted of an image of the Okanagan Valley, three bottles of OCP wines, the OCP<br />
logo, and minimal copy. Advertising tactics such as online banners, big box displays, magazine print ads, and brochures were<br />
executed (see Appendix B-1 for a full list). However, the “Liquid Geography” copy tagline was only used in print and online<br />
messaging, but was not integrated in other areas of advertising.<br />
Print<br />
Brochure<br />
The brochure (see Appendix B-2) is distributed to the target market through wine and trade exhibits, and sales representatives.<br />
It includes a brief explanation of the organization, staff, location, overall philosophy and their house wines. Each wine featured<br />
on the brochure has a small description explaining the wine characteristics, amount of production, prices and food pairings. The<br />
one key message of the brochure is that OCP wines are “the purest possible expression of there they come from”, showing their<br />
Okanagan pride.<br />
The front of the brochure is visually appealing, as it makes use color and emphasizes the logo. However, the image of the<br />
Okanagan Valley is different than that used in the Liquid Geography ads, creating inconsistency. The outside panel and back of<br />
the brochure introduces the OCP team, which identifies with their fun and personable corporate culture. OCP’s unique selling<br />
point – the use of concrete egg fermentation - is highlighted on the back panel, satisfying OCP’s objective of increasing<br />
awareness and identifying their individuality. Full contact information and social media links are clearly listed on the back,<br />
making it easy to get in touch with OCP.<br />
The inside of the brochure is their sell sheet, conveying a different style and tone from the front. This side of the brochure<br />
appeals to their primary audience, but detracts from the friendly, informative nature of the front information. It is not consistent<br />
in establishing a brand connection and driving consumer demand.<br />
Overall, the brochure does not have a consistent creative appeal and uniform flow. While each side is effective at<br />
communicating information about OCP or the wines they sell, as a whole, the piece clashes when the brochure is opened and<br />
reviewed. It is speaking to two different audiences, as it is trying to achieve too many objectives within one piece.<br />
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Magazine<br />
Most established wineries rely heavily on traditional print advertising to grow awareness of their brand. However, these ads are<br />
often generic and staid. OCP’s print advertisements are no different (see Appendix B-3).<br />
The ads are published with the intent to associate OCP with the Okanagan and establishing the OCP brand. The ads include the<br />
call to action to visit the website for more information, purchase online (as they can ship across Canada), or visit the store.<br />
The sans-serif typeface is effective as there is a small amount of copy; it is crisp and represents the modern brand. The earthy<br />
hues of the background image evoke serenity, warmth and peacefulness. However, the wine bottles, blend into the background<br />
and are lost, which they are supposed to be the focal point. This creates undue emphasis on the rosé bottle of wine. The<br />
campaign’s message is lost; there is no copy to communicate any brand benefits or product information. The elements in the ad<br />
do not speak to the targeted B2B audience. The ad doesn’t attract OCP’s secondary audience either, as it is positioned in an<br />
older, sophisticated drinker’s domain.<br />
Advertisements are placed in publications such as Wine Trails, Savour, and City Palate magazines. City Palate is a Calgarybased<br />
magazine; therefore including store hours in the copy may be irrelevant and wastes valuable space. OCP’s advertising in<br />
wine publications does not necessarily reflect any specific strategy, as winemakers are generally expected to advertise in large<br />
wine publications to maintain relationships with them. Therefore, no accurate, measurable success can be gauged from the ads’<br />
placement.<br />
Although the calls to action are sales oriented, the ad does not drive demand from retailers or end consumers, as no features or<br />
benefits are presented. It doesn’t represent OCP’s quirky and fun personality, but does communicate the relationship between<br />
OCP and the Okanagan.<br />
Online Advertising<br />
Online advertisements contain similar elements as the (above) magazine ads, with minor adjustments to layout and reduced<br />
copy to fit smaller, online areas.<br />
OCP has placed online advertisements on lifestyle and food interest websites, directed towards OCP’s secondary target market.<br />
For example, they have placed a banner ad on WineDiva.ca (see Appendix B-4), a Canadian wine blog, and a big box<br />
advertisement in a prime location on Scout Magazine’s homepage (see Appendix B-5). Urban Diner (see Appendix B-6), a wellknown<br />
community-style website about local Vancouver cuisine, also features a collage of online ads, including OCP. Both<br />
public consumers and restaurants would also visit Urban Diner’s website, as they feature blogs on new up-and-coming<br />
restaurants.<br />
Clicking on an OCP ad directs the viewer to the OCP website. The fact they are featured on the websites for an extended period<br />
(2-3 months) suggests increased impressions and frequency. Research has shown that “repeated exposure to a product via<br />
banner ads generate a positive feeling towards that product” (Baker, 2012). Therefore, exposing OCP wines on the<br />
advertisements will create a positive position among the minds of those who influence the retailers and restaurants within<br />
OCP’s target market. Scout Magazine and Urban Diner ads are placed on the right hand side of the webpage, above the fold,<br />
retrieving a reported average viewership of 74% (Fox, 2012). However, Wine Diva places the OCP banner below the fold of the<br />
blog; according to Mashable.com, this creates less exposure, receiving an average viewership of just 33%.<br />
While the ads are attractive, they are not original or extremely noticeable. The websites advertising OCP are not very well<br />
established and do not align fully with a similar OCP persona.<br />
Public Relations<br />
Wine producers are heavily dependent on professional publications and influencer opinions to grow awareness and trialing of<br />
their products. Winemakers are “expected” to support the industry by advertising, hosting media events, and attending<br />
exhibitions. In return, the media covers the events quite extensively.<br />
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OCP realizes the importance of exhibiting at events, and readily host media visits and interviews. They welcome those looking<br />
to review their wines or write feature articles about the winery. They also host special events and informal tours from time to<br />
time. The tasting room, which is in the cellar, merges the tasting and tour experiences and is seasonally open to the public. They<br />
are part of Bottleneck Drive’s wine route, which markets them as part of the Summerland tour, which enhances their objective<br />
of being closely associated with the Okanagan region (Bottleneck Drive, 2012).<br />
The following are some of OCP’s public relation efforts in their Liquid Geography 2012 campaign.<br />
Events<br />
OCP takes part in approximately 50 events a year, mainly held during the “wine” season (summer and fall, depending on<br />
seasonal effects). These events consist of trade shows, tasting events, festivals, galas and award shows, which are open to the<br />
media, industry, and often the general public. Most attendees are recognized within the industry and are part of close-knit wine<br />
circles. Coletta and her partners are familiar with many of these attendees and leverage this strength to grow the reputation of<br />
OCP at events.<br />
OCP rarely hosts events themselves, preferring to either sponsor events or take part in them. In June, they took part in EAT!<br />
Vancouver, Canada’s largest food and cooking festival featuring over 250 exhibitors, which was presented by Canada’s Food<br />
Network. They were also a sponsor at the Annual 2012 Royal Vancouver Yacht Club’s Regatta. The Okanagan Wine festival is<br />
also a respected, large public and industry event which OCP actively takes part in. At events, which they sponsor, cases of wine<br />
are donated to the organizers to serve to the guests; OCP don’t do much in the way of leveraging these sponsorships by<br />
receiving advertising or promotions to increase their awareness.<br />
What OCP hosts is primarily held for media and trade. An example of this was their “OCP Client Showcase”, where they<br />
hosted around ninety industry, media and trade personnel for the unveiling of all their 2012 wines. This approach echoes OCP’s<br />
strategic decision to engage more personally with chosen partners, and aligns with their personality by holding unconventional<br />
events, unique from other wineries. This further enhances their other objectives of creating awareness and advocacy among key<br />
partners, buyers, and market influencers, resulting in improved sell-through.<br />
These events are viewed within the industry as awareness and branding exercises, and not a direct revenue-generating<br />
promotional efforts tied to marketing objectives. With unique facilities and a sometimes controversial business model, OCP<br />
realizes the importance of fitting in amongst the larger, traditional producers. Taking part in events is costly at times, but OCP<br />
understands that media and affiliates are a critical part of meeting objectives of building a successful, well-known brand.<br />
Media Coverage<br />
OCP leverages and welcomes press coverage at every opportunity to position themselves as high quality Okanagan<br />
winemakers. Televised interviews by Global TV and video spots on The Vancouver Sun’s online channels have been produced;<br />
discussing not only the winery, but industry developments as well. Some videos feature rich vistas of the Okanagan valley and<br />
discuss their egg fermenting process, which address any existing negative perceptions of the fermentation process and business<br />
model, and links them to their terroir. These bring credibility to the OCP brand, and showcase their transparent marketing style<br />
and ethic (Okanagan Crush Pad, 2012).<br />
OCP Winery Reviews/Stories<br />
OCP has received a lot of coverage of their start-up, vision, products and procedures, in wine magazines, newspapers and other<br />
media (see Appendix C-1). This is mainly because of their organizational structure (being the first crush facility in Canada) and<br />
their fresh standpoint on winemaking. This unique quality attracts the media who are looking for interesting stories. Examples<br />
of publications which have featured the winery are:<br />
City Palate magazine<br />
Vines magazine<br />
Savour magazine<br />
LOGICAL ART Page | 9
Wine Access magazine<br />
The Vancouver Sun newspaper<br />
The Province newspaper<br />
Design vs. Wine Canada.com<br />
Winediva.com<br />
These publications help cement their growing reputation as a respectable and quality winemaking facility. Furthermore, it<br />
addresses their objectives of growing consumer and industry awareness.<br />
OCP & Industry News<br />
Coletta’s experience has resulted in interviews regarding industry trends, regulations, and developments (see Appendix C-1).<br />
This is an excellent opportunity to leverage her media contacts and wine expertise.<br />
The representation of Coletta and OCP as an expert, lends credibility and respect to the company. For example, Global News<br />
interviewed Coletta regarding the governmental tax implications of distributing wine across Canada, currently under review and<br />
closely monitored by the industry. The Globe and Mail ran a full article on the controversy OCP is creating as BC’s first virtual<br />
winery, and The Vancouver Sun produced a feature on OCP and how they were supporting local, smaller growers with their<br />
custom crush facilities. Maclean’s Magazine and B.C. Local News also wrote pieces regarding how OCP’s virtual winery<br />
model will help the industry as a whole. This messaging (of being unique and unconventional) is key to OCP’s strategic<br />
objectives.<br />
OCP Wine Reviews<br />
OCP send their wines to influential reviewers so that they can be tested and reviewed in their publications. Magazines,<br />
newspapers, and online resources such as Vancouver Magazine, The Vancouver Sun, Tidings, Natalie Maclean, The Province,<br />
Vancouver View, The Georgia Straight, and others, have reviewed OCP wines with mostly high regard (see Appendix C-2).<br />
Both OCP’s target audience as well as end consumers read these reviews.<br />
Other Media Coverage<br />
There are extensive online magazines, newspapers, and digital articles covering all aspects of OCP and their wines. There are<br />
also a large number of YouTube videos that speak about OCP and their wines, how the company was started, and what they do<br />
within the industry. OCP was also featured on Tasting Room Radio in June, 2012 (CKUA, 2012).<br />
The equivalent value of OCP’s print media coverage and exposure generated through public relations activities is estimated at<br />
$82,322, as per 2012 Card rates. Online exposure is estimated at approximately $14,000.<br />
OCP’s custom crush model has naturally attracted the media, as people want to learn about their business model and offered<br />
services. This has subsequently led the media to conduct tests and write reviews on their wines, in magazines, newspapers, and<br />
online. These are usually favourable, and OCP have done a good job of sharing the reviews and scores across their social media<br />
channels and direct marketing efforts.<br />
Philanthropy<br />
OCP has a strong philanthropic culture, especially for such a new company. Some efforts predate the winery itself, through<br />
Coletta’s existing, long-standing support of various causes, while others support the industry and/ or OCP personnel’s interests.<br />
Coletta has been involved with the Pacific Assistance Dogs Society (<strong>PAD</strong>S) for many years and is on the <strong>PAD</strong>S board. <strong>PAD</strong>S<br />
assist in the training of dogs and aid those with disabilities. There are numerous dogs from the program around OCP’s office<br />
and pictured in OCP communications. OCP provides donations, raises awareness for the organization, and currently sponsor the<br />
training of an assistance puppy. Dogs and the wine industry go hand in hand, and some competitors even leverage their whole<br />
LOGICAL ART Page | 10
and around the association with dogs. OCP’s donations and association with <strong>PAD</strong>S suit the industry, their friendly brand<br />
personality, and attracts the targeted primary and secondary markets; however, it doesn’t differentiate the brand.<br />
OCP partners with Vancouver’s Sommelier of the Year to produce a unique vintage, designed by the winner (currently their<br />
Kurtis brand). Profits from this are donated to their Wine Campus Scholarship, for those studying viticulture and needing<br />
assistance. They also recently made a $5,000 donation to the foundation. This is an effective and strategic cause-related<br />
marketing effort as it relates directly to the company’s product. It meets the objectives of positioning OCP as a high quality<br />
winemaker, and creates exclusivity, as sommelier batches are limited.<br />
OCP’s “chicken pad” was recently created, using wine barrels fashioned into nesting boxes. Over 45 chickens are “sent out<br />
daily to manicure sections of the vineyards”, and also provide free-range eggs for the winery and vineyard staff. This is not a<br />
promotional effort, but simply a fun pet project that aligns with their quirky nature.<br />
Direct Marketing<br />
OCP communicates with their target audience on a one-to-one marketing level, primarily through email marketing and direct<br />
mail. These channels are appropriate for the business-to-business marketing model, as information must be personalized to each<br />
customer’s unique needs.<br />
Offers are based around OCP’s exclusive availability, prestigious products and the unique brand itself, versus discounts and<br />
promotions. This aligns with OCP’s objectives of being positioned as high quality brand. However, trade customers are mainly<br />
interested in their own margins and markup, meaning the value of the offer OCP provides is determined by how much OCP<br />
helps them meet their objectives; how OCP wines will affect their brand image, character, and drive sales.<br />
Offers are segmented and targeted based on individual needs. Contact information is pulled from their house list, or from<br />
manually generated response lists of prospective customers within the target market. OCP grows their database through event<br />
sign-up sheets, asking customers to join mailing lists at events and tastings, or through personal phone calls (depending on the<br />
level of engagement).<br />
Email Marketing<br />
Specific vehicles of email communication include transactional emails (invoices, confirmations, reminders), such as new<br />
product releases, limited/ exclusive batches), newsletters, and drip marketing emails (inform and support sales staff, generate<br />
new sales leads), via Constant Contacts’ email services. OCP also communicates with the media through email marketing<br />
(press releases, event invitations, product launches) to indirectly communicate with the target audience.<br />
Email communication is an easy, fast and extremely cost effective touch point for OCP to utilize. It maintains the personal<br />
levels of communication preferred by trade customers. This is a very appropriate channel, as high quality and relevant<br />
information is sent, reducing unsubscription rates and creating value for customers. Although, considering such a large ROI<br />
from email marketing in the business to business industry, OCP doesn’t nurture or support long term customer relationships as<br />
best they could.<br />
E-newsletters are sent seasonally, only to those who express interest on the OCP website. They contain new product releases,<br />
product information, news, suggested pairings, philanthropic involvement and general OCP company information. Shorter<br />
“Wine Wednesday” newsletter blasts are sent every week, however they contain repetitive and generic information, potentially<br />
causing readers to quickly scan the messages and delete them because information is not new, exciting or relevant (see<br />
Appendix D-1).<br />
As email has the highest response rate of all channels (about 20-30% higher than traditional direct marketing), OCP creates<br />
clear response options for the customer. Each newsletter and email contain the same format of clickable links to the website,<br />
directed links to topics mentioned in the letter, inquiry and media contact information, and links to OCP on social media sites -<br />
which can all be measured and tested. However, the messages are not action oriented; they don't contain exciting information<br />
that would trigger a response.<br />
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This media selection is rewarding in terms of measurement and cost effectiveness. Email marketing is the easiest direct<br />
communication vehicle to measure, and can generate a high return on investment. Open rates and click through rates can be<br />
measured and monitored; however, OCP does not take advantage of these metrics to improve their communication.<br />
Emails, newsletters and blasts are sent whenever they are finished being written (between two and four in the afternoon). This<br />
is not an effective time of day to reach OCP’s primary target audience, as they have already checked their emails that morning.<br />
The fact that the blasts are sent on Wednesdays is effective, considering midweek emails are found to return the best yields<br />
(Comm 100, 2012). Also, subject lines, such as “Wine Wednesday Update”, are not interesting and don’t grab readers attention<br />
when skimming through the vast inbox. Landing pages are effective; they relate to the subject being discussed in the email.<br />
The long-term returns on e-newsletters outweigh the associated costs - each mailing costs between $0.20 to $0.35 to send (in<br />
OCP’s case this could be higher, as they have a smaller customer list), but have the potential to generate repeat purchases and<br />
loyal customers for life. OCP doesn’t take full advantage of their transactional emails to cross-sell, upsell, and effectively<br />
promote or position the brand.<br />
Although OCP communicates their brand personality through the humorous tone of mailings, no consistent messaging is<br />
delivered between channels, relating to the current campaign. The email and e-newsletter’s visual appeal is limited to the nature<br />
of informational transactions and templates provided by Constant Contacts; they are professional and flat. Newsletters contain<br />
generic stock photos, employee photos and a variety of colors and images that do not represent the crisp, modern, quirky brand<br />
character of OCP - an aspect OCP should be emphasizing, and capitalizing on.<br />
Direct Mail<br />
When clients receive their wine orders, they receive a handwritten thank you card or email, when appropriate (see example in<br />
Appendix D-2). Letters are written from Christine and Steve, and use a playful, conversational, humorous tone; this expresses<br />
and establishes OCP’s personality. A card sent to media during their launch last year, is included in Appendix D-3, as an<br />
example of OCP’s writing style. They are able to utilize this touch point because they are a small-scale company and can<br />
manage their clients on a one-to-one marketing level. OCP may also send printed newsletters (see examples in Appendix D-4),<br />
invoices and event invitations.<br />
This follow-up piece is appropriate for OCP to take advantage of, as they are focused on building relationships and lifetime<br />
customers (clients). The follow up notes/cards/letters reinforce the personable, friendly brand personality of OCP and is suitable<br />
for the target market and industry as wine is social and often gifted; thank-you cards are just common courtesy. The brand<br />
benefits of the products are indirectly shown as one of the images includes an egg-shaped fermentation tank and Okanagan<br />
facilities. It takes advantage of this touch point and closed loop communication, which reinforces a positive brand image.<br />
As trade purchases are large in nature, OCP can afford this highly personalized method of communication because the<br />
relationships and repeat orders generated from customers heavily exceed mail costs. Also, ride-along mailers (thank you cards)<br />
require no additional shipping costs as they are sent with pre-purchase orders. This extra effort creates a stronger relationship<br />
with the customer; a lifetime value that exceeds print and human labour costs.<br />
Social Media<br />
OCP uses social media to communicate with their secondary audience. OCP actively uses a Twitter account, Facebook page,<br />
and YouTube channel. They also manage Twitter and Facebook accounts for the Haywire and Bartier Scholefield brands.<br />
Twitter<br />
OCP actively engages with the larger community by posting and tweeting content that reinforces their brand personality (see<br />
Appendix D-6). They utilize this tool by tweeting constantly (about five to ten times per day) and creating discussions about<br />
their wines, media mentions, and events they take part in (OKCrushPad, 2012). This has allowed them to build a substantial<br />
follower base.<br />
LOGICAL ART Page | 12
@OKCrushPad - 1368 Followers<br />
@Haywirewine - 1349 Followers<br />
@BSWines - 46 Followers (created on November.14th, 2012)<br />
o Often mentioned by @Bottleneckdrive - 914 Followers<br />
Facebook<br />
OCP showcases their personality and company transparency, with hundreds of pictures of their winery, people at their events,<br />
and staff. Their Facebook page also includes their advertising, links to recent media mentions, and majority of the articles they<br />
have been featured in (Okanagan Crush Pad, 2012). The OCP Facebook page’s “likes” are as follows, and can be viewed in<br />
Appendix D-7.<br />
Okanagan Crush Pad - 444 Likes<br />
Haywire Winery - 241 Likes<br />
Bartier Scholefield - 16 Likes<br />
o Bottleneck Drive - 160 Likes<br />
YouTube<br />
Many YouTube videos feature OCPs’ unique production processes and information about their wines. The YouTube videos are<br />
used to educate viewers about concrete wine production, the benefits of doing so, and the high quality end product. However,<br />
OCP does not have a large following on their channel, as they only have nine subscribers, and 1,900 overall views<br />
(OKCrushPad, 2012). Specifics are as follows.<br />
OKCrushPad YouTube channel<br />
Blog<br />
o 13 videos<br />
o 9 subscribers<br />
o 1900 overall video views<br />
OCP has a blog which is accessible from the OCP website, and can be seen in Appendix D-8 (Okanagan Crush Pad, 2012).<br />
They promote and integrate their blogs through social media channels shared links. When content is significant and worthy of<br />
OCP’s audience acknowledgement, a blog post is usually written. Blog posts include clickable buttons to share on Facebook,<br />
Twitter, or Google+.<br />
OCP did not integrate the Liquid Geography tagline or theme across any tweets, posts, or videos. OCP advocates for Haywire<br />
Wine, Bartier Scholefield and the Bottleneck Drive, as they continuously promote them across social media channels, by<br />
sharing and “retweeting” many of the other accounts’ posts.<br />
Compared to industry competitors, OCP is below the average numbers of “followers”, “likes”, and “viewers”, especially on<br />
Facebook; however, this could be due to the fact OCP is a relatively new company. One downside of social media is that it may<br />
not directly attract their primary audience and build a professional following.<br />
They do a good job sharing personality and brand character on a personal level through social media, but they don’t discuss<br />
their unique structure or use of concrete as much as they could. Overall, there is a missed opportunity for OCP on social media,<br />
as they could utilize the influential channel to better create consumer consumer demand (pull) in retail and distribution<br />
channels.<br />
LOGICAL ART Page | 13
Sales Promotion<br />
The sales promotion tactics used by OCP throughout this campaign were sampling, buying allowances, and advertising<br />
specialties. OCP also provided sales staff with support materials for retail assistance, and offered occasional 15 - 30% off<br />
discounts for VQA, family & friends, and shareholders. Their objectives were to increase awareness amongst end consumers by<br />
pushing sales through retail/ restaurant outlets.<br />
Sampling<br />
OCP sampled their wines within OCP facilities and at trade and wine shows/ events, in order to establish and position OCP’s<br />
brand. Sampling was primarily aimed at new users, such as competitive brand loyals, who currently sold competitors’ wines,<br />
and non-users, who currently did not sell wine on tap. Current customers, including switchers, were targeted for new product<br />
releases. Their partner, Trialto, also did sampling at the retail outlet level.<br />
Sampling allowed OCP to demonstrate to specific target market behavior groups, indicating that OCP is a prestigious and<br />
exclusive brand that produces high quality wines. Also, by allowing the audience to experience the wine’s superior taste for<br />
themselves, product benefits could be communicated without the difficulty of conceptualizing them through advertising alone.<br />
OCP uses their own employees to run the sampling booths. This is done to meet the objective of showing off the friendly and<br />
energetic personality of OCP, and build relationships with customers; also reducing costs. For example, the inbound sales<br />
representative and/ or key shareholders, like David Scholefield, would converse with customers and prospects while serving<br />
them wine; personally creating relationships with not only the brand, but the people behind it. Tasting cards also referred to as<br />
sales support are handed out along with samples, as a take-away reminder of the delicious wine they tried.<br />
Sampling is one the most effective tactics for new users in OCP’s target market, as well as similar behavior groups among end<br />
consumers, who attend the events/ shows. Sampling meets OCP’s objectives of driving consumer demand, and creating<br />
awareness of the brands’ wines within the industry and marketplace.<br />
Although sampling reaches the specified target markets, the limited production of OCP wines for 2012 made sampling an<br />
expensive and limited tactic. On average, OCP will go through one case of wine per event, or a sales loss of approximately<br />
$250. Wastage also occurs, as current retailer and restaurant customers and many industry “friends” and staff sample the wine.<br />
This means sampling did not necessarily equate to increased sales.<br />
Advertising Specialties<br />
Advertising specialties were given away at trade shows and wine events to merchandise OCP’s sampling booths, create free<br />
advertising around the events, and create residual value by act as future reminders to trade and end consumer markets.<br />
The swag consisted of OCP pens, humorous mouse pads, and magnetic lapel buttons featuring little sayings or brand logos.<br />
Pens and mouse pads are very appropriate for OCP’s primary target market, as they are usually sitting at a desk, filling in order<br />
forms in front of their computer. See Appendix E-1 for mouse pad example. Magnetic buttons were encouraged to be worn on<br />
booth visitors’ lapels, which then acted as conversation pieces and walking billboards for OCP around the event (see Appendix<br />
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<br />
as fridge or whiteboard magnets.<br />
The merchandise represents OCP’s high quality, as the items are well made and look sophisticated. They also help establish and<br />
promote OCP’s fun brand character. They have lasting value as and interact with the consumer through usage.<br />
Buying Allowances<br />
OCP offers buying allowances to their customers in the form of quantity discounts. They offer discounts on case-lot purchases<br />
through their own store in Summerland, their website, and to trade customers. These discounts also apply to the approximate<br />
200 restaurants and liquor-primary license operators they service in the lower mainland.<br />
LOGICAL ART Page | 14
This trade promotion doesn’t extend to the end consumer; not affecting purchase behavior or driving consumer demand.<br />
However, end consumers receive similar quantity discounts, if they are willing to purchase full cases, at the OCP wine shop or<br />
online. The discount makes stocking more OCP wine attractive to retailers and restaurants, but does not motivate them to<br />
actively sell OCP.<br />
Support Material<br />
OCP provides their sales staff (Trialto) with promotional support material to assist in the sale of OCP wine to trade customers,<br />
and to resellers to help educate end consumers. For example, “shelf talkers”, or rack cards, are given to retailers to place on the<br />
shelf with the specified OCP wine, to convey the products flavors, description and food pairings to the end consumer (see<br />
example in Appendix E-3).<br />
Considering OCP is competing on a large, level playing field, they are not doing anything to stand out on the shelf or restaurant<br />
wine list, or to motivate retail/ restaurant sales staff to promote OCP wines. This does not support OCP’s goals of increasing<br />
awareness or driving consumer demand, and does not allow the unique brand character to be passed down through distribution<br />
channels to reach the secondary audience.<br />
Recommendations<br />
The following section outlines the recommendations that should have been adopted during OCP’s 2012 Liquid Geography<br />
campaign.<br />
Overall Campaign Recommendations<br />
OCP spends a lot of effort portraying their image as unique and different; however, their marketing and advertising creatives<br />
tended to follow the standard wine-industry template, without diversifying their messages the way they would like to diversify<br />
their brand.<br />
OCP focuses on portraying their Okanagan wines. While they have tried to convey this by using images of their vineyard and<br />
the valley in their advertising, they are quite unoriginal and far from spectacular. Their campaign tagline, “Liquid Geography”,<br />
pays homage to the land quite effectively, but is not original as it has been used in previous campaigns in the industry, and on<br />
another wines label.<br />
Two of their key strengths - their concrete fermentation process and their custom wine creation capabilities - are not played up<br />
in their campaign, and they subsequently get lumped with the other dozens of Okanagan winemakers. Beside this, their daring<br />
management style, avant-garde graffiti murals, and rebellious character is not portrayed in their messages.<br />
Key elements of OCP’s campaign could have been enhanced in each communication, and were:<br />
OCP’s brand character as friendly, unique, quality, and modern, positioned in the market as such<br />
OCP is one with the Okanagan land, which is shown in all its wines<br />
Increasing OCP’s awareness within both its primary and secondary markets<br />
These elements and objectives could have had greater effect if they were fully integrated. With this in mind, the suggested<br />
changes for OCP are as follows, all forming what would have been the “Okanagraffiti” campaign.<br />
Okanagraffiti Campaign<br />
Any creative executions by OCP would need to maintain imagery of the Okanagan terroir, as it is one of OCP key objectives.<br />
Images of OCP’s house wine bottles should also be retained as they inform the audience of what they should be looking for in<br />
LOGICAL ART Page | 15
store. In order to position OCP according to its brand character, the recommended campaign would have featured stylized,<br />
modernized graffiti art, encapsulated into one visual message: “Okanagraffiti”.<br />
Okanagraffiti embodies the fun, daring, creative and rebellious nature of OCP’s management and the wines they produce.<br />
During the revised campaign, elements of Okanagraffiti will be incorporated into creative pieces to form an integrated,<br />
distinctive campaign and unified message.<br />
This campaign was inspired by Scott Sueme, the graffiti artist who decorated OCP’s concrete winery exterior when it was built.<br />
His use of bold designs, striking lines and vivid colours goes against traditional winery positioning, further establishing OCP as<br />
a unique and rebellious company. An example of Sueme’s work, which inspired the specific visual behind the campaign, can be<br />
seen in Appendix F-1.<br />
Advertising Recommendations<br />
Brand Character and Personality<br />
*All new Okanagraffiti creatives can be found in the separate creative portfolio.<br />
In order to elicit OCP’s brand character, advertisements featured online, in magazines, and in brochures needed to be visually<br />
appealing; representing a fun, unapologetic and modern persona, in order to be effectively positioned.<br />
The brochure acts as two different, unrelated pieces: an informative company piece and a sell-sheet. It would have been more<br />
effective if these into two pieces were separated; versus blending their communications so they do not directly appeal to either<br />
identified target market. Specifically, the piece loses its genuine tone when given to end consumers. One brochure should be<br />
created and tailored to the secondary audience, who want more information on the company and its operations. Another<br />
brochure that resembles a sell-sheet or a catalogue of the OCP wines should have been distributed to the trade. This would help<br />
OCP with the uniform flow of communication as it concentrates on one message strategy. Buyers can concentrate on the sellsheet<br />
and base their purchasing decisions on the listed wines, while end consumers or people from wine shows can read the<br />
brochure and find out who OCP is.<br />
Similarly, magazine advertisements were also created with a “one size fits all” message, not effectively targeting either<br />
audience. Since different messages appeal to different audiences, two OCP advertisements should be created. Trade magazine<br />
ads should have been full-page, in order to capture the attention, showcasing the unique Okanagraffiti artwork and eliminate<br />
noise around the ad. The magazine advertisement should have included benefits that are relevant to buyers of the trade, such as<br />
the fact that OCP ships across Canada, availability of volume discounts, and OCP wines are available on-tap. Trade magazines<br />
would be the ideal medium to communicate with OCP’s primary market in order to increase consumer demands and to position<br />
them as a unique and fun wine. Magazines such as Vendor Magazine would have been an appropriate publication as it reaches<br />
many industry people from restaurants to respond to the advertisements. It is important to emphasize OCP’s culture in<br />
advertisements, so that restaurants and retailers with similar brand character are drawn to OCP through these advertising efforts.<br />
Consumer magazines, such as Savour, Wine Trails, and Vancouver Magazine’s Eating & Drinking Guide would also feature<br />
Okanagraffiti. The only difference between the trade and consumer magazine advertisements would be the copy. This would<br />
describe the benefits consumers would experience while they enjoy a glass of OCP’s wine from Haywire or B.S. Copy in fullpage<br />
ads would try to elicit an emotional connection between the secondary audience and OCP by creating excitement and<br />
intrigue.<br />
Ads would appropriately reach the consumer market if featured in mainstream mediums such as online blogs or urban lifestyle<br />
websites. OCP had placed ads in these sites, which were effective and do not require adjustment. However, OCP should feature<br />
more advertisements on different urban websites. For example, Inside Vancouver, since it is an influential website that appeals<br />
to OCP’s secondary target market. OCP would want to increase their advertising online because many of their secondary<br />
market are now buying wine online. In addition, OCP should have chosen websites where they were the dominate advertiser,<br />
allowing for better visibility and more clicks to their website in order to increase OCP’s awareness.<br />
LOGICAL ART Page | 16
Association with Okanagan Terroir<br />
The original ad uses several hues of warm colours that were representative of the Okanagan during sunset. This type of<br />
advertising, showing a landscape photo of the vineyard of where OCP wines are produced is very typical. Therefore in order to<br />
be unique, OCP would use Scott Sueme’s graffiti artwork to draw inspiration for the Okanagraffiti campaign. Rather than<br />
follow the clique of all traditional wine advertising, OCP would take advantage of their youthful brand and communicate in<br />
their fun and modern tone within their advertisements. Thus, including various shapes, colours, and elements would be featured<br />
in the new ads. In addition, the phrase “Liquid Geography” is associated with another wine that is marketed in New Zealand,<br />
called Terrace Edge; diminishing the unique quality of the OCP brand. A new tagline for the campaign ads would be “Wine<br />
Done Different”; as it can continue to accomplish the messaging of communicating OCP as a unique Okanagan produced wine.<br />
To be effective, OCP ads should take advantage of the fact that they are not like every other winery. Since the personality of<br />
OCP is daring, energetic, modern, exclusive and unapologetic; these characteristics should be reflected through the advertising<br />
by channeling the Okanagan and OCP spirit.<br />
Increase Brand Awareness<br />
To create awareness and demand for the brand, OCP could have utilized guerrilla marketing to target their secondary market.<br />
From June through September, they could have taken advantage of the popular, closed-off street between Robson Square in<br />
downtown Vancouver, where young, urban professionals and city-dwellers, gather to socialize and enjoy the summer sun.<br />
Creative installations playing off the concrete theme, and "Wine Done Different" tagline, would have successfully raised<br />
awareness among their target market, while potentially creating media coverage (Vancity Buzz, 2012).<br />
Public Relations Recommendations<br />
OCP’s public relations efforts should be focused around their three key objectives:<br />
Brand Character and Personality<br />
OCP make a concerted effort to attend as many events as possible; however, at these events, they do not differentiate<br />
themselves or try separate themselves from the conventional, traditional winemakers. OCP should be using these opportunities<br />
to show off their friendly, fun-loving side. This could extend to ideas such as:<br />
More distinctive and interesting booth setups, with high quality or unique premiums and considerations.<br />
Unusual installations and props, playing off the colourful personalities of their staff and brand.<br />
Playing on the “Raised in Concrete” theme with simulated concrete tables, keg dispensers, or egg-shaped paraphernalia, along<br />
with interactive, fun items to engage guests and send a clear, integrated message<br />
Use of brighter, exciting colours and styles throughout to match their identity and personality.<br />
Media coverage has focused mainly on OCP’s custom crush model, as a first in Canada and drawing much debate; while this in<br />
itself speaks to one of their unique qualities, they should draw more attention to their concrete fermentation process, passionate<br />
and outspoken staff personalities, and modern, graffiti-covered distillery, which “brings the city to the Okanagan”. Not only<br />
would this would arouse further interest in their irregular, original style, but it would allow them to communicate the benefits of<br />
their production and management models, something which is often not clearly or fully explained in their media coverage.<br />
OCP’s philanthropic efforts are notable, but not original. Associating wineries with dogs has, for reasons largely unknown,<br />
been a traditional approach – for example, See Ya Later bases its entire marketing campaign on the use of dogs. OCP should<br />
therefore put more emphasis on outreach and sponsorship programs such as their Wine Campus Scholarship, as no other winery<br />
is doing anything similar. Even small, quirky activities such as their almost-eccentric “chicken pad” concept could also be<br />
weaved into media coverage to strengthen their message of originality, fun, and daring.<br />
LOGICAL ART Page | 17
Association with Okanagan Terroir<br />
OCP should view the representation of their beloved terroir differently; from a fresh angle, using unique ideas and inspirations,<br />
much as they did when creating the winery itself. This means they should steer away from any messaging or representation of<br />
the Okanagan that has been executed before, as much as possible. The Okanagan has hundreds of wineries, most resting on the<br />
reputation of the region, trying to deliver this as part of their marketing messages; OCP needs to find an original way to do this.<br />
While this may seem difficult (the wine industry and the Okanagan valley is steeped in tradition and respect for the land),<br />
moving away from the traditional images of the valley is an excellent first step. By using stylized pictures of the valley, or<br />
using more diverse, poignant images, OCP can still get across the Okanagan message while being original. For example, rather<br />
than panoramic landscape photographs, OCP could manipulate these into sharp, vivid graffiti or oil paintings; close up of<br />
gnarled vine trunks; macro shots of grapes or dirt; or even satellite images of the entire valley with some appropriate witty or<br />
provoking copy.<br />
OCP is rightly proud of their location in Summerland, BC. However, to anyone apart from experts, and hardly any end<br />
consumers, photographs of one vineyard do not distinguish it from any other photograph of a different vineyard. There is no<br />
message of real pride, just a reference to the land itself. If OCP can embrace a new, exciting way to represent the Okanagan in<br />
their use of images and copy, they will set themselves apart as true devotees to the terroir they so often reference and admire.<br />
OCP also do not focus on advertising in any local (Okanagan) media, rather directing their efforts toward the greater B.C.<br />
metropolitan areas. While this may seem negligible, almost pointless and perhaps saturated with competitors, given their close<br />
ties to the region, they should consider supporting the local businesses and press.<br />
Increase Brand Awareness<br />
OCP have been largely successful in creating demand for their wines. They have managed to sell all of their wines produced to<br />
date, and sales for their 2012 vintage are brisk.<br />
One should consider however that much of this demand is being generated by the fact the OCP is a new winery with different<br />
production methods; this has generated PR and industry interest, and thus many are wanting to put them to the test. OCP need<br />
to be prepared for when their “story” starts to lose originality and interest fades.<br />
To maintain media, industry and ultimately consumer interest, OCP will need to continue to devise unique products,<br />
manufacturing methods, and services. They should continuously scour the winemaking world for new developments in<br />
fermentation and production technologies, trends, and materials, testing and implementing them in their Okanagan winery and<br />
continuously engaging with the media about their latest trials and discoveries. This will keep the media at OCP’s door looking<br />
for stories, and industry influencers interested in what they are doing next.<br />
Right now, OCP can create further awareness by adopting a pull strategy at the consumer level. Now that their production has<br />
almost doubled, OCP should consider more tasting events at retailers.<br />
OCP also sponsors wine at numerous events, but very little awareness of the brand is generated at these; they prefer to simply<br />
be mentioned with thanks, and pour the wine. This is a missed opportunity to communicate with consumer segments with high<br />
potential (as sponsorships are chosen to suit their products). No mention is made as to who OCP is, where they are from, their<br />
unique custom crush model, or concrete egg fermentation process. OCP need to persuade the organizers or events they sponsor<br />
to allow them more opportunities to get these stories and information across to the people drinking their wine.<br />
Direct Marketing Recommendations<br />
OCP’s direct marketing efforts should be focused around their key objectives:<br />
LOGICAL ART Page | 18
Brand Character and Personality<br />
The language and tone of OCP’s email marketing elements are personable and represent the brand character well - and do not<br />
need to be altered. The visual layout of email blasts, e-newsletters and direct mail pieces need to be more representative of the<br />
brand, with an appealing visual format and/ or letterhead, consistent with the new brand image and other campaign elements.<br />
OCP could be investing more in developing their client relationships through their direct mail channel, such as sending them<br />
gifts, like a bottle of wine for the office to enjoy, or appropriate OCP advertising specialties. Their target market is relatively<br />
small, meaning efforts to improve 1:1 selling and communications would be valuable, and easy to execute. Direct mail could<br />
also have been utilized to send pieces that would attract attention and have staying power, such as unique printed articles or<br />
wine posters/ calendars.<br />
Content of messages can also be improved. Messaging is currently “company-focused” (look how well our new wine has been<br />
rated), versus consumer benefit focused. Interesting, shareable articles could be “blasted” so that they stand out in the email<br />
inbox and attract attention, even amongst personal emails. This would position OCP favorably in the audience’s mind, further<br />
build relationships, and capitalize on the trend that people are reading their business and personal emails together. This also<br />
means that it makes sense for OCP to utilize technology to create emails with a mobile friendly interface.<br />
Association with Okanagan Terroir<br />
Email and content links can be improved to showcase this.<br />
Increase Brand Awareness<br />
OCP could take advantage of transactional emails to improve customer loyalty and drive sales, by using suggestive selling<br />
techniques and up selling. Customers who currently stock or sell Haywire Pinot Gris by the bottle, for example, may also be<br />
interested in selling Haywire “raised in concrete” Pinot Gris. This would be effective in reaching these customers, as they<br />
already open invoices and bills that are emailed.<br />
Email marketing communications would have been more effective if they were sent at an appropriate time of day for the<br />
audience - before work around 6 a.m., or lunchtime at noon (Kessler, 2012). Wine Wednesday blasts should have been written<br />
prior and scheduled via Constant Contacts.<br />
Subject lines could be made more interesting. OCP could take advantage of the email marketing metrics provided via Constant<br />
Contact, to better gauge what works and what doesn’t. This would have allowed OCP to improve overall effectiveness and<br />
maximize this influential channel.<br />
Direct mail could have been used to cross-sell and take advantage of a prime, follow-up touch point with consumers, via<br />
previously used “wit” sampling tubes. A wit of a new wine, or one currently not sold at that location, could be included for<br />
resellers to taste when receiving their OCP orders. This could have increased brand awareness, and driven demand for the<br />
delicious product.<br />
Okanagraffiti Campaign Pieces<br />
Two brochure executions will be presented; one focused on consumers featuring, used at trade shows and distributed during<br />
special public events and at retailers, and the second aimed more at commercial buyers looking for more factual product<br />
information and contact details.<br />
LOGICAL ART Page | 19
Improved Thank-You Cards - The calling cards will use the full colour Okanagraffiti image, and OCP logo with text. The<br />
inside will remain blank to keep the card versatile and personalised, while the back will once again feature the OCP logo. The<br />
attractiveness of the card will make recipients hesitant to simply throw it away - it is beautiful enough to be kept and shown off,<br />
rather than just showing people and images specific to OCP; it looks like a small piece of art.<br />
Brochure: Consumer Focus - The cover of this brochure uses the familiar concrete theme and “Raised in Concrete”<br />
trademark, and the Okanagraffiti image. The copy speaks more of OCP’s features rather than simple facts. Inside the brochure,<br />
rich, colourful background images along the Okanagraffiti theme persists, with an introduction to OCP as well as the Haywire<br />
and BS stories. The campaign tagline “Wine Done Different” is also clearly shown. Pictures of the unique concrete eggs and<br />
the large “O” sign representing OCP are superimposed. The back has inspirational text and an introduction to the team, showing<br />
them in fun, inspiring situations to emphasize their friendly nature.<br />
Brochure:- Retail/Restaurateur Focus - This brochure follows a similar layout and style as above. The cover will clearly state<br />
it as a sell sheet, since inside it has specific information regarding the wines, their pairings, RRSPs and composition data. This<br />
alludes to the fact that it is aimed at trade buyers. The rear sections of the brochure show images of the various wines and<br />
interesting quotes from positive reviews. Mention of their on-tap/kegging and boxing abilities is also provided, for the benefit<br />
of retailers and restaurateurs. Information is provided regarding who to contact to order, and also mentions their shipping and<br />
discount options, and the campaign tagline also shown; “Wine Done Different”. The overall intent of the brochure is to make it<br />
easy for commercial buyers to make the purchasing decision by balancing the right amount of information and inspiration they<br />
may need.<br />
Social Media Recommendations<br />
Social media has been analysed in its entirety below as part of OCP’s direct marketing tactics<br />
Brand Character and Personality<br />
OCP uses social media to directly communicate and inform end consumers and retailers. They keep their content intriguing,<br />
informative and witty; requiring only minimal adjustments in order to be more effective in reaching objectives.<br />
Their tone is conversational, which successfully engages their audience. However, the tone is very “us-focused” and would<br />
have been more successful in building a loyal audience if they posted content that was consumer-benefit oriented. This<br />
engagement is important because it allows potential consumers to understand the OCP brand character, and drives traffic to<br />
their website to learn, buy, or engage with OCP.<br />
Although there are no tangible results from receiving followers and likes, it does signify that the awareness of the OCP brand is<br />
growing and end consumers are acting on OCP. Also, as businesses such as retailers and restaurants engage in one-to-one<br />
communication with their target audience, awareness is brought to the brands or products they sell. Therefore, businesses that<br />
sell OCP products could reply, “hashtag” or share something related to OCP through social media; further increasing OCP’s<br />
awareness and driving consumer demand.<br />
The blog featured on OCP’s website is active and their activity should be maintained. It allows OCP’s audience to source<br />
information that may be relevant to them. Also their YouTube channel has great branding videos that the primary market.<br />
Association with Okanagan Terroir<br />
OCP is a believer in community involvement and lending a helping hand, but they don’t do much to portray that within social<br />
media. They could improve on involving the locals more through incorporating different posts directed towards the Okanagan<br />
community and local businesses. For example, having local businesses post pictures of people attending their restaurants and<br />
drinking OCP wine.<br />
LOGICAL ART Page | 20
Increase Brand Awareness<br />
As very few wineries use Pinterest, OCP should have been a leader and incorporated a Pinterest account to their social media<br />
lineup. At 11.6 percent, the “Food & Drink” category is rated the number one most popular “Pins”. OCP could use their<br />
account to list their products but also create pairings and recipes that can be accompanied with a wine. By showcasing their<br />
products easily and enable single click-through purchasing (Repinly, 2012). 97 percent of Pinterest users are female and<br />
approximately eight out of ten bottles of wine are purchased by women (Horn, 2012), (Gardner, 2012). As awareness of OCP<br />
and its products increase, consumers may want try their wine. This will result in a pull demand from consumers through the<br />
retailers and restaurants.<br />
Another social media tool OCP should have taken advantage of is Linkedin. OCP creates and cultivates relationships with<br />
various influential people from trade and it’s best to keep those relationships alive. In order to maintain those relationships,<br />
OCP should to take advantage of Linkedin, therefore allowing OCP’s staff to stay connected to who they could contact when<br />
business opportunities arise or giving people from trade or restaurants a chance to communicate with OCP if they are looking<br />
for a new wine. OCP should create a group page that allows them to inform the trade and buying managers to understand what<br />
OCP does and what sort of products are available to them. In addition, since OCP uses Trialto and B.C. Wine Shop as a<br />
distributor, it would be very important to stay connected to them and know who would be interested in buying OCP wines<br />
through Trialto’s new connections on Linkedin. By maintaining this form of communication with the trade, this allows OCP to<br />
continue to grow their business as businesses are built on a bridge of relationships.<br />
Sales Promotion Recommendations<br />
OCP’s sales promotion efforts should be focused around the following objectives:<br />
Brand Character and Personality<br />
Advertising specialties were appropriate for the audience, and relevant to position OCP’s personality. To integrate those items<br />
with the ”Wine Done Different” campaign theme, the specialties could have consisted of collectible wine bottle stoppers, wine<br />
glass charms or “wine time” calendars for office cubicles, all mimicking Okanagraffiti designs. Calendars would include a<br />
sticker sheet of white and red wine bottles to place on the calendar to signify that it is “wine time”. The charms and stoppers<br />
also could have been introduced as on-pack premiums for end consumers. There were few premiums from competitors during<br />
this time, meaning there wouldn’t be conflicting offers to attract OCP’s secondary audience, as they are packaging-conscious<br />
and look for unique products on the shelf.<br />
Sampling was an effective tactic for selling OCP wine to retailers, and creating trial among end consumers. However, to reduce<br />
wastage and allow less “industry involved” end consumers to sample their wine, a bottle could be sent to targeted offices for<br />
them to enjoy at office gatherings and parties, and recommend to friends. Since young, urban, professionals constitute largely to<br />
OCP’s secondary target market, this would get their wines into their hands, and influence future and repeat purchases.<br />
Sampling among retail customers couldn’t be improved, as retail outlet buyers already sample wine with sales representatives at<br />
the time of potential sale.<br />
Association with Okanagan Terroir<br />
OCP’s Okanagan roots could have been more emphasized by featuring Okanagraffiti visuals on promotional sales material,<br />
event booth displays and advertising specialties.<br />
Increase Brand Awareness<br />
In order to more effectively push wines through retail channels, OCP could have arranged mutually beneficial advertising or<br />
display allowances, aimed to increase retail traffic. Specifically, retailers and restaurants could have included OCP in their<br />
advertisements, brochures, or feature menu sheets.<br />
LOGICAL ART Page | 21
OCP could have used spiff promotions for restaurant employees; the employee who sold the most OCP wine in a given month<br />
would be awarded a three-bottle gift pack of OCP wine. This would motivate employees to recommend OCP wine to their<br />
customers; raising awareness among consumers.<br />
Increased consumer awareness would then create the desired pull from consumers to retail locations and restaurants. This<br />
would potentially have allowed for a larger allocation of shelf space for OCP in retail outlets, or more space on tap/ wine<br />
menus.<br />
They could have increased awareness of their own product lines through sampling (bring back their launch wit tubes) to crosssell<br />
and upsell among current trade customers.<br />
Conclusion<br />
The Liquid Geography campaign intended to establish and position the OCP brand in the competitive, B.C. wine market. OCP<br />
also wanted to maintain their connection to the Okanagan land, and drive demand among primary and secondary audiences.<br />
The campaign effectively showcased OCP’s Okanagan roots; however, it did not fully meet the other objectives.<br />
The proposed campaign, Okanagraffiti, was inspired by OCP’s existing vision of bringing the city scene to the country<br />
vineyards. Specific elements included a re-design of advertisements, e-newsletters, brochures, as well as campaign-specific<br />
promotional materials.<br />
Okanagraffiti, showcases OCP’s unique, rebellious and modern culture, while maintaining the connection to the Okanagan.<br />
Bold, bright colors were used to differentiate them from competitors’ traditional marketing, and allow their end consumers to<br />
personally identify with the brand. The tagline, “Wine Done Different”, demonstrated how OCP is different from the ground<br />
up, with a unique winery structure, equipment, and personnel. Okanagraffiti allows OCP’s distinctive characteristics to be<br />
highlighted, aligning their essence with communications that match.<br />
LOGICAL ART Page | 22
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LOGICAL ART
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Stainsby, M. (2012, 02 17). New wine trend: wine on tap. Retrieved from The Vancouver Sun:<br />
http://blogs.vancouversun.com/2012/02/17/new-wine-trend-wine-on-tap/<br />
Tantalus Vineyards. (2012). Retrieved from Homepage: http://tantalus.ca/home.php<br />
The Province of British Columbia. (2012, 11). Private Liquor Store Locations. Retrieved from Liquor Control and<br />
Licensing Branch: http://www.pssg.gov.bc.ca/lclb/LLinBC/liquor_retail_location.htm<br />
Trialto. (2012). Retrieved from Wine Agency Team: http://trialto.com/en-ca/pages/about/team<br />
Trialto. (2012). Retrieved from Our Wineries: http://trialto.com/en-ca/brands<br />
Tuttle, B. (2012, 06 25). The Recent Evolution of How We Get Tipsy. Retrieved from Time, Business & Money:<br />
http://business.time.com/2012/06/25/the-recent-evolution-of-how-we-get-tipsy/<br />
Vancity Buzz. (2012, 08 29). Retrieved from Robson Square closed to cars until 2013:<br />
http://www.vancitybuzz.com/2012/08/robson-square-closed-to-cars-until-2013/<br />
Wine Australia. (n.d.). Retrieved from Wine Australia: http://www.wineaustralia.com/en.aspx<br />
Wine Market Council. (2011). Retrieved from Consumer Research Summary:<br />
http://www.winemarketcouncil.com/research_summary.asp<br />
Wines of Canada. (2011). Retrieved from Crush Pad: http://www.winesofcanada.com/Ok_crushpad.html<br />
YaYa Connection. (2012, 10 29). Love Wine? So Does Gen Y! Retrieved from YaYa Wire:<br />
http://yayaconnection.com/2012/love-wine-so-does-gen-y/<br />
LOGICAL ART
Appendices<br />
Contents<br />
APPENDICES ...................................................................................................................................................................................... 1<br />
SITUATIONAL ANALYSIS .................................................................................................................................................................... 2<br />
A. COMPETITIVE ANALYSIS .......................................................................................................................................................................... 2<br />
Appendix A-1 .................................................................................................................................................................................... 2<br />
Appendix A-2 .................................................................................................................................................................................... 3<br />
Appendix A-3 Distribution vs. Output Volume ................................................................................................................................. 4<br />
Appendix A-4 Price Vs. Ratings ........................................................................................................................................................ 4<br />
A-5 Competitor Wine Labels ............................................................................................................................................................ 5<br />
CAMPAIGN ANALYSIS ....................................................................................................................................................................... 5<br />
B. ADVERTISING ........................................................................................................................................................................................ 5<br />
Appendix B-1 Specific Advertising Mediums Used ........................................................................................................................... 5<br />
Print ................................................................................................................................................................................................. 6<br />
Magazine ......................................................................................................................................................................................... 7<br />
Online ............................................................................................................................................................................................... 7<br />
C. PUBLIC RELATIONS ................................................................................................................................................................................. 9<br />
Media Coverage ............................................................................................................................................................................... 9<br />
D. DIRECT RESPONSE ............................................................................................................................................................................... 16<br />
Email .............................................................................................................................................................................................. 16<br />
Direct Mail ..................................................................................................................................................................................... 17<br />
Social Media ................................................................................................................................................................................... 22<br />
E. SALES PROMOTION .............................................................................................................................................................................. 24<br />
E-1 Mouse Pad ............................................................................................................................................................................... 24<br />
E.2 Magnets ................................................................................................................................................................................... 24<br />
E-3 Shelf Talkers ............................................................................................................................................................................. 25<br />
RECOMMENDATIONS ..................................................................................................................................................................... 26<br />
F. OKANAGRAFFITI CAMPAIGN ................................................................................................................................................................... 26<br />
F.1 Scott Sueme Graffiti ................................................................................................................................................................. 26<br />
G. ADVERTISING ...................................................................................................................................................................................... 27<br />
G.1 Advertising Schedule ............................................................................................................................................................... 27<br />
LOGICAL ART Page | 1
Situational Analysis<br />
A. Competitive Analysis<br />
Appendix A-1<br />
Okanagan Crush Pad<br />
Blasted Church Vineyards<br />
Dirty Laundry Vineyard<br />
Monster Vineyards<br />
Painted Rock Estate Winery<br />
Poplar Grove Winery<br />
See Ya Later Ranch<br />
Tantalus Vineyards<br />
Cases of Average Ratings<br />
wine/year Price/bottle (Average)<br />
(website)<br />
Wines BCL/# of<br />
bottles<br />
Everything<br />
Wine/# of<br />
Sold online/ships<br />
bottles<br />
Yes/5<br />
(Haywire),<br />
2 (B.S.) Yes/Canada<br />
$21<br />
(Haywire &<br />
Chardonnay, Pinot<br />
17,000 B.S.) 87.0 Gris, Pinot Noir, Rose No<br />
Chardonnay,<br />
Guwertzaminer,<br />
Merlot, Pinot Gris,<br />
Riesling, Sauvignon<br />
29,000 $21 87.0 Blanc, Syrah<br />
Blush, Chardonnay,<br />
Gewurtztraminer,<br />
Merlot, Pinot Noir,<br />
Pinot Gris, Reisling,<br />
Yes/2 Yes/5 Yes/Canada<br />
20,000 $23 88.5 Syrah<br />
Merlot, Riesling,<br />
Rose, Sauvignon<br />
No Yes/2 Yes/Canada<br />
3,000 $19 87.5 Blanc<br />
Cabernet Sauvignon,<br />
Chardonnay, Merlot,<br />
No Yes/2 Yes/Canada<br />
5,000 $37 90.0 Syrah<br />
Cabernet Franc,<br />
Chardonnay, Merlot,<br />
Yes/3 Yes/3 Yes/Canada<br />
10,000 $32 89.0 Pinot Gris, Syrah<br />
Chardonnay,<br />
Gewurtztraminer,<br />
Pinot Gris, Pinot Noir,<br />
Yes/3 Yes/4 Yes/Canada<br />
25,000 $21 88.0 Riesling<br />
Chardonnay, Pinot<br />
Yes/12 Yes/4 Yes/Canada & US<br />
4,500 $27 89.0 Noir, Riesling, Rose No Yes/1 Yes/B.C.<br />
(Okanagan Crush Pad, 2012), (Blasted Church Vineyards, 2012), (Dirty Laundry Vineyard, 2012), , (Painted Rock Estate Winery,<br />
2012), (Painted Rock Estate Winery, 2012), (Poplar Grove Winery, 2012), (See Ya Later Ranch, 2012), (Tantalus Vineyards,<br />
2012).<br />
LOGICAL ART Page | 2
Appendix A-2<br />
(The Province of British Columbia, 2012)<br />
LOGICAL ART Page | 3
Appendix A-3 Distribution vs. Output Volume<br />
Appendix A-4 Price Vs. Ratings<br />
LOGICAL ART Page | 4
A-5 Competitor Wine Labels<br />
Campaign Analysis<br />
B. Advertising<br />
Appendix B-1 Specific Advertising Mediums Used<br />
Overall Advertising Cost - $42,000<br />
City Palate Print<br />
Edible Canada online<br />
Kootenay News Print<br />
Savour (Niche Media) Print<br />
Scout online<br />
Tasting Room Radio for 52 weeks Team 1040<br />
The Wine Diva online<br />
Urban Diner online<br />
Vancouver magazine online<br />
Vancouver Sun Print<br />
Vines (Town media) 3 issues and one newsletter<br />
Wine Access mix of print and online<br />
LOGICAL ART Page | 5
Print<br />
B-2 Brochure Front<br />
Brochure Back<br />
LOGICAL ART Page | 6
Magazine<br />
B-3 Magazine<br />
Online<br />
B-4 WineDiva.com<br />
LOGICAL ART Page | 7
B-5 ScoutMagazine.com<br />
B-6 UrbanDiner.com<br />
LOGICAL ART Page | 8
C. Public Relations<br />
Media Coverage<br />
C-1 OCP & Industry News<br />
LOGICAL ART Page | 9
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C-4 OCP Wine Reviews<br />
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D. Direct Response<br />
Email<br />
D-1 Wine Wednesday<br />
LOGICAL ART Page | 16
Direct Mail<br />
D-2 Thank you card<br />
LOGICAL ART Page | 17
D-3 Newsletter<br />
LOGICAL ART Page | 18
-4 My Pad Newsletter – Front<br />
LOGICAL ART Page | 19
My Pad Newsletter – Back<br />
LOGICAL ART Page | 20
D-5 B.S. Newsletter<br />
LOGICAL ART Page | 21
Social Media<br />
D-6 Twitter<br />
D-7 Facebook<br />
LOGICAL ART Page | 22
D-8 Blog<br />
D-9 Competitors Social Media<br />
Facebook<br />
"Likes"<br />
Twitter YouTube<br />
"Followers" "Views"<br />
Pinterest "Followers" Newsletter Wine Club Tours/Drives<br />
Okanagan Crush Pad 444 1368 1900 N/A Yes (email) No Bottleneck Drive<br />
Blasted Church Vineyards 842 3727 289 Yes, 63 Yes (email) No Corkscrew Drive<br />
Dirty Laundry Vineyard 1248 849 N/A N/A Yes (email) Yes, 3 levels Bottleneck Drive<br />
Monster Vineyards 32 406 N/A N/A No No Naramata Bench<br />
Painted Rock Estate Winery 466 2282 N/A N/A Yes (email) Yes, 2 levels Corkscrew Drive<br />
Poplar Grove Winery 614 1854 N/A N/A Yes (email) Yes, 3 levels Naramata Bench<br />
See Ya Later Ranch 540 1587 N/A N/A No Yes, 2 levels N/A<br />
Tantalus Vineyards 414 2302 N/A Yes (no pins), 0 Yes No Lakeshore Wine Route<br />
LOGICAL ART Page | 23
E. Sales Promotion<br />
E-1 Mouse Pad<br />
E.2 Magnets<br />
LOGICAL ART Page | 24
E-3 Shelf Talkers<br />
LOGICAL ART Page | 25
Recommendations<br />
F. Okanagraffiti Campaign<br />
F.1 Scott Sueme Graffiti<br />
LOGICAL ART Page | 26
G. Advertising<br />
G.1 Advertising Schedule<br />
Month May June July August September October<br />
Print<br />
Vendor Magazine Full Page (8.25 x 10.5)<br />
Wine Trails Full Page (8.25 x 10.5)<br />
Savour Full Page (8.25 x 10.5)<br />
City Palate Full Page (9.75 x 11.75)<br />
Vancouver: Eating & Drinking Guide Full Page (8.25 x 10.5)<br />
Online<br />
Scout Magazine Big Box (300 x 300)<br />
Wine Diva Full Banner (468 x 60)<br />
Urban Diner Rectangle (169 x 192)<br />
Inside Vancouver Big Box (300 x 300)<br />
OCP Print and Online Gantt Chart<br />
LOGICAL ART Page | 27