OKANAGAN CRUSH PAD

Increase Brand Awareness
As very few wineries use Pinterest, OCP should have been a leader and incorporated a Pinterest account to their social media
lineup. At 11.6 percent, the “Food & Drink” category is rated the number one most popular “Pins”. OCP could use their
account to list their products but also create pairings and recipes that can be accompanied with a wine. By showcasing their
products easily and enable single click-through purchasing (Repinly, 2012). 97 percent of Pinterest users are female and
approximately eight out of ten bottles of wine are purchased by women (Horn, 2012), (Gardner, 2012). As awareness of OCP
and its products increase, consumers may want try their wine. This will result in a pull demand from consumers through the
retailers and restaurants.
Another social media tool OCP should have taken advantage of is Linkedin. OCP creates and cultivates relationships with
various influential people from trade and it’s best to keep those relationships alive. In order to maintain those relationships,
OCP should to take advantage of Linkedin, therefore allowing OCP’s staff to stay connected to who they could contact when
business opportunities arise or giving people from trade or restaurants a chance to communicate with OCP if they are looking
for a new wine. OCP should create a group page that allows them to inform the trade and buying managers to understand what
OCP does and what sort of products are available to them. In addition, since OCP uses Trialto and B.C. Wine Shop as a
distributor, it would be very important to stay connected to them and know who would be interested in buying OCP wines
through Trialto’s new connections on Linkedin. By maintaining this form of communication with the trade, this allows OCP to
continue to grow their business as businesses are built on a bridge of relationships.
Sales Promotion Recommendations
OCP’s sales promotion efforts should be focused around the following objectives:
Brand Character and Personality
Advertising specialties were appropriate for the audience, and relevant to position OCP’s personality. To integrate those items
with the ”Wine Done Different” campaign theme, the specialties could have consisted of collectible wine bottle stoppers, wine
glass charms or “wine time” calendars for office cubicles, all mimicking Okanagraffiti designs. Calendars would include a
sticker sheet of white and red wine bottles to place on the calendar to signify that it is “wine time”. The charms and stoppers
also could have been introduced as on-pack premiums for end consumers. There were few premiums from competitors during
this time, meaning there wouldn’t be conflicting offers to attract OCP’s secondary audience, as they are packaging-conscious
and look for unique products on the shelf.
Sampling was an effective tactic for selling OCP wine to retailers, and creating trial among end consumers. However, to reduce
wastage and allow less “industry involved” end consumers to sample their wine, a bottle could be sent to targeted offices for
them to enjoy at office gatherings and parties, and recommend to friends. Since young, urban, professionals constitute largely to
OCP’s secondary target market, this would get their wines into their hands, and influence future and repeat purchases.
Sampling among retail customers couldn’t be improved, as retail outlet buyers already sample wine with sales representatives at
the time of potential sale.
Association with Okanagan Terroir
OCP’s Okanagan roots could have been more emphasized by featuring Okanagraffiti visuals on promotional sales material,
event booth displays and advertising specialties.
Increase Brand Awareness
In order to more effectively push wines through retail channels, OCP could have arranged mutually beneficial advertising or
display allowances, aimed to increase retail traffic. Specifically, retailers and restaurants could have included OCP in their
advertisements, brochures, or feature menu sheets.
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