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use dedicated distribution channels or agreements; consumers and retailers can purchase wine on the individual winery
websites, retail stores, or via telephone orders, but they only ship within Canada.
The graph in Appendix A-3 compares the wineries’ distribution and output volume (number of cases per year). Distribution was
measured by comparing the range and presence of products in retail stores (Everything Wine and BCL), restaurant availability,
winery and online buying options, and intermediary distribution partners. The noticeable trend is that the higher volume of wine
a vineyard produces, the more distribution they have. Blasted Church and See Ya Later Ranch have the highest volume and
most distribution out of all the competitors. OCP comes in fourth for volume, but has more distribution overall than Dirty
Laundry, who have the third highest volume output.
Price per bottle and its rating appear to have a strong, mutually dependent relationship. In Appendix A-4, the comparison of
average prices per bottle and average overall wine ratings is presented. Understandably, the higher price of a wine, the higher
rating that wine tends to receive. Painted Rock and Poplar Grove have the highest priced wines, but also the highest rating.
OCP has one of the lowest priced wines and lowest ratings.
The label on a bottle of wine is often the only resource a buyer has for evaluating the wine before purchasing it, so an attractive
design is a key marketing tactic. Appendix A-5 displays the identified competitors’ wine labels. Blasted Church Winery and
Monster Vineyard labels are especially eye-catching. OCPs’ Haywire and B.S. brands look similar to Painted Rock, Poplar
Grove and Dirty Laundry labels. They are visually appealing but don’t represent OCP’s brand character.
SWOT
Research and insight about OCP’s company structure, employees and philosophies, show areas of internal strength and
weakness that affect the company’s overall communications and identity. The above research findings regarding industry
trends, consumer trends, and competitive analysis, expose external opportunities and threats within the industry.
Internal – Strengths
OCP’s main strength is the personnel behind the brand. Coletta’s connections in the industry and her small-scale, unique
business model have allowed for the majority of OCP’s success and recognition.
OCP’s owners and affiliates (Christine Coletta, David Scholefield et.al.) are reputable and knowledgeable in the local
winemaking industry.
Close personal ties, relationships and involvement with distributors and media contacts have served well for the
company’s launch and positioning within the industry (Scholefield is the VP of Wine Strategies at Trialto).
The company’s small-scale structure allows for direct communication between OCP and their distributors, trade, media
connections, and end consumers.
Selectivity of distribution channels maximize profit margins and brand representation/control.
The virtual winery structure allows for development of OCP brand name through the success of their client wines.
The concrete egg fermentation process is a unique selling point; the first of its kind in Canada.
Concrete fermentation takes less time than traditional fermentation - quicker turnaround time increases profitability.
OCP’s quirky brand character appeals to the modern-day wine drinker and young, developing markets.
Retail prices are competitively set within their segment, offering good value to resellers and consumers.
Internal - Weaknesses
Areas of weakness are based largely on the fact that OCP is still relatively new within the market, and its brand character has
not been actively positioned. Misconceptions and confusion about the company exist.
A solidified OCP reputation within the market is not yet established, as they are a relatively new company.
Close association with client brands can potentially damage the OCP brand - most of these brands don’t have concerted
marketing efforts.
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