Developing Marketing Plans for
Winery Tourism Businesses
Presented by Lori A. Martin
of the Michigan State University
Travel, Tourism & Recreation Resource Center
to the 2004 Annual Meeting of the
Michigan Grape & Wine Industry Council
at Crystal Mountain Resort
on Friday, March 5, 2004
Marketing Defined
* Marketing is a social & managerial process by which
individuals and groups obtain what they need & want
through creating & exchanging products & value with
others.
* Marketing is more than just selling & advertising.
* The aim of marketing is to identify customer's needs--
and to meet those needs so well that the product almost
"sells itself."
* Marketing is a strategic process that aims to fit the
resources of a business to the opportunities existing in
the market. It is as much about retaining customers as
it is about winning new business.
Travel Industry Association Data
* Total travel spending in Michigan reached
nearly $12.8 billion during 2000, an increase of
6.6 percent over 1999.
* Travel expenditures generated 173,000 jobs and
nearly $3.8 billion in wages and salaries in
Michigan during 2000.
* Over $2.4 billion in tax revenue for federal,
state, and local governments was generated in
Michigan 2000.
Retail
Shopping
Convention
Center
Hotels
& Meeting
Facilities
Information
Centers
Entertainment,
Arts
& Events
Food &
Beverage
Transportation
Network
Attractions
& Tours
Destination Marketing Team
Convention
& Visitors
Bureau
Attraction Marketing
* Attraction marketing includes the uniqueness
(positioning) of what visitors come to see (the
product), the relative cost of one place compared to
another (the price), the `distribution' (or accessibility
of the place) to potential target markets, and the variety
of method used to inform and attract visitors (the
promotional mix).
* Tasting rooms are tourist attractions.
* Tourist competition involves image-making. Effective
place or attraction imaging requires a congruence
between advertising and place.
Challenges of Marketing Wine
* Demystification ­ most consumers do not
want to invest much time learning about
wine
* Social acceptance (especially among youth)
* Increased fit with informal occasions
The Wine Tourism Value Chain
Ťravel/sightseeing
Ťasting
Ľearning
Šhopping
Ďining
ˇAccommodation
Řecreation
Wine TourismWine Exports
Wine Production (Wineries)
Viticulture
Resource Base
Quote by Brock Cambourne
* A wine tour operator
stated this in 1999...
* "The very nature of the
wine industry lends itself
to a union with tourism,
providing the tourist with
the opportunity to
experience history, food,
culture, new smells,
sounds and tastes ... a
combination of culture,
lifestyle and territory."
The Wine Tourism System
Special EventsĚducation of Visitors
RetailingŠpecial EventsRecreation
Tours/GuidesˇMarketingLearning
WineriesŤheming (Wine Routes)Shopping
CateringˇInformation: SignageSightseeing
AccommodationŘesearch & PlanningWine Tasting
TransportŘesource Conservation
SUPPLIERSDESTINATION
ORGANIZATIONS
CONSUMERS/
TRAVELLERS
Benefits of Wine Tourism
* Benefits to the Wine Industry
­ Increased wine sales
­ Educate visitors & foster brand loyalty
­ Attract new market segments
­ Higher profits from winery sales
­ Improved links with the wine trade
­ New partnerships (e.g., with other attractions)
­ Test new products
Benefits of Wine Tourism
* Benefits to Destinations
­ Generate increased visitors & spending
­ Attract new & repeat visitors
­ Develop a unique, positive destination image
­ Overcome slow demand periods
* Benefits to Host Communities
­ Attract new investment
­ Develop new facilities & amenities (e.g., restaurants
& attractions)
­ Foster community pride
­ Create successful events for residents & visitors
Strategic vs. Tactical Planning
* Strategic planning:
­ Is used to determine the primary objectives of a business
­ Involves the direction a business will pursue,
­ Guides the allocation of resources & effort
­ Is long-range in nature
­ Integrates the skills, talents & knowledge
­ Focuses all units of the business in the same direction
­ Will help your organization to:
* Expand products or services to unserved areas
* Discover new markets for products & services
* Develop new products & services
Strategic vs. Tactical Planning
* Tactical planning:
­ Involves short-term actions taken to achieve the
implementation of the broader strategic plans
­ Focuses on activities need to implement larger strategies
­ Guides the implementation of the goals specified in the
strategic plan
­ Must be developed after the strategic plan is already in place
Types of Marketing Plans
* The new product plan (new products, new services, or
new brands):
­ May be difficult due to the lack of information available
­ Will give you insight into the resources needed, the costs
involved, and the timing necessary
* The annual marketing plan:
­ Used for products, services, or brands that already exist in
your portfolio
­ Will assist you in isolating possible problems or threats that
are easily overlooked on a daily basis
­ Will enable you to use current information that may affect
your forecast
­ May alert you to new research affecting your plans
Components of a Marketing Plan
I. Executive Summary ­ Nature of your business, products &
services you offer, mission statement, company objectives,
organizational structure, management team, & a summary of
the marketing objectives & recommended marketing strategies
in the plan
II. Current Situation ­ Your location, target markets,
competitive environment, & key issues your company faces;
Requires market research
III. Competitor & Issues Analysis ­ Information about
competitors, & key business issues that are potential challenges
(i.e. ­ new legislation or the impact of an impending
technological advance in your industry); Requires research.
IV. Marketing Objectives ­ State your marketing objectives
(i.e. ­ increasing the awareness of your product among your
target audience) & the time frame for achieving them
Components of a Marketing Plan
V. Marketing Strategy ­ Your game plan for achieving your
marketing objectives & details about the P's of your
marketing mix
VI. Action Programs ­ Your marketing "to do" list, what will be
done, when it will begin and be completed, & who will
accomplish the tasks
VII. Budget ­ The cost of the marketing activities in your plan
VIII. Evaluation ­ Numerical targets that will measure the results
of implementing your marketing plan, including time limits
for achieving your goals (i.e. ­ Increase white wine sales by
10% in 12 months)
IX. Supporting Documents ­ Any supporting documents
referenced in other plan sections, including resumes,
spreadsheets, market research results, etc.
Benefits of a Marketing Plan
* Coordinates every aspect of building your business on
the basis of specific products & services
* Provides the who, what, when & where information
* Acts as a sales tool to convince decision-makers
* Demonstrates your recognition of the work required to
reach your final objective
* Plays a role in timing and scheduling
­ Clearly outlines responsibilities
­ Schedules all activities for optimum performance
­ Implements strategy at the most opportune time
Benefits of a Marketing Plan
* As you complete the researching, analyzing, and
writing process involved in developing your marketing
plan, you will become more aware of what it will take
to achieve your objectives. You will gain information
about:
­ Potential pitfalls to be avoided
­ Possible problems that need resolution
­ Future threats to be on the lookout for
­ Confirmation of current concerns
­ Obvious opportunities to be taken advantage of
Market Research
* Is the study of markets (or groups of people) you
would like to sell your product to.
­ In other words, it is learning about your customers. Who are
they? What do they want or need? What are their lifestyles?
* Is a systematic, objective collection and analysis of
data about your target market, competition, and/or
environment with the goal being increased
understanding.
­ It allows you to take data­a variety of related or non-related
facts­and create useful information to guide your business
decisions.
* Market research is not an activity conducted only
once; it is an ongoing study.
Why Do Market Research?
* It guides your communication with current & potential
customers.
* It helps you identify opportunities in the marketplace.
* It minimizes the risk of doing business.
* It uncovers & identifies potential problems.
* It creates benchmarks & helps you track your progress.
* It helps you evaluate your success.
Market Segmentation
* Market segmentation is a
two-step process consisting of:
­ Naming broad product-markets
­ Segmenting those broad
product-markets in order to
select target markets and
develop suitable marketing
mixes (the "P's).
Examples of Market Segmentation
Location such as home address, business
address, etc.
Geographic Segment
Desire to obtain the same product benefits
such as luxury, thriftiness, comfort from
food, etc.
Benefit Segment
Frequency of usage such as recreational
drinking, traveling, etc.
Use-based Segment
Lifestyle preferences such as music lovers,
city or urban dwellers, etc.
Psychographic Segment
Measurable statistics such as age, income,
occupation, etc.
Demographic Segment
Shared Group CharacteristicsType of Market Segment
The Wine Tourist
* Research on wine tourists or potential wine tourism
segments has been very limited to-date.
­ Geographic Segmentation
* Winery visits definitely appeal to foreign and other long-distance
tourists, but most demand will come from local & regional markets.
* As wine tourism promotion & packaging increases, it can be expected
that more tourists will visit wineries & a higher percentage of visitors
will be dedicated wine tourists.
­ Demographic & Socioeconomic Variables
* A primary target segment for wine tourism is the middle-aged &
older, higher income knowledgeable wine consumer
* Special-interest groups, such a wine clubs & other affinity groups,
also have great potential
The Wine Tourist
­ Psychographic Segmentation
* More research is needed on wine tourist personalities, attitudes, &
lifestyles & how these impact on tastes & demand
­ Consumption Patterns & Spending
* Wine tourists can be segmented on the basis of how they travel, make
purchases, & their spending levels.
* Destinations & wineries want to find out who are the highest "yield"
visitors, the ones who come back frequently & spend the most (from
regional markets) & the origin countries that send the best yield
tourists.
* Dedicated wine tourists will spend more, more frequently, than larger
tour groups of general-interest sightseers.
The Wine Tourist
­ Benefits Sought (Reasons for Visiting Wineries)
* Although the search for dedicated wine tourists is
important, wine tourism developers cannot neglect
secondary markets (such as those more interested in
culture, sightseeing, entertainment or socializing).
* Wineries can lure passers-by & area residents with
visiting friends or relatives to make spontaneous visits &
can seek to influence their purchasing behavior.
* The more wineries there are in an area, the greater the
drawing power it will have for dedicated wine tourists.
The Dedicated Wine Tourist
* Most are baby boomers (born 1947-1963)
* They are likely to be local & regional in origin
* Key wine tourist origin countries are likely to be
European (especially the United Kingdom), North
Americans, & Australians; Asia presents major
growth opportunities
The SWOT Formula
* SWOT is used to summarize your present position in
the marketplace.
* Strengths, Weaknesses, Opportunities, & Threats
* Helps planners compare internal organizational
strengths & weaknesses with external opportunities &
threats
­ A strength is the capability or resource that the
business has which could be used to improve its
competitive position & may be used to:
* Increase market share
* Increase size of the market
* Improve financial performance
The SWOT Formula
­ A weakness may exist in any capability or resource &
may cause your organization to have a less
competitive position or poorer financial performance
* Weaknesses may result from having limited capabilities
* Concentrate on weaknesses in the following areas:
1. Target market needs, wants, & consumption trends
2. Value to the target market
3. Product & technological
4. Operational
5. Distribution
6. Pricing
7. Promotional activities
8. Marketing communications
The SWOT Formula
­ Opportunities are circumstances that can be
potentially positive
* Focus on opportunities in these three areas:
1. Areas where there are favorable demand trends
2. Areas where customer needs arenť being satisfied
3. Areas where the business can compete effectively
* Identify market opportunities by carefully examining the
marketplace and tracking demand trends & competition in
various market segments
­ Threats are situations where your business is weak
* Include solutions to every foreseeable problem, because
your business canť avoid a problem it doesnť know
about, and because doing so enhances the credibility of
your plan
Situational Analysis
­ Evaluate the overall market & industry
­ Include information about any environmental
influences affecting your market or industry, now or
in the future
­ Identify the demand & demand trends for your
products or services
* Review where demand is growing, declining, or leveling off
* Talk about the how, when, where, what, & why of potential
customer purchasing
Situational Analysis
* Should answer any questions about the
marketplace & your potential to be successful
in it
* Additional information to include:
1. Social & cultural factors
2. Demographic information
3. Economic conditions
4. Technological influences
5. Political aspects
6. Laws & regulations
7. Governmental concerns
8. Media & publicity influence
9. Special-interest groups
10. Consumer organizations
Competitive Analysis
* Includes the following information about your
competitors:
­ Who they are & the products they offer
­ Their plans, experience, & know-how
­ Their financial, human, & capital resources
* Identify your competitors' current marketing strategy
& their future strategy (if you know it)
* Analyze your competitors' strengths & weaknesses,
their distribution channels, promotional strategies, &
any other pertinent information that is available to you
Competitive Analysis
* Competitive differential advantage means "your
product or service has one or more advantages that
are more important to your customers than the
advantages of your competitors"
* i.e., Based on customer benefit
* You must identify your competitive advantage
relative to customer wants and needs if your
marketing plan is to be successful
* True competitive advantages have the following three
qualities:
1. They must be valued by the customer
2. They must be specific and achievable
3. They must be promotable
Get Ahead of the Competition
* Differentiation ­ do not imitate other wineries, make
yours unique; ensure that your use of the full
marketing mix communicates your unique position
within the marketplace
* Cost Advantage ­ being cost-efficient can enable
higher profit margins while keeping prices
competitive; it is wiser to compete on value for money
* Focus ­ if you cannot be the ultimate wine estate
destination, concentrate on that which you do best &
focus on very specific market segments
Establishing Effective Objectives
* Marketing objectives are about products &
markets only, & therefore, will be about one of the
following:
­ Existing products in existing markets
­ New products in existing markets
­ Existing products in new markets
­ New products in new markets
* An objective is more powerful if it focuses on a
single task
* Use words that state specific intentions, contain a
form of measurement, & identify the time frame
Guidelines for Ensuring Objectives
* Ten criteria that will assist you in developing
objectives that are beneficial to a business & its
people:
1. Suitability
2. Measurability
3. Feasibility
4. Acceptability
5. Flexibility
6. Motivating
7. Understandability
8. Commitment
9. Participation
10. Linkage
The Marketing Mix (The P's)
1. Product ­ the product, service or attraction your
business provides to customers
* The wine, the winery, & the wine country experience
2. Price ­ the selling price per unit customers are willing
to pay for your product
* All pricing decisions should incorporate the principle of
providing value to the wine tourism experience
3. Place (or distribution) ­ the manner in which you get
your product to customers or customers to your
product
* The winery & wine estate are the attraction; as are touring
routes or "wine trails"
The Marketing Mix (The P's)
4. Promotions ­ marketing activities or communications
that create awareness
* Advertising, media & public relations, sales promotions,
direct sales, event marketing, publicity, & word of mouth
5. Packaging ­ a combination of travel products such as
transportation, lodging, meals, attractions,
entertainment & guide services in a one-price product
* Work with the destination & other services to develop & sell
wine country packages stressing the entire experience
* Only a few wineries can be packaged destinations all to
themselves
The Marketing Mix (The P's)
6. Partnerships ­ cooperation of professionals in both
public & private sectors in order to best meet the needs
and wants of customers
* Working with other wineries, attractions, & services is
essential in wine tourism
* The leadership & coordination of an effective destination
marketing organization is essential
7. Programming ­ educating customers about the
experience of your product
* A winery has to be brought to life through programming all
year round through tours, interpretation, entertainment &
special events
The Marketing Mix (The P's)
8. Positioning ­ creates a differentiated image of your
product in the minds of those consumers in your target
market
* How your products and your winery experience are different
than those offered by competitors
9. People ­ the service providers within your business
* A major motivation for visiting wineries is to see or meet the
owners & winemakers
* Attention to service quality will pay off in sales & loyalty
Positioning
* When positioning your product, be certain you
have considered the following:
1. The strengths of your product over the competition
2. The weaknesses of your product against the
competition
3. Areas where your product is similar to the
competition or is truly unique
4. Significance of the differences of your product
Positioning
* Positioning strategies may include:
1. Key attributes or benefits
2. Price
3. Quality
4. Competition
5. Association
6. Usage or users
* Factors to consider when writing a long-term
positioning strategy:
­ The dynamics of your product or service
­ The needs & wants of your target markets
­ The competition you are facing in your target market
Types of Marketing Opportunities
1. Market penetration is trying to increase sales of a
business's present products in its present markets--
probably through a more aggressive marketing mix
­ Increase sales to existing customers, or increase your share of
their wine & tourism expenditures; loyalty programs can be
employed
2. Market development is trying to increase sales by
selling present products in new markets
­ Cultivate new customers, for the same products; international
tourists can be your new markets
Types of Marketing Opportunities
3. Product development is offering new or improved
products for present markets
­ New products to meet consumer demands; adding tourism
infrastructure & services
4. Diversification is moving into totally different lines of
business--which may include entirely unfamiliar
products or markets
­ Diversifying from wine production into wine tourism is an
example
Product Life Cycle Analysis
* Four stages in the life cycle of a product
1. Introduction
* Sales are low & costs are high, product may be virtually unknown
to consumers & competitors are few
* How will you plan to stimulate demand, establish market share, &
persuade early adopters to buy?
2. Growth
* Sales rise rapidly in this stage as a result of new customers making
initial purchases and early buyers repurchasing the product
* You begin to realize substantial profits & competition increases as
various versions of the product become available
Product Life Cycle Analysis
3. Maturity
* Sales continue to grow, but eventually plateau
* There are many competitors in the market and profits begin to decline
* Differences in competing products diminish & brand competition
intensifies
* Supply exceeds demand, & market share & sales can only be
increased at the expense of competitors
* How will you increase frequency of use, increase the number of
users, and find new uses for the product?
4. Decline
* Characterized by shifts in consumer preferences that cause a decline
in industry sales
* Sales fall, profits decline, & prices are cut
* There are few competitors
The Role of "Branding"
* Three major factors
in satisfying modern
wine drinkers:
­ Consistency of
quality & taste
­ Branding (easily
recognizable &
consumer-friendly
brands)
­ Brand loyalty &
identity
Branding for Winery Tourism
* Convey the image of quality wines (not necessarily expensive)
* Reflect the positioning strategy of the winery & is differentiated
from competitors
* Reflect the branding strategy of the destination
* Use theming (symbols & or names) to represent the concept
* Educate visitors about the wines; interpretation can be fun
* Package the wines & the winery visit
* Consistently communicate all imagery
* "Extend" product range beyond wines (e.g., programming,
events, merchandising)
* Guard against competitors copying your branding
* Evaluate effectiveness with target segments
Winery & Destination Partnerships
* Relationship marketing ­ people are more likely to
become repeat buyers of brands they know identify
with, and provide the expected level of quality &
service; it is easier & cheaper to keep a customer than
to acquire a new one
* Wineries & destinations must cooperate in relationship
marketing & should cooperate to provide repeat
visitors with incentives
­ Rewards "passports"
­ Discounts at local accommodations & restaurants
­ Souvenirs
­ Membership in an exclusive wine club
­ Invitations to special guests at events
Marketing Communications
* Marketing communications are the messages that
deal with the buyer-seller relationship
­ Two main categories:
* Impersonal ­ advertising, point-of-sale displays, promotions & public
relations
* Personal ­ face-to-face sales, telephone sales, interactive computer
link sales & videoconferencing
* Tasks that a communication strategy can accomplish:
­ Providing information
­ Differentiating a product
­ Increasing demand
­ Stabilizing sales
­ Highlighting value
Communications Strategy
* Executing your marketing
communication strategy requires that
you blend the many variables available
to you to satisfy the needs of your
target market and successfully achieve
your organizational objectives
* Blending these elements together
effectively is known as the
promotional mix
Integrated Marketing Communications
* Also known as IMC or Convergence Marketing
* The most effective tools of the trade are blended together
in a customized, creative and strategic way to produce a
holistic communications package to maximize efficiency
and results. A truly integrated communications program
delivers more impact at a fraction of the cost of a
traditional advertising campaign.
* Activities include advertising, developing marketing
collateral and public relations activities such as
developing media campaigns, writing press releases and
assembling press kits and much more.
The Marketing Budget
* Organizational goals, strategies, & execution of
strategies outline your plan of attack, while the
budget specifies how much it will cost
* Three options for budgeting:
1. Task method
* Set a budget based on what needs to be accomplished for
your product
* The focus is on adequately supporting your marketing
mix activities
* Estimate the cost of using each marketing tool in your
plan
The Marketing Budget
2. Benchmarking your marketing budget total as a
total percent of total sales
* Is most effective if you have no history with the effects of
marketing & using tactical tools
* Can serve as a method for allocating expenditures that is
in line with industry standards
3. Competitive Method
* Involves estimating the sales & marketing budgets of
leading competitors & comparing those estimates to your
sales & marketing budget
* May enable you to meet or beat specific elements used by
your competition, resulting in a competitive edge
Building Your Budget
* Start with a statement that identifies what you're trying
to accomplish
­ Include rationale statements such as: restate the sales goals,
identify the marketing objectives, & outline the time frame
* Give a break out of planned expenses, listed line by
line item under each expense category
* Obtain budget estimates from each department
associated with marketing activities
* Use historical information to give you a base for
predicting the future
* Be sure that the allocations support your objectives
Evaluation
* At the end of the year, donť forget to evaluate whether or
not your business achieved the marketing objectives that
you laid out for it.
* Doing so will help you to formulate new objectives and
strategies for the upcoming year.
* It will also enable to you to easily recognize your successes
so you can share them with your employees.
Contact Information
Lori A. Martin
Research & Outreach Specialist
Michigan State University
Travel, Tourism & Recreation Resource Center
172 Natural Resources Bldg.
East Lansing, MI 48824-1222
Phone: 517-353-0793
Fax: 517-432-2296
E-mail: marti362@msu.edu