ADVOCACY COMMUNICATIONS AND MARKETING OPERATIONAL PLAN - WINE GROWERS BRITISH COLUMBIA FISCAL 2022
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WINE GROWERS BRITISH COLUMBIA FISCAL 2022 ADVOCACY COMMUNICATIONS AND MARKETING OPERATIONAL PLAN
CONTENTS INTRODUCTION
INTRODUCTION ......................................................................... 1
The purpose of this document is to
EXECUTIVE SUMMARY ............................................................... 2 deliver on the Wine Growers British
STRATEGIC GOALS..................................................................... 3 Columbia (WGBC) vision, mission,
core values, visionary goals and
STRATEGIC OBJECTIVES ............................................................ 4
strategic business objectives.
FISCAL 2022 BUSINESS OBJECTIVES ......................................... 5
Achieving our Strategic Priorities This is the second year of operations under our
Wine BC 2030 Long-Term Strategic Plan. The
FISCAL 2022 STRATEGIC GOAL #1 .............................................. 7 Fiscal 2022 WGBC Advocacy, Communications and
Marketing Operational Plan is a well-constructed,
Brand
synchronized strategy and action plan designed to
guide implementation, facilitate decision making,
FISCAL 2022 STRATEGIC GOAL #2 .............................................19
adapt to shifting external forces and motivate the
Advocacy
industry to grow.
FISCAL 2022 STRATEGIC GOAL #3 .............................................23 Over the next 12 months, we understand that
Demand the COVID-19 pandemic will continue to create
challenges for the grape and wine industry. This
APPENDIX .................................................................................28 Annual Operational Plan has been developed to
address the current dynamic environment and
retain the flexibility to help industry and member
wineries meet new and emerging challenges. WGBC
will lead the execution of the plan and work in
collaboration with other industry partners and
leading organizations in both the wine and tourism
industries. Many of the strategies will require
a cross-functional approach to succeed with
heavy involvement from across the wine industry
including winery and grower participation as well as
resource allocation.
The BC wine industry is a vibrant one. Combining
this comprehensive plan with the support of
industry provides a powerful framework for Fiscal
Wine Growers British Columbia
2022 and a clear road ahead to 2030.
Suite 470 - 1726 Dolphin Avenue
Kelowna, British Columbia V1Y 9R9
www.WineBC.com
EXECUTIVE SUMMARY STRATEGIC GOALS
Our strategic goals are a broader expression of how we will achieve
WINE BC 2030 VISION
Wine BC 2030’s vision.
British Columbia transcends the new and old worlds – recognized for diversity in its
elevated wines, supernatural terroir, extreme beauty and dedicated people.
1. BRAND
• The BC brand informs everything the industry does – from communications to education, from marketing to
OUR MISSION OUR CORE VALUES MEASURING SUCCESS hospitality. Every BC wine touch point is an opportunity to reinforce the core of BC’s brand identity as a wine
region. Building industry alignment reinforces these touch points in the marketplace leading to increased
Our mission is to represent the Quality, leadership, dedication and We measure and assess our awareness and positive perception of BC wine and regions.
interests of British Columbia passion are reflected in all the work achievements against our strategies
wineries dedicated to producing we do. through quantifiable key performance
100% British Columbia grape wines indicators (KPIs) and we report 2. ADVOCACY
certified by the regulatory body for against our KPIs every quarter. • Bring industry together to influence government policy and establish a strong sense of community to enable
wine in British Columbia, through everyone moving towards a common goal and vision.
marketing, communications and
advocacy of their products to all
stakeholders. 3. DEMAND
• Work with BC Liquor Distribution Branch (BCLDB) to build prominence and visibility of certified 100% BC grape
wine in retail channels, while increasing demand for 100% BC wines in premium price categories.
LEADERSHIP
Collaboration; association;
cooperation.
LEADERSHIP
PRODUCT IDENTITY
Reputation; authenticity; credibility;
PRODUCT IDENTITY origin; appellation; terroir; standards
COMMUNICATION
COMMUNICATION Messaging; marketing; advocacy
2 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 3
STRATEGIC OBJECTIVES FISCAL 2022 BUSINESS OBJECTIVES
WHERE WE STAND: OUR POSITION ON PRIORITY ISSUES ACHIEVING OUR STRATEGIC PRIORITIES
In November 2020, the WGBC Board of Directors and executive staff convened for These objectives are meant to activate Wine BC 2030 Pillars and WGBC
a two-day working session to review, discuss and assess the strategic priorities Board‑approved Strategic Goals, which the Fiscal 2022 Advocacy, Communications
for Fiscal 2022. Following extensive consultation with the WGBC Marketing and and Marketing Operational Plan will achieve.
Communications Committee, we developed our Fiscal 2022 Operational Plan. The
plan’s nine strategies seek to contribute to Wine BC 2030’s five pillars. BRAND
Strategy 1: Build a world-class brand for Wines of British Columbia
• Objective 1: Wines of British Columbia materials and messaging will be adopted by 10% of WGBC’s membership
and utilized in their marketing materials and communication with consumers, media and trade.
WINE BC 2030 VISION STRATEGIC ALIGNMENT • Objective 2: Consumer image and awareness perception of Wines of British Columbia will increase by 2%.
• Objective 3: International and domestic media coverage will increase by 20% in advertising equivalency over FY21
WINE BC 2030 VISION
with a 10:1 return on unpaid media coverage.
01 02 03 04 05
Strategy 2: Position BC as a premier wine region with the trade
BUILDING FOSTERING UNITY ADVANCING EXECUTIONAL CELEBRATING • Objective 1: Trade image and awareness perception of Wines of British Columbia will increase by 2%.
BRAND BC AND COMMUNITY SUSTAINABILITY EXCELLENCE DIVERSITY
Strategy 3: Build Brand BC in leading export markets
• Objective 1: Activate 2021‑2023 WGBC Wine Export Strategy year one route‑to‑market objectives.
Strategy 4: Make BC wine country a benchmark for wine tourism
• Objective 1: Increase winery direct sales by 5%.
• Objective 2: Increase Wine and Food Tourism digital engagement by 25%.
FISCAL 2022 STRATEGIC PLAN
STRATEGY 1 STRATEGY 4 STRATEGY 7 • Objective 3: Develop a model for tracking Wine and Food Tourism winery visits.
Build a world-class brand for Make BC wine country a Increase value of BC wine
Wines of British Columbia benchmark for wine tourism through certification
STRATEGY 2 STRATEGY 5 STRATEGY 8
ADVOCACY
Position BC as a premier Strengthen wine industry Increase demand for 100%
wine region with the trade leadership BC wines at higher prices Strategy 5: Strengthen wine industry leadership
STRATEGY 3 STRATEGY 6 STRATEGY 9 • Objective 1: Continue to work on COVID‑19 recovery plans for industry.
Build Brand BC in leading Align government Secure and improve access
export markets advocacy efforts to the BC market • Objective 2: Membership engagement will increase by 5% in all WGBC communications, programs and events.
4 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 5
Strategy 6: Align government advocacy efforts
FISCAL 2022 STRATEGIC GOAL #1
• Objective 1: Establish a WGBC Board Advocacy and Membership Committee (AMC) for alignment of priorities.
BRAND
• Objective 2: Align strategic priorities and shared initiatives across industry organizations.
Strategy 7: Increase value of BC wine through certification STRATEGIC OBJECTIVES:
• Objective 1: The BC Wine Authority (BCWA) plebiscite process and results will be advocated for and supported.
1. Build a world-class brand for Wines of British Columbia.
2. Position BC as a premier wine region with the trade.
DEMAND
3. Build Brand BC in leading export markets.
Strategy 8: Increase demand for 100% BC wines at higher price points
4. Make BC wine country a benchmark for wine tourism.
• Objective 1: Grow BC VQA’s average price point in between $20 - $39.99 by $0.10.
• Objective 2: Increase BC VQA provincial litre market share over $20 by 3.5%.
1. BUILD A WORD-CLASS BRAND FOR WINES OF BRITISH COLUMBIA
Strategy 9: Secure and improve access to the BC market Objective Strategy Tactics Metrics/KPIs
• Objective: Increase premium positioning for 100% BC grape wine in retail channels. 1.1 Wines of British Columbia Create a Living the Create a tiered Wines of British Member participation in
materials and messaging Brand Platform for Columbia integration uptake program Wines of British Columbia
will be adopted by 10% of industry adoption at with clear, concise wording outlining the integration uptake program as
WGBC’s membership and different levels and direct winery benefits for adaptation. measured through established
utilized in their marketing tiers. tiers.
materials and communication Facilitate Living the Brand live
with consumers, media and workshops and online events to guide (10% of WGBC’s 183 member
trade. member wineries and stakeholders how wineries = 18 wineries)
to use the tools and build capabilities to
support their businesses and customers Number of Living the Brand
through shared storytelling. workshop participants.
Create and deliver Living the Brand Number of brand toolkit
toolkit with core messaging and downloads.
cohesive narratives and themes to
facilitate adoption of consistent brand
standards.
Develop winery reporting requirements
and incentive structure for each Living
the Brand adoption tier.
Recruit and onboard wineries to the
Living the Brand integration program.
Utilizing the WGBC marketing
committee to provide input and
advocate for the program to other
member wineries.
6 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 7
1. BUILD A WORD-CLASS BRAND FOR WINES OF BRITISH COLUMBIA 1. BUILD A WORD-CLASS BRAND FOR WINES OF BRITISH COLUMBIA
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
1.2 Consumer image and Develop and Implement seasonal integrated As measured through the 1.3 International and Develop strategic Greater emphasis on digital and Advertising equivalency value
awareness perception of implement integrated marketing communications awareness annual Wine Intelligence domestic media coverage partnerships and social communications and media and circulation of media
Wines of British Columbia consumer marketing campaigns promoting the value of survey, consumer perception will increase by 20% in relationships with partnerships to deliver highly targeted coverage, as measured by
will increase by 2%. and communications premium BC wine by telling the story of of BC wine rated as “high to advertising equivalency over key domestic and positive messaging for Wines of British media monitoring services.
campaigns. Focusing BC wine from grape to glass through the very high” quality increases to FY21 with a 10:1 return on international media Columbia.
on education and lens of a BC wine farmer. 62.8%. unpaid media coverage. and influencers to Influencer marketing
engagement using promote and generate When COVID-19-related travel campaign tracking.
Wines of British Implement quarterly contests promoting Increase online engagement. positive media restrictions are lifted, bring key wine,
Columbia materials. BC wine awareness, perception and coverage for the Wines food, travel and lifestyle influencers and Regular reporting of social
engagement through educational 90% of media coverage of British Columbia media to BC, immersing them in BC’s media analytics.
Grow consumer quizzes, skill-testing questions, polls will be positive or neutral in and our member wine regions, to create a positive and
knowledge and and influencer promotions. tonality as measured through lasting impact. Number of new media, trade
wineries.
engagement through Meltwater Media Monitoring and influencer contacts made.
the Wines of BC Develop and continue to build strategic platform. Develop media Where safe, secure high-profile
relationships with domestic and international wine critics, media and Media and influencer
Explorer app and communications
international digital media partners Increase click rate and open influencers from key target markets participation and engagement.
Level 1 Ambassador plans to support FY22
Program. using their media talent and platform rate for The Vine consumer strategic objectives. to visit the wine regions of British
e-newsletter. Media pick-up rate on content
to deliver positive messaging and Columbia.
distribution.
Increase consumer awareness for BC wine.
engagement on Number of rights-approved
WineBC.com and with Deliver online educational resources assets gained from social
The Vine consumer including blogs, maps, videos and listening platform.
e-newsletter by Ambassador Program Level 1 online to
grow people’s knowledge and perception Campaign-specific and
utilizing consumer
about BC wine and wine regions. monthly measure of digital
research and analytics
marketing and social media
to create and share
Promote Wines of BC Explorer app execution.
quality content
through blogs, videos, and Ambassador Level 1 online across
storytelling, influencer all marketing and communications
assignments and channels and through cross-promotions
interactive quizzes and with DMOs, restaurants and wineries to
polls. encourage its uptake and use.
Implement targeted Create rotating winery routes and
mini campaigns featured lists on Wines of BC Explorer
such as Mother’s app to promote and drive user
Day, Father’s Day, engagement with the wines and regions
Rosé Month and of BC.
January Wellness
Optimize social media promotion of top
Month to align with
stories and posts to amplify coverage
the overarching BC
and key messages for Wines of British
wine farmer thematic
Columbia, utilizing strategic tagging for
campaign.
further reach.
Work collaboratively
Optimize user-generated content to
with retail partners
engage consumers and media through
to offer marketing
authentic stories and experiences
support for in-store
specific to the Wines of British
programs and purchase
Columbia brand.
incentives.
8 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 9
1. BUILD A WORD-CLASS BRAND FOR WINES OF BRITISH COLUMBIA 2. POSITION BC AS A PREMIER WINE REGION WITH TRADE
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
Broaden implementation of strategic 2.1 Trade image and Continue to reposition, Contract top industry professionals to As measured through the
influencer programs to identify, engage awareness perception of grow and augment deliver Ambassador Level 1 and 2 in annual Wine Intelligence
and build a stronger domestic and Wines of British Columbia annual trade events identified regions. survey, trade perception of
international awareness of the brand. will increase by 2%. such as BC VQA BC wine rated as “high to
Spring and Fall Release Launch of updated Ambassador Level 1 very high” quality increases to
Explore and facilitate best practices Tastings and Local and 2 certified program. 79.9%.
to host live and virtual masterclasses, Flights Tastings under
seminars and tastings for key media COVID-19 restrictions. Create a target list of the top restaurants 500 trade certified through
and trade in targeted domestic and and retailers in BC and Alberta to the BC Wine Ambassador
international markets. Develop virtual complete the Ambassador Program. Program.
and highly targeted
Provide media training for member in-person tastings, Optimize our Customer Relationship Increase number of
wineries to polish their presentation masterclasses and Management (CRM) system to grow participating wineries in
skills and diversify industry seminars for key trade and improve targeted trade lists. WGBC reimagined trade
spokespersons. and media. events.
Make Ambassador Level 1 training
Develop innovative FAM itineraries that Identify and recruit top materials and programs available online Increase quality of attendees
are appropriate and desirable to the industry professionals for service staff and wine enthusiasts. and program uptake following
prevailing conditions. and dynamic panelists events.
Explore innovative formats to host the
to deliver trade
Continue to grow and support 4th annual Wine BC BootCamp or a re- Trade satisfaction and intent
seminars, education
relationships with key media and trade imagined version with a series of live or to list as measured through
and in-service
partners including Canadian Association virtual masterclasses to showcase and post-event surveys.
programs.
of Professional Sommeliers (CAPS), educate target audiences on the BC wine
WineAlign and GuildSomm to leverage Identify and host industry from grape to glass.
hosting opportunities with top wine key domestic and
media and trade. Continue to grow and support
international wine
relationships with key trade partners
trade influencers
Create and utilize video assets, media such as CAPS BC and CAPS National.
including high-
releases, media advisories, wine potential junior trade
samples, maps, research and data, Execute 2nd annual Chef Meets BC
as an investment in Grape (CMBCG) Somm Smackdown
infographics, story starters and social our future.
media stories to communicate important (funding dependent).
issues, events, accolades and industry Deliver updated Host the following trade tasting events
happenings to keep media engaged and certified Wines of when safe and COVID-19 compliant:
informed. British Columbia
Ambassador program • Bloom BC VQA Wines of British
Identify and attend important live and to trade and build a Columbia Spring Release Tastings in
virtual events, conferences and trade database of BC wine Vancouver and Victoria.
shows to meet and build relationships advocates.
with key national and international • Colour BC VQA Wines of British
media and wine influencers. Develop and Columbia Fall Release Tasting in
implement on-premise Vancouver.
Leverage Living the Brand Wines of British
messaging throughout all media and Columbia thematic • Discover BC VQA Wines of British
communications. programs. Columbia Spring and Fall Release
Tastings in Alberta.
10 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 11
2. POSITION BC AS A PREMIER WINE REGION WITH TRADE 3. BUILD BRAND BC IN LEADING EXPORT MARKETS
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
Host VIP trade and media experiences 3.1 Activate 2021-2023 Establish a WGBC Develop an a la carte framework to Increased number of BC
such as Local Flights (Colour reimagined WGBC Wine Export Strategy Export Committee onboard winery participation in WGBC’s wineries participating in
in FY21) and masterclasses. year one route-to-market from participating long-term export programs including: WGBC international media
objectives. wineries to identify and trade programs.
• onboarding documents
Work closely with wineries and their high-level, strategic
agents to drive quality attendees to all partnerships and • participation agreements Increased international media
events. opportunities in key coverage for the Wines of
• reporting requirements
markets. British Columbia.
Continue to grow and develop the Pour • funding structure
More BC Program for restaurants and Recruit and onboard Number of media and trade
• user pays fees for each program
Licensee Retail Store (LRS). Work member wineries to contacts made.
with restaurants and member wineries the long-term export Implement regular committee meetings
to build an internal (staff) rewards strategy. Secured government funding.
to develop and evaluate export programs
incentive program. and active dates in consideration of the
Advocate for potential long-term impact of COVID-19.
Develop educational materials for government
channels aligning with campaign funding for program Utilize the collective knowledge of the
messaging. For example, staffroom implementation. committee to enhance and create new
posters on Geographical Indications (GI) exporting opportunities for programs
and BC grapevine cycle. outlined in the WGBC Export Strategy.
Explore distribution of a regular trade Deliver export training seminars, panel
e-newsletter to provide Wines of British discussions, research and data for
Columbia educational information and member wineries on the priority markets
resources, upcoming trade programs, identified in the WGBC Export Strategy.
tastings, training and seminars.
Identify and build relationships with
Continue to build our digital presence, key international gatekeepers, trade
using social channels and trade/ associations, influencers and media.
sommelier influencer campaigns
(e.g., At Home with Mijune) to connect Continue to work with government,
and engage with our trade networks, stakeholder partners, national and
sommeliers, educators, media and key regional associations to be flexible and
influencers. responsive to export opportunities
and deliver activities and engagements
Actively support the Sustainable that are appropriate to the prevailing
Winegrowing BC (SWBC) certification conditions.
program through marketing and
communications to help demonstrate its Update and maintain a database of
sustainability credentials amongst trade exporting BC wineries by market
and media. available online.
12 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 13
4. MAKE BC WINE COUNTRY A BENCHMARK FOR WINE TOURISM 4. MAKE BC WINE COUNTRY A BENCHMARK FOR WINE TOURISM
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
4.1 Increase winery direct Develop a tourism Build referral programming on BCLDB reported winery direct 4.2 Increase Wine and Food All marketing Identify new segments and communities Aggregate online engagement
sales by 5%. referral program on WineBC.com to support Wine and sales. Tourism digital engagement campaigns will within digital channels that have higher results on consumer digital
WineBC.com. Food Tourism sector partners such as by 25%. include messaging on engagement numbers. platforms increase of 25%.
BC Hotel Association BC Wine Region Increase partner engagement. attracting consumers
Engage key Wine booking link. to the regions in the Analyze and identify opportunities to Social media and digital
and Food Tourism Advertising equivalency value shoulder seasons and test paid advertising on new channels content marketing
sectors to partner Engage partners in the pair·ing pass and circulation of media moving them around including YouTube, TikTok and engagement and reach
in collaborative program to enhance winery experience coverage, as measured by the region in the busy potentially Pinterest. measurement via Klear,
programming with for visitors. For example, BC Dairy to media monitoring services. summer season when Crowdriff and social media
cross-promotional sponsor BC wine and cheese tastings at appropriate and safe. Increase value-added messages within measurement tools.
referrals. (BC wineries (use successful past examples). Secured DBC funding. primary social channels and new
Hotel Association, opportunities within. For example, reels, WineBC.com Google
Programming and content alignment Winery direct website IGTV, live feeds to: analytics.
BC Restaurant
with Destination BC Co-op Marketing click-throughs from the
Association, BC
Program. Wines of BC Explorer app. • Increase the overall digital footprint Increase engagement on
Farmers’ Markets, Golf
BC, BC ski hills). through strategic digital media consumer social media
Promote wineries direct-to-consumer Increase web clicks to partners and sponsored content. channels including:
shipping as appropriate within WineBC.com trip planning
Develop and build • Instagram
restrictions and requirements. pages. • Streamline digital marketing
relationships with
key media influencers ecosystem to deliver clear consistent • Facebook
to generate positive Deepen the connection between channel strategies for identified • YouTube
coverage for BC Wine consumers and BC wine through the campaigns.
agricultural perspective and emotional • Twitter (consumer)
and Food Tourism and
stories of the farmers through videos • Optimize advantages including safe
use of the tourism The Vine open rate
and journalistic storytelling. travel opportunities and messages
referral program on
within BC’s nine wine regions.
WineBC.com. Number of Wines of BC
Collaborate with touring companies to
promote safe wine touring practices. • Create messaging to promote safe Explorer app users.
Continue Destination
travel. For example, Know Before You
British Columbia Social echo as measured by
Utilize Wine BC Explorer app to promote Go toolkit.
(DBC) sector media monitoring services.
enhanced winery experiences, and
partnership and • Optimizing hashtag use through
elevated tastings.
funding. best practices to grow community Number of app clicks and
engagement. downloads.
• Explore options to retarget website Number of Google Ad clicks.
traffic through custom audiences.
• Conduct in-depth analysis and
evaluation of Fiscal 2021 digital
results to drive digital strategy for
F2022 campaigns.
• Best of blog series (top clicked on
blog for 2020).
• Improve website SEO.
14 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 15
4. MAKE BC WINE COUNTRY A BENCHMARK FOR WINE TOURISM
Objective Strategy Tactics Metrics/KPIs
4.3 Develop a model for Work with Wines of Determine BC wine regions to target for Appropriate Wine and Food
tracking Wine and Food BC Explorer app to winery visit measures. GIs, Tourism metrics.
Tourism winery visits. develop a geo-locating sub-GIs (official or not).
feature (or similar
feature to measure Identify key wineries in determined BC
winery visits) in the wine regions to provide winery visitation
app. numbers.
Collaborate with Collect data on visitation flow such as
other partners such airport traffic, DMO measurements.
as Tourism Kelowna,
Thompson Okanagan Partner with winery associations to
Tourism Association promote current winery visitation
and TELUS. programming, such as Passport Program
in the different regions.
16 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 17Savour
this place
FISCAL 2022 STRATEGIC GOAL #2
ADVOCACY
STRATEGIC OBJECTIVES:
1. Strengthen wine industry leadership.
2. Align government advocacy efforts.
3. Increase value of BC wine through certification.
1. STRENGTHEN WINE INDUSTRY LEADERSHIP
Objective Strategy Tactics Metrics/KPIs
1.1 Continue to work on Continue to work Work with industry and member Coordination of COVID-19
COVID-19 recovery plans for with Provincial wineries to update BC wine industry recovery activities.
industry. Health Officer, Ready to Reopen Toolkit for recovery.
Destination British COVID-19 Recovery member
Columbia, British toolkit.
Columbia Restaurants
and Foodservices
Association to conduct
ongoing reviews of
COVID-19 recovery
plans.
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 191. STRENGTHEN WINE INDUSTRY LEADERSHIP 1. STRENGTHEN WINE INDUSTRY LEADERSHIP
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
1.2 Membership engagement Identify member needs Deliver member training webinars with E-communication open rates: Leverage WGBC awards consolidation
will increase by 5% in all and work with industry presentations from experts on digital Weekly Update (currently program to recognize and promote
WGBC communications, experts, organizations marketing and communications best 45% avg. industry standard award-winning member wineries
programs and events. and DMO’s to develop practices. is 23%). and wines through The Vine, Weekly
and share timely and Update, Wines of BC Explorer app.
relevant content, Provide member wineries with CEO Update (currently 47%).
information, data and marketing and communications toolkits Work with industry partners to
training opportunities and guidelines to optimize business Number of live and virtual promote and actively support the
for member wineries. practices. event member participants. SWBC certification program to
help demonstrate its sustainability
Update and implement member Number of cloud page credentials and benefits to BC wineries
engagement strategy. registrations. in becoming more profitable, resilient
and sustainable.
Deliver quarterly webinars to update Number of webinar playbacks.
members on project execution and Create and utilize communications
evaluation. Member satisfaction through
channels and tools to deliver timely and
post-event survey.
relevant information, accolades, data
Conduct quarterly member calls to and research to member wineries:
determine member needs. Decrease member bounce
rates.
• CEO Update
Utilize CRM system to create and
implement online member registration Increase member usage of
• Weekly Update
process and member communications the app.
journey builder process. • Quarterly Update
Optimize new and innovative formats • Member webinars
to host member events (in-person or
virtual) including: • Industry Twitter and LinkedIn
• BC Wine Industry Insight Conference • Video assets
• Annual Winemakers and • Infographics
Viticulturists’ Forum
• Reports
• WGBC Industry Recognition Awards
Utilize Click Up to track and inform
• WGBC Annual General Meeting on member winery participation and
promotion in WGBC marketing and
Utilize Living the Brand tiered communications programs.
incentive program to increase member
engagements with WGBC marketing and Update and disseminate WGBC Member
communications. Benefits Infographic.
20 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 212. ALIGN GOVERNMENT ADVOCACY EFFORTS FISCAL 2022 STRATEGIC GOAL #3
Objective Strategy Tactics Metrics/KPIs DEMAND
2.1 Establish a WGBC Board Identify and prioritize See appendix: FY22 WGBC Board AMC Favourable government policy.
Advocacy and Membership key advocacy actions Advocacy Priority Matrix
Committee (AMC) for according to: Action,
alignment of priorities. Enable, Monitor and
STRATIGIC OBJECTIVES:
Hold.
1. Increase demand for 100% BC wines at higher prices.
2.2 Align strategic priorities Establish a cooperative Regular meetings with head executive Measure progress and
and shared initiatives across agreement between or Board member of the BC Wine Grape completion of shared 2. Secure and improve access to the BC market.
industry organizations. the leading industry Council, BC Grapegrowers’ Association initiatives.
organizations for and BC Wine Authority.
Industry participation and
leadership to meet on 1. INCREASE DEMAND FOR 100% BC WINES AT HIGHER PRICES
a regular basis. Regular joint briefings with key satisfaction of events.
government ministers and senior staff. Objective Strategy Tactics Metrics/KPIs
Identify and prioritize
key advocacy priorities Collaboration in key industry stakeholder 1.1 Grow BC VQA’s average Deliver strong Hold regular meetings with leading retail Monitor BCLDB Period
in common to events including the BC Wine Industry price point in between channel-specific partners to plan promotions, gather sales data.
advance with industry Insight Conference. $20—$39.99 by $0.10. campaigns with feedback and evaluate results.
consensus. premium product Number of blog views and
NOTES: messaging and Develop creative material that focuses average time spent on blog.
strategic focused on the quality and premiumization of BC
Average price point in 2020 activations in each VQA Wine. Number of video views
calendar year for price band channel in price bands and time spent on video
3. INCREASE VALUE OF BC WINE THROUGH CERTIFICATION $20—$39.99 was $25.19. Provide in-store support programs narratives.
over $20.00.
Objective Strategy Tactics Metrics/KPIs for wines in targeted price bands. For
$0.12 average growth over example, gift with purchase, tastings Average price point growth
3.1 The BC Wine Authority Include in WGBC See appendix: FY22 WGBC Board AMC Modernization of BC last four calendar years when/if allowed. from $25.19 to 25.29
(BCWA) plebiscite process Board AMC including Advocacy Priority Matrix manufacturer licenses and (2017 – 2020)
and results will be advocated implementation of implementation of BCWA Highlight targeted price band BC
for and supported. the BCWA Industry plebiscite results. ($0.20 + $0.07 - $0.15) = wine in all WGBC marketing and
Plebiscite Results and $0.12 communications programs such as,
industry supported Somm Smackdown Competition,
2020 saw a -$0.15 decline Ambassador Program, influencer
recommendations of
over 2019. assignments, retail promotions.
Business Technical
Advisory Panel.
Provide educational programs around
the quality and value of BC wine. For
example, influencer comparison tasting
of BC and international wines for both
trade and consumers.
Create emotive key messages and
narratives to demonstrate value of BC
wine through editorial and sponsored
content, social media and marketing
assets.
Deepen the connection between
consumers and BC wine through the
local agricultural perspective and
emotional stories of the local farmers
through videos and journalistic
storytelling.
*Wholesale plus estimated 20% markup.
22 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 231. INCREASE DEMAND FOR 100% BC WINES AT HIGHER PRICES 2. SECURE AND IMPROVE ACCESS TO THE BC MARKET
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
1.2 Increase BC VQA Deliver strong Hold regular meetings with leading retail Monitor BCLDB Period sales 2.1 Increase premium Develop programming Align program initiatives with WGBC Implementation of channel
provincial litre market share channel-specific partners to plan promotions, gather data. positioning for 100% BC specific to each retail Board Advocacy and Membership programs.
over $20 by 3.5%. campaigns focusing feedback and evaluate results. grape wine in retail channels. channel to include Committee priorities.
on premium BC VQA *See appendix: high-profile placement 200+ Retail and Hospitality
Notes: Wine. Trade-up messaging to move consumers Price Brand Market Share displays such as Hold regular meetings with leading retail listings on the BC Wine
buying patterns from lower price bands Over $20 Calendar Year end aisle, checkout, partners to plan promotions, gather Explorer app.
Average BC VQA growth over to targeted price bands. Comparison* freestanding, display feedback and evaluate results.
$20 in the past four calendar units and gift-with- Number of digital marketing
years (2017-2020) was 2.4%. Work with channels to educate staff purchase displays. BRITISH COLUMBIA toolkit downloads.
through Ambassador Program to build
(1.42% + 3.22% + 2.55%) / BC VQA Wine advocates to promote the Support retail BCLS:
3 = 2.4% premium positioning of BC wine. channel e-commerce
BC VQA focus months to include end
programs.
Utilize local messaging to convert displays, free-standing case stacks,
international purchases > $20 into BC Advocate for increased window clings and specialized point-of-
wine purchases. channel access sale (POS) materials.
including BC Liquor
Highlight >$20 BC wine in all WGBC Taste Magazine editorial and ads to
Stores (BCLS) shelf
marketing and communications enhance and elevate the Wines of
space, winery off-site
programs such as Somm Smackdown British Columbia category.
and tasting rooms.
Competition, Ambassador Program,
influencer assignments, retail and Continue to support and grow Boutique
hospitality promotions. Wines of BC quarterly intake program.
Grow premium positioning through Support and communicate Invitation to
webinars, blogs and trade influencers List programs.
writing with focus on value.
Integrate BCLS 100th anniversary in
Work with channels to integrate BC wine materials aligning with BCLS programs.
premium positioning with their internal
Build relationship with BC VQA
marketing campaigns and in-store
Advocates with educational tools
promotions. For example, Rosé month.
(talking points) and support of the
Integrate WGBC thematic programming annual Learning Week programming.
calendar with member wineries to grow
Support and promote e-commerce
participation.
program when available (in-progress
ETA 2023).
*Wholesale plus estimated 20% markup.
Save-On-Foods:
Develop a monthly in-store thematic
for wineries to align and capitalize on
opportunities.
• Wine regions
• Seasonal holidays
• Mini campaigns such as Mother’s Day
• Features such as sparkling and Rosé
months
24 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 252. SECURE AND IMPROVE ACCESS TO THE BC MARKET 2. SECURE AND IMPROVE ACCESS TO THE BC MARKET
Objective Strategy Tactics Metrics/KPIs Objective Strategy Tactics Metrics/KPIs
Develop POS to support thematic Support and promote e-commerce BC
promotions. VQA programs.
Engage winery associations to Identify private retail chains to grow
participate in wine region thematic. BC VQA programming throughout the
province.
Grow inter-partner programming
utilizing complementary companies and Hospitality:
products. For example, BC Dairy and
crackers. Pour More BC Program
Increase awareness of BC wine available ALBERTA
in-store with promotional materials in
other departments. For example, flower Co-op Wine Spirits Beer
department Valentine’s Day and
Continue to support flyer program with
BC wine.
in-store promotional materials and case
Support in-store four pack and case displays.
promotions with added value displays
Vin Bin program educational insert and
such as gift with purchase.
value add.
Encourage all staff to become certified
Train their Sommelier Educator to
through the Wines of British Columbia
facilitate Wines of British Columbia
Ambassador Program.
Ambassador Programs for all staff and
Support and promote e-commerce to implement educational material into
programing. consumer programs.
LRS: Support and promote e-commerce BC
VQA programs.
Provide access to WGBC marketing
materials through an online industry Sobeys/Safeway:
toolbox.
Create an in-store promotion to
Promote growth in the BC wine category elevate the BC wine category in all
through new listings, features, displays stores throughout Alberta and BC with
and tastings (when safe and COVID-19 potential growth into Saskatchewan.
compliant) including the new retail Pour
Develop a small-lot boutique program
More BC program (in development).
for destination stores.
Provide incentives for store participation
Encourage key staff to become certified
in the above activities. For example, store
through the Wines of British Columbia
listing on Wines of BC Explorer app, prize
Ambassador Program.
for most creative in-store display.
Create a small-lot boutique program
to increase BC VQA wine listings and
specialty promotions.
Encourage staff to become certified
through the Wines of British Columbia
Ambassador Program.
26 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 27APPENDIX APPENDIX
WGBC BOARD ADVOCACY AND MEMBERSHIP COMMITTEE PRIORITY MATRIX PRICE BAND MARKET SHARE OVER $20 - CALENDAR YEAR COMPARISON
WINES OF BRITISH COLUMBIA PRIORITY MATRIX 2020 ALL CHANNELS 2019 ALL CHANNELS 2018 ALL CHANNELS 2017 ALL CHANNELS
MINISTRY SOLICITOR MINISTRY WINE Price Brands All Wine % All BC VQA % All Wine % All BC VQA % All Wine % All BC VQA % All Wine % All BC VQA %
FINANCE GENERAL MINISTRY MINISTRY ECONOMIC BTAP GROWERS
(BC LDB/LS) (LCRB) AGRICULTURE TOURISM RECOVERY CANADA $20 - $24.99 12.61% 19.47% 12.21% 18.07% 10.60% 17.16% 11.88% 17.27%
$25 - $29.99 6.45% 9.59% 7.05% 8.59% 7.19% 8.38% 10.07% 7.46%
Able to sell to hospitality above wholesale price
$30 - $34.99 10.73% 4.57% 7.91% 3.69% 8.14% 3.67% 12.37% 3.74%
Safeguarding of current industry support programs $35 - $39.99 3.73% 3.41% 3.53% 4.18% 3.17% 3.43% 3.83% 2.52%
ACTION
(e.g., direct delivery, QEP, etc.)
$40 - $49.99 2.81% 3.47% 2.47% 3.08% 2.28% 3.31% 2.34% 3.06%
Increased shelf-space, promotion, and floor price in
BCLS $50 - $59.99 1.77% 2.25% 1.73% 2.40% 1.52% 1.77% 1.12% 1.83%
$60 - $69.99 1.55% 1.25% 1.39% 0.89% 1.59% 0.99% 0.68% 1.01%
Modernize BC winery manufacturing license
$70 - $74.99 0.21% 0.19% 0.49% 0.19% 0.33% 0.04% 0.13% 0.05%
Recognition and support of wine industry’s $75 - $79.99 0.33% 0.40% 0.35% 0.40% 0.24% 0.37% 0.23% 0.43%
contribution by BC Ministry of Finance
$80 - $99.99 0.81% 0.29% 0.88% 0.44% 0.86% 0.45% 0.44% 0.71%
BCLDB and BCLS are active promoters of the
$100 + 3.94% 1.20% 4.93% 1.61% 4.44% 0.75% 3.12% 0.82%
ENABLE
BC wine industry (e.g., mandate letter(s))
Gov’t supports of increased and new % >$20 44.94% 46.09% 42.94% 43.54% 40.36% 40.32% 46.21% 38.90%
direct-to-consumer channels (e.g., winery off-site
tasting rooms) YOY Change 2.00% 2.55% 2.58% 3.22% -5.85% 1.42%
Implementation of Appellation Task Force
Recommendations (e.g., mandatory registration)
MONITOR ACTIVELY
Interprovincial direct-to-consumer sales
WGBC is recognized as the united voice of the
wine industry
Political recognition of WGBC and members as
integral to agriculture industry
Increased Buy BC and IAF funding
HOLD
Recognition and support of WGBC leadership in
agri-tourism
Improved Agriculture Land Commission policies
Decision Maker/Enabler Influencer Stakeholder Interested Party
28 WINE GROWERS BRITISH COLUMBIA ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2022 29WINE GROWERS BRITISH COLUMBIA WineBC.com facebook.com/winebcdotcom @WineBCdotcom @WineBCdotcom british-columbia-wine-institute Wines of British Columbia Tel 250.762.9744 Fax 250.762.9788 Toll-Free 1.800.661.2294 Suite 470 - 1726 Dolphin Avenue Kelowna, British Columbia V1Y 9R9
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