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Matthew Mann
 
June 30, 2008 | Matthew Mann

A REthink Compliance Mid-Year Compliance Update

About this time of year I like to raise my head up out of the detail of direct shipping compliance and survey the landscape. At the beginning of the year I anticipated many developments would occur to further brighten the future of direct shipment of wine within the United States. Some developments happened, others did not. Overall its been a positive first half of 2008.

Illinois, and soon Wisconsin, joined the ranks of permit states. Georgia eased restrictions on permits and increased the customer aggregate volume to 12 cases per year. Attempts to end reciprocity in both New Mexico and Iowa failed. A restrictive bill in Florida failed as well. Its easy to argue that lack of legislative action can be a good thing when you are looking at a bad law. The net result is that Florida remains open to direct shipping until the legislature comes up with a solution. Since it has one of the highest per capita wine consumption rates, keeping Florida open for direct shipping is definitely a plus.

In the courts, the highly anticipated Costco decision was handed down by the 9th Circuit Court of Appeals, overturning the district court’s decision that Washington state’s regulatory powers were invalid under federal anti-trust laws. In Texas, the Siesta Village Market decision set an interesting precedent when the federal district court opened direct shipment of wine to consumers by out-of-state retailers. While the decision included an extremely limiting restriction that the retailer must purchase the wine from a Texas wholesaler, the important aspect is that the Granholm rationale applies to retailers. This decision will no doubt be used as ammunition in attempts to open other states to retailer direct shipments to consumers. Finally, an ongoing case is the Family Winemakers suit in Massachusetts to remove the 30,000 gallon production cap for wineries seeking a permit to ship to Massachusetts consumers. A motion for summary judgment was recently filed by FWC so a decision could come soon.

Here is a list of developments in key states since the beginning of the year:

Florida: Open to direct shipping due to a 2005 court injunction on FL authorities from enforcing exisiting statutes. The legislature has continued to fail to pass a new direct shipping statute in 2008 and the DPBR did not promulgate new regulations. As a result, FL remains a legal state for winery shipments.

Illinois: As of June 1, 2008 dropped reciprocity and joined the ranks of permit states. Wineries can ship up to 12 cases of wine per year to Illinois consumers. The cost of the permit is $150 for wineries producing less than 150,000 gallons annually. It also permits direct distribution rights for wineries producing less than 25,000 gallons per year.

Washington: Beginning July 1, 2008, requires “destination-based” payment of sales tax, meaning the local tax must be paid based on where the wine is shipped to rather than where the shipment originated. While this will not impact non-Washington wineries who must already pay the tax on a destination basis, it will affect Washington wineries shipping to Washington consumers.

Ohio: Effective July 1, 2008, raised the production cap for wineries eligible for a Direct Shipper License from 150,000 gallons to 250,000.

Oregon: Reciprocity repealed effective 1/1/2008. Permit required for wineries and retailers allowing shipment of up to 2 cases per month per consumer. The permit costs $50 and a $1,000 bond is required. A separate permit also creates a direct distribution right for wineries to Oregon retailers with endorsements from the OLCC.

Wisconsin: Effective October 1, 2008, Wisconsin will drop reciprocity and join the list of permit states. The permit fee is $100 and allows the permitted winery to ship up to 108 liters to a Wisconsin consumer per year. Sales and excise tax reports and payments must be filed quarterly.

Iowa: No significant regulatory changes in 2008. Attempts to drop reciprocity in favor of a permit system failed in the legislature.

New Mexico: No significant regulatory changes in 2008. Attempts to drop reciprocity in favor of a permit system failed in the legislature.

Arizona: No significant regulatory changes in 2008 however an administrative interpretation that a visitor to a winery may pre-order up to volume limit of 2 cases annually, including wine club membership. Still, a new visit is required each year.

Georgia: Effective July 1, 2008, Georgia has changed some key elements of the rules for direct shipments. A direct shipper applicant may have a relationship with a Georgia distributor. Also, the per person customer aggregate volume limit has been increased to 12 cases per year. A permit holder must now collect and remit GA sales tax, excise tax and comply with reporting requirements.

While this is not an exhaustive list, it provides a look a changes in key states in a constantly changing landscape. Part of my job is to monitor those changes to ensure that the REthink Compliance web tool is always up to date. You can find all of the state shipping laws at www.rethinkcompliance.com. When the rules change, REthink Compliance is your key resource to view those changes to help you stay compliant.


 

WineDirect Admin
 
June 26, 2008 | WineDirect Admin

View from the other side of the bar

Recently, some friends and I went wine tasting here in Napa Valley.

Our first stop was Rutherford Hill Winery where one in our group was a club member. A pick up party was in progress for club members and we were given the VIP treatment. We had our own section in the front patio, several staff members to chat with and pour and a terrific snack spread. The Cabernets are always wonderful here and the new realease Syrah was terrific! We spent quite some time there and several extra bottles of wine were purchased–a direct result of the special treatment we felt we’d recieved. I mentioned this to the club manager and she confirmed that pick up parties for club members were very successful compared to having club members stop by when they could.

Next was Baldacci where an appointment is requested. Luckily, they had time for us that day and shared some wonderful Pinot’s. We took our time, savored every sip and were rewarded with one on one time with the staff here once the tasting room cleared out. Stories were told and recommendations for other wineries were shared by the staff members (big score in our books!). Again, more wine was purchased, partly because it’s so good and partly because of the friendly out-going staff that made us all feel special.

My point? Throw a pick up party for your wine club members. Make sure your staff is friendly and spends time with your customers. My other point? Go wine tasting. Meet the winery staff. Take your time and enjoy yourselves. Ask questions. Ask for recommendations. Winery staff members have a wealth of knowledge and the willingness to share–take the time to find out what they know. Your wine tasting experience will be hugely enhanced by doing so.

 

Cheers,

Jennifer

WineDirect Admin
 
June 24, 2008 | WineDirect Admin

60 Days to Plan and Execute

Over the past 4 months I have spoken with many wineries that are “thinking about” dedicating more time and resources to support their ecommerce channel. After all, a website for many wineries today is nothing more than an online sales brochure. They see that nearly all of the reports support the fact that the Ecommerce is the fastest growing channel and most importantly, levels the playing field for the smaller wineries. But when is a good time to revamp a website to make it worthy of facilitating ecommerce? Well, I can certainly tell you that waiting until after harvest is too late.

More often than not, what prevents wineries from fulfilling the most important phase of sales and marketing - planning - are activities relating to production (i.e. bottling, harvest). Is it more important to focus on producing wine than selling it? Shouldn’t they have equal balance within your business? Also, with the current state of the economy (gas prices, drop in disposable income, etc.) many consumers are choosing to pay FedEx and UPS to ship their wine rather than make the annual drive to wine country. Historically, most planning activity comes to a complete halt in the summertime in order to align resources to focus on the tasting room customers. This year, I suggest carving out some of that time and energy to support those customers that may not be ale to visit…and in doing so you will provide a great destination for those who have the opportunity to visit and want to stay connected.

So what non-production related event can the sales and marketing folks rally around to generate a sense of urgency for the Direct Sales channel? It’s called the ‘Fall Release’. It might not sound quite as fancy as harvest or crush, but it certainly has dollar signs associated with it for those wineries who only release wine twice a year. Following the ‘Fall Release’, of course, is the holiday season (O-N-D) and if you don’t have your plans in place 60 days prior, there is a good chance those plans will never come to fruition (no pun intended).

WineDirect Admin
 
June 23, 2008 | WineDirect Admin

The Basics of Selling Direct to Trade - Part I

Your trade database is the most critical element of a successful Direct-to-Trade program. Your first step should be to consolidate every trade account (hotel, restaurant, specialty wine shop, etc.) that you have touched, or that you want to touch, into one database. Be sure to include names, emails, phone numbers, type of account (on- or off-premise), and any relevant information (steakhouse vs. seafood). The more information that you include on each account, the easier it will be to segment your list for future marketing efforts.

A few basic sources for building your list:

  • Business cards from tasting events
  • Email inquiries from the trade generated by your website
  • Favorite local restaurants that have purchased in the past
  • List of trade attendees at various wine maker dinners

Your second step should be to distinguish between unqualified leads, warm contacts, and current or former customers. This information will help you segment your list for direct marketing efforts. In addition, be sure to differentiate between restaurants and retailers as the value proposition of direct to trade is slightly different.

Your third step should be to associate order history with customers in order to narrow-cast and present specific offers (i.e. new release of Merlot to those who purchased last vintage). Wine brokers and wholesalers’ biggest strengths live in their ‘rolodex’ and relationships – it is what allows them to deliver demand to meet the supply of producers. You can create and connect with that demand yourself, this is why your trade database should be your single greatest asset (aside from your wine), if leveraged appropriately.

More on leveraging it appropriately in Part II.

Cheers,
 

WineDirect Admin
 
June 20, 2008 | WineDirect Admin

The Results are In!

Inertia’s 5th Annual Direct Symposium will take place on July 11th, from 9-3:30pm at COPIA in Napa. This year, we’ve expanded our agenda to include interactive sessions on topics chosen by attendees. Last month, we released a survey on what we were hearing from our clients and industry partners as the ‘hottest’ topics in the direct industry. Topics included:

  • Website Design
  • Website Merchandising
  • Selling Direct to Trade
  • Direct Shipping Compliance
  • Allocation Program Management
  • Wine Club Management
  • Wine Blogging
  • Online Social Networks

We asked attendees to ‘vote’ on their topics of choice for breakout sessions at our July Symposium. The results were tallied, and we have our winners…

  • Selling Direct to Trade: Access. Control. Sales.
  • Direct Shipping Compliance: A Dynamic Marketplace. Your Options.
  • Wine Blogging: Brand Building, Customer Loyalty and Sales
  • Online Social Networks: Consumer- to-Consumer, Peer-to-Peer Engagement
  • Website Design: Designing for Best User Experience & Greatest Sales
  • Website Merchandising: Sell More Online

Our Symposium agenda will allow attendees to participate in two breakout sessions of their choice: One in the morning, one in the early afternoon. During each of these sessions, panelists will lead an interactive discussion with the audience around a designated topic. Based on several workshops which we led earlier in the year, we know our clients are eager to engage and look forward to some good interaction.

Because of limited space in each of our breakout sessions, we request that attendees reserve their spot in the session of their choice as soon as possible. Signups will be taken the day of the Symposium, at check in, but to ensure you get a seat in the topic of your choice, send your request through today (along with your RSVP if you haven’t already!) to rsvp@inertiabev.com.

See you in July!
 

Sheri Hebbeln
 
June 16, 2008 | Sheri Hebbeln

Chasing the Elusive 360 degree View of the Customer

As the web has matured, this is a problem that has become evident in many industries. And I believe it is especially relevant in the wine industry. Wine marketers are increasingly finding themselves in the position of working with fragmented pieces of information from several different technology vendors in developing and executing their marketing strategies. Consumers, on the other hand, are becoming more and more accustomed to the targeted and personalized attention they receive from some of the big box retailers who have made it their mission over the past several years to understand and master the art of multi-channel marketing. And so for wineries, the issue of reconciling several separate silos of information (POS, ecommerce, and wine club) has intensified at precisely the time consumers are raising the bar in terms of heightened expectations.

As a wine marketer, there are several factors which are of vital importance to you in developing a multi-channel marketing strategy:

  • A clear understanding of your customer’s purchasing habits and wine preferences, regardless of channel
  • An understanding of customer loyalty as it relates to club membership and longevity, order history and VIP status
  • The ability to reach customers when and where they want to be reached, with information that is personal and relevant

The solution lies in your ability to capture all information regarding customer behavior in a format which is “actionable” for you as a marketer. I think Forrester Research has coined it best in explaining that the answer lies in the development of an “Online Marketing Suite”. And while the Forrester research involves primarily “interactive marketing” as it relates to a marketer’s ability to integrate the myriad of online marketing technologies available today (email, search marketing, analytics, and Web 2.0 technologies), there are two aspects of the “Online Marketing Suite” that are especially relevant for the wine industry. As Forrester explains, the “Suite” requires two core components:

  1. “The central hub – the molten core of the suite that enables marketers to manage and integrate online data.” At Inertia, our philosophy is that all customer data should be available to you in the cloud for purposes of segmentation and targeted marketing, because this is precisely where the superior tools you need in order to reach your best customers are available. In developing a customer centric marketing strategy, we believe that you need a true 360 degree view of the customer in combination with advanced list management and email marketing capabilities. And from the customer perspective, a wine club member or customer making a purchase in the tasting room should be able to visit your website, login and view tracking information and complete order history, regardless of whether purchases were made in the tasting room, online, or as part of a club shipment. This is the approach we’ve taken with respect to point-of-sale integration and it is the reason we’ve worked hard to perfect our club and allocation packages. Of course, we believe in making the data available to your tasting room personnel as well, as this is a must in delivering exemplary customer service.
  2. “The network – a thriving community of technology and service partners”. Again, I think Forrester is right on the mark here. All customers win when complimentary technology companies work in harmony, and to that end we’ve made it our mission to develop a vibrant partner ecosystem, one which we believe will significantly enhance value for our winery partners. By devoting resources to an expanded partner program, involving partners who are experts in their respective fields, we can continue to focus on our own core competencies, driving opportunity in terms of demand generation, CRM, and increased lifetime value of the customer.

We know that the ability to manage data from several different sources is a major challenge facing everyone in the industry. By partnering with companies whose business models share important synergies with our own, we hope to change all of that.

WineDirect Admin
 
June 13, 2008 | WineDirect Admin

Management Do’s and Don’ts

During uncertain economic times, management discipline becomes increasingly important. Following are a number of leadership Do’s and Don’ts quoted from Deborah Steinthal and Ellen Hunt of Scion Advisors that I think others may benefit from.

DO….

  • Drive with your eyes up: Use scenario planning to narrow the gap between your plan and the realities of execution in today’s environment.
  • Look for opportunity: You may be able to attract A-players who might not be available in a booming economy.
  • Demand top performance: Instill more financial discipline, set specific measurable goals and hold your team more accountable.
  • ID critical decisions that can result in biggest win or biggest pain. Leverage your trusted sounding board to drive a more thorough, robust problem-solving process.
  • Ramp up branding: Focus spending on where you get the most returns.
  • Increase visibility in your top markets. Offer top customers a relevant experience.
  • Prune your portfolio: Jettison unprofitable wines and lines of business.

DON’T…

  • “… be arbitrary in your decision making.” - Tom Klein, Rodney Strong
  • “… postpone critical investments essential to long term goals.” – Bruce Cakebread, Cakebread Cellars
  • “… take your key customers and supporters for granted.” - Larry Maguire, Far Niente
  • “… cut back on anything that lessens your customer experience.” – Jean Arnold, Hanzell Vineyards

I was encouraged by how many of these exercises we are currently undergoing at Inertia: emphasizing planning, goal-setting and measurements; creating leapfrog opportunities; focused decision-making; attending to how we are seen in the market; and concentrating on delivering what our clients need.

As you evaluate whether you have these “do’s” and “don’ts” in action, there are a number of ways we (or the advisors at Scion) can help – annual planning, setting key metrics, serving as a sounding board for your direct sales and marketing efforts, and strategizing for how to effectively target your best customers.

And as we plan the next releases of our products, there is a significant way that you can help us. Please continue to let us know how we can enhance the REthink Engine and REthinkCompliance.com to help you with your management goals.

WineDirect Admin
 
June 12, 2008 | WineDirect Admin

Communication Arts Design Annual Highlights Wine Packaging

Pushing five decades of excellence, Communication Arts is the preferred publication among Creatives searching for inspiration, information and award winning ideas. Every year, Communication Arts carefully selects the best of the best creative introduced throughout the passing year and presents it to the rest of the world in its single annuals. Currently, there are five individual annuals uniquely dedicated to advertising, design, illustration, photography and interactivity.

Frequenting the glossy pages of last year’s Design Annual No. 48 is the packaging of several wineries around the world. Listed below are the awarded companies.

To learn more about Communication Arts visit their website.


O’Leary Walker Wines
Visit their Website

Mark Lynch, Designer
Keith Smith, Creative Director
Damien Mackey, Production Artist
Nick Bungey, Project Manager
Perks Design Partners (Melbourne, Australia), Design Firm


White Fences Vineyard
Visit their Website

Cabell Harris, Art Director / Designer / Creative Director
Bill Westbrook, Writer
WORK Labs (Richmond, VA), Ad Agency


The Amazing Food Wine Company
Visit their Website

Peter Chun / Aline Kim, Art Directors
Connie Birdsail, Creative Director
Aline Kim, Illustrator
Kimberly Orton , Project Director
Lippincott (New York, NY) Design Firm


Miolo Wine Group
Visit their Website

Cristina Juchem / Luciane Zorzo, Designers
Luciane Zorzo, Creative Director
Zorzo Design Estratégico (Porto Alegre, Brazil), Design Firm


Jones of Washington Vineyards
Visit their Website

Dennis Clouse, Designer / Illustrator
Cyclone Design (Vashon, WA), Design Firm


Saké2me LLC
Visit their Website

Cody Dingle / Michael Osborne, Designers
Michael Osborne, Creative Director
Michael Osborne Design (San Francisco, CA), Design Firm


Southpaw Vineyard
Visit their Website

Matthew Remphrey, Designer / Creative Director / Writer
Parallax Design (Adelaide, Australia), Design Firm


Monster Vineyards
Visit their Website

Laurie Millotte, Graphic Designer
Bernie Hadley-Beauregard, Creative Director
Belle Mellor, Illustrator
Tim Brockholm, Production
Brandever (Vancouver, Canada) Design Firm
Communication Arts: Design Annual 48 November 2007. Pages 7, 13, 14, 20, 22.

 

 

WineDirect Admin
 
June 9, 2008 | WineDirect Admin

Great tasting venues

Before joining Inertia, I was roaming wine country roads; I would hit tasting rooms and meet wonderful people, hug the vines and taste wines on all ends of the spectrum. Being on the road brings you closer to the actual consumer experience and reminds you of what selling direct is all about. As I’ve been diving deeper into the virtual world of wine2.0 and the challenges of creating a wine experience online, I’d almost forgotten the joys of being in wine country and tasting and connecting.

Sure, you can taste and connect at trade tastings and such events also really make the process efficient – 300 brands in one afternoon! OK, we can all admit that with the exception of the most prolific wine writers – or avid swillers – it’s not easy to see, hear and taste all at trade tastings. They are great, much like Costco, but you might miss a little something. So is there a middle ground? Can you find a single place where you can get the wine country feel, while at the same time go through the serious work of tasting dozen of wines?

The answer of course is, Yes - it’s in the multi-brand tasting rooms. As I was on a little tour of the Napa Valley with my crew to taste some of our client’s wines, we decided to go for efficiency. We hit the following tasting spots:

Folio Winemaker’s Studio: is home to many great brands, several being Folio brands of course. The studio artfully blends different experiences and is a great wine country concept from Michael Mondavi.

Silenus Vintners: also a custom crush facility for artisan winemakers, this beautiful tasting room is home to 13 boutique wineries that you may not have heard of before, but that you will surely remember.

Cult Wine Central: as the name says, this is where you go for the big guns. As all the wines go for a certain status – the odd effect in having them altogether is one of democratization – no single wine has a pedestal here so the wines are much more approachable.

In all 3, the staff was extremely knowledgeable on all the brands presented and very friendly – everything was perfect for an afternoon of serious tasting. Thanks again!

While technically we were in multiple tasting rooms of 18 inches in width, these felt a bit like a cozy farmer’s market. They were all extremely comfortable, while each had its own distinct personality, which, consciously or unconsciously, infused the wines. As a wine guy, I believe such wine venues are great for the industry and the consumer. They allow small brands to coalesce and reach economies of scale in order to create a space for a precious and crucial moment to happen: the direct connection between a wine lover, your brand, your message and your wine.

For wineries without a tasting room or for those dreaming of getting their own – finding a spot on that multi-brand bar is a great go-between. The most effective way to create a direct relationship with customers is to meet them while they are meeting your wine in a glass. From that initial contact, a relationship must be nurtured so it may flourish into lasting sales. As we focus a lot on managing your existing customers here at Inertia – it’s great to go out and be reminded how such relationships are created in the first place.

WineDirect Admin
 
June 6, 2008 | WineDirect Admin

Embracing Change

A few years ago I worked for a company who put the senior management team through a course in Change Management.

The course was intended to teach participants about how they personally managed themselves (emotionally & professionally) through change – as well as how to identify and help others manage through change. There were 60 of us in the course, and nearly all of us managed staff of anywhere from 5 to 100+ people. While the company itself wasn’t actively implementing any major changes at the time, the course was relevant nonetheless: change is constantly happening around us and is a natural part of both personal and professional growth. For our company to continue successfully down the path we were seeking, the ability to do so in an efficient and effective manner was critical.

The course was fascinating and I’ve found myself referencing back to it on a number of occasions. Now, in my role here at Inertia, I find the skills I learned in this course to be very helpful. We are a small, young and very energetic company. By nature, we as a group tend to desire change – every day we are working hard to affect changes to our own business, our clients’ businesses, and ultimately an entire industry with very deep, traditional roots. But our ability to recognize and assist through change those we are working so hard for (our clients, partners, and the wine consumer in general), is how we will best affect the growth and end goals we seek for all.
 

THE PHASES OF ACCEPTING CHANGE
In the course, we learned that not only are there ‘phases’ to accepting and engaging in change, but that not everyone makes it through all phases – or even needs to – on their way to ultimately accepting change.

The phases are as follows:

  1. Awareness – of why the change is needed
  2. Desire – to support and participate in the change
  3. Knowledge – of how to change
  4. Ability – to implement new skills and behaviors
  5. Reinforcement – to sustain the change

Some people are more prone to desire or accept change than others, and may skip directly from the 1st phase (awareness that change is needed) to the 4th or 5th. Others, get stuck in the 1st phase, resisting the acceptance of why the change is needed at all. Regardless of how a person makes it through each of the phases, the ability for a company to efficiently grow is dependent upon the ability for all employees to help implement and re-enforce the changes necessary for growth.

I managed a staff of 20+ at the time. The deeper we got into the course, the better I understood my own style of change (I tend to hit every phase, and can move more quickly through some phases than others). More importantly, however, was the insight I gained into why certain members of my staff were either struggling through some of the individual projects they were working on, or were having more challenges than others in group project work. Suddenly, I had a much clearer picture of my entire division and where the stop gaps were on our path to reaching our goals. And, I believe I became a more effective manager because I was able to better understand my employees needs; some simply needed more information or discussion on why change was happening, others needed more guidance on how to implement the change, etc.

A couple of weeks ago, Inertia had what could be identified as major change, occur. A new CEO joined our team, and the organizational structure of the executive management team subsequently adjusted. As noted earlier, we are a company actively seeking change, and working daily to affect it. As a result, the ‘change’ brought with Ted Jansen’s arrival was anything but major. Instead, it was welcomed as the next step in our natural growth and as a way to help open doors for even more change. I’m looking forward to the continued growth of our company and to being a part of the exciting changes taking place in the wine industry today. The times they are a-changin’!