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For the latest in Direct-to-Consumer sales.  Featuring posts on compliance, direct sales tips and trends in the wine industry.

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Erica Valentine
 
June 28, 2012 | Erica Valentine

Wine Ecommerce –3 Reality Checks: It is NOT a field of dreams people!

Before you build your shopping cart, you need to create your customer acquisition strategy. The best web shopping carts in the world won’t generate sales unless customers are compelled to use them.

It never ceases to amaze me that this subject continues to be a huge blind spot for the wine industry. Now that there is tangible evidence that DIRECT WINE SALES ARE GROWING , the allure as well as the reality of selling directly to consumers through tasting rooms and websites is even more compelling, while selling wine through distributors is getting harder and more expensive each year.

Wine purchases in your tasting room or via your website “will (NOT) come if you build it”, the premise of the fanciful movie ‘Field of Dreams’ . Business success depends upon a strategy and a plan with measurable tasks and timelines built around authentic and compelling selling propositions.  What does this mean?  A successful DTC sales plan defines your sales goals and your customer acquisition strategies. Time for the Reality Check:  Who are and where do you find your customers?  How many people are in your database?  Is your database being kept up to date?  How are you building it with goals for each day, week, month and year?   What is your existing or planned conversion rate online and in your tasting room?

Reality Check 1:  Ecommerce sales conversion rates around 1% and 2% are fairly common.

For every 1,000 visitors to your website, this equates to only 10 to 20 sales! Of course a targeted email campaign  to pre-qualified people that know and love your wine should be a much higher rate, but you hopefully get the point.  Here is an excellent blog on conversionxl.com on best practices for improving ecommerce sales and conversion rates.  Vin65 is a leading ecommerce platform for the wine industry that is also improving rates for winery sites via their mobile, ipad and Facebook apps.

Reality Check 2: Most wineries do not have a ‘customer acquisition plan’.

Think of it this way, if you produce 1,000 cases and plan to sell 500 to restaurants, you need 1,000 restaurants on your hit list assuming an aggressive 50% sales success rate.  How many consumers do you need walking through your doors or being driven to your website to sell 500 cases (6,000 bottles)?  A reasonable number would be 5,000 consumers at launch to market to, but where and how do you get them?  A good white paper about targeting luxury consumers is found here on iprospect.com

Reality Check 3: You should always be engaging with prospective and existing customers.

Once you are launched and getting people in your doors and visiting online, you should continue to recruit new, engage with and retain existing customers to maintain sales momentum.  Your sales and frequency will improve with a compelling story and sales strategy that is mapped out over the year around release schedules and events.  Strategic partners such as publications, associations, the media and other portals to consumers are key to meeting new and staying in touch with existing customers.  Bloggers can be powerful sources of referral, well beyond this great list of wine bloggers mentioned by VinTank.

Wishing you ever increasing acquisitions and conversions! 

Matthew Mann
 
June 19, 2012 | Matthew Mann

Is Privatization Coming to a State Near You?

There's been a lot of buzz in the alcoholic beverage industry this year about privatization; the movement of the sale and distribution of wine, beer and distilled spirits, in varying combinations, from the ownership of the state government to the hands of private enterprise.  The buzz started last November when Washington state voters passed an initiative to privatize the state's monopoly on the sale of spirits through state-owned stores to private ownership.  It effectively removed the last vestiges of the state’s participation in the sale and distribution of spirits, although state ownership or not, alcohol will continue to be a heavily regulated, and taxed, product in the Evergreen state.

Complete or Partial Control
With the transition of Washington state, there are currently 18 states exercising some form of state "control".  As is the entire system of alcohol distribution in this country, these "control" states are a product of the 21st Amendment, wherein the state regulatory agency is an active participant in the wholesale and/or retail tiers for the sale and distribution of alcohol.  The degree of control can vary from total control over both tiers and all classes of alcohol to partial control over a single tier or select classes.

States such as Pennsylvania, New Hampshire, and Utah are examples of states exercising complete control of distribution of all forms of alcohol.  Oregon, Virginia, and Idaho are just a few of the states exercising partial control, controlling only certain classes of alcohol such as spirits, or only certain segments of the market such as retail sales.

The “Control” Conversation
Regardless of the amount of control exercised, the results of the Washington election caused significant conversation in many of the control states about the future of state control:

  • Is it an appropriate exercise of state power in a capitalist society,
  • Would privatizing the system benefit the state and the public, and
  • Revenue, tax and public health implications.

Champions of the Washington initiative, including private distributors and retailers, argue it will bring more variety, accessibility, and ultimately, lower prices through competition and market efficiencies.  Proponents in Pennsylvania and other states will likely make similar arguments.  In the past six months Pennsylvania, one of the largest consumption states as well as one of the most tightly controlled, has been debating a bill for the privatization of their system.  This follows long-held complaints about state inefficiency and disregard for the demands of the buying public.  Furthermore, attempts by the state to modernize and make the system more responsive have shown only mixed success.  The governor supports the privatization effort but the prospects for passage remain uncertain, as powerful opponents of privatization work to stymie the bill.

Opponents in Pennsylvania express the belief the state is the best vehicle to control distribution for public health and revenue reasons by combating alcohol abuse, preventing access by minors and profit from state sales.  They point out the state derives substantial revenue from the sale of alcohol and are concerned about its loss in tight budgetary times (the state website cites revenue of over $1.9 billion in FY 2010-11).  Finally, they are worried about the loss of thousands of state worker's jobs, pushed no doubt by the state employees groups seeking to protect their ranks.  The arguments were similar in Washington and probably will be heard in most control states debating the issue.

What will be the result of this conversation about privatization?
Time will tell as the competitive nature of market dynamics takes place over the next few years.  As with any private industry, some areas will benefit and others will not.  Variety can be squeezed by supplier's market clout, accessibility will in large part be determined by location, with high population-density having greater access, while low population areas could be left without access at all if no private company chooses to service the area.  Prices, well, they can be driven by supply and demand, but also by taxes, which remains under the control of the state.  As part of the privatization push, Washington state taxes and surtaxes amount to about 30% of the price, so don't expect prices to come down soon.

Privatization is the current buzz, but it seems unlikely to me that it will sweep the nation.  Alcohol control is an emotionally-charged, highly localized issue that defies national trends.  Still, it is a conversation that needs to take place.  A system not predicated on a dynamic market is subject to becoming stale, entrenched and moribund.  Many of the current complaints about state control claim the system is locked in the past, non-responsive to cultural and technological changes that have transformed the country since the end of Prohibition.  Whether the choice is to privatize or continue state control, the conversation forces the state to re-examine its practices, and respond to the needs of the consumer or face diminishing support from its constituency.  It's hard to see the downside in that.

Time Posted: Jun 19, 2012 at 7:56 AM
WineDirect Admin
 
June 7, 2012 | WineDirect Admin

The Smart Winery’s Reaction to the Grape Shortage

The U.S. wine industry is abuzz about the impending grape shortage. What should a smart winery do? Simple microeconomics says that if demand is higher than supply, price goes up. Clearly the price for bulk grapes is going up, raising cost of goods sold for wineries that don’t have captive supply – i.e. their own vineyards. But, should a winery pass on that entire increase?

Savvy wineries have spent years and significant dollars building their brands and targeting specific consumers at specific price points. The question is, if a winery simply raises their per bottle price in reaction to the grape shortage, will it stick or will they simply price themselves out of the consumer markets they have worked so hard to target?

There is a better strategy. Every good investor has a target asset allocation. Investors allocate their investments between stocks and bonds, high yield and low risk, international and domestic, etc. Similarly, any winery that sells through multiple channels should have a channel allocation strategy. Wineries can have specific target allocations of their production to traditional retail, restaurants, on premise sales, DTC, etc. To avoid alienating their end consumers, rather than raising price, wineries can shift their channel allocation towards higher margin channels. Specifically, wineries can shift share away from retail and toward DTC.

I don’t mean to over-simplify things. A shift away from traditional retail distribution to DTC is not an easy undertaking. And it doesn’t come free. DTC requires new ways of thinking, different marketing, different partners, and of course a great fulfillment partner. WARNING…shameless plug…WineDirect clearly should be your fulfillment partner. To learn more about DTC, I strongly suggest the WISE Academy.  With the right education and the right partners, a move towards DTC can be very rewarding.

Done right, a winery that shifts their channel allocation towards DTC can strengthen its ties to its consumers, enhance its brands, and increase its margins.  A real win, win, win.

Time Posted: Jun 7, 2012 at 7:00 AM
Joe Waechter
 
June 1, 2012 | Joe Waechter

Welcome Vin65 to the WineDirect Family!

This is truly an exciting day for us.  As you probably know, a couple of years ago we made the announcement that we had licensed the Vin65 platform.  For the past two years Vin65 has hosted the websites and wine clubs of all of our eCommerce customers.  Today, I’m happy to share the news that we purchased Vin65. 

With this exciting announcement, I thought I’d put together a quick blog post to share some thoughts on our motivations behind this deal and what the future holds for WineDirect and for our customers.

Our focus is on all things Direct-to-Consumer

Our goal at WineDirect is to be the “go to” company for anyone interested in selling wine directly to their customers.  We can’t handle every aspect, of course.  But what we can do is focus on making life easier for wineries and enabling them to scale their direct sales channels. 

Covering the Basics

First things first, our job is to provide peace of mind for anyone partnering with us for telesales, shipping and logistics, or for eCommerce.  What we do, we need to do well.

  • For our telesales team, that means handling the customer relationship with utmost care and finding new and creative ways to build customer loyalty.
  • For our logistics team, it means being attentive and responsive to the needs of our customers and living by our motto of delivering efficiency, convenience, accuracy and value. 
  • And finally, for our eCommerce team, it means providing a platform that helps wineries sell more through digital channels (Internet, mobile, and social.)

In terms of eCommerce platforms for the wine industry, we happen to think that Vin65 is the cream of the crop.  More importantly, I’m inspired by their vision.  They’re hungry for knowledge and as a result, the platform keeps getting better and better.

What’s in store for the future?

In my view, success in the wine industry (and in particular the direct sales channel) hinges on our ability to adapt quickly to change.  Change is happening at a record pace in the regulatory landscape, the world of technology, and in the way we communicate (i.e. social media) and that pace is not likely to slow anytime soon. 

In terms of what’s in store, I see the following:

  • New features and better visibility:  We’re bringing two very talented teams together, so stay tuned.  The possibilities are numerous, but one of our primary goals is to provide unparalleled visibility into the direct sales channel. 
  • Additional opportunities and new avenues for selling your wines:  The importance of third party marketers is clear.  They offer wineries a new avenue for customer acquisition and a level of transparency that has always been lacking in the traditional three tier system.  Because of the October ’11 advisory that was issued by the ABC, we now have a clear roadmap for working with third parties.   I look forward to more and more opportunities opening up over the next 12 to 24 months. 

It’s been an exciting year for our industry and for our company.  We’re looking forward to working with the Vin65 team and to building a great platform for direct sales together.