In
new wine growing regions, particularly those whose growing season does not
support traditional vinifera varietals, isolating a grape that grows well and
produces excellent wine is frequently a matter of trial and error.
Over
time a convergence occurs between winegrowers and winemakers and the
realization that a certain grape produces high quality wines. In traditional and historical wine growing
regions around the world, places like France and Italy, hundreds of years (and
in some cases thousands of years) have elapsed and with it vast experience and
knowledge have emerged.
Through
practice and persistence wine makers in central France, because of
landownership circumstance, geographic and climatic position, learned Pinot
Noir made extraordinary wine. Time not
science; chance not marketing; and ultimately governmental regulation guided
Burgundy to its preeminence.
Millennia
of experience boosted the American wine industry as it began its ascent in the
later days of the 19th century in California.
Borrowing the knowledge and experience of their European winemaking
brethren the American wine industry from a historic perspective sprung up
overnight.
In
the last hundred years scientific advances from dedicated enological and
viticultural research academies have brought about a renaissance in wine
growing and making. These benefits were
not available to the French early on but are readily available to new wine
growing areas today. Wine regions no
longer need to wait a thousand years or even a hundred years to craft great
wines – the knowledge is available today!
What is needed today is the
intention to build regional wine identities.
The Brand Game. Think
of wines from California and what comes to mind? Even non-wine drinkers could probably name
Cabernet Sauvignon and Chardonnay. Moreover, there is a certain mental picture
that develops, an image, a feeling associated with California wines. Now think
of wines from Iowa, Texas, Michigan, Virginia and Ohio – what wines come to
mind?
According
to Marty Neumier, who writes in “TheBrand Gap: How to bridge the distance between business strategy and design,
a “brand isn’t what you say it is. It is
what they say it is.” He suggests we ask ourselves (and in this case think
about your states’ wine brand) three questions: 1) Who are you? 2) What do you
do? 3) Why does it matter? Neumier
posits unless you have convincing answers to each of these questions you don’t
have a brand.
Strong Leadership. In
my past professional life as a wine industry professional, I was fortunate to
interact with many state associations whose mission is geared to support their
members. It quickly became apparent
which organizations understand the big picture, of marketing, building brand
loyalty and establishing a cohesive wine industry framework for their
affiliates.
Leadership – A single person who acts on behalf of the state wine industry association. The vocal advocate of the association and face of the state wine industry.
a. Respected
– the effective leader needs to be a respected member.
b. Vision
- leader needs vision and persistence
c. Marketing
– excellent marketing skills are necessary
a. Website
– frequently updated, easy to use, lists of wineries/vineyards with current
contact information; events page.
b. Facebook
page – to communicate with supporters and promote events
c. Twitter
page – to maintain communication with supporters
Establishing a Signature Grape as
Part of a Regional Wine Identity
“It’s
too soon to identify a signature grape for our state” is a comment I frequently
hear. However, the same thing could be
said about Indiana or Missouri and yet they have a very successful signature
grape program. Check out these websites:
To
me it is going to take someone in a leadership role to begin this conversation
and if I know human psychology it will be another few decades before anyone is comfortable talking about, let alone
naming a signature grape for your state.
The honest truth is we’re uncomfortable with change and establishing a
signature grape for our state represents change.
The
argument that we don’t know enough about the grapes yet is partially true.
However, beginning a conversation about the possibility of identifying a signature
grape will be, in my mind, a turning point for each state. Once we can begin to
narrow down on the best of the best we’ll (all of us) begin to do a better job
with the particular cultivar.
Getting over our Grape ADD. Ultimately it is as
much about marketing as it is identifying a couple good grapes we begin to
focus on. And I think it should be presented as a marketing strategy to begin
to build brand identity outside of our particular state. That identification
does not limit anyone’s ability to grow whatever grapes they want it is just
the beginning of a long-term marketing strategy and with it a commitment to
making great wines from a couple good grapes.
Taking
this notion of a signature grape to building a regional identity would allow
adjacent states to work together to seek grant monies for a regional campaign. Imagine
regional marketing campaign along a shared Interstate (e.g., I-80, I-70, I-40,
etc.). Perhaps a billboard campaign touting the greatness of obscure grapes
like La Crescent or Frontenac or Traminette or Chambourcin!
Final
Thoughts: As wine industry professionals
we’ve got a lot going on just with our own operations. Taking time to consider long-term
implications, strategies to build a regional wine identity and strengthening
our infrastructure will take dedicated effort.
Modeling our state organizations after successful wine industry
associations is a great starting point!
