By asking you get to Rome

From a technical point of view, a good wine is one that meets the parameters established by law or quality standards, and that lacks other types of defects.

It will be the winemaker who sets the quality standard for a winery’s production and guarantees it year after year. However, the standards evolve and give way to new oenological practices, the incorporation of new varieties or different blending percentages. In that sense, a good wine today is not the same as a good wine yesterday nor will it be the same as a good wine tomorrow.

From the market point of view, a wine is good when it has an optimal relationship between perceived quality and purchase price. Now, consumer criteria are constantly evolving, because they are learning at the same speed with which the market develops. Furthermore, this consumer criterion is strongly stimulated by a social factor: opinion.

The value of wine is not something stable, therefore, it requires continuous updating and only serious wine marketing work will generate the necessary perception of value on the part of the consumer.

1. The first challenge is that of professionalization, since each member of the winery team must contribute decisively to the commercial plan and, to do so, they need specific training.
2. The second challenge is the search for excellence, which guarantees quality rates higher than those of the competition. Seeking excellence will imply having experienced it, knowing it thoroughly. Excellence is the best vaccine against conformism (very Spanish) and it only scares those who conform.
3. The third challenge is the constant redefinition of the value of wine. Each process, each context, each story adds a peculiar and essential value to the wine. The winery must perceive that value and must contribute to discovering and adding new value every day. In this task, wine marketing will be decisive.
4. The fourth challenge is communication understood as a search for knowledge and not as a search for artificial recognition. The winery has to search, it has to find, it has to create a credible and honest discourse, capable of being synthesized for different channels. You must also find a way to access local prescribers.
5. The fifth challenge is autonomy, achieving atomized and sustained growth that does not make wineries dependent on certain clients and operations. The pandemic has brought to light this common weakness of the sector. The search for autonomy will mean creating a commercial map with geographical dimension and channel stratification.
6. The sixth and final challenge will be commercial consolidation, ensuring that the financial situation does not affect the quality of the product and marketing.

Facing the challenges of your winery is facing the challenges of the sector. Only through our reflection, our experience and our vision will we be able to turn these challenges into opportunities and markets.

The extraordinary quality of your wine does not place it – by itself or automatically – in the market range that it surely deserves. Reaching that level requires strategic planning and specialized help.

The success of my wine proposal may depend on identifying unexplored markets and understanding consumer preferences in little-known geographic areas. Analyzing trends, seeking strategic alliances and using marketing strategies focused on new customer segments requires specialized work.