|
PLAN
Outline Wine Vision*New
Diagram
2001 Organizational Chart
OUTLINE
OF STRATEGIC PLANNING PROCESS
1)
Introduction
We started this process with the premise that an industry wide plan covering
the next two decades and reflecting a coordinated approach toward developing
a more competitive U.S. wine business was necessary, even critical, because
of sweeping changes already occurring in the worldwide business of wine,
in part because of changes in consumer consumption patterns as well as
the global boom in vineyard plantings over the last decade. We saw that
these changes included consolidation at all levels of production, distribution
and retailing; the internationalization of what had been disparate local
and regional wine industries; new technology such as the Internet that
was revolutionizing the once distant link between producer and consumer;
and increasingly more complex consumers, who now span three generations
of drinking-age adults with remarkably diverse demographics.
From the original call to action in March 1998, the WineVision planning
process sought involvement from a broad spectrum of the American wine
industry. Association staffs and industry representatives helped collect
preliminary data, participated in a two-day Napa retreat, and are involved
with the work/study groups developing the plan. Telephone and mail surveys
were used by to collect wider vintner and grower input.
In the near future, the WineVision planning progress will be updated and
presented at industry meetings around the country to build national support
and participation for the process.
2) Beginning
We launched a series of brainstorming sessions with dozens of key industry
decision makers that:
a) assessed the strengths and weaknesses of the U.S. wine industry, and,
b) began exploring objectives and strategies that would make us more competitive
in the future.
3) Assistance
The process has been funded through voluntary contributions of more than
60 winemakers and winegrowers from all levels of the U.S. wine industry.
The San Diego, Calif., strategic planning firm of Nuffer, Smith, Tucker
was hired to guide the industry through an 18-month planning process that
should culminate with the first stages of plan implementation in June
of 2000. From the beginning, we have reiterated our intention that
the WineVision strategic planning process would not create a new organization,
but would provide a forum for industry wide coordination and unity on
strategies of common interest that can be implemented by existing organizations
and industry leaders.
4) The
Vision
Leaders from all industry segments this summer reached agreement on three
goals of a vision statement that sets over-arching objectives to strive
for over the next 20 years:
·
To make wine an integral part of the American culture
· To be the preeminent supplier to the global market
· To be a leader in sustainable practices
A quasi-fourth
plank, which was seen as forming a base for the above three, also has
emerged in the months following creation of this vision for the future,
namely:
· To enhance industry wide communication, coordination and marketplace
information.
5) Critical
Factors to Success
Critical factors for success were developed at a June retreat of 60 wine
industry representatives. These factors were identified as,
1) creating an image of U.S. wine that will enhance consumer demand;
2) facilitating industry wide coordinated legal and political strategies
to address resurgent anti-alcohol sentiment;
3) enhancing the distribution system;
4) eliminating global and domestic trade barriers;
5) maximizing relationships with stakeholders and public officials at
all levels of government;
6) developing the best sustainable environmental practices;
7) funding and supporting coordinated research and market databases; and,
8) enhancing the industry talent pool.
6) Champions
The Planning Team Champions in their four strategic areas and their industry
affiliations are:
· American Culture-Alan Dreeben (Block Distributing), Jon
Moramarco (Allied-Domecq Wines USA) and Jerry Lohr (J. Lohr Winery).
· Global Marketplace-Paul Dolan (Brown-Forman Fetzer Vineyards),
Herb Schmidt (Robert Mondavi Corp.) and Doug Walker (Beringer Wine Estates).
· Sustainability-Andrew Beckstoffer (Beckstoffer Vineyards),
Brad Alderson (Robert Mondavi-Woodbridge) and Randall Lange (Lange Twin
Vineyards).
· Communication/Coordination/Marketplace Information-David
Freed (Wine Industry Financial Symposium, UCC Vineyards), Karen Ross (California
Association of Winegrape Growers) and Richard Cartiere (Wine Market Report).
7) The
Next Steps
The next stage is to communicate newly developed strategy options to the
industry at large and work with trade organizations and individuals on
implementation tactics. We also will be setting up a system to monitor
progress and make adjustments to the various strategies and objectives
to match changing realities. Later this year and early next year, we will
be working to refine the prospective roles and commitments of both key
individuals and wine trade associations.
8) Your
Participation
We had had involvement from all the major trade organizations and from
a pool of more than 400 individuals who expressed an interest in contributing
time and effort to completing and implementing this plan.
It is not too late for you to participate. In fact, we are still in the
beginning stages of what we hope will be a better coordinated, unified
and strategically placed U.S. wine business, but it will need an even
greater level of participation from all of you to come to fruition.
The WineVision
Steering Committee consists of:
Paul Dolan
Fetzer Vineyards, Hopland 707-744-7600
David Freed UCC Vineyards Group, Napa 707-252-9200
Jerry Lohr J. Lohr Winery, San Jose 408-288-5057
Bill Turrentine Turrentine Wine Brokerage., San Anselmo 415-454-4546
|
