2. Executive Summary
Situational Analysis
Barone Ricasoli is the oldest winery in Italy, dating back to 1141. It is located at the Brolio
Castle which is situated between Florence and Siena in the Chianti Classico region, and is
most notable for the creation of Chianti in 1872 by Baron Bettino Ricasoli. The winery
strives to maintain the tradition of producing quality wines while using innovative sustainable
practices throughout the production process. Currently, Barone Ricasoli is producing 13
varietals, 5 special products, grappa and olive oil. Their wine is distributed to 18 regions in
Italy, 60 countries worldwide, and currently exports 80% of their total production.
Porter’s Five Forces
The Chianti Classico region of Tuscany is saturated with wineries, which lowers the threat of
new entrants. However, this high volume of wineries creates a large rivalry among existing
firms. Threat of substitutions is high in the Chianti Classico region, as well as other parts of
the world, because of the wide variety of wine, other alcoholic beverages and nonalcoholic
beverages to select from. Buyer’s have high bargaining power due to the mass availability of
other wines in the market, and supplier’s have low bargaining power with Barone Ricasoli
due to the winery’s sustainable practices and self sufficient, energy saving facilities.
SWOT
Barone Ricasoli has a collection of strengths including long lasting tradition, a variety of
services, international distribution, sustainability, and the invention of Chianti Classico.
These strengths are combatted by weaknesses such as confusion about the brand name
(Brolio vs. Barone Ricasoli), minimal PR, and lack of consistency and quality in their social
media presence. These weaknesses provide opportunities such as improvement in social
media engagement, international and domestic promotion, and capitalizing on their
sustainable practices. Threats to this winery include long standing, well recognized wineries
such as Antinori, the growing wine production industry in the U.S., harmful economic
conditions and the possibility of poor grape harvests.
Marketing Objective
This marketing plan proposes two marketing strategies and one social media strategy to
further increase brand awareness and sales. Specifically, we plan to increase overall sales by
5% from August 2015 - August 2016. Implementation is as follows
1. Participate in the Food & Wine Wine Classic in Aspen {June 2016}
2. Wine Maker’s Dinner with Barone Ricasoli {May 2016}*80% of the proceeds will go to
Action Against Hunger
3. Instagram campaign with the hashtag #EscapeWithBrolio {August ’15 - August’16} *this
campaign will occur on Wednesdays and will coincide with #WineWednesday
3. Situational Analysis
Internal Environment
The Barone Ricasoli winery dates back to 1141, making it the oldest winery in Italy and the
second oldest winery in the world. It is situated 19 kilometers northeast from Siena in Gaiole
di Chianti, and has 120 employees. The winery’s mission is to create the perfect wine using
modern viticulture and farming operations, and their production philosophy centers around
upholding the quality of its wines.
Barone Francesco Ricasoli has been the head of the winery since 1993. He has pushed the
winery into a new realm of innovative labels while continuing the supremacy of their already
well-known wines. The winery produces 13 wines including their Chianti Classico, “Castello
di Brolio,” which is the flagship of the winery. The wine retails between €14,00-€84,00, and
this price range targets consumers ages 30-80 who are entry, medium and top level
customers. Eighty percent of the winery’s production is distributed to 18 regions within Italy,
and the remainder is distributed to 60 countries around the world. Barone Ricasoli’s top
competitors are Antinori, Marchesi Mazzei and Frescobaldi. In addition to their selection of
wines, Barone Ricasoli also offers five special projects, which are exclusive, reserve wines,
and two varieties of Grappa and olive oils.
External Environment
Currently, Italy is the second largest exporter of wine, regarding both volume and value, with
exports numbering 20,540 hectoliters and 5,078 million euros. They are behind Spain, which
exported 22,560 hectoliters last year, and France, which exported 7,730 million euros last
year. The largest wine consumer in the world is the United States which makes up 13.09% of
world consumption, followed by France, Italy and Germany, making up 11.62%, 9.21% and
7.81% of world consumption respectively. In 2013 and 2014, there were poor harvests that
negatively affected the Italian wine market and caused prices of wine to increase by 7%. Italy
also suffered a dip in domestic wine consumption due to the poor economy.
In the United States, it is expected that the demand for fine wines will increase approximately
14-18% as a result of a better economy and increased disposable income. According to Dr.
4. Liz Thatch, a professor of management and wine business at Sonoma State University, the
trends from 2014 to 2015 show that the wine industry will have to compete with craft beers
and spirits. In addition, wineries will have to be innovative in their promotion in order to keep
positive growth in wine consumption. She also found that there was a 7% increase in the
demand for sparkling wine in 2014, and expects that demand to continue to increase creating
ample opportunity for new labels in that sector. Along with sparkling wines, red blends are
more popular and the high price point reds are expected to do well in 2015. Dr. Thatch has
also found that wineries should pay attention to the “Eco wine” market as 16% of consumers
are looking for these labels and there is a potential demand increase for organic, sustainable
and biodynamic wines as consumers become more environmentally conscious.
Wineries need to be aware of both domestic and international regulations. In Italy, there are
three main regulations that must be followed: Denominazione di Origine Controllata e
Garantita (DOCG), Denominazione di Origine Controllata (DOC), and Indicazione
Geografica Tipica (IGT). DOCG regulations are the strictest, and the wines made under these
specifications must be tested for geographic authenticity and quality before it can be labeled
as a DOCG. DOC regulations are slightly less strict than DOCG regulations, as the
geographic zone may be a little bigger or the rules about what kind of grapes can be used may
be more relaxed. IGT regulations were created after both DOCG and DOC regulations in
order to accommodate growers who could not meet the previous two regulations, but were
still able to produce quality wines. Barone Ricasoli currently produces 6 bottles under DOCG
regulations, 1 bottle under DOC regulations, and 6 bottles under IGT standards.
Porter’s Five Forces
Threat of new entrants is limited in the Chianti Classico region due to the highly saturated,
well established market. It is extremely difficult to enter the Chianti Classico region because
of the strong recognition most wineries uphold, as well as hundreds of years of tradition
going into the viticulture.
Threat of substitutions is high because there is a large variety of wineries not only in the
Chianti Classico region of Italy, but in other places in the world. If the consumer isn’t
5. satisfied, they have the option to choose a different wine, as well as other alcoholic or non-
alcoholic drinks.
Bargaining power of buyers is high because customers can easily choose to purchase other
wines that meet their standards. There is high availability for other Chianti Classico labels
that are positioned differently in the market that reach a different variety of customers.
Bargaining power of suppliers is low because Barone Ricasoli winery is self sufficient in
regards to the regeneration of resources, energy saving fermentation buildings and the reuse
of corks into raw materials.
Rivalry among existing firms is high due to the large amount of wineries in the Chianti region
of Italy, as well as the rest of the world. However, Barone Ricasoli also produces organic and
biodynamic wines which have fewer competitors.
Current Market Description
Products and Services
Wines: Castello di Brolio, Colledila, Casalferro, Brolio Riserva, Brolio, Rocca Guicciarda,
Chianti, Campo Ceni, Torricella, Brolio Bianco, Albia, Castello di Brolio Vin Santo, and
Granello. (*Purchasing location: Brolio Castle's wine shop)
Grappa: Grappa Riserva and Grappa Casalferro (*Purchasing location: Brolio Castle's wine
shop)
Olive oil: Classico and Monocultivar (*Purchasing location: Brolio Castle's wine shop)
Exclusive events: dinner in the historic cellars, weekend in the agriturism house, Brolio
museum (*Booking: online)
Restaurant: four or five course meal, picnic lunch (*Reservations: online)
6. Pricing
Wines……………………………………………………………………€14 - €84 ($16 - $92)
Chianti Classico-“Castello di Brolio”…………………………………………….…€11 ($12)
Guided tours (per person)…………………………………………….€28 - €140 ($31 - $153)
Culinary wine tours (per person)……………………………………€95 - €190 ($104 - $208)
Exclusive events……………………………….………………..prices available upon request
Weekend in the agriturismo house……………………….…..….prices available upon request
Place
Barone Ricasoli distributes to 18 regions within Italy, as well as 60 countries around the
world. Their wines and other products are also available at their wine shop located at the
Brolio estate. Estate tours can be booked at their wine shop or online on their website. Larger,
extravagant events are available upon request. Barone Ricasoli wines and products can be
purchased at off-premise establishments such as grocery stores and wine shops, as well as on-
premise establishments like restaurants, wine bars and nightclubs.
Promotion
Barone Ricasoli has minimal advertising, but keeps their company website up to date as it
serves as their main source of promotion for their products. They also have several social
media platforms (Twitter, Facebook, Instagram, YouTube, and TripAdvisor) where they post
content periodically. This plan proposes using a sales team and increased social awareness to
increase promotions and seek new opportunities in distribution and travel.
For the Baby Boomer generation, Barone Ricasoli has two wine clubs available.The Friends
of Ricasoli Club has no registration fee and provides members with periodic newsletters with
exclusive club advantages. Club 1141, has an annual fee of 250 euros, which gives members
prestigious privileges and reserved booking at their private agritourism house, Agresto,
located near the Brolio Castle.
7. Service Attributes & Considerations
Barone Ricasoli has five main social media platforms. They are not extremely active in
posting content to those platforms or interacting with their followers.
Marketing SWOT
Strengths
• Oldest winery in Italy
• Established brand
• Biodynamic vineyards
• Energy efficient fermentation buildings
• ETICO Project (reusable cork)
• Website user friendly
• Diverse labels, special wines, olive
oil/grappa, restaurant
• Events/conventions
• International distribution
• Wine festivals
• Positive reviews on Trip Advisor
Weaknesses
• Brand name clarity
• Lack of sales team and spokesperson
• Tour prices
• Do not produce sparkling wine
• E-commerce
• Not ranked in top 3 wineries in
Italian magazine
• Do not participate in U.S wine
festivals
• Only one U.S. Distributor
• Social media
consistency/engagement
Opportunities
• Social media engagement
• Spokesperson
• Mobile website friendly
• Updated website
• Sustainability
• Wine Festivals in the U.S.
• Increasing number of U.S. distributors
• Transportation (shuttle bus)
• Customer Service
• PR/Promotion (distribution/travel)
Threats
• Competitors (ex: Antinori)
• US wine industry (California and
Oregon specifically)
• Harmful economic conditions
• Poor grape harvests
• Global warming
• Expensive services (tours)
8. Marketing SWOT Analysis
Strengths
• Barone Ricasoli is the oldest winery in Italy giving them a strong history that is
challenging to compete with.
• The winery has created an established brand that is recognizable worldwide thanks to its
history.
• Barone Ricasoli strives to be sustainable throughout many aspects of the winemaking
process which includes maintaining the soil through biodynamic practices, using energy
efficient fermentation buildings, and teaming up with the ETICO project, which is a
recycling plant for used cork stoppers.
• Barone Ricasoli’s website is easily accessible allowing customers to look through their 13
different labels or extended product line of olive oils and grappas. Additionally, website
users can access the estate's restaurant menu, tours and events online which is another
huge draw for inquiring visitors.
• Barone Ricasoli is available through international distribution circuits which allows for a
diverse target market.
• The winery participates in international wine festivals which creates networks and new
consumers world wide.
Weakness
• Their social media platforms do not have consistency in brand name. For example, the
only Instagram account that actively posts belongs to Francesco Ricasoli, not the winery.
• The winery does not have a sales team or spokesperson who actively promotes the wines
or overall brand.
• The winery offers tours that are too expensive for the target market of Generation Y.
• The winery does not produce sparkling wine which is a fast growing sector of the wine
industry and appeals to the millennials.
• Barone Ricasoli does not provide the option for online purchases which can be troubling
to customers who do not have direct access to the winery or wine shops.
• The winery did not rank in top 3 wineries in Italy, which takes away from their
prestigious image.
9. • The winery does not participate in many wine festivals in the United States, which is a
large segment in the wine market.
• The winery currently only has one distributor in the United States located in New York.
• Barone Ricasoli lacks in presence and interaction on social media platforms which creates
a disconnect between the company and its consumers.
Opportunities
• The winery has the opportunity to take advantage of the power of social media and the
benefits of interacting with its followers. Creating a relationship with customers can aid in
public relations and improved customer service.
• Francesco Ricasoli, the head of the company and a descendant of the original family,
would be a great spokesperson for the winery. He could travel on behalf of Brolio to
reinforce relationships with current distributors and create networks with new ones.
• Having a mobile friendly website would provide an extra appeal for the younger
generations.
• Updating the website will attract more viewers by informing them about the winery's
current events.
• The winery already uses sustainable practices throughout the winemaking process, but
taking the opportunity to educate customers about these practices will differentiate the
winery immensely.
• The winery has a great opportunity to create even more exposure in the United States by
participating in the wine festivals.
• The winery has a large opportunity to increase sales in the U.S. by networking with other
distributors, specifically in Texas, Florida or California.
Threats
• Barone Ricasoli is subject to the threat of competitors all over the world. The winery is in
the same region as other old family run wineries, such as Antinori.
• The continual rise of the wine production industry in the United States, specifically
California and Oregon, has the possibility of taking over Italy's market segment.
10. • The buying power of the consumer can be significantly decreased by harmful economic
conditions, which could result in decreased wine sales.
• The risk of poor harvests and global warming heighten the chance for low quality wine,
and can result in a decrease in the amount of wine produced.
Marketing Objective
Goal: Increase overall sales by 5% from August 2015 - August 2016.
1. Public Relations efforts will be in place from August 2015-August 2016 to establish word
of mouth marketing in hopes to reach food, wine, and travel magazines. This plan aims to
receive 5 mentions by wine bloggers by August 2016. These PR efforts include
participation in wine trade shows and wine festivals.
2. Events will take place from September 2015-April 2016 to increase brand awareness and
foot traffic to the estate. One event will feature a wine maker’s dinner with Barone
Francesco Ricasoli featuring a new vintage release.
3. From August 2015 - August 2016 efforts will be made to increase social media
engagement and e-commerce. A social media calendar outlining daily social media
responsibilities and a monthly plan for social media engagement will be created. An
Instagram campaign #EscapeWithBrolio will run throughout social media platforms and
updates will be made to the company website. These implementations can be seen below
in the social media plan.
Key Issues
Barone Ricasoli must overcome several obstacles in order to become more competitive in the
domestic and international wine industries. To increase sales by 5% over the next year, the
winery will have to differentiate themselves from their top competitors, such as Antinori or
Marchesi Mazzei. Currently, the winery’s social media marketing is limited by the lack of
time allotted to their online presence. The current time allocation of 1 to 2 hours per day
provides the winery with the opportunity to increase the time dedicated to social media, and
to also be more efficient and consistent with their posts. Throughout their current social
11. media platforms, the brand lacks clarity between the brand name and with the estate name.
Once Barone Ricasoli creates name consistency, then the winery can build name recognition
on a larger scale. The winery must also increase the budget for marketing to be competitive
with other wineries such as Antinori, who use the standard 10% of production; Currently,
Barone Ricasoli only uses a mere 5% of production. In addition, creating an impression on
Generation Y is crucial for future success in the wine industry because the millennials are the
most promising market. It is crucial that the winery creates e commerce on both their
company website and online wine shops so they can be accessible to Generation Y. The
company also needs to increase the number of distributors they work with in the U.S. since
that is the largest market segment in wine consumption currently. Barone Ricasoli must keep
up with wine consumer’s expectations by not only producing top quality wine, but also
creating a special experience to stimulate their consumer’s buying habits.
Target Markets
Geographic
Positioned in the Chianti region of Italy, Barone Ricasoli’s main target market is the Italian
wine market. The winery promotes and distributes their products to 18 regions within Italy
and 60 countries around the world. Currently, Barone Ricasoli has one distribution location in
the United States, located in New York City. This plan aims to expand geographic distribution
and marketing throughout the world.
Demographic
Barone Ricasoli’s current target demographic is Italian and foreign professionals between the
ages of 30-80. Due to the gender gap in the professional world, their marketing efforts are
concentrated toward males who have a higher level of education and an income of 56,000+
euros. Although Barone Ricasoli currently focuses on three generations, this marketing plan
caters to Generation Y and Baby Boomers.
Psychographic
The Baby Boomers are the primary and largest consumers of wine. Targeting the Boomers
has become a competitive segment of the wine market due to their favorable consumption
12. habits. They are high-end wine consumers and tend to be premium wine drinkers. They are
often considered to be traditionalists who purchase well-known brands from established
wineries.
Millennial consumers show an interest in wines that are fun and approachable, and tend to
stay away from wines that are too exclusive. They are more likely to purchase wines that cost
more than $20 (Wine Marketing & Sales). This generation is considered to be aspirational
drinkers, or people who enjoy having a glass of wine because of the social status associated
with wine consumption and how they think they are perceived by their peers. “These young
drinkers are also moving away from traditional American regions and toward imported wines
such as wines from Italy with sales growing 12.7 percent from 2007-2011,” (Forecasting
Wine’s Future).
Positioning
Nestled between Florence and Siena in the Chianti Classico region, Castillo di Brolio sits
atop rolling vineyards that bare the marks of the fortified medieval bastions. The nearby
avant-garde cellars are the birthplace of the Chianti formula that Bettino Ricasoli concocted
in 1872. The winery is a portal into the medieval ages of Tuscany, offering a variety of wines
laced with tradition and history to its consumers. With innovative efforts started in 1993,
Barone Ricasoli has practiced environmentally friendly viticulture to preserve the rich soil
and ecosystem of the Chianti Classico region. The winery offers wines that carry a wealth of
personality with every sip, which entices customers to continue coming back to the Barone
Ricasole label.
The Marketing Mix
Product/Service
The products and services offered by the Barone Ricasoli winery will not change. They will
continue to produce and distribute their 13 wines, two grappas, and two olive oils.
Price
The prices for Barone Ricasoli wines and their other products and services will remain the
same.
13. Place
The off-premise sales will change with the addition of an online purchasing option for Barone
Ricasoli wines, and distribution to Aspen, Colorado for festival participation. The on-premise
sales will remain the same.
Promotion
Barone Ricasoli is targeting two generations, Generation Y and Baby Boomers, and therefore
needs two different promotional strategies. To reach Generation Y, Barone Ricasoli will
promote their brand through social media. This generation uses platforms such as Twitter,
Facebook, YouTube, Instagram and TripAdvisor to make buying decisions. They also rely on
their peers for recommendations and reviews, making social media the ideal promotional
tool. To implement this marketing strategy, this plan has outlined an example of a monthly
social media calendar, which maps out how the ten hours spent online weekly will will be
dedicated to posting and interacting with consumers. This interaction includes blogging,
tweeting, Instagraming, posting on Facebook, retweeting, liking posts and replying to
followers who mention the winery.
To target Baby Boomers, Barone Ricasoli will continue to use their wine clubs as the main
promotional tool. The two clubs provide exclusive benefits to their members. Two marketing
strategies will be catered to this generation, primarily because they have the interest and a
disposable income. Our first strategy will be implemented through PR efforts by attending a
U.S. wine festival. The second strategy implemented will be hosting an event that raises
money for a local non-profit at the Brolio estate.
Service attributes & considerations
Barone Ricasoli will increase their social media presence and consistency of posts by using a
monthly social media calendar that maps out their online activity. The marketing team will
spend a total of 10 hours online a week, Monday through Friday, creating new content and
engaging with followers, and the social media calendar will organize when, what, and where
14. to post for a given day. The hashtag #EscapeWithBrolio will be used to interact with
followers and create awareness for the Barone Ricasoli brand as a whole.
Marketing Implementation
Public Relations
Campaigns/Programs: Attend the “Food & Wine Classic in Aspen”, an event held in
Colorado that is sponsored by Food & Wine Magazine every year. With 100 plus members of
the press, including The New York Times and USA Today, more than 500 influencers and
restaurant professionals, such as internationally recognized French chef, Jacques Pépin, and
approximately 5,000 affluent customers, this festival offers Birone Ricasoli an opportunity
for word of mouth marketing through interaction with U.S. consumers, as well as media
coverage by the various media sources in attendance.
Action/Tactics: Two Brolio representatives from the sales and marketing staff will be sent to
the festival to ensure the brand is represented well, and that all networking opportunities are
capitalized on.
Milestones: The application for the festival opens in January 2016 and closes April 1st, and
the festival itself will take place June 17th-19th, 2016. The brand representatives will stay for
two nights after the showcase in order to meet up with the distributor in New York. Brolio’s
marketing and sales team will be in charge of turning in the application and, upon acceptance
into the showcase around mid-April, making travel arrangements for the two ambassadors.
An exhibitor table costs €2,950, flights, lodging and food will cost approximately € 5,500 for
a total cost of €8,450.
Events
Campaigns/Programs: Partner with Action Against Hunger to host a Wine Maker’s Dinner at
the Brolio Estate. A five course meal featuring the latest vintage will be held in the estate’s
historic cellars for the first 100 guests who purchase tickets to the event. The dinner will
serve as a platform to create relationships with new customers, reinforce the current
15. customers’ brand loyalty and display the winery’s brand image in a positive manner, all while
giving back to the community.
Action/Tactics: Guests will be able to purchase tickets online through the Barone Ricasoli
website for €100 or €250 if the guest would like to use the reserved town car service for
transportation to and from the estate. Both Action Against Hunger and Brolio will advertise
the event on their websites and social media platforms. The winery will also reach out to
various wine bloggers for event mentions on their blogs. 80% of the proceeds from the dinner
will go to Action Against Hunger.
Milestones: An official announcement of the event will be released on Friday February 25,
2016 through Brolio’s wine clubs, Facebook, Twitter and Instagram; Promotions will begin
the same day and run until the tickets are sold out. The dinner will take place on May 7, 2016,
and the guests’ tickets will be mailed two weeks prior to the event. The evening of the dinner,
doors to the estate will open at 7 pm, dinner will be served at 8 pm and the event will end at
midnight. Guests will be able to request transport when registering online for the dinner. The
cost of food will be approximately €4,500, the town car service will cost approximately €400
per car requested for an approximate total cost of €14,000.
Social Media Audit
Metric Sentiment Reach Company Posts Feedback
Response
Time
YouTube
99%
positive
22
subscriptions
5 videos since
2011 1-2 likes per video N/A
Twitter
99%
positive 520 followers
270
total tweets
2 retweets average
1 favorite average 1-2 days
Facebook
99%
positive 5,332 likes
3-4 posts per
week
10-110 likes
1-5 comments
1-10 shares
4.8/5 stars
24 reviews N/A
TripAdvisor
88%
positive
45 countries
364 total
reviews 0 posts
200 excellent ratings
116 very good ratings
30 average ratings
12 poor ratings
6 terrible ratings
364 total reviews
4.5/4 stars N/A
Instagram
100%
positive
4,579
followers 402 posts
476 likes average
24 comments average N/A
16. Social Media SWOT
Social Media Implementation
Social Media Engagement
Campaigns/Programs: Create an Instagram campaign using #EscapeWithBrolio which will
encourage users to post photos of how they use the estate’s wine through food pairings,
cooking, and where they like to drink it. Instagram has 300 million active users each month
and approximately 77.6 million users in the United States. By using this campaign, the
winery will gain brand exposure in a bigger online network. Since 34% of millennials use
Instagram, creating a campaign on this platform will allow Barone Ricasoli to reach this
target market.
Action/Tactics: The winery’s marketing team will create posts that will be sent out on
Francesco Ricasoli’s instagram account using the hashtags #EscapeWithBrolio and
#WineWednesday. The winery will encourage users to post their own photos using
#EscapeWithBrolio and #WineWednesday by regraming and liking posts that use those
17. hashtags. The campaign will reach Francesco Ricasoli’s 4,579 followers, and will allow the
winery to expand their network by having consumers promote the brand image on their own
accounts. The hashtags will also be posted on Facebook, Twitter, and the blog so that it
receives exposure among an expansive audience. The winery’s social media will be
maintained through a social media calendar outlining the daily social media responsibilities
and laying out a monthly plan for social media engagement.
Milestones: From August 2015 until August 2016, #EscapeWithBrolio will be featured every
Wednesday with the popular hashtag #WineWednesday. The campaign will be managed by
the Barone Ricasoli marketing team and will run on Francesco Ricasoli’s instagram account
where he can post about new vintages, wine events, and his favorite spots to sip on Chianti
Classico. While the campaign will appear on Francesco Ricasoli’s personal account, the
marketing team, specifically the sales and marketing director, will still be responsible for
creating the weekly post. This role will require a 5% raise in salary, for a total cost of
€63,000.
Social Media Personas
Barone Ricasoli’s social media persona is one that blends together tradition and
innovation. Francesco Ricasoli embodies this brand image through his love of culture,
adventure and quality wine, and inspires consumers to live and achieve that same
lifestyle.
In general, the Barone Ricasoli brand image attracts 3 main groups of people. The
first group are those consumers who enjoy drinking and learning about quality wine,
but are not wine connoisseurs. The second group are wine lovers who enjoy visiting
the estate and experiencing all that Brolio has to offer. Lastly, the third group is
comprised mostly of Generation X and Baby Boomers who are interested in the
agriturismo and staying at the Brolio estate.
18. Assigned Roles
The role of the Sales and Marketing director needs to be expanded to one that will
create a better image of Barone Ricasoli on social networks. The new responsibilities
of the director will include finding, creating, uploading and blogging content online
along with increasing interaction with Barone Ricasoli’s consumer base on social
media. A 5% salary increase will be needed for the expansion of this role.
The in house event planner will also have an expanded role. This person will be
responsible for planning and organizing events such as the Wine Maker’s Dinner,
collaborating with nonprofits, charities and making connections in regards to trade
shows and other special events. A 5% salary increase will be needed to further
develop this role.
These two positions will need to work closely together to ensure cohesiveness of the
brand image and similarity of the events that the winery will participate in.
Controls & Contingency
The marketing objective is to increase sales by 5% from August 2015 to August 2016
by implementing strategic public relations, events and social media campaigns.
Attending notable food and wine festivals, partnering with a non-profit to throw a
dinner, and creating an instagram campaign will promote the Barone Ricasoli brand
and increase consumer brand awareness through word of mouth marketing and social
media marketing. The marketing team will use HooteSuite and TweetDeck to monitor
social media platforms and ensure that brand awareness is increasing through an
increase in the number of followers, tags and mentions online. If the marketing
objective has not been achieved by the end of the year, the marketing and sales team
will need to re-evaluate the target audience and brand image, and may need to
consider turning to a marketing firm for assistance in strategic planning.
19. Projected Budget
USD EURO
Food & Wine Classic in Aspen
Exhibitor Table $2,950 € 2,705.78
Exhibitor Passes (6 people) $5,070 € 4,650.27
Travel Arrangements (6 people) $9,000 € 8,254.91
Lodging (3 nights) $ 3,000 € 2,751.64
Meals $ 2,000 € 1,834.42
Total: $ 22,020 € 20,197.02
Wine Maker's Dinner with Barone
Ricasoli
Event Planner (in-house) $ 0 € 0
Promotions $ 658.70 € 600
Dinner (100 people) $ 4,916.92 € 4,500.00
Staff $ 4116.90 € 3,750.00
Transportation Service $ 439.17 per car € 400 per car
Building Accommodations $ 329.35 € 300
Total: $ 25,415.00 € 23,150.00
Instagram Campaign -
#EscapeWithBrolio
Instagram Account 0 0
Social Media Sales & Marketing
Director
$68,686.38 € 63,000.00
Total: $68,686.38 € 63,000.00
TOTAL PROJECTED BUDGET: $116,121.38 € 106,347.02
21. Works Cited
Barone Ricasoli Chianti DOCG, Tuscany, Italy. (2015). WineSearcher. WineSearcher.
Retrieved from http://www.wine-searcher.com/barone-ricasoli-chianti-docg-
tuscany-italy
Food & Wine Classic in Aspen. (2015). Food & Wine. Time Inc. Affluent Media
Group. Retrieved from http://www.foodandwine.com/microsites/classic/
faq.html
O'Donnell, Ben. Forecasting Wine's Future. (2013, Aug 7). WineSpectator. Wine
Spectator Online. Retrieved from http://www.winespectator.com/webfeature/
show/id/48776
Smith, Craig. (2015, July 21). By the Numbers: 150+ Interesting Instagram Statistics
(July 2015). Digital Marketing Ramblings. DMR 2015. Retrieved from
http://expandedramblings.com/index.php/important-instagram-stats/2/
Thach, Dr. Liz, MW. (2015, Feb 8). Trends in the US Wine Industry for 2015- Surging
Forward with Renewed Optimism ($37.6 billion in 2014 revenues. [Blog].
Retrieved from https://lizthach.wordpress.com/2015/02/08/TRENDS-IN-
THE-US-WINE-INDUSTRY-FOR-2015-SURGING-FORWARD-WITH-
RENEWED-OPTIMISM/
"U.S. Wine Market- Statistics & Facts." (2014). Statistica. The Statistica Portal.
Retrieved from http://www.statista.com/topics/1541/wine-market/
Wagner, P., Olsen, J, & Thach, L. (2011). Wine Marketing & Sales (2nd ed.). San
Francisco, CA: The Wine Appreciation Guild.
