Proposal submitted by:

Hailey Falk Libby Minniti

Anne Marie Payne Jandie Sabo

Kristin Wagel

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

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.

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

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)

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.

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)

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.

• 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.

• 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

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

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.

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

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

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

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

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.

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.

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

Social Media Calendar (Example)

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

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