COMPANY PROFILE

WINEGLASS MARKETING

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CONTACT INFO

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Address

531 Jefferson St.
Napa
CA, 94559
United States
Phone
707-927-3334 x205
Fax
Primary
Susan DeMatei

With one phone call, you have a team of experts.

 

imageWineGlass Marketing is a full-service direct marketing agency for the wine and spirits industry.

 

image  We partner with our clients to elevate their digital marketing strategy and campaign implementation to grow and build strong, profitable consumer relationships.

 

image  We are experts in DTC marketing and the wine industry.

 

image  We are relationship-driven. We think of ourselves as an extension of your team.

 

We offer a range of marketing services to support your acquisition, customer relationship management, and conversion goals.


Marketing Strategy

- Customer Relationship Management

- Metrics – website, advertising, email, club, sales

- SEO & SEM

- ADA compliance

 

Email Marketing

- Email newsletters

 - Calendar and touchpoint planning

- Database health/expertise, analytics

 

Websites

-  Website development and design

 - Technology support and training with tools for integrations

 

Social Media

- Social media posting & advertising

- Print, banner and outdoor advertising

- Photography and videography

 

Advertising and Print

- Print ads  

- Sales sheets and tasting room collateral]

- Billboards

- Banner ads

 

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Download(s):

Our Team
Our Team
Everyone on our team is highly skilled, cross-trained and worked for years in the wine industry. We not only recommend strategy, but can execute it, and troubleshoot or recommend everything down to technology solutions.
Website Development
Website Development
We can help you whether you're looking for a full-scale custom redesign or just a quick adjustment. We believe that functionality is just as important as design, so we put equal emphasis on usability and best-in-class features as well as copy, images, and layout.
Email strategy, design and deployment
Email strategy, design and deployment
A strong communication plan is vital if you plan on selling direct to your customers. You not only need a clean and usable database, but also a content plan. How often, to whom, and what to communicate are not easily answered. We can help with Database Hygiene List Segmentation Content Calendars Wine Club Alerts Email Design Offer Creation Newsletter Development Administrative Emails Copywriting Landing Page Development Campaign Tracking
Photography
Photography
We are an impatient and multi-tasking society. We don't read anymore so photography is now extremely important to grab attention on websites, in social media, and within emails. We work with clients to find the right style for their product and show their brand in the best possible light.
Social Media Content and Advertising
Social Media Content and Advertising
Yes, you can create engaging, authentic content using an outside agency! We work with your staff to coordinate postings and themes to create cohesive, blanket coverage toward monthly objectives, and monitor our work with dashboards and planning meetings.
Traitional Advertising
Traitional Advertising
We have a full design department that can deliver illustrations, printed materials and collateral, billboards, print ads and meet other design needs like infographics or illustations.
Trestle Glen
Trestle Glen
We can script, shoot and produce videos for wineries to be used on their website or in social media. This is a video for client Bruce Cohn to introduce his new winery.
24-Seven Connect Video
24-Seven Connect Video
We also can write and produce animated or "how to" videos. Here is an example of a B2B video we did for an online portal.
WGits Quickbooks Tool
WGits Quickbooks Tool
A video describing our tool that integrates QB with winery DTC platforms.
WGits Introduction Video
WGits Introduction Video
A video introducing our add on tools for wineries
Marketing During a Crisis – Tips to Pivot Your Marketing Messages

Recession Marketing Pro Tip: Understanding consumer psychology and the underlying emotions is critical when advertising during a recession.  

 

In the wine industry, we don’t typically analyze consumers’ psyches or emotions. We tend to think of our customers demographically – mid 40’s – 60’s, lives in New York, Texas, and Florida, HHI over $150k, and the like. But in times of stress, demographic segmentations may be less relevant than psychographic segmentations that take into consideration consumers’ behavioral reactions and the underlying emotions.  

 
The coronavirus sanctions have created an undercurrent of fear, worry, and stress. People are looking for stress relief and a temporary distraction. By understanding and appealing to their emotional needs you have a better chance of connecting with and engaging them. This is not a novel approach. Research shows that ad campaigns that focus on emotional engagement tend to have a higher ROI than ad campaigns focusing on rational messages (such as low prices or special offers) even when times are not tough.
 
But how do you know what your consumers need to hear right now? To guide us, I found an insightful study in the Harvard Business Review that looked at marketing successes and failures of dozens of companies during recessions from the 1970s – 2010. HBR identified patterns in consumers’ behavior and resulting company strategies that either helped or undermined performance. Additionally, they strongly encourage companies to understand the evolving consumption patterns and fine-tune their strategies accordingly.  
 
For example, did you know that baking yeast is flying off the shelves? An NPR article on March 27th listed the products consumers are buying beyond the necessary cleaning products and everyday groceries. Baking yeast is high on the list – people are baking bread because it is comforting to make, smell, and eat. Two other items on the list are boxed hair dye and dress tops, which speak to the psychology of “keeping up appearances.” With the increase in video conferencing, these make complete sense.
 
So, how should we in the wine industry alter our strategies to fit the current climate? First, we need to understand the psychology of our customers. The HBR article suggests there are four key psychological segments. Your strategic opportunities will strongly depend on which of the four segments your core customers belong to, and how they categorize your products.  


  • Slam-On-The-Brakes: These are the people who feel most vulnerable and/or are hardest hit, financially. This group cuts all their spending to the necessities. Although lower-income consumers typically fall into this segment, it also includes those anxious higher-income consumers who fear health or income changes. 
  • Pained-But-Patient: This group is the largest of the four segments and represents a broad income swath. While they are more resilient, pained-but-patient consumers are less confident about recovery, and their ability to maintain their current standard of living. So, they economize, but less aggressively. For these consumers, time is their enemy. As the current situation drags on many will migrate down to the slamming-on-the-brakes segment. 
  • Comfortably Well-Off: These are the consumers who feel secure about their ability to ride out the current and future changes in the economy. Their consumption patterns don’t change that much with one exception; they tend to be a little more selective (and less conspicuous) about the brands/companies purchased.  
  • Live-For-Today Segment: This segment carries on as usual. Typically, urban and younger, they are more likely to rent than own, and they spend on experiences rather than stuff (except for consumer electronics.) They’re unlikely to change their everyday consumption behavior unless they become unemployed.   


In addition to the customer segmentation, the HBR article gives us some guidance with emotional product prioritization:  

  • Essentials: Necessary for survival or perceived as central to well-being. 
  • Treats: Indulgences whose immediate purchase is considered justifiable. 
  • Postponables: Wanted or needed items whose purchase can be put off. 
  • Expendables: Perceived as unnecessary or unjustifiable.   


Wine is a luxury item no matter which way you slice it. But your price point and your target will fall into one of these four segments, and your product into one of these four prioritizations. Are you a high-priced allocation wine that mostly sells to the comfortably well-off that are comfortable spending money online? Or are you a strong on-premise brand for the pained-but-patients that would benefit from positioning yourself as an affordable treat in these uncertain times?
 
Wine over $20 is best targeted at the Comfortably Well-Off (our traditional wine club target audience), and the Live-For-Today-Segment (our emerging target, and typically our tasting room traffic) and should be positioned squarely in the treat/affordable luxury category.  
 
So, how do we sort through all of this to create marketing and advertising campaigns and programs that recognize your customers psychological and emotional state? Here are my recommendations:
 
 #1 Support your brand by staying true to yourself.  
Look at your current plans through the lens of “would my winery do this if it wasn’t a crisis?” Tweak your messaging to dovetail with the psychological and emotional pressures your group is feeling. When sales start to decline, the worst thing companies do is alter their brand’s fundamental proposition. If you have a high-priced and valuable wine, you may be tempted to decrease your price. This may confuse and alienate loyal customers, and to what end? Drifting away from your established base may attract some new customers in the near term, but you will find yourself in a weaker position when the recession ends. Your best course is to stabilize your brand.
 
#2 Move budgets toward measurable channels that fit with customers’ digital lifestyles.
In the recession of 2008, marketers spent +14% more on online ads than they did over the same time frame in the previous year. Even before most of us were asked to “shelter in place,” our purchasing behavior had shifted significantly to digital platforms, driven by technology advances, access, and convenience. For marketers, the shift allows us to surgically target, show results, and pivot quickly. Even without a recession environment, marketing departments are under pressure to do more with less and demonstrate high returns on investment. Digital advertising is targeted and relatively cheap, its performance is easily measured, and it is where our customers live.  
 
#3 All businesses will increasingly compete on price.
You may think that discounting is in opposition of #1 – but we didn’t say don’t offer discounts, we said don’t discount outside of what your brand would typically offer. Also, watch the frequency as you will likely feel pressured to increase the frequency of temporary price promotions. Three tips here: 

  1. Research shows discounts that require little effort from consumers and give cash back at time of sale are more effective than delayed value, or “buy more” promotions. Look for the quick benefit, keep it easy, and keep the barriers low. Know your average order value. If your customers are used to buying 4 bottles an order, a case offer might be pushing it. 
  2. Make sure you sign up for lots of mailing lists and carefully monitor consumers’ perceptions of “normal” price levels. As an industry, we need to watch over ourselves and not create “a new normal” that we can’t sustain. Excessive promotions lead consumers to revise their expectations about prices and this threatens profitability in the recovery period. People will resist the steep increases as prices return to “normal,” and extreme price deals only lead to costly price wars.
  3. Focus on giving extra value to consumers. As much as it may pain us, this is about them, not you. While it is tempting to ask for help from your most loyal customers, this is not of value to them in their current state of mind. In addition to offering temporary price promotions or list-price changes, improve perceived affordability by reducing the thresholds for volume-based, club member, or allocation discounts. Expand loyalty programs to reward not just big-time spenders, but also people who purchase small amounts frequently. 


#4: Bolster trust: 
Last, but not least, worried consumers—even the comfortably well-off and live-for-today segments—see familiar, trusted brands and their products as a safe and comforting choice in trying times. Reassuring messages that reinforce an emotional connection with the brand and demonstrate empathy, “we’re going to get through this together,” are vital. Empathetic messages must be backed up by actions demonstrating the brand is on their customers’ side.  
 
The HBR article concludes after 40 years of research, those brands that come out the other side of economic crisis will be stronger. First, the discipline around marketing strategy and research we develop during this time, and the ability to respond nimbly to changes in demand will continue to serve us when the economy recovers. And second, we should prepare now for a possible long-term shift in consumers’ values and attitudes, and a certain shift in where and how they shop. 


News Archive


How Your Marketing Can Respond to COVID-19
17 March, 2020

We're all affected by the social changes recommended to slow the spread of COVID-19. Wine, by its nature, is both a non-essential item and most often enjoyed at social occasions. So one could argue we're in for a rocky ride ahead.


But, by combining what we know about performance in past downturns with the special features of the current situation, we can identify several things companies should consider in preparing for the next few months.


1. Don't continue as business as usual, but do tailor your response. 
Over the past 24 hours, I've received dozens of "what we're doing about COVID-19" emails from everyone from Walmart to Petco. While it's nice to know they are cleaning the local Petco, it really didn't occur to me that they didn't before this week. What's more, I'm not in the habit of checking with Petco for health tips, so many of the emails come off as ridiculous. Worse, some come off as manipulating the situation for sales. With 5,000 deaths and rising, a sale on all sportswear can come off as insensitive. 

 

Resist the peer pressure to send out an announcement that you're tasting room is clean and your employees aren't sick. These things should be a given. Instead, turn inward and think about what your audience will want to know in regards to your brand.

 

Do you normally have a tasting room that is elbow to elbow? With the new "distance" parameters it might be a good time to change to reservations temporarily and promise your clients a safe and intimate choice for the weekend when all their social events are canceled. If you have a strong tie to Asia or Italy, or Washington for that matter, perhaps you can donate a percentage of your sales to the red cross. A "stay home and enjoy wine" shipping offer can also be appropriate if done tactfully. The point is - do what you always should do - be thoughtful and targeted to your audience's needs.

2. Be the antidote to the unexpected. 
There’s a lot of uncertainty and distrust welling in us over the global economy, our leaders, and the health of the person standing next to us. Our customers are stressed and depressed. This is not the time to wither and drop from view. I argue it is wise to be even more visible. I would go so far as to say it is our duty to be more visible. We are wineries, and we make people happy. So happy, people spend their savings to travel to see us and read magazines and books about us. But, now they're stuck in their homes and scared. Be the alternative to heat maps and death counters and pictures of people in masks. Get on social media. Talk about the earth, and making things with your hands, and nature and good things. Don't ignore the current market but don't dwell in it, either. Give them something to see that soothes rather than scares.


3. Invest in growth. 
Your tasting room traffic is going to decrease in the coming weeks. This is a certain prediction. While you can't change that, you do have control of how you react to it. Do you panic and desperately try to salvage that channel, or do you focus on other channels? While you're on Facebook and Instagram spreading love and joy, it is a great time to run some "top of the funnel" online programs to get new people on your mailing list. Increase your ad spend to grow your list at this rare time when you have a captive audience of people stuck at home. This is also not a bad time for an outbound calling campaign, or outreach to update club credit cards. It is also an excellent time to finally get to those website updates, new photoshoots, or data hygiene. Keep your staff active and focused and by summer tourist season you'll be in great shape.


4. Focus on existing customers.
While your flow of new customers may be dampened, this is all the more reason to invest in some thoughtful planning of sales programs via email, social media, and the website. If you have an under-developed website channel or have relied too long on that steady river of customers through the tasting room door, you're going to feel it the worst, but now is the time to make adjustments. Look at special offerings, shipping offers, and setting up automatic emails for abandoned carts to boost website sales this spring.


For those of you canceling club events, be aware this could cause some loyalty issues to members who signed up for, and looked forward to, your events. There is also a portion of our society that does not have unlimited sick days and will find themselves unemployed due to COVID-19, which will put a strain on discretionary spending. So be thinking of any additional love or benefits you can give your club at this time.

Above all, don’t lose sight of your long-term agenda. As economist Paul Romer once said, “A crisis is a terrible thing to waste.” Downturns can shine a spotlight on the long-term health of a business, revealing vulnerabilities that might not have been as visible in good times. Leaders use the downturn as an opportunity to create a sense of urgency within their organizations, helping drive the large-scale change that will be necessary to succeed in the future.


Napa Wine Marketing Agency Listed in Inc Magazine’s “Hyper Growth” List
03 March, 2020

 

WineGlass Marketing noted as being in the top 5% of the
fastest-growing private companies in the state


NAPA, CA - WINEGLASS MARKETING, LLC. was called out as the only Napa company listed as one of the top 250 – a hyper-growth company – in the Inc. 5000 Series: California’s Top Companies. The list, published on February 19th, ranks the fastest-growing private companies in the state and represents cities from San Diego to Sacramento. The industries are diverse and range from healthcare to construction, but Inc. reports their combined total revenues grew a collective $5.5 billion between 2016 and 2018, adding 26,000 jobs to California payrolls in the process.


When told of the recognition, Susan DeMatei, WineGlass Marketing’s President and Founder said: “We are extremely proud of our growth because it is a direct correlation to the commitment of our clients and employees.” She continued, “Growth can only be achieved if the foundation is solid so you can build upon it. We’ve been blessed with dynamic and intelligent clients that have trusted us for years and a talented and high-performing team who display a continual drive to provide excellent support to those clients.”


WGM was the only firm mentioned associated with the wine industry. The marketing agency started in 2012 with one employee and three clients, but now employs 18 people and supports half a dozen subcontractors to service 50-60 clients a month. WGM is focused on wineries and wine-industry clients almost entirely in the North Bay, so the inclusion of a wine industry company in the Inc. 5000 Series California list is a refreshing contrast to the recent waterfall of news stories about tourist traffic falling off and a wine surplus driving down prices.


There were five North Bay companies on the top 250 list: Two in Marin, two in Sonoma and WineGlass Marketing in Napa. WGM faced tough competition for this achievement as the advertising and marketing category was not only the biggest revenue-generating industry tracked in Inc.’s report, with a net growth of $1.1B, but also had the most on the list with 39 companies. The next most crowded industry was software with 33 and then healthcare companies with 22. Most companies on the list were located within Los Angeles (116) with the next populous area listing 60 companies in San Francisco. More information about the Inc. 5000 Series: California’s Top Companies can be found at https://www.inc.com/inc5000-series-california-2020.html


Based in Napa, WineGlass Marketing is the largest full-service direct marketing agency for the wine, beer, and spirits industry and can be located at 531 Jefferson Street, Napa, CA 94559 or call (707) 927-3334 online at www.wineglassmarketing.com.


Why Social Media Marketing?
12 February, 2020


2019 Email Benchmarks Now Available
10 January, 2020

In January 2018, we started a project that entailed recording every email we sent for our clients: 3,089,124 emails across 1,697 campaigns for 43 clients over 21 months, to be exact. We removed administrative and club emails and checked for statistical significance and can confirm this is a large enough sample to be confident about the findings. Our goal was to compare our clients’ results to the posted industry benchmarks to see if they were a good judge of success.

 

What we uncovered was interesting...

 

How Can We Help you?

 

Whether you are releasing your 1st or 50th vintage, you want your customers to appreciate your wines as much as you do. Smart, authentic, direct marketing can build a strong, and profitable, relationship with your consumers.

 

Are we a good fit?

One-to-one Direct Sales can take many forms so there is no cookie-cutter approach. You may know exactly what you want or not have a clue. You may be a huge international company with someone out on maternity leave, a mid-size winery looking to outsource, or a small winery that needs someone to man the phones during harvest. Whatever the case, we offer project-based work or long-term support in anything DTC-related.

 

How much does it cost?

We work by the hour so you pay for what you get. There are no up-front fees, no minimums and no retainers. Our contract is a simple one and can be canceled at any time. But, when we're on call for you - we pick up the phone and act as a full-service remote member of your marketing team.

 

Want to know more?

Contact us at service@wineglassmarketing.com

" \"Working with WineGlass Marketing was so easy. They helped me organize content and designed our custom website and store. WGM was able to make additional tweaks to make the website extra customized for us, but best of all they have set us up to be successful when making edits on our own so it’s easy for us to keep up with posting new events, accolades and changing out products. Whenever we need some heavy lifting WGM makes it easy to execute bigger changes that we aren’t equipped to do in house. Hands down the easiest and most affordable web design I’ve ever worked on!\" "
- Mari Jones, Emeritus Vineyards
" \"The WineGlass Marketing team is comprised of true professionals who are experts in their fields. Our email template design project was seamless from strategic planning through development to support and training for our winery staff. The result has truly enhanced our brand identity and outreach to our customers.\" "
- Lesley Keffer Russell, Saint Helena Winery
" \"Every day, WineGlass Marketing achieves that tricky balance of providing expert consultation while listening to our unique needs. I appreciate that they will graciously take direction about our strategy or brand identity, but I can count on them to push back when they have a better idea.\" "
- Kim Johnson, Okapi Wines
Title Name Email Phone
President Susan DeMatei susan@wineglassmarketing.com 707-927-3334 Ext (205)
WGits for QuickBooks is a software that data directly from your eCommerce and POS into QB.
WGits for QuickBooks is set up once, and then every night, week, or month (your choice) it automatically uploads all new orders. WGits for QuickBooks comes with phone, email, and chat support by WineGlass Marketing.
WGits Mailchimp links Commerce7 to Mailchimp
Other integration tools offer a solution that only saves you a few seconds to download and upload. WGits for Mailchimp goes far beyond a simple data sync to allow full integration between your Commerce7 account and Mailchimp.