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Ringing in 2010 a moment of reflection…

Thursday, December 31st, 2009

This new years weekend 2010 is a time to party, to watch football, to eat black-eyed peas, ham and greens and enjoy our family and friends. Most of us make a few resolutions knowing, deep down inside, they are hard to keep. The new years weekend for me is also a time for reflection a convenient benchmark for measuring what I’ve learned so far, not just in the last year, but all along the winding and unpredictable road, I’ve traveled to date.Such reflections make me aware that whatever wisdom I possess is not of my own making but is the influence of those I have encountered along this journey. Most of the worthwhile ideas I have acquired have been inspired by the wisdom of others in work, politically, personally and spiritually. I’m a perpetual student, most of my truly significant learning has come from experience very often the experience of listening to the wisdom of others.I’m fortunate enough to know a few people who seem to have achieved a high level of serenity prosperity and balance, people who appear quite content with themselves and who deal with life’s circumstances with compassion and patience. I know them well enough to know that it’s not a facade; they are really happy balanced people. I listen to what they say because I have learned from what they have created for themselves and I am thankful for their inspiration..

Today I pause in Personal reflection…

* What am I grateful about?

* What were my achievements of the last year?

* What was my contribution to the community?

* What have I done of meaning with my family and/or friends this past year?

I follow personal reflection with reflection on my business contributions…

* Have I contributed to by business units success in profit, cost reduction, business growth?

* Am I ensuring accountability and an results oriented culture, being the best, work/life balance, achievement, quality without compromise?

* Am I creating a workplace that allows evolution of thought, innovation, continuous learning, adaptability to changing market conditions looking at a long-term perspective for my business unit?

* Client Relationships- am I breading them in a spirit of partnership, customer satisfaction and mutual success?

* Societal Contribution- am I encouraging and leading our company in social responsibility and community involvement?

2009 was a challenging year for many of my business associates, family, friends and partners. With continued uncertainty with our environment, our world of politics and with the economy of today; the one thing I am convinced of is -change is certain- and must be embraced with a positive frame of mind.

2010 begins a new decade and with that new decade will be many challenges and many more dreams to be had and lessons to be learned. I close these thoughts with a THANK YOU to my business associates, friends and family for the inspiration each of you provide me in this journey we call life this last year and going forward.

Happy New Year- May 2010 bring you and your family health, happiness and prosperity.

Chris

Chris Edwards

Vice President and General Manager

the Winetasting Network/WTN Services

2545 Napa Valley Corporate Drive

Suite C

Napa California, 94558

O: 707.265.2934

C: 707.738.4056

cedwards@winetasting.com

 

Visit our sites at

www.wtnservices.com Wine Serviceswww.ambroisiawine.com Memorable Wines of Note

www.geerwade.com Quality, Value Priced Wines 

Visit our services blog…

 

http://blog.wtnservices.com/

 

and the face for radio and the nose for wine…

 

http://www.geerwade.com/index.cfm?method=blog.blogdrilldown&blogEntryID=182ba02e-0b10-1e07-8e0d-e29d7dcbc4b9

 

 

WTN Services-Wine Market Battleground part 2

Thursday, November 5th, 2009

In our post from October 25th concerning the wine market battleground the the evolving models I asked the question of what models are beginning to gain traction in the US? The three models I presented were…

  •  The German model is based upon low cost (one euro per liter) and hard discount sellers like Aldi. Certain retailers in the US have begun to take note of this model due to the recession.
  • The American model historically has been all about corporate brands like Gallo and Constellation Brands but that model is in flux as the big boys aren’t moving wines like they were a year ago via the traditional method.
  • The British model is built upon upscale supermarkets and the house brands they sell.

Recent trends suggests that the British model is gaining ground, both in the UK and here in America, where it is the model that drives Costco sales (Trader Joe, on the other hand, uses a version of the German system).
Interesting on that subject 7-Eleven announced that they were entering the wine market with a 7-Eleven house blend at a value price.  In an article titted “Sauvignon to Slurpees” on Daily Finance.com 7- Eleven responds to the market shifts…. Interesting and timely to our questions..,

http://www.dailyfinance.com/2009/11/04/sauvignon-and-slurpees-7-eleven-launches-in-house-brand-of-wine/

 

Chris Edwards

Vice President and General Manager WTN Services

WTN Services thoughts… The Wine Marketers battleground for wine sales…

Sunday, October 25th, 2009

The Wine Marketers battleground for wine sales…

The world’s wine markets are a battleground for three models of wine sales, each evolving in their own right.

  • The German model is based upon low cost (one euro per liter) and hard discount sellers like Aldi. Certain retailers in the US have begun to take note of this model due to the recession.
  • The American model historically has been all about corporate brands like Gallo and Constellation Brands but that model is in flux as the big boys aren’t moving wines like they were a year ago via the traditional method.
  • The British model is built upon upscale supermarkets and the house brands they sell.

Recent trends suggests that the British model is gaining ground, both in the UK and here in America, where it is the model that drives Costco sales (Trader Joe, on the other hand, uses a version of the German system).
It will be interesting to see if this trend persists once the recession eases up and which model prevails as a part of the post economic bounce back in the US. A thought to ponder…

WTN Services… What is next for the wine consumer?

Sunday, October 18th, 2009

As American society becomes increasingly more fast-paced and hectic, fewer families are sitting down together for dinner. This may not a positive sign for American wine consumption as few people open up a bottle of wine to drink with their drive-thru or take-out dinners.

On a more positive note, the American population is aging, and older, more affluent people tend to enjoy wine more than other demographic groups. Hopefully they will pass their appreciation of wine to the next generation.

In many ways, the history of wine consumption in the U.S. is a microcosm of both the positives and negatives that have come with the innate American experience. Studying the history of wine consumption in the U.S. illuminates the political, cultural, religious, and racial diversity that has made the nation what it is today.

America has a relatively small but growing population of wine-lovers. Although the number of regular wine drinkers are far from being a majority, they will continue to grow as the population ages. Future trends will probably include an increase in consumption of quality varietals grown in specific, terroir-driven locations.

Wine enjoyment is symtomatic of relaxation, and these days American society is anything but relaxed. The history of wine is also synonymous with stable family relationships, and the divorce rate in the U.S. is currently about 50% and now we have an economy in flux with a holiday period that looks to be challenging at best given the political uncertain government response to health care, budget contraints, unemployement etc. What is next for wine in the US economy? For the savy marketers it is still a catagory that is growing.

WTN Services is seeing growth among those opportunistic in the wine space. Those viewing the challenge of market softness as an opportunity to review staffing, process improvement and use of new technologies are those that are growing or will in the long run. We see a consolidation of some businesses in the market. We see some competitors remaking themselves, filing bankruptcy and teetering. We see others consolidating their operations into others. We see many changes in the months ahead post harvest and post holiday. 

What will the holidays and new year present to your wine brands? The strong will get stronger, the innovators will prevail. Wise decisions on partnerships today will yield results tomorrow and the months immediately after. WTN Services is positioned for growth and solid partnerships for this holiday and the months and years to follow.

WTN Services travel and exploring the wines and new opportunities from East Germany and the Czech Republic

Monday, October 12th, 2009

It has been a while since I updated our blog but decided there is no better time then the present to begin anew.
I was privileged this month to get to travel extensively into the wine regions of eastern Europe and to South Africa.
Those travels were real eye openers. The eastern European region of wine making in eastern Germany near Dresden and
Meissen has been making wine for hundreds of years. I was fortunate to be introduced to some great wines by the local
wine critic of the Napa Register Pierce Carson. I met him three weeks ago in Prague. He challenged me to explore wines
of the Czech Republic and East Germany. 

One of the greatest  value priced wines that are not yet available in America were from the estate of http://www.schloss-proschwitz.de/
The estate was taken away from the family post World War 2 while east Germany was under the iron curtain. Post fall of the wall in Berlin
Prince Zur Lippe has been able to purchase the family estate and winery back into his ownership and is again making great wines under his
family crest on the family estate. The wines are great, value priced and we were treated to a day of great food and wines at the estate.
We are hoping to form a partnership and ultimately bring some of these great wines to the American market in the next few years. If you ever
have a change to visit Uber Meissen in eastern Germany I’d encourage you to do so. It is a 2 1/2 hour very fun train ride from Prague.
While visiting Meissen visit the porcelain factory and the historic castle as well as the wine region. You will never forget the experience.
Next post will be on my visit to South Africa and it’s many wonders…

WTN Services Episode #18 “Corked” the Comic… When it Rains, it Pours or …

Thursday, October 1st, 2009

Our own Francis Sanders & David Griffin are at it again with episode 18 of CORKED

http://www.corkedthecomic.com/

WTN Services “Corked” the Comic Episode 16 When You Build A Better Mousetrap…

Saturday, August 15th, 2009

Our own Francis Sanders & David Griffin present Episode 16

http://www.corkedthecomic.com/

WTN Services Wine Club Learnings from Krakow…10 lessons learnt

Thursday, April 30th, 2009

A few weeks ago a member of the WTN Team participated in the International Wine Club Associations conference in Krakow Poland.  One of the presentations came from Direct Wines one of the largest direct to consumer sellers of wines in the world. Wine direct to homes in the UK and the US is the business of Direct Wines’ enterprises. The firm now ships more than 30 million bottles of wine a year through three business units, Laithwaites (formerly Bordeaux Direct) and the Sunday Times and the Wall Street Journal wine club.

Both operations sell wine online. Founder Tony Laithwaite first entered the wine business by importing French wines and selling them from a rented railway arch in 1969. When the Sunday Times in 1973 published an exposé on some of the dirty tricks of the British wine trade, Laithwaite wrote to distance himself from the bad press. The letter drew 2,000 reader responses and prompted the newspaper to establish a wine club with Laithwaite’s help.

They did a very basic presentation but the simple presentation speaks volumes to how they are driving success…

 

  

  1. Don’t try to do everything yourself - (Often there are much better people out there skilled at doing things)
  2. When you find someone good, don’t forget that they are good. Don’t start to think that you could do it better yourself.  (Fulfillment Services were referenced here and as to why they outsource this function.)
  3. Don’t think that an ERP system will solve everything (Spoke heavily to process and not thinking systems solve the world)
  4. Don’t cut the quality of wine (Speaks for itself)
  5. Don’t get distracted by business development opportunities off-strategy (Focus on what you do well no matter what)
  6. Don’t waste time and money buying competitors -You can acquire the expertise without acquiring the company
  7. Don’t forget to hire new blood (New employees bring new ideas and fresh energy even more so in downturns)
  8. Don’t allow your costs to grow in line with your sales ( Manage costs and not just sales)
  9. Don’t lose track of the developing external marketplace-Just because you got big a different way shouldn’t mean you can’t adapt or change as the business environment evolves those big retailers of yesterday are not so big today when they did not evolve.
  10. Don’t forget the first nine

 

Though basics these are good reminders to be applied to our wine businesses today.

Chris

Chris Edwards

Vice President & General Manager

WTN Services™

a division of 1800Flowers

2545 Napa Valley Corporate Drive Ste F

Napa Ca 94558

707.265.2934

cedwards@winetasting.com

www.wtnservices.com

www.winetasting.com
www.ambrosia.com

www.geerwade.com

 

“We will have no growth or depressed growth” Is that your wine sales story?

Tuesday, April 28th, 2009

We will have no growth or depressed growth Is that your wine sales story?

Thankfully not ours and let’s partner for mutual opportunities to help manage it to ensure it is not your story The unfortunate truth in business is that growth stalls at times. In research (comprising 60 months, two national quantitative studies, and a host of CEO interviews), by Steve McKee  who is a BusinessWeek.com columnist suggests that, “in any given year some 15% of companies stall.
He continues that. “over the course of a decade, more than half of companies stall. That’s in normal economic times. He speculates with what we’re facing in 2009, he would not be suprised if 50%, 60%, or even 70% of companies report flat or negative revenue growth this year.

Mr. McKee further says, the externalities that lead to stalled growth can be placed into three major categories that he collectively calls market tectonics. The label fits, because just as shifting plate tectonics in the geological world can cause everything on the ground to shake, market tectonics affect all companies.

The tectonics most often blamed for causing growth to stall are economic events (no surprise there), aggressive competition, and changing industry dynamics.

But market tectonics don’t discriminate; the realms of economics and innovation march relentlessly on and don’t play favorites. The real key is how companies affected by market tectonics respond to them.

And there are four critical internal dynamics with which stalled companies struggle that tend to keep them down:

1. They argue

When things are going right, company leadership can do no wrong. But when things go wrong, everyone thinks his or her way is right. A lack of consensus among the senior management team ensures that nobody’s recovery strategy can be effectively implemented, regardless of who has the best plan.

When Ed Zander and Carl Icahn fought a public battle over the future of Motorola, the company simply continued to drift. It didn’t matter who was right or wrong—as long as the rift went on, Motorola was rudderless.

2. They lose focus

When growth stalls, a pall can be cast over what once was thought of as a surefire strategy. It’s easy for struggling companies to abandon, often unintentionally, what brung ‘em to the dance. Sometimes a loss of focus causes the problem, as successful companies let their egos overcome brand discipline.

Gateway computers effectively used a quirky identity to build trust in its affordable PCs but then began changing its management team, distribution strategy, and product mix so often you couldn’t tell where the company was heading. As a result, it headed down.

3. They get scared

Courage isn’t the absence of fear; it’s doing what you know you should do even when you are afraid. But when growth stalls, it’s easy for a company to lose its nerve. Advertising messages get “safer,” capital investment seems more dangerous, and the marketing that fuels the engine of growth slows to a trickle (and is sometimes cut off entirely).

Larry Young, CEO of Dr Pepper Snapple Group, says, “Even though the majority of Americans are still working, the fear factor that has gripped the nation is having a significant impact on consumer psychology.” It’s also having an impact on corporate psychology.

4. They can’t commit

Everyone understands the myth of the silver bullet, but that doesn’t keep worried leaders from seeking one. At precisely the time when patience is warranted (BMW isn’t going to sell a lot of cars this year no matter what it does), expectations on Sales and Marketing actually rise. When something “doesn’t work,” it’s time to try something else. And then something else. In a slippery environment, you need to carefully allow your strategy to gain traction. Otherwise, all you’ll end up doing is spinning your wheels.

Those destructive internal dynamics are common among struggling companies, and their impact is made worse by how often they go unrecognized. Like varying symptoms of a disease that no one recognizes are related, internal dynamics conspire to keep companies in a negative feedback loop. Inconsistency feeds the loss of focus, which perpetuates the loss of nerve, which only creates more internal tension, which fuels more inconsistency.

Without intervention, this vicious cycle can take a company down before anybody inside knows what happened.

But there is good news. Companies that recognize the symptoms and take steps to overcome them can be surprisingly successful at healing. It begins in the boardroom, with an honest assessment of management differences and a commitment to achieving strategic alignment. This, by definition, has to be Step 1, as overcoming stalled growth takes the fortitude and teamwork of all involved. CEOs who recognize that they can’t do it alone—and who won’t tolerate petty disagreements and turf battles—can set the tone for the foundation of a recovery plan.

Steve McKee discusses the path for that return to growth in When Growth Stalls: How It Happens, Why You’re Stuck & What to Do About It. What it looks like for any given company will, of course, be unique to the organization and its circumstances. But by fostering internal alignment around a focused strategy and committing sufficient time and resources to it, any stalled company can increase its chances to mount an effective recovery.

The wine industry is in a state of flux. Several companies are looking at the present economy as a purchasing opportunity. Others are making quick judgements, rash decisions and not thinking about partnerships for the long term and making very short sided decisions that will cause failure on their ability to scale when the economy rebounds. We are strongly encouraging our clients to step back and think for the long term and discuss options with us. Is your services provider stable, providing opportunities for growth in sales and opportunities or ideas for savings? They may not be fully aware of the needs facing your business now and longer term as many clients are hunkered down and afraid to face the reality of business today.  Have you discussed your business plans with WTN Services leadership and account team and what your projections, expenses and needs are for the remainder of this year and into next year. Are there opportunities where we may assist you now in margin savings opportunities and make some longer term plans growth optimization.

Please set aside some time to review your next 6 month, 9 month and 2 year projections, plans and needs with Matt, meyself and the account managers and let’s ensure that WTN Services is doing what it can to ensure your long term sustainability in wine sales growth and partnership.

Steve McKee is a BusinessWeek.com columnist and author of When Growth Stalls: How It Happens, Why You’re Stuck & What to Do About It (Wiley/Jossey-Bass, 2009). Learn more about him  at www.WhenGrowthStalls.com.

Thanks,
Chris

Chris Edwards

Vice President & General Manager

WTN Services™

2545 Napa Valley Corporate Drive Ste F

Napa Ca 94558

707.265.2934

cedwards@winetasting.com

www.wtnservices.com

www.winetasting.com 

www.ambrosia.com

www.geerwade.com

 

WTN Services Best Job in the world…

Friday, January 30th, 2009

I have been traveling quite a bit of late both work and pleasure, reading and pondering what is ahead for 2009. As we work on our strategic plans for the new year the is always reflection on the what went well and what could we have improved upon. The list is always varied and enlightening. In a converation with an attorney today another thought came to bear in retrospect of the year just past, I have one of the best jobs in the world. The attorney and I who I was speaking with discussed this for a moment and indeed it is true. Why?

  • I get to live in the Napa Valley. I sit at my computer and look outside at bright sun light most days of the year. How bad can that be huh!
  • I ship and sale wine. There are a billion products in the world that I could be servicing but mine is wine. Wine has been called the nector of the gods and other great things. Indeed it is. With every bottle opened someone is going to smile thus I am a man that ships wines each and every day and creates thousands of smiles around the world.
  • I sample wine. Wine makers around the country send me wine to sample an see if we will distribute or sale. How can anything get any better than that.
  • I have a great team of folks that work with me for our mutual success. From the young ladies in the warehouses in New York and in Napa, to the folks on the phones and my leadership that reports to me, each are committed hardworking passionate people that want to do what is right always.

So in summary while looking at my blog I decided today to send a note to the world and say hi what a great job I have indeed and thank you for helping make it a success.

Chris Edwards

Vice President & General Manager

WTN Services™

a division of 1800Flowers

2545 Napa Valley Corporate Drive Ste F

Napa Ca 94558

707.265.2934

cedwards@winetasting.com

www.wtnservices.com

www.winetasting.com 

www.1800flowers.com

 

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