McLAREN VALE GRAPE WINE & TOURISM ASSOCIATION STRATEGIC PLAN
2018 - 2020
ABOUT US: “WHO ARE WE?”
MVGWTA is the peak representative body for three industries in the McLaren Vale region (Geographical Indicator): grape growing, winemaking and tourism.
MVGWTA is the custodian of ‘Brand McLaren Vale’.
OUR MISSION: “WHAT IS THE END GOAL”
For the McLaren Vale region to be recognised globally as a diverse and exciting wine region known for its excellence and sustainability.
OUR PRIMARY PURPOSE: “WHAT IS OUR REASON TO BE?”
MVGWTA’s primary purpose is to grow value and equity in ‘Brand McLaren Vale’.
OUR VISION: “WHY DO WE EXIST?”
All of the three industries we represent recognise ‘McLaren Vale’ as the single and common defining and combining element – in brief and simply, we grow McLaren Vale grapes, we make McLaren Vale wine and we promote McLaren Vale as a place to experience (visit or invest).
Therefore, we exist to ensure long-term sustainability of the grape, wine and tourism industries in the McLaren Vale region and to protect and promote the McLaren Vale brand locally, nationally and worldwide.
OUR ALLOCATED RESOURCES: “HOW ARE WE FUNDED AND STAFFED?”
To support our Primary Purpose and the delivery of “Member Benefits” (Existing and New Operations; see below), we operate thanks to a highly considered balance of human and financial resources:
- Human: Staff and Contractors:
- Permanent: team members who have been directly employed to support the delivery of Existing Operations
- Fixed-Term: team members who have been directly employed to support the delivery of New Operations over a fixed period of time
- Contractors: team members who have been contracted to support the delivery of Existing and/or New Operations as required due to the nature of the activity (event, research project, grant, etc.)
- Financial: Funding Sources: there are three major sources of revenue:
- Levies: payment of grape and/or wine levies based on tonnes grown or crushed
- Membership Fees: payment of the Membership Fee based on business type (tourism operator or other)
- Grants and Sponsorship: monies received independently of levies and Membership fees relating to specific events or projects.
OUR MAJOR FUNCTIONS: “WHAT DO WE DO TO ACHIEVE OUR STRATEGIC OBJECTIVES?”
To support our Strategic Objectives, we focus on three Major Functions:
- Marketing and Promotion of Brand McLaren Vale, domestically and internationally, of all three industries
- Industry Development (capacity and capability building) of all three industries
- Consultation and Advocacy (where appropriate) for all three industries.
OUR AUDIENCES: “WHO DO WE SPEAK TO AND TARGET?”
- Markets: domestic and international
- Internal: Members, Stakeholders (local, state and federal governments and peak-representative bodies)
- External: Public, Trade, Media, Educators.
OUR STRATEGIC THEMES: “OUR FILTERS – HOW DO WE ASSESS WHAT WE WILL OR WILL NOT DO?”
To support our Strategic Objectives, we use the following Strategic Themes to guide our decision-making regarding what Major Functions we will or will not undertake to deliver against our Primary Purpose and Mission. Our Strategic Themes are:
- Premiumisation: support a more premium wine offering and communicate that to the world, and to support the delivery of high quality tourism experiences and infrastructure, as well as tourism focused wineries and businesses
- Visitation: attract more visitors to our region, to spend more time and more money, attract repeat visitation and to enjoy our region.
OUR OUTPUT: “WHAT ARE MY MEMBER BENEFITS”
Our Operational Output must consider FOCUS and IMPACT given limited available resources; ‘less activities but higher impact’.
- Existing Operations: annual and on-going Member Benefits:
- All Existing Operations are assessed against the Premiumisation and Visitation themes
- All Existing Operations serve to provide direct and long-term benefit to all three industries:
- New Operations: four Major Projects to be realised by 30 June 2020:
- All Major Projects (MP) are identified through Member Feedback, serve to provide direct and long-term benefit to all three industries, and, are assessed against the Premiumisation and Visitation themes
MP1: China Visitation Campaign:
- Funded by: Wine Australia, SA State Government and MVGWTA
- The Project will:
- Realise the development of a McLaren Vale – China Visitation Strategy
- An element of the Strategy execution will be realised through the China Visitation Campaign
MP2: Geolocation and Shopping Basket Data Project:
- Funded by: MVGWTA
- The Project will seek to answer four major questions::
- How many people are coming into our region?
- Where they are travelling when in our region?
- How long they are staying in our region?
- How much they are spending in our region?
MP3: Development of updated Strategic Marketing Plan:
- Funded by: MVGWTA
- The Project will:
- Audit appropriateness of Existing Operations; there are some current Member, trade and consumer marketing activities that potentially no longer fit within the Premiumisation and Visitation Themes and should be removed or revised
- Provide recommendations for new marketing activities, in addition to the four Major Projects
MP4: Development of a single, National Sustainability Program:
- Funded by: N/A
- The Project will:
- Evolve SAW Program into a single National Sustainability Program (NSP), enabling the program to reach its full potential (winery extension, marketing, national data collection, Trustmark development)
- Governance: Review of Governance and Membership Structure:
- The current governance/membership structure is built around separate grape grower, winery and tourism categories. How relevant are those separate categories given the evolution of the industry where many growers are now also winemakers and most winemakers are tourism businesses? The Board will seek to appoint an independent expert to provide recommendations regarding the most appropriate membership / board / committee / governance structure to ensure we are set-up for long-term future success.
OUR PERFORMANCE ASSESSMENT: “WHAT DOES SUCCESS LOOK LIKE?”
We consider internal and external factors to provide an indicative assessment of our operational performance:
- Members: Engagement with MVGWTA: if we are providing valuable and tangible benefits to our Members through the combination of our Existing and New Operations, we expect to achieve an increase in Member engagement via:
- Communication: an increase in readership of MVGWTA communications
- Participation: an increase in attendance and participation at MVGWTA workshops, seminars, promotions and meetings
- Feedback: an increase in Member sentiment towards MVGWTA (measured via the Annual Member Sentiment Survey)
- Industry: Key Performance Indicators per industry: if we are building value and equity in ‘Brand McLaren Vale’ through the three identified Major Functions and using our Strategic Themes to guide our decision-making, we expect to achieve indicative long-term results such as:
- Grape – the premiumisation of our grapes:
- a higher price per tonne for McLaren Vale Shiraz grapes
- a higher volume of A and B grade grapes grown (and less C, D, and E)
- Wine – the premiumisation of our wines:
- a higher bottle price for every bottle of McLaren Vale wine, and
- an increase in demand for McLaren Vale wine (volume)
- Tourism – the premiumisation of our tourism offering (experiences, infrastructure), and, the premiumisation of our visitation (increase in expenditure with an increase in visitor)
- an increase in the number of visitors to McLaren Vale,
- an increase in the average expenditure per visitor to the McLaren Vale region,
- an increase in the length of stay of each visitor
Not exhaustive; demonstrates how increasing the value and equity in Brand McLaren Vale translates to measurable, long-term outcomes across all three representative industries.