Branding Balkan Wines in the Context of the South-Eastern European Wine Tourism - PowerPoint PPT Presentation


Title: Branding Balkan Wines in the Context of the South-Eastern European Wine Tourism


1
Branding Balkan Wines in the Context of the
South-Eastern European Wine Tourism
  • Dušan Jelic
  • www.winesofbalkans.com

2
1 Introduction. An Abstract.
  • Branding Balkan Wines in the Context of the
    South-Eastern European Wine Tourism
  • Creating a marketing tool relying on synergy
    among wine producers and promoters of the
    regional wines
  • Linking the Balkan wine industry with wine tourism

3
2 The Balkans. A Brief Historical Introduction.
  • Balkan Peninsula extends from the Black Sea to
    the Mediterranean
  • Balkan history the rise and fall of empires,
    monarchies, dictatorships, communist-socialist
    systems democracies
  • Priority the region is overwhelmingly oriented
    towards joining the European Union

4
3 Wines of Balkans. Indigenous vs.
International. South-Eastern Europe as a
Gastronomic Heaven.
  • 1.8 million tons wine per year - Balkan is 5th in
    the world (2,000 wineries in the regions 12
    countries)
  • BIWC 2012 - creation of a powerful marketing tool
    which will rely on synergy among wine producers
    promoters from all South-Eastern European
    countries
  • The BIWC 2013 will host representatives of the
    global wine connoisseur elite in order to draw
    the attention of the global wine community to the
    unique range of flavours that Balkan has to offer.

5
4 Principles of Wine Tourism
  • Tourism planning economic, environmental,
    spatial, management, social, cultural,
    technological political.
  • Guiding Principles sustainable, long-term
    planning and public interest, wine and food
    heritage, niche market, contribution to the
    general economic, environmental, social and
    cultural improvement of the nation/region as a
    whole
  • The Wine tourism master plan should respond to
    the need to be competitive in the region
  • Special features or attractions are the
    foundation for niche market tourism as so-called
    unique selling points.
  • If basic principles are neglected - a lot of
    negative consequences

6
5 Interesting Points to Explore Further
  • Cellar door sale (interesting for the winemakers)
    vs. a total experience (desired by a tourist)
  • What if wine tourism infrastructure is
    non-existent or it is poorly developed
  • National regional tourist bodies (often) do not
    identify the wine tourism as the top marketing
    priority - the task is to change that!

7
6 The Big Question What Should Be Done Now?
  • Wine Tourism bodies have to do the following
  • Accurately segment national wine tourism
    destinations
  • Strategically position less well-know wine
    regions also as holiday destinations
  • Promotion of carefully selected wine tourism
    offerings which include winery cellar visits
    with other top attractions in the respective
    regions
  • Vigorously encourage the packaging of wine estate
    visits with a diversity of tourist experiences

8
7 Implementation of the Wine Tourism Strategy
  • Leadership (top quality management, i.e. Istria
    to Dalmatia) at each level of decision-making
  • Master plan should be the outcome of an
    appropriate planning process
  • The wine tourism strategy is responsive to
  • Entrepreneurial initiative
  • Partnerships involving private enterprise -
    corporate or individual, traditional communities
    the government
  • The various sectors of decision-making
    (corporate, individual, traditional
    governmental) operate in a negotiated framework.

9
8 Characteristics of integrated wine tourism
planning
  • A decision-making structure designed to link wine
    tourism with other sectors of economic and
    infrastructure development
  • An approach which is strategic and goal-oriented
    rather than being re-active and preventative
  • A structure which can accommodate inputs and
    influences from the wine tourism industry, other
    sectors of government, and the affected community
  • A process which is purposive and deliberate, but
    which is also flexible to adjust to changing
    circumstances
  • A process which is guided by principles of good
    management and best practices

10
9 Wine Communications Communicators
SocialMedia WineOnline (via Arto Koskelo)
  • To be a wine expert is to take a stand to be an
    opinion leader is to have opinions
  • To be a wine lover is to share your passion. The
    more you share it, the more you generate it.
  • Communicate your preferences clearly follow
    your instinct!

11
10 Brief Case Studies
  • 1 Istrian Peninsula, Croatia (descriptions from
    Per Karlsson of BKWine.com)
  • 2 Development of Wine Tourism at Hvar Island,
    Croatia (with help of Paul Bradbury Ivana
    Krstulovic-Caric)
  • 3 Wine Tourism Academy based in Belgrade, Serbia
    (with help of Miloš Kalapiš)
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Branding Balkan Wines in the Context of the South-Eastern European Wine Tourism

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Branding Balkan Wines in the Context of the South-Eastern European Wine Tourism Du an Jeli www.winesofbalkans.com [1] Introduction. An Abstract. – PowerPoint PPT presentation

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Date added: 11 August 2020
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Transcript and Presenter's Notes

Title: Branding Balkan Wines in the Context of the South-Eastern European Wine Tourism


1
Branding Balkan Wines in the Context of the
South-Eastern European Wine Tourism
  • Dušan Jelic
  • www.winesofbalkans.com

2
1 Introduction. An Abstract.
  • Branding Balkan Wines in the Context of the
    South-Eastern European Wine Tourism
  • Creating a marketing tool relying on synergy
    among wine producers and promoters of the
    regional wines
  • Linking the Balkan wine industry with wine tourism

3
2 The Balkans. A Brief Historical Introduction.
  • Balkan Peninsula extends from the Black Sea to
    the Mediterranean
  • Balkan history the rise and fall of empires,
    monarchies, dictatorships, communist-socialist
    systems democracies
  • Priority the region is overwhelmingly oriented
    towards joining the European Union

4
3 Wines of Balkans. Indigenous vs.
International. South-Eastern Europe as a
Gastronomic Heaven.
  • 1.8 million tons wine per year - Balkan is 5th in
    the world (2,000 wineries in the regions 12
    countries)
  • BIWC 2012 - creation of a powerful marketing tool
    which will rely on synergy among wine producers
    promoters from all South-Eastern European
    countries
  • The BIWC 2013 will host representatives of the
    global wine connoisseur elite in order to draw
    the attention of the global wine community to the
    unique range of flavours that Balkan has to offer.

5
4 Principles of Wine Tourism
  • Tourism planning economic, environmental,
    spatial, management, social, cultural,
    technological political.
  • Guiding Principles sustainable, long-term
    planning and public interest, wine and food
    heritage, niche market, contribution to the
    general economic, environmental, social and
    cultural improvement of the nation/region as a
    whole
  • The Wine tourism master plan should respond to
    the need to be competitive in the region
  • Special features or attractions are the
    foundation for niche market tourism as so-called
    unique selling points.
  • If basic principles are neglected - a lot of
    negative consequences

6
5 Interesting Points to Explore Further
  • Cellar door sale (interesting for the winemakers)
    vs. a total experience (desired by a tourist)
  • What if wine tourism infrastructure is
    non-existent or it is poorly developed
  • National regional tourist bodies (often) do not
    identify the wine tourism as the top marketing
    priority - the task is to change that!

7
6 The Big Question What Should Be Done Now?
  • Wine Tourism bodies have to do the following
  • Accurately segment national wine tourism
    destinations
  • Strategically position less well-know wine
    regions also as holiday destinations
  • Promotion of carefully selected wine tourism
    offerings which include winery cellar visits
    with other top attractions in the respective
    regions
  • Vigorously encourage the packaging of wine estate
    visits with a diversity of tourist experiences

8
7 Implementation of the Wine Tourism Strategy
  • Leadership (top quality management, i.e. Istria
    to Dalmatia) at each level of decision-making
  • Master plan should be the outcome of an
    appropriate planning process
  • The wine tourism strategy is responsive to
  • Entrepreneurial initiative
  • Partnerships involving private enterprise -
    corporate or individual, traditional communities
    the government
  • The various sectors of decision-making
    (corporate, individual, traditional
    governmental) operate in a negotiated framework.

9
8 Characteristics of integrated wine tourism
planning
  • A decision-making structure designed to link wine
    tourism with other sectors of economic and
    infrastructure development
  • An approach which is strategic and goal-oriented
    rather than being re-active and preventative
  • A structure which can accommodate inputs and
    influences from the wine tourism industry, other
    sectors of government, and the affected community
  • A process which is purposive and deliberate, but
    which is also flexible to adjust to changing
    circumstances
  • A process which is guided by principles of good
    management and best practices

10
9 Wine Communications Communicators
SocialMedia WineOnline (via Arto Koskelo)
  • To be a wine expert is to take a stand to be an
    opinion leader is to have opinions
  • To be a wine lover is to share your passion. The
    more you share it, the more you generate it.
  • Communicate your preferences clearly follow
    your instinct!

11
10 Brief Case Studies
  • 1 Istrian Peninsula, Croatia (descriptions from
    Per Karlsson of BKWine.com)
  • 2 Development of Wine Tourism at Hvar Island,
    Croatia (with help of Paul Bradbury Ivana
    Krstulovic-Caric)
  • 3 Wine Tourism Academy based in Belgrade, Serbia
    (with help of Miloš Kalapiš)
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