Slide 17 of 24
Notes:
- The heart of the “push” effort – we call GTM strategy – is restructuring of sales force from geographic region to channel & customer type.
- Now we have individuals who focus on supermarkets and club stores – where WB and RMPS are popular – and other salespeople dedicated to high-end wine shops or restaurants, where our RMW Reserves and District wines are more in demand.
- Also in a position to strengthen trade relationships by helping wholesale and large retail customers do a better job selling. The broad geographic presence of WB and RM provides us with valuable data on general industry and brand-specific sales trends that can be shared with customers via “category management”, and make us a trusted partner in helping our customers build their sales and profitability.
- We’ve also split our sales force since it’s difficult for a single salesperson to maintain the skills necessary to sell each of our different wines to each of our customer types.
- This makes excellent sense given our portfolio of wines ranging from more affordable, everyday wines like WB up to our ultra-premium RMW Reserves, OO, and Super Tuscans.
- Some are dedicated to AW, BY, LaF and our international JV’s, since different kinds of wine appeal to different kinds of customers. Our salespeople can sell more effectively by knowing the wine and the customer as well as possible.
- And, of course, RMM & TJM spend a lot of time in the market, staying close to customers and building strong relationships with retailers, distributors and press.
