Top 10 Customer Service Count Down

This fall, I had the pleasure of presenting with Allan Wright, owner of Zephyr Adventures, at the first annual Wine Tourism Conference held in Napa, California.  Allan is well known in the industry for his wine and beer bloggers conferences; in fact, the wine bloggers will be coming to Portland in August!

We were asked by conference organizer, Elizabeth Martin-Calder -- a marketing veteran serving the wine, food, travel and art industries, to speak about the important connection between marketing and providing great customer service experiences.  Below is the top 10 list we created to underscore how a compelling customer service should permeate your entire organization:

#10 - Create a Philosophy of Customer Service that Stems from your Mission Statement
Define the "why" behind your company.  Decide what it is you are offering and how you're going to be the best at it.  Think about your target customer and the experiences they desire.  This is precisely where the marketing and hospitality teams should begin to engage -- well before the taster arrives at the winery.  Companies like Four Seasons, Apple, BMW and Target have a well defined customer experience, and it's not by chance!

#9 - Transform Ethos into Action
Translate your service philosophy into specific, measurable actions.  Think about how the hospitality team will tell the story, decide on specific and consistent talking points that all staff members can share, and don't forget to outline the greeting, during visit and closing actions.  For example, the Four Seasons personally greets each guest by name, provides a wait-free, quiet check in with a water bottle, and the staff is encouraged to ask about particular preferences early on and get feedback throughout the stay.

When was the last time you took your winery's tour?  What are the specific actions you take to follow up with visitors and re-engage them? 

#8 - Seek Feedback
In founder, Isadore Sharp's book, Four Seasons: The Story of a Business Philosophy, he details how he built the company from a regional Canadian construction firm to the world's preeminent luxury hotel brand.  What most struck me is the company's "Glitch Report", which is a discussion held at every hotel every morning.  During the meeting, the team outlines anything that went wrong the prior day, and discusses the specific steps taken to correct the mistake.  This encourages people to be open about mistakes, learn from them, and helps create a culture of continuous improvement.  It also prevents further mistakes and identifies customers who may need special touches to improve their stay.

Feedback should be a two-way street.  Internal feedback of team members can come through staff and individual meetings, discussions, surveys and 360 reviews.  External feedback can be gained from Yelp, customer and supplier surveys, card drops and verbal asks during visits.

#7 - Address & Learn From Mistakes
When a customers alerts you to a problem, own it.  Apologize, state what you will do to correct the issue in the future, and offer some sort of unexpected "thank you" to the customer for bringing it to your attention.  It is important to remember that addressing in-person complaints is not enough -- I encourage you to monitor social media sites like Facebook, Twitter and Yelp, too.  In all of these mediums, you have the opportunity to respond and correct.  Performing excellent service recovery can create even more loyal customers!

#6 - Keep a Database
Do you have an email list?  Is it possible to sign up in your tasting room, on Facebook and on your website? Do you actually input those sign ups into the database?  Are you tracking your customers, their preferences and operating with a schedule of follow up communications?

#5 - Recognize Repeat Customers
Having a database will help you track them, but it won't do the follow up work with customers for you.  Send thank you notes, personal invites to events, offer special pricing and referral rewards, etc.  And don't just communicate via email -- a personal phone call is a powerful tool, and it's much more rare with all of the email marketing solutions.

#4 - Seek Outside Best Practices
There are some terrific examples of service within our industry.  While it's natural to stay in our own backyard, looking outside of wine and spirits can reveal additional best practices.  Train your staff to be "service spies" and create a game out of reporting on best or poor experiences from which everyone can learn.

Some favorite non-industry best practices that come to mind immediately are the way Starbucks encourages barristas to call customers by name and how Southwest mails you drink coupons on your birthday.

#3 -Answer the Phone
Return phone calls and emails promptly.  Fully engage the customer (i.e., don't be checking email) and smile while you are speaking.  Set up a Google alerts and Twilerts for your brand name and key wines to track press and social media conversations.  Pay attention to Yelp and Trip Advisor on a regular basis.

#2 - Engage Everyone
Each person involved in hospitality should have a sense of the "front of the house" jobs -- ideally, all team members would.  Remember how annoying it is when you enter a restaurant, are passed by several servers, and one finally says "a hostess will be with you soon"?  Customer service is not someone else's job -- we are all first in the hospitality business.

At every step of the hospitality experience, your customers are watching, and often reporting via social media.  The days of Don Draper's Mad Men telling people what to think are long gone (although I'm happy that the show is soon coming back!).  So embrace this customer involvement as an opportunity for authentic promotion.  After all, when your customers tell your friends to visit, they are much more likely to listen.

And finally, #1 - Audience Ideas...
We asked for audience participation to help us come up with the final customer service "do".  We received many great ideas, and the one I most remember was submitted by a woman who suggested that wineries take an extra step to promote their vendors before events, then ask for their post event feedback.  Associated parties like caterers, entertainers, etc. are also "watching" during your special events, and may see things that your customers don't report or you do not notice.  They will also appreciate the extra recognition.

Guest Blogger Janel Lubanski Shares First Winery Visit

When taking on new clients, it is imperative to get to know the people and the places behind the brand.   The first meeting allows the client to express the vision for his or her business and provides Trellis Wine Consulting the information we need to serve the client in the best way possible.

On September 14, I toured my first winery (and at that point our newest client) Abacela and learned the importance of a first visit.  From the introductions to soaking in new landscapes, and the actual "work", to ending the day with a ride through the vineyards in owner, Earl Jones’ Jeep Cherokee, it was an amazing experience.

We began with a tour of the grounds, first internally and then the vineyards.  The tasting room  features a large round tasting bar with an incredible open view of the vineyard and a private tasting room highlighting modern yellow chairs -- Abacela's signature color.  (They use yellow foil or screw caps  on all wine bottles, so these chairs are a very nice touch.

For our next stop, we were given a very descriptive tour of the winemaking process performed at Abacela.  Their method of transporting grapes by gravity flow is both time consuming and labor intensive but this method has proven to be more gentler on the grapes and wine. 

Earl recalled his garage reconstruction project that would allow space for a gravity flow system – a project that left many skeptical but he managed to pull it off.

After getting down to talking business, we ventured to the vines.  The stones leading from the winery to the vineyard map out the varied geologies that make up Abacela’s vineyard.  This 76-acre property on the southern tip of the Umpqua Valley,houses many different geological varieties:

• Dothan formation;
• Turbidite sandstone;
• Mudstone Matrix Melange;
• Fluvial deposits;
• Bushnell Rock;
• Siletz River Volcanics; and
• Submarine basalt

Three mountain ranges, the Klamath Mountains; the Coastal Range; and the Cascades, meet beneath Abacela’s vineyard, allowing them the ideal climates for their internationally acclaimed Tempranillo, Rhone and other Spanish varietals.  

Another unique aspect of the Abacela vineyard is the trellis for the vines.  Earl’s layout of his vines includes an additional post on the end of each trellis, quite uncommon on most vineyards.  This additional post prevents tractors from running into the vines and protects the wires on the trellis. 

A few grapes were tasted and the tour was complete. 

So as I learned, the purpose of a first visit is to show our commitment to and learn as much as possible.  For me, the best part of a first visit is seeing our clients in action on their “home turf.”

Wine Discoveries in Idaho's Snake River Valley

This Monday I had the pleasure of judging the 2011 Idaho Wine Competition, which is run by Wine Press NW and hosted by the Idaho Wine Commission.  I truly enjoyed experiencing these new wine regions and discovering some gems. 

Idaho has grown from approximately 11 wineries just a decade ago to over 40.  The commission seems to have improved its marketing significantly, and I'll be following them to monitor developments and growth.  For those thinking of visiting, the greetings are friendly and Boise is a well-maintained college town that is easy to navigate. 

As is typical with me, I offer some of my favorite "gold" wines below -- these are not necessarily competition gold medal winners.

Williamson 2010 Riesling, $9 - This wine ultimately received a silver, but was nearly a gold in my opinion.  Tangerine, lemon cream, floral and basil notes filled the nose, which was confirmed on the palate that offered good balance and a clean finish.  For $9 it's a great buy!

Cinder 2010 Chardonnay, $18 - Lime, pear, green apple aromas were quite pretty, with noticeably nice oak integration on the palate. This is a polished Chardonnay that showed best in its class.  It could stand up against competitors from known Chard regions and with the quality:price ratio, knock them right out of the running.

Williamson 2010 Blossom Rose of Sangiovese, $12 - Another winner from this winery, the rose features pretty pear, floral, lavender and cherry aromas.  There is a nice acid balance on the palate which leads to a clean finish.  Great "summer sipper" all year long (we shouldn't give up rose just because the sun is hiding).

Snake River 2009 Arena Valley Vineyard Syrah, $17 - I gave this wine a gold, as did my colleague panelists, so it was rated a double gold medal.  I loved its smoky cherry, blackberry fruit aromas and notes of bacon fat and pepper.  The palate is filled with rich fruit and it brings a long finish.  (The website is beautifully done -- can't help the marketing note.)

Wood River 2008 Cabernet Franc, $28 - An impressive showing and gold for this variety, which tends not to be made on its own.  The nose has cedar, black fruit, raspberry and bell pepper.  The palate features great balance with good acid:tannin: fruit ratio for structure.  Delicious.  It won best red of show.

Koenig 2009 Riesling Ice Wine, $20 - Wow this was a fun wine to taste -- I may have even swallowed a sip :)  Aromas of apple, pear and lemon zest were complimented by slight graham cracker and herbal notes, which added complexity.  The palate featured very ripe peach and apricot notes and a very long finish.  In short, this is downright delicious.

If you haven't ever tried a wine from Idaho, I encourage you to look for these gems and explore -- afterall, one of the reasons that wine is so engaging is because it offers a way to discover the world.

PS - a special thank you to my colleague, Janel, who participated in research for this post

After Raising a Glass, What Should I Do With a Milestone?

All businesses that stay in business achieve milestones.  Since starting Trellis Wine Consulting three and a half years ago, I've been on a fast-paced learning path filled with them -- some more cheerful and inspiring than others.  The first milestones that come to mind include incorporating and registering a mark, getting my first client, getting my first big client, receiving a client's heart-felt thank you note (and wow did that mean so much), achieving a big win for a client, outsourcing some services to enable growth and focus, most recently, hiring a talented colleague and of course, celebrating each anniversary.

Owners and operators in the wine and spirits business go through many of the same milestones. Plus the first harvest, first bottling, achieving press recognition and distribution, hitting the "black" zone of profitability and so much more.  The industry tends to celebrate the big numerical milestones (5, 10, 20, etc.) with fanfare around the anniversary including press releases and parties, which are a well-deserved reward for a job well done and thank you to customers.

Where some brands may fall short is using these anniversary milestones as a catalyst for growth.  Why not think about the strategy for next 10 years while celebrating the last 10?

I am currently in the middle of an engaging research project for a supplier who is using a milestone as an opportunity to consider the company's next steps.  For them I designed a research survey of key stakeholders including internal team, distributor managers, and trade.  Each survey group requires a multi-step process beginning with survey creation and refinement, followed by list development, interviews, coding, analysis and reporting.  The final report will include a full SWOT analysis (strengths, weaknesses, opportunities and threats) and strategic recommendations for growth.

We are studying strategic possibilities, portfolio changes, industry trends, brand awareness, business practices, competitors and more.  For my client, gaining this knowledge will accomplish the following:

* create interest and buy-in given management's need for and desire to change to position the company for growth

* confidentially gather a range of diverse perspectives on the issues facing the company

* provide an organized format for all to voice creative solutions and an opportunity to analyze business and industry trends

* let customers and partners know that their insight is valued and considered -- this is a wonderful way to thank them intrinsically

* serve as a vehicle to reach and interact with the media -- our professional critics

So far, I've provided preliminary reports on the internal and distributor management audiences; my next step is to code and analyze over 500 trade survey response sets -- it's a huge number and double our assertive goals.  And I know it will be full of knowledge for my client and me.

Taking time to pause and consider goals and direction for the future is critically important for any successful business, especially in our industry, where the competition is fierce.

In my next post, I'll discuss best practices for survey design and present a case study to demonstrate how data can be used to position a brand for success.

Laying the Foundation for Innovation

Innovation begins with creating an environment where creativity and problem solving thrive.  Companies with cultures of fear, creativity blocking attitudes -- "no" or "we can't do that", and complacency -- "it's always been this way", struggle with innovation because they don't have the foundation.

Harvard Business School Professor, Teresa M. Amabile well described the link between creativity and innovation in a recent Harvard Business Review article, "Getting to Eureka! How Companies Promote Creativity". "Creativity is the initial production and development of novel, useful ideas. Innovation is the successful implementation of creative ideas."

As a marketing and management consultant, one of the key practices I can bring to an organization is a process for engineering innovation.  That process, of course, begins with creating an environment that fosters creativity.  Scheduling a brainstorming session is an easy way to begin. 

I learned a long time ago that scheduling a traditional department style gathering is a no-win situation.  (I still laugh about the meeting in one corporate winery where we begrudgingly gathered around a conference room at 6pm and were tosses snacks from a vending machine so we could "quickly get creative and figure this out so we could go home".  Instead, I like to schedule these earlier in the work day, preferably in an off-site environment or at least free from distractions (with land lines, cell phones, and email announcements turned off).  Another welcome option is over a glass of wine, but this tends to work better with smaller groups. 

Giant Post-It Notes and colorful markers are always in my toolbox because I want to record ideas and do so publicly -- the idea is to fill up the sheet and "hear" all of the participants.  I also either come prepared with a list of questions (and always a few ideas), or ask those invited to highlight the most important things we need to ask before getting started.  Depending on the dynamics of the group, fun "prizes" for recognizing truly creative insights can be a way to lighten up the mood,

When hosting a creative brainstorming, it is important to focus on one topic at a time. For example, how to reinvent the wine club, re-engineer the tour, better communicate with distributors, or get the attention of the media. (Trying to cover a combination or all of these would create competing interests for the creative energy.)

Brainstorms work well in a couple different formats.  One is to gather for 60 to 90 minutes for idea generation -- a good tactic for producing ideas in a relatively short amount of time.  Another is to break a larger group into smaller sections so that multiple sets of ideas are generated, then presented and discussed as a larger group.  For annual meetings and retreats, I prefer the latter.

There are a few important "ground rules" prevent creativity killing attitudes, stay focused, gain full participation and promote creativity after the meeting has ended. 

First, "no", "we can't", "that won't work", and other associated remarks are discouraged from the beginning.  As the mediator, I gently remind people who revert back to this type of commentary that we're in a brainstorm, not a review or planning session -- all ideas are welcomed and respected, because even those not chosen may lead us to the break-through thinking we need to harness.

Second, for the ideas outside of scope that tend to arise, I create a "parking lot", which confirms to the people who offer them that they have been heard and serves as a gentle reminder for the group to stay on task.

Third, to include those who are less communicative in group settings or due to style, I engage them during the process with specific questions. And conclude the meeting asking people to follow up via email or phone with additional insights.

Finally, I encourage participants to compliment each other during and after the process.   All members of an organization can model creativity producing behaviors and attitudes, and being positive is fundamental.

When the meeting concludes, it is also important to let participants know the next steps.  For a simpler brainstorm, I follow up with circulated notes and schedule a planning discussion.  For a meeting that is being held to prepare a more comprehensive strategy, I add a marketing plan incorporating the knowledge gained with specific action items and metrics so that the effect of any changes can be measured.  The associated actions represent the innovation and the results the demonstrated success.

Tribute to an Inspiring Mentor

We can probably all relate to trouble with a current or former boss  -- lamenting one's superior is common practice; it's the sound of the chorus during Friday happy hours around the globe.

Over the course of one's career, it's not unusual to experience an array of bosses with quite a spectrum of management styles.  On the really tough end of the spectrum there's the mean-spirited low confidence type, the slave-driving workaholic, or one of the characters portrayed in the recent flick, Horrible Bosses.  One of my all time favorite jerk bosses is Lumbergh from the cult classic, Office Space.  (I will admit now that I used the movie as therapy when working for a boss who shall remain nameless.)

There are also the in-between bosses: the low confidence assurance needy but nice guy; the ineffective product of nepotism who wants to succeed but is in way over his head; the gal with one promotion too many; and the woman who is fine -- even likable in her personal life, but so caught up in making the right impression that she forgets that being genuine is a key part of doing so.

Then there are the good, solid managers who motivate, manage with dignity, believe respect must be earned, and work diligently for the team and the organization.  These are the people, like the teachers along the way, who shape us.  While we may not remember all of the details of the relationship, we appreciate the influence on our professional development and have fond memories.

Finally, there is the natural born leader whose spark is so magnetic that we never forget the details.  I'm lucky enough to have worked for someone like this, and his teachings inspire me to this day.


Chris could have been a jerk.  He was a former brand executive from Coca Cola in Atlanta with a really impressive resume including international work experience based in Paris, a MBA from a top school and knowledge of all of the finer things -- wine, art, history, culture. 

Instead, he was a gem.

I was an eager, driven, somewhat cocky 22 year-old woman feeling wonderful about a new dream job at an international wine company and a new Duke degree in psychology (big help for the wine industry) and French (big help in bonding with Chris).

From day one, Chris was a joy to work with.  He knew when to challenge me (frequently), and he knew when to back off.  For example, back then I was used to "pulling all nighters" and finishing semesters -- I hadn't yet learned that work never really finishes, so in my desire to please and perfect, I had a tendency to work very long hours which would render me less effective.  (I'm not sure that I've truly changed this, but as an entrepreneur I at least have a better excuse.)  Chris always encouraged me to find balance and better yet, demonstrated this with the way he lived (and continues to live) his life.

Chris took it upon himself to mentor me -- showing me the foundation of marketing principles and inviting me to understand the creative side of marketing.  (I remember a huge let down when I started studying marketing in business school; it was dry and nothing like the experience Chris created.)  I don't remember him ever talking down to me -- he treated me as an important member of his team.  I also felt supported by him; there was never a hint of inappropriateness and always the right amount of warmth blended with professionalism.

I'm quite sure there were times when he refrained from rolling his eyes at the naivete of my suggestions; instead, he gently explored my rationale and provided insight.  Chris actually made constructive criticism a compliment!  After seeking feedback, I would leave his office  feeling energized, happy and productive.  I still have a treasured book he gave me, Orbiting the Giant Hairball, which is essentially about fostering creativity in organizations, something at which Chris excels.


I loved how he would insist that we leave the office to conduct brainstorms, taste the wine while thinking of ways to sell it (surprisingly uncommon, especially in corporate wine), and always come back to the notion that wine marketing should be both challenging and fun.

I've recently been thinking about why Chris was so influential, probably because I just had the pleasure of seeing him in Napa a month ago, and these points stand out in no particular order:
* collaborative style; warmth -- more like a favorite coach than a boss
* ability to guide in a positive, constructive manner
* excellent listening skills
* respect for the contributions of all team members
* creativity
* enthusiasm
* intelligence; talent
* worldly, informed
* genuine nature
* true passion for his work
* consideration for well being of others

Chris's influence is probably deeper than I know.  If I'd had Lumbergh back then, I would have probably applied to law school as an escape route and abandoned my dreams of running a winery or a wine marketing firm. (Instead, I waited until working in corporate wine to do that, and it was Chris who recommended me to assume the position he was leaving, which was both an honor and a wonderful move for me.)

I only lasted 18 months at that first wine marketing job, not because of any problem with the company -- I was presented with an offer which allowed me to expand and departing was painful.  Chris's influence followed me to the next position and today lives in my company's office and mindset.  I treasure our friendship -- sometimes we get busy and go longer periods than we should without talking, but every time we come together it's an exciting adventure.

If you've haven't worked for "a Chris", may you do so soon.

Grapevine Harvest Issue Articles

Grapevine Magazine featured two articles of mine in its recent Harvest Issue.  "A Winery Leader's Primary Role" examines three common elements as identified by Silicon Valley Bank's Raymond Nasr -- Tradition, Struggle and Absolute Trust.  I tend to find that wineries are sufficient to strong in the first two elements, but may be lacking in the third, Absolute Trust, which is built by having a leadership plan and vision...

"Making Your Winery's Strategy A Reality" is about aligning the two strategies in your business -- implicit and explicit.  Closing gaps between stated vision and reality can solve many a winery issue ranging from low profitability and morale to customer service and retention.