Table of Contents

1. Introduction ........................................................................................................................ 5

2. Situation Analysis................................................................................................................ 5

2.1. Overview of the company ........................................................................................... 5

2.2. List of assumptions ...................................................................................................... 6

2.3. Potential customers .................................................................................................... 7

Demographic ...................................................................................................................... 7

Geographic.......................................................................................................................... 7

Psychographic ..................................................................................................................... 8

Behavioural ......................................................................................................................... 9

2.4. Potential competitors ................................................................................................. 9

Primary competitors ........................................................................................................... 9

Secondary competitors....................................................................................................... 9

2.5. Overview of current marketing mix .......................................................................... 10

Price .................................................................................................................................. 10

Promotion ......................................................................................................................... 10

Placement ......................................................................................................................... 10

Product ............................................................................................................................. 11

3. Objectives and Budget ...................................................................................................... 12

3.1. Communication objectives ........................................................................................ 12

 3.2. Budget costing ........................................................................................................... 12

4. Communication and Creative strategy ............................................................................. 14

4.1. Communication strategy ........................................................................................... 14

Message ............................................................................................................................ 14

Source ............................................................................................................................... 15

Channel ............................................................................................................................. 15

4.2. Target Market............................................................................................................ 15

4.3. The receiver and desired target market response .................................................... 16

4.4. Execution and appeals .............................................................................................. 16

Appeals ............................................................................................................................. 16

Execution .......................................................................................................................... 16

4.5. Draft communication materials ................................................................................ 17

5. Media plan and Strategy .................................................................................................. 17

5.1. Media Mix.................................................................................................................. 17

Point of Purchase – cellar door ........................................................................................ 18

Direct marketing ............................................................................................................... 18

Special events ................................................................................................................... 19

Social Media...................................................................................................................... 19

Print Media ....................................................................................................................... 20

Marketing displays............................................................................................................ 20
 5.2. Media coverage ......................................................................................................... 21

5.3. Media schedule ......................................................................................................... 21

6. Campaign evaluation ........................................................................................................ 23

6.1. Approach to measuring campaign effectiveness ...................................................... 23

Qualitative ........................................................................................................................ 23

Quantitative ...................................................................................................................... 23

7. Conclusion ........................................................................................................................ 24

8. References ........................................................................................................................ 25

9. Appendix ........................................................................................................................... 29

Figure 1 – Competitor analysis ......................................................................................... 29

Figure 2 – Campaign Posters ............................................................................................ 31

Figure 3 – Campaign Billboard .......................................................................................... 32

Figure 4 – Campaign Facebook page ................................................................................ 32

Figure 5 – Special events stand ........................................................................................ 33

Figure 6 - Promotional corks ............................................................................................ 34

Figure 7 - 30 second Radio Script ..................................................................................... 35

Figure 8 – Direct Mail ....................................................................................................... 35

Figure 9 – Newspaper advert ........................................................................................... 36

 1. Introduction

The following document is an integrated marketing communications (IMC) plan for the Hunter Valley

based winery, Tatler Wines. The document reviews the current situation of Tatler Wines,

investigates competitors and outlines assumptions, before setting clear objectives for the IMC plan.

To assist in the accomplishment of the objectives, this document proposes an IMC solution that

consists of targeting a new segment of the market by promoting a “hero” wine. The plan details the

proposed media mix including; online social media, paired with more traditional promotional

activities including wine tastings. A detailed communication strategy that includes a schedule and

budget breakdown is outlined alongside the creative strategy. This report concludes with a

suggested approach on how to best monitor the success of the implemented plan.

2. Situation Analysis

2.1. Overview of the company

Tatler is a vineyard located in the Hunter Valley wine growing district of Lovedale. They are a small

family own vineyard that opened their doors in 1997 (Tatler, n.d a). The primary business of Tatler is

the production and sale of wine. Their wine range consists of 16 wines that are priced from $20 to

$45 per bottle (Tatler, n.d b). They all adorn the Tatler “butler” logo on their label. The Tatler

vineyard has a cellar door for wine tasting, as well as a small tapas style restaurant and 2 small

accommodation options.
 2.2. List of assumptions

The following assumptions have been used in the preparation of this plan:

 The Hunter Valley wine growing region of Lovedale will continue to produce wine and be

accessible to visitors;

 The cost of wine will remain stable for the next 12 months;

 Market growth of the wine industry will remain stable or grow as expected;

 The media expenses have been budgeted using guide prices, no formal quotations have

been provided;

 It is assumed media costs will remain stable for the 12 months preceding the introduction of

this marketing initiative;

 The age of the market segment that attends the Lovedale long lunch has been estimated at

25-55. This assumption is based on event photographs, blogs, newspaper articles and images

on the Lovedale long lunch website (Lovedale long lunch, n.d).

 It is assumed the current popularity of social media platforms (Facebook, Twitter,

Instagram), usage rates and active user demographics will remain consistent;

 It is assumed that no new competitors will enter the Lovedale vineyard region in the next 12

months;

 Whilst there are more than 150 vineyards in the Hunter Valley, it is assumed that Tatler’s

key competitors operate within the same wine growing district, Lovedale;

 The assumption that females aged in the 20-30 years age bracket, prefer sweeter sparkling

wines is based on food and wine blogs from the Atlanta wine school (McCluney, 2013) and

Good Food (Teague, 2012). As well as the observation that sweet sparkling wine marketing is

targeted at women. For example Petersons Pink Blush has a woman in pink on the label

(Peterson house, n.d);

  The assumption that an average of 20,000 people will attend the Lovedale long lunch is

based on an article in the Newcastle Herald (Tarla, 2014); and,

 The Newcastle Jockey club (NJC) holds 26 races a year, of which some races have up to 3000

attendees (Gleeson, 2014). It is assumed that the average race day will be attended by 1000

people.

2.3. Potential customers

The following section breaks down the proposed market segments the IMC plan will target:

Demographic

Whilst the current consumer group targeted by wineries in the Hunter Valley is aged between 55-

35, this campaign aims to separate from its competitors by targeting a younger demographic,

referred to by Loroz and Helgeson, (2013) as Gen Y. The portion of Gen Y targeted is this IMC plan is

aged between 20-37 and female. The targeted consumers are middle to upper class with a high level

of disposable income. Occupation is not a decisive factor. Both females with and without children

are included.

Geographic

The campaign will be predominately targeting local residents living in Newcastle and the Hunter

Valley region. However, intrastate tourists planning to attend the LLL will also be targeted.
(Wine Tours Down Under, n.d)

Psychographic

The lifestyle and personality of the market segment includes;

 Educated professionals that enjoy good quality food and wine

 Adventures who have an interest in entertainment, shopping, and the outdoors

 Social people who enjoy eating and drinking with company

 People with a desire for good quality wine

 People who enjoy leisure time and relaxing

 People who drink to celebrate.

Behavioural

The purchasers targeted are a mixture of regular wine drinkers, occasional wine drinkers and

celebratory drinkers.

2.4. Potential competitors

Primary competitors

The Hunter Valley is a tourism hub with over 2.2 million overnight visitors per annum (Hunter Valley

Wine and Tourism Association, 2013). The Lovedale region of the Hunter Valley consists of 12

vineyards (Lovedale Tourism, n.d). These vineyards compete for the same market share and offer

their own variations of the same product (Lovedale Tourism, n.d), therefore they can be considered

primary competitors. Based on a number of differentiating factors, tabled in figure 1.1, Capercaillie

Wine Company, Gartelmann Wines and Adina have been identified as Tatler’s closest

competitors. The four vineyards wines are placed at a similar price point, and are located in close

proximity of one another.

Secondary competitors

Tatler Wines secondary competitors are the breweries and distillery in the area, as they offer an

alternative to wine. Potters hotel brewery and Matilda bay brew house are both located in the

hunter valley and offer award winning beer (Hunter Valley. n.d b). The Hunter Distillery produces

premium vodka, gin and high end spirits (Hunter Valley. n.d b). These businesses compete with

Tatler Wines by offering a substitute product.

 2.5. Overview of current marketing mix

Price

Tatler wines are priced between $20 and $45. This is on par with neighbouring vineyards as shown if

figure 1.1. This could be seen as a competition pricing strategy as Tatler Wines price point is aligned

to the prices of their competitors (Solomon, Hughes, Chitty, Marshal, & Stuart. 2014). Australia-

migration (2014) estimates the average bottle of wine in Australia costs $13. This is lower than

Tatler’s price point. This indicates Tatler Wines and their primary competitors have adopted a

premium pricing strategy to indicate a more exclusive product than the average wine at the bottle

shop. Wilson (2013) found wine drinkers lean towards dearer wines as they assume cost is directly

aligned to the quality.

Promotion

To promote Tatler wines, a range of marketing mediums have been utilised. The vineyard has a

cellar door where prospective purchasers are able to try the different wines, whilst an employee of

the vineyard discusses the attributes. The vineyard is also a key member of the Lovedale Long Lunch

(LLL). The LLL is an annual, weekend-long event where seven of the Lovedale based wineries

collaborate with food wine and entertainment. Tatler does have a Facebook page, however it is not

regularly updated and at present only has 342 “Likes” (Facebook. n.d).

Placement

Tatler wines can be purchased direct from the winery and online via the Tatler website and selected

Australian wine distribution websites. Some small restaurants may also stock Tatler wines to

accompany their menu. Tatler wines are only sold within Australia and are not currently sold at

bottle shops, pubs or bars.

Product

Tatler’s primary business is in the production and sale of wines. In line with its competitors, Tatler

also offers two small accommodation options and a tapas restaurant. The accommodation and

restaurant compliment the primary business. Tatler has created 16 different wines including; red’s,

whites and sparkling wines. One key wine on offer is the Tatler Frizzante Semillon. Tatler’s Frizzante

is a sweet sparkling wine that is served chilled. Whilst the Tatler Frizzante has the traditional butler

logo on the label, The Tatler Frizzante label depicts the butler in a fruit hat, as seen below (Tatler, n.d

c). The Tatler name on the label stands out from the other wines in the Tatler range as it is in bright

playful colours.
 3. Objectives and Budget

3.1. Communication objectives

The following marketing plan has been created with the intention of fulfilling the following four

objectives:

1) To achieve a 3% increase in brand awareness within 12 months of initiating the strategies set

out in this plan, amongst residents of Newcastle, Australia;

2) To record a 6% increase in sales of the Tatler Frizzante 2012 Semillon within 12 months of

initiating the strategies set out in this plan;

3) To receive 1000 “Likes” on the Tatler wines at Lovedale Facebook page within 12 months of

initiating the strategies set out in this plan; and

4) To achieve a 10% increase in the number of people attending the cellar door for wine tasting

within 12 months of initiating the strategies set out in this plan.

3.2. Budget costing

The budgeting in this plan is based on the arbitrary allocation of $100,000 marketing budget. This

method of budgeting is known as top down budgeting as funds are allocated to the project based on

what is necessary to complete the objective (Piercy, 1987). Whilst this plan works within the

allocated budget, decisions on how the budget will be utilised are based on how the funds can be

best used to meet the objectives.

The budget for the Tatler campaign can be seen below:

Communications Source Cost Per no. of No of units Total

Tool units used

Social Media Facebook - - - -

Twitter
Website
Email group Outlook - - - -
Billboard – Hunter Newcastle train $2,000.00 Per month 3 months $6,000.00
Valley station
Billboard – Newcastle train $1,500.00 Per month 3 months $4,500.00
Newcastle Race station
course

Promotional item- Barsupplies.com $1.49 For 5 8,000 $11,920.00

cork stoppers printed
(with branding) corks

Promotional stand Expo-rational $6,300.00 Per stand 1 $6,300.00

including signage design including
signage
Promotional flags TNC $87.00 Per flag 6 $522.00
Promotional floor TNC 120.00 Per banner 2 $240.00
banners
Race day stand Newcastle jockey
space (rent) club
$800.00 Per day 26 $20,800.00
Newspaper- Newcastle Herald $585.00 Per advert 21 times $24,570.00
advertisement Examiner placement across the
(travel and year per
entertainment paper – 42 in
section- total
weekend)
Radio commercial Across 3 Local $250.00 Per 30 30 per $22,500.00
hunter stations – second station over
Nova, NXFM, allotment the year
SeaFM during drive
time 30sec
lots
Contingency $2648.00
Total $100,000.00

NB: For timings, please refer to the Gannt chart in section 5.3
 4. Communication and Creative strategy

4.1. Communication strategy

Strategy is the process of planning steps to accomplish a long term goal (Porter, 2001).

Communications strategies focus on how an organisational message will be executed over a set

period of time to reach a desired goal (Standa, 2013). The proposed communications strategy for

Tatler wines aims to position its product to a different market segment than its competitors. To do

this, a consistent and tailored message will be rolled out across numerous communication platforms

with the purpose of creating awareness within the selected segment and product appeal through

targeted psychographic messages.

Message

One element of the communication model is the message. The message component is the

information that the source wishes to pass onto the sender (Stern, 1994). When constructing a

message the composer must consider the content, visual and verbal elements of the message and

align it to the aims of the campaign (Palenchar & Heath, 2002). Tatler’s message focuses on

positioning the “hero wine” Tatler’s Frizzante, as sweet, fresh and suitable for a younger

demographic of drinkers (refer to section XX potential customers). To do this the message will

highlight the sweet, fruity and bubbly flavour of the wine whilst emphasising the social aspect of

drinking in order to appeal to the target market.

Furthermore a campaign slogan “fun, friends, Frizzante… from Tatler ” will be reinforced within all

elements of the communication message. Lowrey, Shrum, & Dubitsky (2003) found alliteration can

create a semantic association. Meaning, Frizzante could then be associated with the symbolic words

fun and friends. Phonetic symbolism has also been found to influence the receivers beliefs about
brand attributes (Lowrey et al., 2003). In addition alliteration and other phonetic tools have been

found to aid in memory recall (Toncar & Munch, 2003). The use of a consistent campaign slogan that

utilises phonetic symbolism will be a key part of the campaign message.

Source

Lee and Hogarth (2000, as cited in Eun-ju, Jinkook, & Schumann, 2002) proposed there are three

kinds of societal sources in communication; marketer-provider, independent third party (including

celebrities), and interpersonal sources such as friends and family. For this campaign the marketer-

provider approach will be used as the message will be coming from Tatler wines. The use of young

female models in the campaign can also be seen as an indirect source. Indirect sources are used to

draw attention to the message (Stern, 1994). Young female models will be chosen as that is the

target market of the campaign. Consumers are more likely to be influenced by someone they

identify with (Stern, 1994). Whilst it is likely there will be some element of interpersonal

communication, especially with the use of social media, this document focuses on the controllable

communication messages.

Channel

A multi-channel approach will be adopted for this campaign. Multi-channel approaches allow

marketers to utilise numerous media channels to maximise exposure (Stern, 1994). As part of the

multi-channel approach both personal and non-personal channels will be used. Personal channels

such as direct sales at cellar doors or special events will be called upon. Non-personal channels

including; radio, visual adverts, direct mail, social media and personal selling will be used

simultaneously to spread the campaign message.

4.2. Target Market

Please refer to section 2.3.

 4.3. The receiver and desired target market response

Thorough planning and consideration of the marketing message can increase the chances that the

message receiver will interpret the campaign as intended (Crilly, 2008). The proposed campaign

aims to create a favourable awareness amongst the target market. The desired response from the

target market is the creation of a positive association between Tatler wines with fun and socialising

(Aligned to the slogan Fun, Friends, Frizzante… from Tatler).

4.4. Execution and appeals

Appeals

The proposed campaign will utilise emotional appeals to capture the attention of the desired market

segment. Emotional appeals highlight the products ability to meet social and psychological needs

(Yang, Liu, Huang, & Yang, 2010). Emotional appeals focus on experiences and feelings (Dunne,

2006). Loroz and Helgeson (2013) found Gen Y are very social creatures that place a high importance

on psychological needs such as esteem and self-fulfilment. As consumers in the Gen Y group are the

intended message receiver of the communications, utilising emotional appeals will assist in

capturing the attention of the demographic. The key emotions targeted in the communications

message will include; pleasure, luxury, friendship and happiness.

Execution

Creative execution is the platform/platforms utilised to communicate the marketing message.

Calantone, Di Benedetto and Song (2011) found an informed execution strategy can lead to

increased brand reputational value. However, it is vital that the execution is appropriately aligned to

the targeted segments (Calantone et al., 2011). Tatler’s campaign will utilise imagery and personality

symbols as creative execution techniques.

Imagery in advertisement has the ability to elicit emotions and creates positive associations

(Branthwaite, 2002 as cited by Ristimaki & Svahn, 2010). Images of females enjoying Tatler’s

Frizzante champagne in a social setting will be used in the campaign. Personality symbols can be

used to create positive associations in a communication message (Campbell, 2002). Relatable

personality symbols and characters that share similar attributes to the consumer or to the

consumers ideal state are a strong advertisement tool (Campbell, 2002). Tatler’s campaign will use

attractive females aged between 22-27, similar to the target demographic. The selected campaign

personalities will be well dressed and modern, smiling and having a good time with friends. The use

of imagery and personality symbols will be used as emotional appeals in the communication

messages.

4.5. Draft communication materials

Detailed draft communications found in the Appendix (Figures 2-9).

5. Media plan and Strategy

5.1. Media Mix

A Media mix refers to which traditional marketing communication tools will be utilised in a

campaign. IMC utilises numerous media elements to create a thorough media coverage and reach of

the campaign. It is proposed that Tatler uses the following media mix for their 2015 marketing

schedule:

 Point of purchase (cellar door)

 Direct marketing

 Special events
  Media advertising

 Sales promotion

 Banners billboards and posters

Point of Purchase – cellar door

The point of purchase for Tatler wines is their cellar door. Experienced sommeliers will be available

to assist customer throughout wine tasting and enticing them to purchase. All cellar door employees

will be well versed in the product to provide seamless service. Davies (1992) found retailers can be

seen as an extension of a brand. As a result, the point of sale will be adorned throughout the

campaign with bowls of fruit and standing banners that promote the hero wine.

Direct marketing

Direct marketing is where communications are created and addressed to the intended

recipient(Hauser, 2008). For this campaign the existing member mailing list will be utilised to contact

people quarterly to inform them about what is going on at Tatler wines. This will be executed via

email. Two letters will be created each quarter. One will be a generalised letter similar to the existing

template, the second letter will be aligned with the campaign and will promote the Frizzante and

include imagery of fruit. The demographics of the member will determine which letter they receive.

This segregation will take place to ensure the existing older market does not feel disconnected from

the Tatler brand they know.

Special events

Special events are one-off or limited time occasions generally focused on a particular theme or

memorable happening (Hede & Kellett, 2011). When using a special event as a marketing platform, a

stronger reaction will occur if the theme of the event is aligned with the product and/or marketing

communications (Hede & Kellett, 2011). This plan proposes that Tatler utilise special events that

their target market would attend as a marketing platform. It is proposed events such as the Lovedale

long lunch and race days at the Newcastle Jockey Club would be appropriate as they are both days

that the target demographic might attend, as well as the day revolving around people getting

dressed up and consuming alcohol, which is aligned to the psychographic nature of the target

market.

Both the Lovedale Long Lunch and race days would be an ideal time to have a tasting station where

consumers are able to sample the product. It is proposed that Tatler focus on the hero wine (the

Frizzante) at these events and include a sales promotion such as the inclusion of a Tatler fruit cork

with the purchase of a bottle of wine. Tatler can also use this platform to inform new customers of

the social media presence and to sign people up to the mailing list.

Social Media

Social media is an online communication platform such as Facebook, Twitter and YouTube (Lee,

2013). Social media is both a conversation starter and cost effective advertising tool that is being

used globally to reach audience and share messages (Lee, 2013). Whilst it does not cost to post

messages to audiences online, the human effort required to post, respond to posts and monitor
conversations relating to the brand is where the expense lies (Lee, 2013).Social media will be used

throughout the year as a means of connecting with the Gen Y target market. Ruth et al.(2013) found

Gen Y are one of the most active users of social media. The social media presence will include posts

and imagery aligned to the campaign, as well as small promotions where entrants are required to

“like and share” pictures for their chance to win. Herbison (2014) found that Gen Y-ers are more

perceptive to social media tactics that are aligned to their values. To align with the values of the

target market the social media presence will reinforce images of fun and socialising.

Print Media

Print media is a temporary communication channel that includes newspapers, magazines and

newsletters (Hauser, 2008). Tatler will place advertisements in local newspapers in the lead up to

events. The advertisements will include imagery aligned to the campaign paired with information on

where the winery is located.

Marketing displays

Billboards, posters and signage will be utilised throughout the campaign to reach a wider audience.

As Billboards are something consumers see in passing it is important to keep the word count low to

increase the chance of the message being received and remembered (Sugget, n.d). As a result the

Billboard signage will make the campaign slogan (Fun, Friends, Frizzante… from Tatler) the hero. IN

addition to billboards the campaign will use floor pull up banners at the point of sale and

promotional flags to capture the audience attention.

 5.2. Media coverage

Media coverage discusses the exposure the marketing message will receive (Porter, 2001). For this

campaign the Newcastle and Hunter Valley regions will receive the most media emphasis as this is

the base of the target market. The use of media mix elements, such as posters, stands and billboards

at special events (e.g. the Newcastle Races) where the target market are likely to attend will increase

the chance of media exposure. Due to the small geographical size of the target market, localisation

of the marketing message will not be required. The use of local Newcastle and Hunter Valley

Newspaper and radio advertisement will allow the campaign to reach a higher percentage of the

Target market in comparison to the posters and billboards which will be in fixed locations. The Social

media element of the campaign will have the greatest reach and generate the largest exposure.

5.3. Media schedule

Tatler will employ a pulsing media schedule. A pulsing media schedule, whilst constant, also employs

bursts of intermittent media spend to avoid over saturation (Naik, 1999). The benefit of a pulsing

media schedule is that whilst some elements of the campaign are promoted throughout the year,

the company will employ a greater media push at specific points in the year. Whilst Tatler will utilise

social media and promotional items constantly throughout the year, communication activities such

as radio and print media will only be used at peak times. Peak times for Tatler will include the lead

up to the Lovedale Long Lunch and racing season at the Newcastle Jokey Club.
 6. Campaign evaluation

6.1. Approach to measuring campaign effectiveness

The marketing decisions in this communication plan are all aimed at achieving the four objectives set

out in section 3.1. Therefore the effectiveness of the campaign is determined by how well each of

the objectives were fulfilled. To measure the success of objectives two approaches can be taken;

quantitative and qualitative. Quantitative measurements utilise numbers and hard data to

determine results (Lavidge & Steiner, 1961). Comparatively qualitative research measures the social

and psychological tendencies towards a product (Evert, 2005).

Qualitative

Objective one aims at increasing awareness of the Tatler brand. Awareness is defined as the

conscious knowledge of a product (Lavidge & Steiner, 1961). A qualitative approach will be taken to

measure the success of objective one. As the objective seeks an increase in awareness a base line

reading of the current awareness level must first be captured. This will be done via a phone survey

of 100 females aged between 20-37 based in the Newcastle region. The phone survey will ask

questions relating to the hunter valley wineries and sparkling wine. At the end of the campaign the

same survey will be completed again. The number of survey participants who specifically refer to

Tatler wines or Tatler Frizzante will be measured against the base results to gauge an increase.

Quantitative

A quantitative approach will be used to measure the success of campaign objectives two, three and

four. To measure the rise in sales a base sales figure will need to be calculated prior to the

commencement of the campaign. At the conclusion of the campaign a second reading of sales
figures will be captured and compared against the first, thus giving a conclusive measurement of

sales movements.

Throughout the campaign the Facebook site and the number of “likes’ achieved will be measured.

Quarterly readings of the “likes” should be completed to ensure the site is tracking to the objective.

If it is lagging, additional Facebook promotion (posts and “share promotions”) may be implemented

in order to meet the objective.

The number of guests who attend the Tatler cellar door will be measured in two quantitative ways: a

simple door count as people enter tallied on a monthly basis, and secondly, the number of people

who sign up for the Tatler newsletter. Similar to measuring sales, it is vital that a base reading is

recorded in order to determine if there has been an increase. At the conclusion of the campaign

results will be compared to determine if there has been an increase.

Whilst the quantitative and qualitative measures will help track the success of the campaign, the

data will also be useful in determining changes required and optimisations for future campaigns.

7. Conclusion

A complete integrated marketing communications plan has been completed for Tatler Wines. As

part of the plan a situational analysis has been completed and four marketing objectives set. In order

to meet the objectives this document proposes an IMC solution that consists of targeting a new

segment of the market by promoting a “hero” wine. A detailed communication strategy that

includes a schedule and budget breakdown is outlined alongside the creative strategy. This report

concludes with a suggested approach on how to best monitor the success of the implemented plan.

It is proposed that implementation of this plan will result in the achievement of the set

communications objectives for Tatler wines.

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 9. Appendix

Figure 1 – Competitor analysis

Wine Numb Restauran Accommo Wine Brief descriptor

price er of t dation club

($AUD) wines

Tatler Wines 20-45 16 yes yes yes Family owned

Vineyard in the

hunter Valley

Adina 20-35 7 no yes yes Olives and food

sales

Allandale 17-120 23 no yes yes International

Winery distribution

Capercaillie 22-95 19 no no yes

Wine

Company

De Bortoli 7.5 - 47 101 yes no yes Numerous

Wines Vineyards across

Australia - also sell

beers

Emmas 25-35 8 yes yes no Acclaimed

Cottage restaurant
Vineyard

Gartelmann 20-45 12 yes no yes 2 vineyards HV

Wines and Mudgee

Midnights 20-28 5 no yes no On a lake

Promise

Estate

Sandalyn 15-35 11 yes no yes Cooking classes

Wilderness

Estate

St Clements 15-48 11 yes no no Trattoria on site

Estates

Wandin 20-45 7 yes yes no Facilities for

Hunter wedding

Valley

Wirral 16-19 3 no yes no Very small

Grange vineyard

Vineyard

(Adina, n.d; Allandale, n.d; Capercaillie, n.d; De Bortoli Wines, n.d; Emma's of Lovedale, n.d;

Gartelmann, n.d; Midnights Promise, n.d; Sandalyn Wilderness Estate, n.d; St Clements Estates, n.d;

Wandin Valley Estate, n.d; Wirral Grange Vineyard, n.d)

Figure 2 – Campaign Posters

Indoor floor pull-up poster – Used for indoor promotion e.g. at the Cellar door

Outdoor flag poster – Used for outdoor promotion

Figure 3 – Campaign Billboard

Figure 4 – Campaign Facebook page

Figure 5 – Special events stand
Figure 6 - Promotional corks
Figure 7 - 30 second Radio Script

Intro - Sound of horses hooves (races style background)

Female voice – “It’s that time of the year where you want to get glammed up and enjoy the summer
festivities with your girl-friends.

And hot weather calls f or a sweet fruity burst of bubbles

This summer share a sparkly glass of Tatler Frizzante, the signature summer wine!

Fun, Friends, Frizzante …from Tatler.”

Figure 8 – Direct Mail

2 shfdkjsdhfk

jnsdljsfkjh

Dear ksdlkfj,

As we move into the summer months our calendars start to fill

up.

Make sure you book in early for a day up at Lovedale to enjoy the
best of what our Hunter provides.

As a member of the Tatler group we would love to see you at our

cellar door to try our summer wines, including the Tatler Frizzante

The Frizzante is a sweet, fruity sparkling wine. Perfect for sharing

with your girlfriends this summer!

Also, with every purchase of our Tatler Frizzante, we will give you
one of our fun, fruit cork stoppers as a memento! There are six to
collect so hurry and book your next visit to Tatler wines.

Best wishes,

Hjakjflds
Figure 9 – Newspaper advert

Add space

Web banner that links to the Tatler Website from the Newcastle Herald Web page