Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valle...
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valle...
2013
This summary report highlights the wine tourism performance of Bilbao­Rioja,
a member of the GREAT WINE CAPITALS GLOB...
Wine Tourism Revenues Break­up
Wine Tourism Revenues and Top
Sources of Profits
Wine Tourism
Revenues
Break−up
Wine sales ...
Improving Services is the top
investment category for the
2012­2013 period in Bilbao­Rioja,
which is similar to the findin...
In terms of Numbers of Visitors per
winery, Bilbao­Rioja is in third place
among all great capitals. In terms of
Spending ...
Regarding External Factors
perceived by wineries to help
business or not, Bilbao­Rioja
wineries testify that the Natural
B...
The 2013 edition of the GWC survey
has produced some interesting findings
for the wineries of Bilbao­Rioja.
Bilbao­Rioja a...
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Bilbao | Rioja

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Abstract of the Great Wine Capitals Global Network 2013 Wine Tourism Survey / Focus on the Bilbao and Rioja wine regions

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Bilbao | Rioja

  1. 1. Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley 2013 Great Wine Capitals Global Network Market Survey “The Pillars Of Wine Tourism Performance” Executive Summary For Bilbao | Rioja Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  2. 2. Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley 2013 Great Wine Capitals Global Network Market Survey “The Pillars Of Wine Tourism Performance” Executive Summary For Bilbao | Rioja Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  3. 3. 2013 This summary report highlights the wine tourism performance of Bilbao­Rioja, a member of the GREAT WINE CAPITALS GLOBAL NETWORK (GWCGN). We col­ lected data from the GWCGN capitals during the summer of 2013. The number of survey responses for Bilbao­Rioja was only 13, which severely limited the scope of the analysis and conclusions. Nevertheless, we highlight some key findings below. Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  4. 4. Wine Tourism Revenues Break­up Wine Tourism Revenues and Top Sources of Profits Wine Tourism Revenues Break−up Wine sales 74 % Accomadation 0 % Food 15 % Tastingfees 4 %Merchandising 4 % Hosting / Rest 3 % For the 2013 survey, we find that low­priced wines (price less than $15/bottle) represent a top source of profits (with 70% of responses) in Bilbao­Rioja. The next top sources of profits are Tasting Fees and middle­ priced wines. Food Services and Mixed Wine sets come in third position. Top Sources of Wine Tourism Profit 0 % Greater $ 25 each Merchandising Btwn $ 15 and $ 25 each Tasting fees Accommodation Mixed wine Food services Cross selling Hosting events Well­being activities Less $ 15 each 0 % 60 % 60 % 70 % 0 % 50 % 50 % 0 % 0 % 0 % Top Sources of Profit Among all the great wine capitals, Bilbao­Rioja has the third largest percentage of Wine Sales revenues, which is its number one source of revenues. From the standpoint of the Bilbao­Rioja wineries, Food services are the second major source of revenues and Tasting Fees is the third source revenues, on par with Merchandizing. Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  5. 5. Improving Services is the top investment category for the 2012­2013 period in Bilbao­Rioja, which is similar to the findings for the Porto region. Training Employees and Infrastructure investments are the next two top categories. Investments in Wine Tourism Wine Tourism Investments and Marketing Just like in the 2012 survey, we again find that the top marketing tool used across the sample of all great wine capitals is a winery’s Own Website. For the specific sample of Bilbao­Rioja wineries the next top two categories are Cita­ tions by touristic magazines/guides and Social Networks. Top Marketing Tools Used 55 % Infrastructure Imp services Market positioning Training emp Cultural Entert. None Strategic partn. 64 % 45 % 55 % 18 % 36 % 0 % Top Investments 27%Mentionedotherwebsites Borchures SocialNetworks Spclzedmedia TourOp. Appelation Tourismxhib TravelAgencies 17% 27% 0% 8% 8% 8% 0% 8% 0% 27% 0%Sustainable Citations Referrals AuthenticExperience Mailing/Newsletter CulturalFestivals Winefairs WineContests Regionfame Usemobileapps 37% 0% 18% 8% 0% 0% 27% 54% 0% 27% Ownwebsite TourismOff TraditionalAd TastingEvents Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  6. 6. In terms of Numbers of Visitors per winery, Bilbao­Rioja is in third place among all great capitals. In terms of Spending per Visitor, it is in the second to last place. Bilbao­Rioja is in the middle of the pack in terms of attracting visitors from various origins and age groups. It has the lowest percentage of female visitors (40%) among the great capitals. Tourists Characteristics Nationals 53 % Internationals 31 % Locals 16 % 36 to 55 44 % Above 29 % 18 to 35 27 % Tourists per Origin Tourists per Age Categories Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  7. 7. Regarding External Factors perceived by wineries to help business or not, Bilbao­Rioja wineries testify that the Natural Beauty and the Fame of the region are key positive factors, even though opinions are more divided regarding the Natural Beauty category, by contrast with other great capitals. Internet use is largely seen as a positive factor. Consistent with the findings of the 2012 survey, Bilbao­Rioja wineries report that Signage and Public Infrastructures can be factors that impede business. Opinions are clearly divided regarding the impact of Marketing by Tourism Office and Cooperation with other Wineries. Positive and Negative Factors for Business Totally negative Somewhat negative Neutral Somewhat positive Totally positive Landmark Natural B Location Access OtherAct LocalFacilities CoopwBus MarkTO PublicInf Signage 50% 0% 10% 20% 30% 40% 60% GWCmenber Association ChamberorBusA Tousism A TourOp CoopWineries Internet FameRegion TourismPolicy 50% 0% 10% 20% 30% 40% 60% 70% 70% External Factors − Part 1 External Factors − Part 2 Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
  8. 8. The 2013 edition of the GWC survey has produced some interesting findings for the wineries of Bilbao­Rioja. Bilbao­Rioja attracts a balanced percentage of generations of visitors and about a third of visitors are foreigners. Bilbao­Rioja wineries demonstrate a commitment to invest in Improving Services, Training Employees and Infrastructures, which appears to support the activities that bring in more revenues and profits, such as low­end and middle­end priced wine sales and Food Services. Overall, Bilbao­Rioja wineries use a mix of promotional tools, with a greater emphasis on modern communication tools (Social Networks) vs. standard ones (Travel Agencies). Similar to Cape Town wineries, Bilbao­Rioja wineries emphasize the notion of Authentic Experience as part of their marketing strategy. One must exercise caution when trying to extend managerial implications from a small sample of wineries to the whole the region. Nevertheless, it appears that perhaps there is room for Bilbao­Rioja wineries to expand their tourism strategy to attract more women clients. There also seems to be opportunities to create a better cooperation with Tourism Offices and other wineries, as a means to generate steady wine tourism revenues. Managerial Implications and Conclusion Copyright GWCGN. No part of the content of this document is to be reproduced in any media without the expressed consent of GWCGN ­ For any further information: gwc@greatwinecapitals.com Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
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