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

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. 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. 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. 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. 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. 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. 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. 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