July 17-24, 2016
Avignon – Lyon
Aboard the Uniworld Boutique River Cruise Collection’s New Ship: The S.S. Catherine
Prices start at $4,274 per person, all inclusive
My company, Bonny Doon Vineyard, is in some danger, perhaps some real danger if we are not careful, and by extension, so are my great and vivid dreams. Yes, the company has had its ups and doons over the years—a fire or two here, a plague of lethal bacterial-laden insects there, some less than favorable write-ups (or alternatively and more problematically, the Cone of Silence) from influential wine critics, but never has there been anything like a genuine existential threat. Through it all, I’ve always imagined that I have always been able to put on my Doonce cap, work out a solution, and have always found a way to land on my feet.
The world is different now, maybe not so forgiving, certainly more complicated. It’s not as if no one is sympathetic, that everyone has become hard-hearted, but truth be told, everyone has their own troubles. To remain visible, audible, and above all relevant, within the highly distracted, attention-diminished, deafening agora that is the modern wine business, is truly a daunting work.
The reality is that nothing terrible will happen this month or next month, or on the mid-term temporal horizon, though our bank tells us that we really do have shape up rather sooner than later. In the effort to “right-size” ourselves, the company has sustained some losses since the divestiture of the large volume brands, Big House and Cardinal Zin. I’ve sold off assets—the winery building, a vineyard, and most recently the Pacific Rim brand. Despite the jettisoning of all of this ballast, we are still, in candor, continuing to drift, using some (though clearly not all) of our wits, to catch something like an updraft.
Our costs are still too high, the price of our wine still too low. This is apparently the gist of the problem; it costs more to make less (likely an artifact of our Doon-sizing). Without getting into the nitty-gritty, we need to improve our margins and cut our costs. Moving to a more efficient facility—(¡San Juan; si, si!) might be one way—but the easiest way to improve profitability would be to greatly improve our direct-to-consumer (DTC) business—e-commerce, wine club, tasting room and restaurant sales. It is said that DTC is the Holy Grail for small wineries these days, which is another way of saying that it is something everyone wants to do but few really have the know-how to pull it off.
So, we must become very agile, very adept, at boosting our business with our end user, to wit, the archetypical Doonstah. We have just hired a new General Manager, Jim Connell, who has had great experience managing restaurants and tasting rooms and is the closest thing to a true DTC maven as one will find in California. His consummate wish (if I may put words in his mouth) would be to enhance the experience of visitors to our tasting room and restaurant, imprinting them definitively and irreversibly on the Dooniverse. This is something that we have been able to do unselfconsciously for so many years, especially when we were up on the hill in Bonny Doon. Perhaps it has been a kind an enchantment that we gradually lost a sense of what we effortlessly did so well for so long.1
Jim talks about the need to engage our customers on a very personal basis—to greet them, make them feel welcome with good eye contact, and make the experience about them. This may be Enlightened Hospitality or may be Salesmanship 101, but it is a course that I have never personally attended. It has always been my style to enter a room, declaim wildly, weaving what I trust is a compelling story2 and having said my piece, discreetly slink away.3 Clearly, this is not a sustainable style for the New Era.
My fear is that some of the (tragic) elements of my own personality have become inculcated within the company culture. I write passionately, if not floridly, as you all well know, and have always imagined that I could make the written case for Bonny Doon Vineyard wine—no need for the messy business of actually talking to people in real time or space.4
How this relates to the Land of DEWN: It was a couple of years ago that we came to the stark, chilling realization that we had lost a number of members of our club, some of whom were just not coming back, and most unfortunately, had not been adequately replenished by the addition of new members. (The fact that there was a global economic downturn of profound magnitude may well have been a contributing factor to this phenomenon.) We sent a few e-mails to the customers, inviting them back, half-heartedly attempted to call a few, but not nearly enough, nor with the real spirit and determination to bring them back into the fold.
I have persisted in the notion that, were our errant customers to really grasp the extraordinary things we were planning for the future, how could they fail to reÃ«nlist? It came to me in an eidetic moment. The seed! We would be growing grapes from seed in our new place in San Juan Bautista. No matter that no one has done this before, and that it is fraught with great risk—at the same time, it is a potentially extraordinary way to grow grapes and may well hold the key to producing a true vin de terroir.5 But, for our purposes, the seed is an incredibly powerful image—, the unfolding of the future, the fulfillment of latent potential. This is at least the one agricultural image that for me makes me misty-eyed. We would send our prodigal DEWNies a post card with a grape seed affixed thereto, and some stirring language, inviting them to rejoin the fold. Apart from the challenging technical issues of getting the seed to stick to the paper, surviving its postal journey and so forth, there was non-trivial expense in putting the package together, the daunting cost of the mailing itself, and the results in the end were less than wildly successful.6
The message, which has taken some years to penetrate my dense cranium, is that in sales, one lives or dies in the immediacy and intimacy of the human connection with the consumer. It doesn’t work so well to mail, to email, to attempt to initiate a behavioral change in one’s customer at a distance.
I lost my father a little over a year ago, and have, of course, been thinking a lot about him. I remember very vividly that when I was perhaps eight or nine years old, approximately the age of my daughter now, my father decided that I needed to learn certain compulsory life-skills, and for him at least, the key one was that of salesmanship. At the time, he had a store in Hollywood, selling tools and general merchandise to a somewhat disreputable collection of customers, hustlers you might call them, who would resell the goods, out of their car or door to door. This was not anything I wanted any part of; some aspect of this commerce seemed less than above-board. One day, my dad brought home a case of first-aid kits—these were not American Red Cross issue, to be sure—but they contained band-aids, Mercurochrome, the typical gear to patch up scrapes and bruises. My dad “sold” them to my younger brother and myself, with the instruction that we were to mark them up three or four dollars and sell them door-to-door. “Don’t come back until you’ve sold them all,” we were told. Now, I had some difficulty with the whole concept of mark-up—this seemed to me to be something like profiteering to my young mind, but the real problem I had was ringing the doorbells of strangers, and trying to persuade them to buy my slightly suspect first-aid kits.
I was a total failure—I sold maybe two or three kits, but my brother was an absolute natural and sold all of his. My brother went on to join my father in his business, which became slightly more reputable as the years went by. But, I think that my father always harbored a deep sense of disappointment in me due to me absolutely non-mercantile sensibility. I think that he always feared that I could never take care of myself were the chips truly down. I am fairly certain that the trauma of the experience has led to my singular inability to “close,” or ask for a sale, a skill that every salesperson must have in his repertoire.
So, now the chips are, if not down, at least downish, and I am thinking about the lesson that my father tried to teach me fifty years ago. I have a notion that is perhaps slightly mad. It is my thought to personally call all of the ex-DEWNies and invite them back into the fold. In other words, take out the first-aid kits that my father had given me years ago, and not come back until they are all sold.
I don’t know if I can actually do this; it seems as if it will take an incredible amount of time, and perhaps I will be just as bad at this job as I was with the first-aid kits. But, it is an opportunity to come doon to earth, talk to people (gasp), and maybe set a personal example within the company of the need to really take our business and our wines, seriously.
Maybe this is the message of the new century: We are all vulnerable in some way, and in the end, can rely upon no one but ourselves. Maybe this is depressing news, but it also seems to be a deep existential truth and one that we have to take to heart. But, at the same time, it is also clear that we are ever more connected to others, that our fate is theirs. It has never been more important to not take our friends for granted, nor to neglect telling the ones that we love that we ardently do so.7 Whatever the case, my dialing finger is very itchy.