SPLASH DECANT 05/26/19

National Pricing Purgatory

Hello and welcome to National Pricing Purgatory.
A word to the price-sensitive retailer – the below ain’t pretty…but there is an upside, I promise. Within this oversized problem is a kernel of clarity.

Will the pricing of a wine state to state get more varied and complex before it gets better? Absolutely on all counts — and mostly because there is a large amount of confusion.

But I need to clear up a few things first.

The Pricing Email

I am getting emails about pricing in NY and also in other states (this is not new) and they are becoming more and more frequent (very new). They go a little like this:

Dear Looper,
We are very concerned about the Black Friday sale of the “insert Brand here” at this competing retailer in “insert state here.” The price they are selling is well below our price. Please let us know what you are going to do about this before we re-order.
Thanks,
your friendly Retailer

Most recently this email came from a prominent wine retailer on the national stage and was prompted from a forwarded email from a customer. First, let me say this: I get it. This is beyond annoying. Johnny Two-Click that works in Tech on the West Coast trolling wine-searcher for the best pricing is a tough one. He has been buying some wine from you recently and he emailed you angry and annoyed – he may have even threatened to take his biz elsewhere. I completely understand that you feel compelled to take action.

Further, I can’t think of a worse thing than skimming over the pricing in Wine-Searcher all day. That would be up there as my worst wine nightmare.

Fact: Unless a retailer is taking the full quantity of a particular wine for the whole country, there will with rare exception always be a lower price someplace nationally. And, if you add in the random little Direct To Consumer email list operations to this, the pricing situation gets even dicier.

Wine-Searcher

Wine-Searcher is a wonderful tool, but imperfect to say the least.
Human error, virtual inventory* and one-day sales really put a spotlight on the issues of wine-searcher. I take wine-searcher seriously at times, but it is notoriously misleading.

The ‘click it to wine it’ game in wine is a toughie. The real price hunters don’t care about you. They could give a shit about the source or character of the retailer.

Are you offering something besides wine? Is this all just a widget? If so, prepare to race to the bottom, or constantly search for exclusives. which will also end at the worst times. And it won’t be pretty. Price always wins.
Now, there are some shady characters on ‘searcher who use it as if it were a game. They bottom out the price to get phone calls and emails. To them, I say: good luck. These wack jobs will have moments, but I would never bet on them.

That DTC Bullshizz

Is the Direct to consumer email list worth worrying about? As of today, I have never received a viable complaint about a Direct To Consumer email blast.

These lists are blasted out and often claim to have the wine at the best price in the nation, but

#1: they rarely have the wine in any quantity

#2: rarely offer consistently good service to the people buying and

#3. the source of the wine is questionable…

Further, when they are actually a viable DTC, the prices never hit Wine-Searcher.
Most recently, a very important retailer emailed me about a DTC offer and I checked into the wines they were referencing. The total inventory on this Direct to Consumer list offer was one bottle on one SKU and 3 bottles on the other. That was the actual total. I am not kidding.
Considering I was offering a quantity to the sensitive retailer of the same wine that dwarfed those numbers, I must ask: is this really worth worrying about?

The Distributor Matters

In nearly every case when I am contacted regarding a price in another state, the importer/distributor I work for doesn’t distribute the producer’s wine in that state.
Does the distributor matter? Big time. Maybe the California (for instance) distributor needs cash or is going out of business. Or maybe they just suck and sell to anyone. Is it possible they sold the product to a terrible retailer that is closing who had to close the wine out at a major discount? The bottom out of pricing may even be a local competition move.

As you can see, the possibilities are more numerous than you can imagine.

If you are a retailer having problems with a price on searcher that is consistently driving a large number of your loyal customers mad, then you may have to do the noble thing and cut the wine. Get rid of it. If it is that much of a headache, why waste the time?

“ Johnny Two-Click that works in Tech on the West Coast trolling wine-searcher for the best pricing is a tough one.

THE UPSIDE

I know of a gigantic, very successful store that sells not just one but many wines 10%+ higher than everyone else on wine-searcher. You read that right…HIGHER.
We are talking one of the big players that everyone would know – AND the sales volumes of the wines in question are staggering.

How are they doing it? Customer loyalty and attention retention.

They invest big in knowing and connecting with their audience. They market clearly. They know that people like this buy wines from us. This is the opportunity. If you truly know your customers, you can keep them rolling.

I love retail. I love the pace of it, the people. A buzzy, energized retailer is in many ways the inverse of the high-charged, raucous restaurant. They are different genres and I find the dynamic of selling to both endlessly fascinating.

But I can say this with confidence: if price is what you are selling, you are building limited to zero loyalty from your customers. The customers you are chasing think of you as a commodity trader. And with where the world of business is going, they will leave you tomorrow if they find something better.

THE REORDER 05/17/19

Find the Pillars

These are my pillars of sales in the NYC beverage market. The concepts I keep going back to.
I most definitely don’t think I have this figured out – my views evolve every day.
But here is what comes to mind right now. I hope it helps.

Philosophy

Decide what you are trying to do – And it can’t be moving boxes. Get to the core so you have a reason and the belief to back it up. This is invaluable when the work we do lacks the luxury of constant products or customers. We work in the top market in the world in NYC and it is as volatile as it gets.
I know it sounds woo woo and/or eastern, but I promise you that having a philosophy holds the keys to the castle.

Cadence

You must have a cadence with your customers. Now – there will be some sales manager saying you have to see everyone every month, etc. If you can – lucky you. In my experience, it just isn’t how the world works.

Figure out another way.

Market

Study the market you work in. Know the props, players, trends, young and old. You will never know it all and you will be surprised often. BUT, You will gain in perspective – and that is the only way to perform well over a sustained period of time.

“ The truth is that it isn't the wine in the bag that sells, it is the dialogue that sells.

Calm and Cool

I have been meditating for years, I highly recommend it. And one of my best friends (also a legendary sales guy) always took weekends and a few weeks in August to get some headspace and clarity.
Work in some serious breaks for yourself.
In concert with breaks, it is vital that you create some boundaries with your work – or you will ultimately have to fight to save your sanity.

Do you answer every email as it comes in? Do you take time for yourself? If you don’t create some boundaries, you will be drinking too many negronis to forget how burnt out you are…

Systems and the need to let go

I have tried everything from Salesforce to Mailchimp. I am constantly tinkering (sometimes to my own detriment) with what I utilize to communicate well and keep track of details with. I look for systems that will work for me and my own style.

Find what works for you.

Even still, I still miss on a ton of shit. Details, offers, timing, customers…you name it.
To put it plainly: I still fuck up. A LOT. And I think I have a decent mind and fairly sharp intuition to go with it. But I still swing and miss, or forget to swing at all.
BOTTOM LINE: LEARN TO LET IT GO. I took a long time to learn this lesson. You don’t have to do it the hard way as I did.

By the way: don’t let it go in a jerky or distant way as if nothing matters – but you have to move on from the things you miss on or they will pull you down and hold you back.

The real game

It takes no talent to sell the wine that everyone wants. Sometimes you can’t give them as much or you have to say no, but basically a robot could do the whole thing.
The next level shit is dialogue. The conversation you are having.
The truth is that it isn’t the wine in the bag that sells, it is the dialogue that sells.
Most people in this market are very confused about this concept (I admit there is some nuance to it).
Ultimately, this business is the people business and not the wine business.
At least until someone figures out how to put everything we do on a spreadsheet…*

*I was asked by a well-known design thinker and AI specialist if I could put everything I do on a spreadsheet. I have tried: IMPOSSIBLE.
He said to me: AI has no shot and no robot will replace you.

FIVE QUESTIONS 05/10/19

Five Questions with Chelsea Carrier, Bev, Director @ o ya, Covina + Rooftop @ the Park South Hotel

Chelsea Carrier (@chelseaecarrier) is the superstar that runs the beverage programs at o ya, Covina, and the Roof Top at the Park South Hotel.

Chelsea Carrier is originally from Houston, Texas. She started her career in hospitality working for restaurants such as Zahav and Lacroix in the Rittenhouse. Her love of wine came from her time working at Eleven Madison Park and NoMad NYC.

Five Questions

Which producer or area do you believe in that most people in the industry disagree with you on?

I think that the area of wine that most people in the industry disagree with me on is Italian white wine. Obviously, there are iconic producers that my peers support, but overall, I think that Italian white wines are overshadowed by the reds. I’m a firm believer that these wines can stand up to most luxury white wines from around the world.
My favorite Italian white wines come from more native or unknown grapes such as Greco di Tufo, Fiano, Falaghina, Friulano, and Carricante. Given the grapes, these wine are typically from lesser known appellations, which allows me to “nerd out” with my guests. Producers such as Marisa Cuomo, Quintodecimo, Benanti, and i Clivi are just a few that have elevated the image of these grapes. Personally, I love to decant these wines, so they are ready to be crushed as quickly as possible.

What are the components of an incredible omakase experience with wine? 

The main component of an incredible omakase experience with wine is to think outside of the box. I would definitely not turn down drinking old Riesling and any Champagne with Japanese food, but in my opinion, it is not my favorite. From working with Japanese cuisine, I have realized that the structure of the food is different than any other. Acid, bitter, and body truly affect wine in an interesting way.
From this conclusion, I have fallen in love with white Rhône varieties with an omakase. The moderated acid, sense of minerality, and the body express themselves similarly to sake. Sake is the classic pairing. Finding wines that can be exchanged for sake is a wonderful challenge.

What are the challenges of running a multi-concept hotel wine program and how do you put your team in a position to succeed?

Stepping into the role of running a multi-concept hotel beverage program was challenging to say the least. The organization of inventory alone could be a full-time job, and my learning curve was steep. The challenges that a single-concept program faces are the same as a multi-concept. The struggle with storage, organization, education, implementation, service, and development of employees is just multiplied by the number of restaurants that are overseen.
The way that I try to face these challenges is by always thinking of what is best for my team. If my team is happy, fulfilled, and supported, it will reflect onto our guests. This being said, my first initiative was to consistently hold week education classes, bi-weekly R&D for cocktail development, bi-annual beverage goal setting, and creating a spreadsheet for beverage employee development. The more that I included the team, the more they wanted to help with organization, service improvements, and implementation. They feel attached to the programs, which is wildly rewarding to me.

Which trend or trends do you wish would go away?

The trend that I wish would go away would be the pretentious Sommelier. The original reason for the Sommelier was not only to be knowledgeable about wine, but to heighten the experience of the guest. I feel as though the old school idea was lost for a period of time with the glitz and glamour of the ‘Sommelier.’ I think that there are many emerging Sommeliers (ex: Jonathan Lopez of the Milling Room, Jhonel Faelnar of Atomix, Sarah Plath of NoMad, and Luke Boland of CrownShy) that are trying to shake this idea, but do think that we have some way to go.

“ ...I have fallen in love with white Rhône varieties with an omakase. The moderated acid, sense of minerality, and the body express themselves similarly to sake.

What is your philosophy on educating and motivating a large staff?

Being the daughter of a teacher, education has always been near to my heart. Also, it has always been tied directly to my motivation at work. This is why Cushman Concepts immediately felt like home when I found that their motto is ‘Forever the Student’. I try to encourage this motto through my philosophy on educating a large staff.
Essentially, my philosophy boils down to inclusion. I cannot teach at every line-up, education class, or every staff member with a team of over 50 dining room employees in 3 restaurants. Also, to my dismay, I am not an expert on every beverage topic, and not everyone learns from my teaching style. I need help from the beverage team. I ask that every member of the beverage team hosts one of our weekly education class or daily pre-shift. Due to the vast and varied knowledge of the team, we get to deep dive into every aspect of beverage (i.e. Sake, Coffee, Tea, Wine, Cocktails, Spirits, Beer, and Non-Alcoholic).
This inclusion of knowledge encourages varying teaching-styles as well. People learn in different ways. The higher quantity of people that teach, the wider net we cast. This education inclusion is the easiest way to invest in an employee. It will encourage their motivation and attachment to the guest’s experience, the restaurant’s success, and the beverage program’s elevation.

You recently passed the Advanced level court of Master Sommelier exam – if you had to do it again, what would you change in your full process (study through exam)?

This is an insightful question because I have deeply contemplated this idea as I prepare for my Master’s track. It is a challenging topic for me because I was successful in my first attempt at the exam. I think to myself, ‘Must have done something right to succeed on the first try’, but the other thought that I have is, ‘Was my journey enjoyable or was it too in-balancing to my work/life/study balance?’.
The conclusion that I have made is that I wouldn’t change a thing. I will study, taste, and practice in the same methods during my Master’s journey. The one idea that I have decided to focus more heavily is the balance of life. I want to enjoy this last step, and be proud of how I passed. So, I have decided to take my time, and accept that this journey will take many years.

Note*: All answers are edited for spelling, punctuation and posted without cuts.

THE REORDER 04/22/19

How to Spot #BigSalesEnergy

How to spot #BigSalesEnergy?

#BigSalesEnergy in the NYC beverage world is not easy to spot – it has nothing to do with the portfolio or unicorn wine they offer you – it is all about the presence and momentum of the person.
If you focus solely on the wines and not the messenger, you (as a buyer or salesperson) may never know the difference between an important player and a struggling, downward dog order-taker scrubs in this market.

A Guideline for #BigSaleEnergy

If they are calm in the storm of inevitable mistakes.

If they are able to listen and not talk.

If they never pull you down.

If they display a grounded understanding of the business and not just wine.

If they know that haters are going to hate and at the same time don’t tolerate fools.

“ If you focus solely on the wines and not the messenger, you (as a buyer or salesperson) may never know the difference between an important player and a struggling, downward dog order-taker scrubs in this market.

If they have a wine perspective formed by actual experience.

If they view connection as the foundation and not sales as the foundation.

If you don’t feel they are offering something when they definitely are.

If you know they don’t need to be with you – that they made the choice to.

If they don’t inflate/create drama for personal attention.

#BigSalesEnergy drives the broader movements of this industry. If you notice the players that have it – these are the people to keep track of. Also, keep in mind that any Somm or salesperson that leads with sales numbers doesn’t have this energy and is likely inflating themselves for a reaction.

SPLASH DECANT 04/12/19

Exit Stage Left: The Crisis of the Vanishing Wine Director

I am going to dive in on the crisis of the vanishing Wine Director below; a phenomenon that has shaped the last decade in NYC and has been challenging to keep track of…

Dude, where’s my Somm? The Revolving Door

Every year we in the industry we lament the revolving door in wine director positions, but I have never seen it like this. Wine Directors are vanishing like Keyser Söze. There have been dramatically shorter stints in high profile wine director positions and even faster exits in the last few years hint at some fundamental changes at the buyer level across the city. There is now a precedent for shorter stints in higher level positions, and who can say what that really means?

One thing is clear: the velocity of turnover in buying positions overall seems to be trending up.

Is this volatility new?  Why has the velocity of turnover in these positions sped up?

Setting the scene

We are on a multi-year upward trend in the overall number of Wine Director positions in the city. In the past, there were many more hybrid positions like General Manager/Wine Director and only a few Wine Directors with Sommelier teams. Now there are numerous Sommelier teams and few GM/Wine Directors.

Consider this: It is exceedingly rare that a new restaurant opening is announced and there isn’t a noted Wine Director in the by-line.

This has been gaining steadily with the rise of the #Sommelebrity, and the rising interest in wine as a viable career path. Since there are so many new stand-alone Wine Director positions, now there are more positions to be filled by young and up and coming Somms. The quantity of jobs is up and volume of Sommeliers in the pipeline is up.

If the above is true, why is filling the Wine Director position more difficult now?

A Lack of Talent?

I don’t buy the argument that there are less talented Somms for a second. There is not a lack of talent in this pool, there is a lack of understanding. I know firsthand that there many talented wine directors out there, and some in the most unlikely of places in the City. You don’t have to go out of the market to Montreal or San Fran or Chicago to find suitable candidates, one just needs to get to know the broader landscape in NYC.

Some talented wine directors don’t fit the mold of the current Somm squad. They aren’t on the Court track, they don’t work in the sexiest of places, they don’t have a following on Instagram, but – they are there. I know this because I know them.

Harder work?

The chances that restaurants are harder to work in today compared to a few years ago is highly unlikely. The top positions are prime for a reason and restaurants are what they have always been: challenging to work in.

Today, there are many more tools available to the Wine Director that were not available before. Can you imagine what it would be like without Sevenfifty or Binwise or Compeat or Bevager, right now? It wasn’t that long ago that these tools just didn’t exist.

So talent lacking, and the jobs still aren’t easy…clearly, these aren’t viable reasons for the velocity of turnover.

“ ...the rising role (and BRAND) of the Sommelier has confused those that hire, and probably the rest of us, too.

The Difference

Do the people hiring know the difference between a Sommelier and a Wine Director? Ask me late night after a Chartreuse or two and I would say no. I think the rising role (and BRAND) of the Sommelier has confused those that hire, and probably the rest of us, too. Often, I believe they conflate the wine knowledge of top sommeliers and the know-how of experienced and/or intuitive Wine Directors. #Sommelebrity* is clouding the judgment of some people in hiring positions.

I have written about this before: these jobs require two different sets of skills. They can absolutely exist in the same person, but it is a rare bird that has the wine director position all figured out without experience. I think this is a primary driver of the velocity of turnover in high profile positions.

It is hard to give the football in the big game to a rookie and to get the savvy veteran, and in turn, you may have to pay a bit more.

Looking ahead

Also, as of this moment, I know of only one group where the wine director is actively trying to create more wine directors within the Group. This is an exceedingly rare thing. In fact, I have rarely heard a wine director say that they learned to be a wine director from working under another wine director. Most often, the best wine directors learned on the job.

I am rarely bearish on much, but we have a bloated situation on our hands with regard to Sommelier positions and teams. There may just be too many Somms on staff for restaurants to bear the overhead. If we get a little correction in the market I could see the GM/Wine Director role come back.

Clearly, the intelligent restaurant groups that want to support the large percentage of their business that comes from wine will want to create a reliable pipeline of Wine Director candidates that can bring some stability to an otherwise volatile marketplace.

I challenge the whole market to go out and execute on this concept. Don’t just create more Somms, create more future Wine Directors and you will win huge. Devote resources and time on the front end and the resulting consistency will bring gifts you can’t imagine today.

SPLASH DECANT 04/02/19

Market Facts

Market Facts are the easy part – they are the water cooler subjects of the industry.

After recent conversations with high-level experience beverage folks it hit me like a ton of bricks: nearly everyone knows the facts, but very few are aware of the cause and effect. The facts are so obvious, it takes nothing but open eyes to gather them…

The Easy Market Facts

Wine Directors are shifting jobs at an alarming rate.

Sommeliers have a platform.

Natural wine is polarizing.

Riesling sells more in theory than in practice. (the same applies to Sherry).

There are so many importer/distributors.

Restaurants are facing immense challenges and will likely perish.

There is a market correction coming.

Certain groups of buyers elude the three-tier system and sell wine to themselves to get the double dip.

The retail landscape is extremely competitive.

No buyer or customer needs another email.

More sales and less inventory.

Buyers in this market have a short attention span. (Can you blame them?)

All of the above was true more than twelve years ago and will be true again next year.

“ Do you know the causes and effects of the above market facts so clearly you could write them on the wall in the dark?

Do you know the causes and effects of the above market facts so clearly you could write them on the wall in the dark? I may not be right, but I have an opinion on both based on experience and study. And – I am obsessed, exhilarated and at times tortured by this very picture.

I advise everyone to start here: am I asking the right questions? Am I just another person saying the same thing about this market that was said a decade ago?

Go deeper. Look for the little changes in the currents. This market is an ocean and most are just looking at the first frothy wave.

If you can get clear on the push and pull of the classic market conditions, you can find ways to connect wine better than before. And maybe, just maybe you can see a glimpse of what the future holds.

SPLASH DECANT 03/23/19

We Have a Rosé Situation

We Have a Rosé Situation.

If it were any worse, we couldn’t stand it; if it were any better, we couldn’t get enough.

I correctly predicted a short and awkward Rosé season in 2018 because I saw the writing on the wall. Odd weather + pre-arrival “allocation” offers selling much less than in previous years put the whole season on ice.

Is the Rosé craze over? Are we at saturation? I believe the answer is no on both counts.

Only the industry can shape the future consumer and level them up.

Can we make Rosé great again?

I dive in on where we are and how we can fix it below.

History

A few seasons ago, I commented on Eater about Rosé being a brand. The Grey Goose-like call at the bar with few producer loyalties and a wide open field. I believe this to still be mostly true, though the field has many more players on it now.

Rosé is a category and not just a color. Still today, few consumers know about Cinsault or Saignée, and even fewer actually drink Rosé year round.

The upside of the Rosé Situation today is that a large portion sold in quality places is of much higher quality than it was 10 years ago. The downside is that expanded choices mean the industry has to lead to something specific and not just take the sales like they will always be there.

JUST THE FACTS

Big numbers

Let’s get this over with. An ocean of Rosé will be sold, and an ocean of Rosé will go unsold.
Yep, big ol’ numbers in the city, and likely a lot left over. The volume is real.

The number one deciding factor is actually the weather, and who can predict that?

Weather – The Seasonal Effect

Rosé is still seasonal, no matter what anyone tells you.
The seasonal buildup still drives the foundation of the year’s sales. And, weather still drives consumer choices, no matter what any “rosé all year ’round marketing says.” When Spring starts to feel imminent, consumers picture late afternoons in the park, springtime clothes and drinking Rosé.
If the industry really wanted year-round rosé drinking, then lists and shelves wouldn’t dramatically shrink in the cooler months. Very few restaurants, retailers, importers, and distributors invest in Rosé year round, and this has to change.

Importers and Distributors have to sell all year long and commit to Rosé as a category as valid as any other.

Vintage matters? nah, brah

99% of the time when it comes to higher quality wine, the vintage barely matters. In fact, a significant portion of rosé tastes better with more time in the bottle. But that would supremely screw the pre-arrival allocation offer game up though, wouldn’t it?

The Offer Game

In order to limit the hanging chad inventory at the end of the season that you need to reduce pricing on or closeout, some importers offer rosé before it arrives and purposely sell a “limited/get it while you can” allocation story about the wine — Even if there is so much wine available it is scary.

Many Rosés are treated like a Birkin bag: Buy now or it will be gone. This veiled threat is made to lock up sales and placements without committing to Rosé all year. Can you blame any importer for this? It creates assured sales, so there’s that.

Further, if you do it right when you offer the same limited wine later in the season, the buyer will feel special (even though there will be more rosé to be had). Buyers feeling special + more availability to them of “hard to get wine” usually leads to even more sales – so you get the double-down sales effect.

My fundamental take on this is simple: Allocations have to be truthful.
Allocation liars will get smoked someday, so anyone who lies may win short-term, but not sustain over time.

One crazy added element to the pre-arrival offer race is that it forced a “whichever importer can send the rosé offer out first wins” Rosé race. January offers used to equal Rosé sales in the coffers, now…not so much. In fact, this year I observed apologetic rosé offers galore from top distributors.

Same ol’, Same ol’ Rosé

NOT SHOCKING: many somms buy the same Rosé producer every year.
Cool – if you know what you are saying by doing this as a buyer/sommelier.

SUPER SHOCKING: it is common for buyers to not have tasted the Rosés they have committed to for several seasons.

BOTTOM LINE: If you treat rosé like a commodity, in turn, it will always be one.

“ it is common for buyers to not have tasted the Rosés they have committed to for several seasons. If you treat rosé like a commodity, in turn, it will always be one.

THE ANSWERS

Bye Bye One-Night Stand Sales

Dear importers, stop DI’ing like lazy fucks. Stop with the one-night stand sales; the “we only order what you order” game. It worked before and works much less today. If you are tiny in scale (producer or importer) and this is all you can do then continue – please.

A monochromatic market is a dangerous one.

To make this absolutely clear: most of the allocated Rosés in the market aren’t small production or actually low in supply – the importers just don’t want to risk going past September with wine in the warehouse. Even further, no one wants to lose the attention that is baked into the functional allocation/pre-arrival approach.

All. Year. Long – The Commitment

To level the consumer up, we need to actually get them drinking Rosé all year round. Originally, customers were attracted to the seasonality of the Rosé craze, the newness of it, the value, and the overall excitement.
The answer here is what is obvious and in the bottle: the color. Darker Rosé in the fall, lighter in the spring summer and everything in between. If ten viable programs do this then the whole market will follow.

Expand the rainbow of Rosé all year and everything gets easier.

The Big Brand Game

Higher quality helped the market get here, and we need to stay with it. There will be more White Girl this, Brangelina that. So what?

We can let these brands run, while we sell quality. Tell the story of quality and lean in on the special aspects and there will be more wins long term.

Pricing Amplitude

Trophy Rosé exists. collectibles like Simone, Tempier, etc. We need to expand the spectrum of pricing to have more amplitude. We must create a higher price point comfort.

Finally…

Lean in on Rosé and treat it like a real wine and the whole industry + the consumer will win. Continue to treat rosé like a commodity and it will get struck down like Rome.

If we can expand the choices thoughtfully and get the consumer drinking all year long – then we are off to the races and will triumph.