What the wine industry gets wrong about hospitality

Napa built its reputation not only on fine wine but on hospitality, and wine regions around the world have followed in its footsteps.

Without a strong historical wine culture in the United States, the fledgling wine industry needed a way to get in front of consumers and educate them. So wineries opened their cellar doors and started popping corks to share the sensibility of good food and good wine, and encourage people to bring the magic home. Over time, those wine regions began to attract more tourists, creating an entire ecosystem that also includes hotels, restaurants, and shops. Slowly, prices began to rise, and for a while, it felt like there was a behind-the-scenes competition to create the most extravagant, the most outlandish, and the most expensive experiences possible.

But today, the wine industry is struggling. And Napa, in particular, has earned a reputation for being too snooty, too exclusive, and just downright too expensive for the everyday enthusiast. (A point that I strongly disagree with. Subscribe now to stay tuned for more on this subject) And across Northern California, it feels like the industry has forgotten its roots.

Over the past two years, not only have I been occasionally working in hospitality, but I’ve also been making an effort to visit properties and taste more. It’s a bit of a running joke among Napa locals that, despite the 500 wineries in our backyard, it’s rare we make the effort. In the 10 years I’ve lived in Napa, I’ve not done a good job of going up valley, let alone crossing county lines to visit other nearby regions. But as I continue to visit properties and to work with my clients, it has become increasingly obvious to me that there are a few key stumbling blocks.

A Lack of Staff Education

The vast majority of US wine drinkers are casual consumers. They buy wine from big brands with the intention of drinking it immediately. And there is absolutely nothing wrong with that. And while wine regions still see casual tourists just looking to do a little day-drinking, a lot of today’s tasting room visitors are looking for something more. They’re spending their hard-earned free time and their even harder-earned dollars because they want to learn more about wine. A splash and “this is our Pinot Noir” is no longer enough.

Now, I’m not saying every tasting room host needs to have a formal wine education and the ability to speak to clonal selection and rootstock, but they should at least have a basic understanding of the facts. I about fell out of my chair recently when a host told me that Cabernet Sauvignon was exclusively grown in Napa. And even after my follow-up question, I was told quite confidently that it can’t be found anywhere else in the world.

But outside of getting some of the basic facts right, it’s almost equally as important for tasting room staff to be well-versed in the brand they are representing. They are your first-line ambassadors. And as such, should be able to speak to ethos, history, key staff, and the brand story. And they should be able to do so without sounding like they are reading from a script. Meet the guests where they want to be met and speak to their interests. The more you fulfill a guest’s expectations, the more likely they are to continue engaging with your brand.

The Divorce Between Marketing & Hospitality

In my personal experience assisting in tasting rooms, onboarding consistently falls short. I will be given a high-level overview of the offerings and the systems in place and be left to my own devices. And in one instance, I was given an onboarding guide that contained out-of-date information and told to use it as my primary source– despite the fact that the winery website was up to date. I’ve even had guests ask about email promotions or new releases I was in the dark about.

Marketing and hospitality efforts should never be divorced from each other – rather, they should be seamlessly integrated as they are both sides of the same coin. And the information should be a two-way street. Your tasting room staff are the front line and often have more consumer insights than you realize.

The Resource Drought

Budgets are tight, and staffing rosters are lean. It is hard to juggle competing priorities, and it’s often easier to keep doing things the same way you’ve always done them. But consumers are savvier than ever and can be quick to spot the fault lines.

Confusing paperwork doesn’t inspire confidence in club membership and can be a barrier to the sale. Finicky technology slows down transactions and can cause abandoned sales or even result in the business paying higher credit card processing fees.

And yet there is always pressure for hosts to sell more, sign up more club members, or even just to turn their tables. Your staff doesn’t like the downward pressure – it builds resentment and frustration. And guests will pick up on it. Trust your staff to do their jobs, and give them the tools and the leeway they need to do so successfully. Allow them to genuinely embody hospitality and give their tables the best possible experience.

The Ultimate Relationship Goal

The consumer lifecycle doesn’t end with the sale. And it doesn’t end when a guest leaves the tasting room.

Follow up. Ask your guests for feedback and don’t be afraid of constructive criticism (but also know you can’t be all things to all people). Send a thank you note – handwritten or even just an email. It goes a long way to making guests feel seen.

Encourage your tasting room staff to take notes on guests. Birthdays, anniversaries, and graduations – all milestones that allow you to reach out and continue to build a relationship. Even just preferences or favorite bottles, each touchpoint offers an opportunity to build brand loyalty and engaged customers.

But this can’t exist in a vacuum. You have to give staff the resources to be engaged AND the understanding of why it matters.

None of these shortcomings is insurmountable. Many of these problems have easy solutions. It’s why I have a job I love. Helping wine brands put their best foot forward, tackling challenges strategically, thinking beyond the fundamentals, and maximizing their marketing spend. In today’s tenuous marketplace, it’s more important than ever to invest in the future. What are you waiting for?