Issue link: http://read.dmtmag.com/i/72545
MANAGEMENT UNCORKING PR Talk in the I f you have read this column for the past few years, you know that I am a strong believer in media training: teaching the key individuals at the winery how to interact with the media, and how to get the most benefit out of those interactions. It is a basic commu- nications skill, but based on the recent political news coverage, the wine industry isn't the only one in which people need to think more before they speak! PAUL WAGNER Tasting Room Spokesperson training isn't limited to winery principals Just as it's important for a win- ery spokesperson to be polished, professional and prepared when he or she talks to the media, it's also crucial that your tasting room employees know how to effective- ly communicate with another key audience: winery visitors. BUILD THE BRIDGE Every day you have customers, from fewer than 10 to more than SHORT COURSE Tasting room employees, and your business, benefit from communi- cations training. Make sure your staff understands and can convey the winery's key messages to visitors. Develop a curriculum that allows employees to broaden their wine knowledge. Practice makes perfect, but don't practice on visitors. Call in a professional to train employees, if necessary. Success in conveying your winery's message begins with hiring good communicators. Photo: Siri Stafford/Thinkstock WWW.VWM-ONLINE.COM 100, who visit your retail room and interact with the people who rep- resent your brand and your winery to the public. Your tasting room staff is the living embodiment of your brand, and what its members communicate has a huge impact on the success of your brand and the future of your winery. Every hour your employees have the oppor- tunity to really build a communica- tions bridge with these customers that will last a lifetime. And in many cases, it's a lost opportunity. Why? How much training do you give your tasting room employees? Most wineries follow a simple sys- tem: They ask new employees to shadow an existing employee for a few minutes/hours and then expect them to be ready to go. That's not training. And at some wineries, it's the blind leading the blind. So in the interests of bringing JULY - AUG 2012 VINEYARD & WINERY MANAGEMENT 17 Paul Wagner formed Balzac Communica- tions & Marketing and is an instructor for Napa Valley College's Viticulture and Enol- ogy Department.