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ADVOCACY COMMUNICATIONS AND MARKETING OPERATIONAL PLANWINE GROWERS BRITISH COLUMBIA FISCAL 2024
CONTENTSINTRODUCTION ...................................................................................... 1EXECUTIVE SUMMARY ........................................................................... 2STRATEGIC PILLARS .............................................................................. 3WHO WE ARE .......................................................................................... 4SITUATIONAL ANALYSIS ........................................................................... 6Where we stand: Our Position on Priority IssuesFISCAL 2024 OBJECTIVES ...................................................................... 7Achieving our Strategic PrioritiesFISCAL 2024 STRATEGIC GOAL #1 ......................................................... 8Build a World-Class BrandFISCAL 2024 STRATEGIC GOAL #2 ......................................................... 9Premier Wine RegionFISCAL 2024 STRATEGIC GOAL #3 ....................................................... 10Wine TourismFISCAL 2024 STRATEGIC GOAL #4 ....................................................... 12Industry LeadershipFISCAL 2024 STRATEGIC GOAL #5 ....................................................... 13Government AdvocacyFISCAL 2024 STRATEGIC GOAL #6 ....................................................... 14Increase DemandFISCAL 2024 STRATEGIC GOAL #7 ....................................................... 15BC Market AccessAPPENDIX ............................................................................................. 17
INTRODUCTIONThe purpose of this document is to communicate the Fiscal 2024 objectives, strategies and tactics that will be carried out by Wine Growers British Columbia (WGBC) this year. This plan was developed to deliver on the WGBC Vision, Mission and Core Values, as well as the Wine BC 2030 Strategic Vision Pillars.This is the fourth year of operations under our Wine BC 2030 Long-Term Strategic Plan. The Fiscal 2024 WGBC Advocacy, Communications and Marketing Operational Plan is a calculated and cohesive strategy and action plan designed to guide implementation, facilitate decision making, adapt to ever-changing external forces and inspire the industry to evolve.The state of the wine industry is constantly evolving. As such, the Annual Operational Plan has been developed to address the current environment while retaining the exibility necessary to help industry and member wineries meet new and emerging challenges. WGBC will lead the execution of the plan and work in collaboration with key industry partners and organizations in both the wine and tourism industries. Many of the strategies require a multi-faceted approach to succeed and require industry-wide collaboration, including winery and grower participation and resource allocation.The BC wine industry is truly exceptional - rooted in the passionate people behind the wines and the nine breathtaking regions. Combining this comprehensive plan with the support of such a vibrant industry provides a powerful framework for Fiscal 2024 and a clear road ahead to 2030.
2 WINE GROWERS BRITISH COLUMBIAEXECUTIVE SUMMARYOUR VISIONBritish Columbia transcends the new and old worlds – recognized for diversity in its elevated wines, supernatural terroir, extreme beauty and dedicated people.OUR MISSIONOur mission is to represent the interests of British Columbia wineries dedicated to producing 100% British Columbia grape wines certied by the regulatory body for wine in British Columbia, through marketing, communications and advocacy of their products to all stakeholders.OUR CORE VALUESQuality, leadership, dedication and passion are reected in all the work we do.MEASURING SUCCESSWe measure and assess our achievements against our strategies through quantiable key performance indicators (KPIs) and we report against our KPIs every quarter.LEADERSHIPPRODUCT IDENTITYCOMMUNICATIONLEADERSHIPCollaboration; association; cooperation.PRODUCT IDENTITYReputation; authenticity; credibility; origin; appellation; terroir; standardsCOMMUNICATIONMessaging; marketing; advocacy
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 3WINE BC 2030: STRATEGIC PILLARSWine BC 2030’s ve fundamental pillars dene principles and outline a visionary road map with specic strategies to address the BC wine industry’s complexities and opportunities. These pillars are fundamental ideas that support the Vision Statement and that the industry can embrace across functional areas and programs. By integrating these strategic pillars into the activities, programs and plans going forward, it will help ensure that the industry adheres to the direction of the Strategic Vision and, over time, develops the Vision into reality for the industry. These pillars will also create consistency across the BC wine industry with shared activities, messages and imagery that supports these foundational ideas.PILLAR 1BuildingBrand BC01PILLAR 2Fostering Unityand Community02PILLAR 3AdvancingSustainability03PILLAR 4ExecutionalExcellence04PILLAR 5CelebratingDiversity05British Columbia transcends the “new” and “old” worlds – recognized for diversity in its elevated wines, super natural terroir, extreme beauty and dedicated people.
4 WINE GROWERS BRITISH COLUMBIAWHO WE AREAN AUTHENTIC VOICEThe Wines of British Columbia represent the unique, welcoming and diverse people of our wine industry in British Columbia. We are an authentic voice that expresses the unique qualities of our breathtaking wine regions. Our overarching role is to oversee and represent the main facets of the British Columbia wine industry. These include “Certied 100% BC grape wine” and the “Wine Regions of British Columbia.” These are seen as core branded products or offerings of the Wines of British Columbia Master Brand as highlighted in our recently developed Wines of British Columbia Brand Book. We are condent, stimulating, grounded and breathtaking.WINESPEOPLE PLACE
WINES OF BRITISH COLUMBIA
6 WINE GROWERS BRITISH COLUMBIASITUATION ANALYSIS WHERE WE STAND: OUR POSITION ON PRIORITY ISSUESIn November 2022, the WGBC Board of Directors and executive staff participated in a working session to review, discuss and assess current and potential challenges facing the BC wine industry and dene the strategic priorities for Fiscal 2024.Through advocacy, communications and marketing, WGBC will take a leadership role in supporting wineries through our identied issues including short crop/supply chain challenges, destination marketing and new consumer audiences, advancing sustainability efforts, as well as working with industry partners like LCRB on onsite regulatory issues, and BCL on continued market access. As the BC wine landscape continues to evolve, the Board and staff of WGBC are condent that the strategies and tactics laid out in this Operational Plan will set us up for success as we navigate the year ahead.Following the Situation Analysis for the current state of the BC wine industry, each of the ve pillars of the Wine BC 2030 Vision were evaluated and prioritized based on their importance and potential for impact this upcoming year. After careful consideration, it was
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 7determined that Building Brand BC, Fostering Unity and Community, and Executional Excellence will continue to be the focus this scal. Under these three pillars, advancing sustainability and wine tourism were identied as specic areas to focus on in FY24 to help strengthen wine industry leadership, build destination and brand awareness, foster industry partnerships, and implement the 2023-2027 BC Wine Tourism Strategy.With this strategic alignment, it was determined that the Fiscal 2024 Operational Plan will focus on seven key objectives including:FISCAL 2024 STRATEGIC OBJECTIVESOBJECTIVE 2Position BC as a premier wine region with the tradeOBJECTIVE 1Build a world-class brand for Wines of British ColumbiaOBJECTIVE 3Make BC wine country a benchmark for wine tourismOBJECTIVE 4Strengthen wine industry leadershipOBJECTIVE 5Leverage governmentadvocacy effortsOBJECTIVE 6Increase demand for 100% BC wines at higher pricesOBJECTIVE 7Secure and improve access to the BC marketBUILDINGBRAND BC01FOSTERING UNITYAND COMMUNITY02ADVANCINGSUSTAINABILITY03EXECUTIONALEXCELLENCE04CELEBRATINGDIVERSITY05FISCAL 2024 OPERATIONAL PLAN WINE BC 2030 VISION
8 WINE GROWERS BRITISH COLUMBIABUILDING BRAND BCOBJECTIVE 1: BUILD A WORLD-CLASS BRAND FOR “WINES OF BRITISH COLUMBIA”Audience• Member Wineries• Industry Stakeholders• Consumers• Trade• MediaStrategies• Evolve the Living the Brand Platform to include new consumer segmentation research and sustainability messaging for the industry to continue positioning BC at the highest level with consumers and trade• Develop and implement marketing and communications campaigns to engage key stakeholders, trade, consumers and media• Build consumer and trade image and awareness for BC wines through education, online engagement, and Diversity, Equity & Inclusivity (DE&I) strategies• Develop media and inuencer plans to generate positive exposure for the Wines of British Columbia and member wineries• Recruit and onboard member wineries to the three-year BC Wine Export StrategyMetrics• 25% member adoption of Wines of British Columbia branding and messaging• 250 new consumers registered through the BC Wine Ambassador Program Level One • 20% increase in positive international and domestic media coverage via media monitoring• Activate 2021-2023 WGBC BC Wine Export Strategy Year Two Route-to-Market objectivesTactics• Use “Wines of British Columbia” Brand Platform in all marketing and communications activities to clearly communicate to consumers and embrace all 100% BC grown and made wines• Update Living the Brand messaging and resources to maintain relevance and adapt to new research and industry trends (i.e. sustainability, DE&I, consumer segmentations)• Facilitate Living the Brand Workshops with member wineries and industry partners to disseminate branding and messaging platforms• Incentivize wineries and industry to use messaging and branding to increase adoption rate• Create Brand BC toolkits with core messaging and customizable resources, and share with industry stakeholders to use with consumers, media, and trade• Utilize key ndings from WGBC’s 2022 consumer research (Wine Intelligence and BC Wine Consumer Segmentation Study) to drive strategic marketing, inuencer and content plans• Develop a BC Wine Consumer Segmentation Activation Guide to provide industry stakeholders with actionable marketing tactics and messaging for each Brand BC consumer segment• Conduct qualitative research to measure and understand consumer and trade perception and evaluation of sustainability as a driver of purchase behaviour• Identify and host/co-host key international and domestic media and trade in-region for organized FAM Tours• Update WGBC Media Kit, and utilize video and imagery assets, infographics, media releases, newswires, media samples and story starters to communicate and ensure media access to relevant and timely information • Leverage Wines of Canada relationship to promote and feature Wines of BC in target international markets• Engage WGBC Export Committee to re-visit the basic framework for the 2021-2023 BC Wine Export Strategy to allow adaptation for changing market forces and industry priorities post COVID-19• Explore new Canadian citizens (immigrants/refugees) as a potential wine consumer audience for FY25
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 9BUILDING BRAND BCOBJECTIVE 2: POSITION BC AS A PREMIER WINE REGION WITH TRADE, MEDIA AND INFLUENCERSAudience• Trade• Media• Industry Partners• Member WineriesStrategies• Offer highly targeted tastings, masterclasses and seminars for key trade and media• Make the Wines of BC Ambassador Program the industry standard for BC wine education• Develop a trade engagement strategy to increase trade participation and adoption of WGBC programming and marketing initiatives• Cultivate a global network of trade inuencers and ambassadors• Develop a strong presence for BC wines through trade partner relationshipsMetrics• 80% trade satisfaction on WGBC evaluation surveys• 750 new trade registered through the BC Wine Ambassador Program Level One• 500 new trade certied through the BC Wine Ambassador Program Level Two • 25% increase in restaurant participation in the Pour More BC Program• Uptake in adoption of WGBC trade and education materials • Establish three to ve key trade association / industry organization partnerships in priority markets locally and internationallyTactics• Review and update trade education materials to include new Sub-GI developments, climate and vineyard data, and other regional data• Offer educational toolkits and partnership incentives to key trade associations, wine educators, restaurants and retailers to build BC wine knowledge and facilitate adoption of WGBC trade programs and materials (i.e. Pour More BC and BC Wine Ambassador program)• Identify high‑prole trade and media opportunities to conduct seminars and showcase Wines of British Columbia as a premium wine region (i.e. wine awards, sommelier competitions, trade and media conferences, symposiums, festivals, tastings and events)• Enhance the BC Ambassador Program Level Two curriculum to include an examination component and offer regular facilitator training on curriculum material updates, and health and safety measures• Develop and explore innovative formats to host Level Three BC Wine Ambassador Program certication to include in-region tasting seminars, vineyard visits and workshops• Conduct trade evaluation surveys for WGBC programs, events and seminars.• Meet with trade partners annually to gather feedback on trade programs and educational materials• Host the 2nd annual Swirl Around BC Trade Tasting in Vancouver and explore innovative ways to engage new, high‑prole trade and inuencer attendees• Diversify trade inuencers to host a balance of key wine trade inuencers and media, as well as lifestyle media inuencers and high potential junior trade as an investment in our future• Invite key trade, media and inuencers to participate in high‑prole WGBC educational programs, FAM Tours, seminars, tastings and events• Implement a WGBC trade newsletter and optimize our Customer Relationship Management (CRM) system to grow targeted trade lists
10 WINE GROWERS BRITISH COLUMBIABUILDING BRAND BCOBJECTIVE 3: MAKE BC WINE COUNTRY A BENCHMARK FOR WINE TOURISMAudience• Consumers• Industry Partners• Media• Stakeholders• Member WineriesStrategies• Brand Building: Develop place narratives for BC’s wine regions that are grounded in place rather than history and luxury• Intelligent Marketing: Focused digital marketing aimed at prime wine tourist segments to disperse wine tourism to areas with capacity• Experience Marketing: Identify common values and drivers of wine tourism and curate specic clusters and routes • Experience Marketing: Focus the food element of tourism on local• Experience Marketing: Leverage existing festivals and eventsMetrics• Increase winery direct sales by 5% by the end of scal year 2024• Activate the 2023-2027 BC Wine Tourism Strategy year one strategies • 5% increase in Wines of BC Explorer App Geo-location usage• 20% increase engagement amongst current App users• Increase Wines of British Columbia digital engagement by 15% Tactics• Collect, write or commission stories of place for BC’s wine regions• Overarching campaign delivered quarterly to maximize use of winery capacity and visitor numbers by promoting shoulder-season tourism in the Okanagan and year-round tourism in other wine regions• Partner with DMOs and regional winery associations to coordinate consistent messaging• Create opportunities for collaboration with sector partners to align strategies• Share infographics and single-page summaries of each BC wine consumer audience with wineries, DMOs, winery associations etc.• Continue agricultural collaborations to promote BC wine pairings with local ingredients • Use the Pour More BC program as a resource for consumers seeking premium BC wine and food experiences• Create a scorecard to measure individual campaign results directly related to objectives and identied CTAs• Support regional events throughout the province offering BC wineries opportunities to pour and share their wines i.e. ski hills (Big Reds event), Cornucopia, wine festivals etc.• Identify opportunities to collaborate between regional stakeholder groups to share relevant information on dispersing wine tourism to areas of capacity• Utilize the Wines of BC Explorer App to communicate BC wine opportunities (i.e. enhanced winery experiences, elevated tastings, retail & restaurant features, pet & family friendly wineries, pairing suggestions etc.)• Use data collected through the Wines of BC Explorer App geo‑location feature to understand visitation ow and patterns• Optimize hashtag use to grow online community engagement• Utilize strong motivational incentives for App users to see the benets of utilizing and turning on the geo‑location feature on the Wines of BC Explorer App• Conduct a digital audit of WineBC.com to identify priority areas for improvement; improve search engine optimization, website usability, mobile and guest experience and website accessibility• Build partnerships with community consortiums to align strategically where wine tourism marketing and destination marketing intersect (i.e. marketing initiatives, story ideas, itineraries etc.)
12 WINE GROWERS BRITISH COLUMBIAFOSTERING UNITY AND COMMUNITYOBJECTIVE 4: STRENGTHEN WINE INDUSTRY LEADERSHIPAudience• Member Wineries• Industry Partners• GovernmentStrategies• Align strategic priorities and shared initiatives across industry organizations• Develop and implement member and non-member engagement strategy to increase member participation and value perception of WGBC• Create a Sustainable Development Goal (SDG) and recommended targets aligned with the United Nations internationally recognized standards for the BC Wine Industry (i.e. BC VQA) and deliver by 2030Metrics• Increase membership engagement by 5% in all WGBC communications and marketing activities.• Grow WGBC full membership through recruitment of 15% of eligible non-member BC grape wineries• Established Sustainable Development Goal (SDG) and targets reviewed and supported by industry, with tools and resources aligned with SWBC certication criteria• Increase members value perception of WGBC measured through the WGBC member surveyTactics• Leverage Member Portal on WineBC.com as the ‘go‑to’ resource hub to demonstrate value of membership through providing regular exclusive industry content, training webinars, tools and opportunities• Optimize our Customer Relationship Management (CRM) system to implement member onboarding processes, retention strategies and communication engagement journeys• Conduct an annual WGBC member evaluation survey to measure member perception and value of WGBC and use key ndings to drive member strategy and communications• Evolve COVID-19 resources so they are relevant and useful to wineries to proactively promote health and safety in wine country • Revisit and renew the basic framework for the WGBC Industry Recognition Awards to increase their relevance and perception as the most prestigious BC wine industry awards in the province• Develop and deploy a campaign to promote industry awareness of WGBC crisis communication protocol and readiness• Establish a Sustainability Task Group to identify Sustainable Development Goals (SDGs) most pertinent to the BC wine community and provide quantiable targets and recommendations• Develop an SDG toolkit for wineries with action plans, key messaging, reporting templates and DIY assessments that support each SDG target and aligns with SWBC criteria and internationally recognized standards • Build on our partnership with SWBC to advance SWBC certication in wine regions across BC• Leverage our ongoing partnership with WGC and DBC to provide tools and resources to advance DE&I in wine regions across BC • Collaborate with key provincial and national industry organizations and associations to offer valuable resources, events, training and tools for wineries that will develop and improve overall winery business practices
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 13FOSTERING UNITY AND COMMUNITYOBJECTIVE 5: LEVERAGE GOVERNMENT ADVOCACY EFFORTSAudience• Member Wineries• Government• Industry StakeholdersStrategies• Support of the Wine BC 2030 Long-Term Strategic Plan through the alignment of public policy with industry to ensure the ongoing quality and protability of BC wine• Leverage industry’s $3.75 billion economic impact to the province economy• Make up for the ~$20 million/annually lost to the industry through permanent full wholesale price for hospitality customers in BCMetrics• Maintain existing critical industry public policy• Better support and prole of 100% BC wine in existing government funding including funding for BC Wine Tourism and Vineyard Resiliency• Modernize key policy including BC LDB winery distribution agreements and excise adjusted BC VQA rebate, BC LCRB license endorsements, off-site storage consumer delivery and indexed minimum wholesale pricing• Support the BCWA plebiscite process including advocacy for resulting positive outcomesTactics• Continued existing critical industry public policy including direct delivery benets, BC VQA rebate and Ad valorem markup • Modernize BC LCRB license and BC LDB distribution agreements to recognize and treat all certied 100% BC wine as equal• Create a single-site tasting and “by-the-glass” endorsement allowing BC wineries to offer their wine for sale or sampling throughout the manufacturing site• Support to offset climate change as the primary reason for declining and short wine grape crop yields in BC• Make permanent liquor manufacturers ability to deliver their liquor products directly to retail customers from their registered off-site storage facilities• Update the provincial retail oor price for all alcohol products and a corresponding increase to wholesale oor price and indexed to CPI• Re-examine, consolidate or restructure existing AFF Buy BC Partnership and Eat Drink Buy BC Restaurant Support Programs, BC LDB Promotions, etc. to better prole 100% BC wine products• Leverage BC Tourism marketing dollars for a dedicated Destination British Columbia Marketing Plan for BC Wine Tourism • Compromise and resolve differences with the BC LDB on shelf space allocated to BC VQA Wine • Continued support for federal policy issues include the interprovincial direct-to-consumer and Wine Sector Support Program (WSSP)
14 WINE GROWERS BRITISH COLUMBIAEXECUTIONAL EXCELLENCEOBJECTIVE 6: INCREASE DEMAND FOR 100% BC WINES AT HIGHER PRICESAudience• Consumer• Trade• Industry StakeholdersStrategies• Grow share of all certied 100% BC wine sales in retail, hospitality and winery direct• Increase market share of certied 100% BC wines in price tiers above $20• Gain market share from import categories in retail and hospitality channels price tiers above $20• Move buyers in below $20 price bands towards wines in above $20 price bandsMetrics• Increase BC VQA provincial litre market share over $20 by 3.5%• 22% growth in BC VQA unit (750ml) sales between $20‑$39.99** Increase P09 FY24 by 22% (4,836,589 total units) over P09 FY23 19% (3,964,417 total units) an increase of 872,172 units (4,836,589 – 3,964,417)Tactics• Hold regular meetings with leading retail and on-premise (OP) partners to plan promotions, gather feedback and evaluate results. (BC: BCL, SOF, ABLE, BCRFA. AB: Co-op, Sobeys/Safeway)• Develop educational material and programs that focus on the quality and value of 100% BC wine• Grow premium positioning through webinars, blogs, and trade & media inuencers with focus on value• Ensure all BC wines utilized in WGBC marketing and communication programs are above $20• Trade-up messaging to move consumers buying patterns from lower price bands to targeted over $20 price bands• Utilize Buy Local messaging to convert international purchases > $20 into BC wine purchases• Work with channels to educate staff through BC Wine Ambassador Program to create BC wine advocates and promote the premium positioning of BC wine• Work with channels to integrate BC wine premium positioning within their internal marketing campaigns and in-store promotions. • Integrate WGBC thematic programming calendar outlining all upcoming WGBC activities and initiatives with member wineries to grow participation.• Focus on growth of Pour More BC Program in restaurants throughout BC• Develop a strategy to grow the Pour More BC program to include BC retail and Alberta restaurants• Support annual wine list and sommelier competitions with certications and awards to leverage positioning of BC wines at higher prices (i.e. CAPS Best Sommelier of the Year Competition, VanMag Restaurant Awards)• Promote awareness and uptake of the International Competition Awards Consolidation Program to increase recognition and accolades for BC wines
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 15EXECUTIONAL EXCELLENCEOBJECTIVE 7: SECURE AND IMPROVE ACCESS TO THE BC MARKETAudience• Member Wineries• Retail and Hospitality Partners• Government• Industry PartnersStrategies• Defend, grow and advocate for 100% BC wine programming in on and off premise channels.• Advocate for increased channel accessMetrics• Increase premium positioning for 100% BC grape wine in retail channels • Growth in BC wine features in restaurants measured through restaurant participation in the Pour More BC program• Adoption of WGBC marketing and educational materials• 300+ Retail and Hospitality listings on the Wines of BC Explorer AppTactics• Align program initiatives with WGBC Board Advocacy and Membership Committee priorities• Hold regular meetings with leading retail and OP partners to plan promotions, gather feedback and evaluate results in BC and AB (i.e. BCL, SOF, Sobeys/Safeway, Co-op Wine Spirits Beer, ABLE, BCRFA)• Offer winery education in working with the channels through webinars/moderated panel discussions etc. (i.e. ‘how to work with BCL webinar’)• Investigate traditional and non-traditional partnership programming utilizing complementary local companies and products. (i.e. cheese, crackers, chocolate etc.)• Enhance industry education by encouraging and providing incentives for all staff to become certied through the Wines of British Columbia Ambassador Program• Provide access to WGBC marketing and educational materials through online industry toolboxes• Build and support relationships with key industry trade and associations (i.e. BCL BC VQA Advocates, SOF Team Leads, CAPS, Wine Directors/Buyers etc.)• Establish an Alberta industry task group to develop an in-market strategy to strengthen and grow the BC wine category in Alberta• Align key retail and hospitality partner programming with WGBC initiatives and hosting opportunities• Collaborations with other ‘local’ alcohol beverage consortiums (i.e. craft breweries with restaurants)
ADVOCACY, COMMUNICATIONS AND MARKETING OPERATIONAL PLAN | FISCAL 2024 17APPENDIX750 ML UNITS SOLD ROLLING 12$20.00 - $24.99 $25.00 - $29.99 $30.00 - $34.99 $35.00 - $39.99 TOTALP09 FY18 (Dec 17) Units Sold 1,059,184 370,728 213,409 9,9129 17,42,450P09 FY19 (Dec 18)Units Sold 1,208,163 424,912 299,264 116,718 2,049,057% Change 14% 15% 40% 18% 18%P09 FY20 (Dec 19)Units Sold 1,384,308 496,632 351,387 112,701 2,345,028% Change 15% 17% 17% -3% 14%P09 FY21 (Dec 20)Units Sold 1,625,617 619,650 308,791 149,747 2,703,805% Change 17% 25% -12% 33% 15%P09 FY22 (Dec 21)Units Sold 1,931,157 778,139 400,603 188,670 3,298,569% Change 19% 26% 30% 26% 22%P09 FY23 (Dec 22)Units Sold 2,174,934 1,082,347 425,272 241,617 3,924,170% Change 13% 39% 6% 28% 19%
WINE GROWERS BRITISH COLUMBIAWineBC.com facebook.com/WinesofBC @BCWine @WinesofBC Wine Growers British Columbia Wines of British Columbia Tel 250.762.9744 Fax 250.762.9788 Toll-Free 1.800.661.2294 Suite 470 - 1726 Dolphin Avenue Kelowna, British Columbia V1Y 9R9