Abstract of the Great Wine Capitals Global Network 2013 Wine Tourism Survey / Focus on the Porto wine regions of Douro and Vinho Verde

1. Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley
2013
Great Wine Capitals Global
Network Market Survey
“The Pillars Of Wine
Tourism Performance”
Executive Summary For Porto
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

2. 2013
This summary report highlights the wine tourism performance of Porto, a
member of the GREAT WINE CAPITALS GLOBAL NETWORK (GWCGN).
We collected data from the GWCGN capitals during the summer of 2013.
The number of survey responses for Porto was only 11, which severely
limited the scope of the analysis and conclusions. Nevertheless, we highlight
some key findings below.
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

3. Wine Tourism Revenues Break­up
Wine Tourism Revenues and Top
Sources of Profits
Wine Tourism
Revenues
Break−up
Wine sales 14 %
Accomadation 22 %
Food 35 %
Tastingfees 25 %
Merchandising 1 %
Hosting / Rest 3 %
Consistent with the findings about
revenues, Porto wineries earn the
most profits from Food Services,
then from Tasting Fees and then
from high­end wines (price greater
than $25/bottle).
Top Sources of Wine Tourism Profit
30 % Greater $ 25 each
Merchandising
Btwn $ 15 and $ 25 each
Tasting fees
Accommodation
Mixed wine
Food services
Cross selling
Hosting events
Well­being activities
Less $ 15 each
0 %
20 %
50 %
10 %
30 %
30 %
60 %
0%
0 %
10 %
Top Sources of Profit
Porto has the largest percentage
of Food services revenues among
all great capitals. Interestingly,
from the standpoint of the Porto
wineries, Wine Sales comes only in
fourth position after Food services,
Tasting Fees and Accommodations.
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

4. Improving Services is by far the
top investment category for the
2012­2013 period in Porto, which
is similar to the wineries of
Mendoza. Training Employees and
Infrastructure investments are the
next two top categories.
Investments in Wine Tourism
Wine Tourism Investments and
Marketing
Just like in the 2012 survey, we again find that the
top marketing tool used across the sample of all great
wine capitals is a winery’s Own Website. However, for
the specific sample of Porto wineries Own Website is
not a top category. Social Networks, Tour Operators
and Citations by guides are the top three categories,
using one's Own Website only comes in fourth place.
Top Marketing Tools Used
64 % Infrastructure
Imp services
Market positioning
Training emp
Cultural Entert.
None
Strategic partn.
82 %
36 %
64 %
36 %
45 %
0 %
Top Investments
0%Mentionedotherwebsites
Borchures
SocialNetworks
Spclzedmedia
TourOp.
Appelation
Tourismxhib
TravelAgencies
30%
55%
0%
0%
50%
0%
0%
10%
10%
10%
10%Sustainable
Citations
Referrals
AuthenticExperience
Mailing/Newsletter
CulturalFestivals
Winefairs
WineContests
Regionfame
Usemobileapps
40%
10%
10%
10%
0%
10%
0%
10%
10%
0%
Ownwebsite
TourismOff
TraditionalAd
TastingEvents
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

5. In terms of Numbers of Visitors per
winery, Porto is in the middle of
the pack among all great capitals.
It is also in the middle of the pack
in terms of Spending per Visitor.
Porto has the second largest
percentage of international
visitors (56%) behind Florence.
It has the third largest percentage
of middle­aged visitors behind
Florence and Mainz­Rheinhessen.
The percentage of female visitors
is 44%, which is one of the lowest
among the great capitals.
Tourists Characteristics
Nationals 32 %
Internationals 56 %
Locals 12 %
36 to 55 51 %
Above 28 %
18 to 35 21 %
Tourists per Origin
Tourists per Age Categories
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

6. Bordeaux Cape Town Firenze Mendoza PortoMainz Rheinhessen
Regarding External Factors
perceived by wineries to help
business or not, Porto wineries
testify that the Natural Beauty and
the Fame of the region as well as
the Cooperation with Other Busi­
nesses and Wineries, plus Internet
use are all key positive factors.
Consistent with the findings of the
2012 survey, wineries report that
Signage, Public Infrastructures and
lack of easy Access can be factors
that impede business. Difficult to
interpret is the finding that
Marketing by Tourism Offices is
largely perceived as having a
non­positive impact.
Positive and Negative Factors for
Business
Totally negative
Somewhat negative
Neutral
Somewhat positive
Totally positive
GWCmenber Association ChamberorBusA Tousism A TourOp CoopWineries Internet FameRegion TourismPolicy
50%
0%
10%
20%
30%
40%
60%
70%
80%
90%
External Factors − Part 1
External Factors − Part 2
Landmark Natural B Location Access OtherAct LocalFacilities CoopwBus MarkTo Publiclnf Signage
50%
0%
10%
20%
30%
40%
60%
70%
80%
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley

7. The 2013 edition of the GWC
survey has produced some
interesting findings for the
wineries of Porto. Among the great
wine capitals, Porto attracts one
of the largest percentages of
foreigners and middle aged
visitors.
Porto wineries demonstrate a
commitment to invest in Improving
Services, Training Employees and
Infrastructures, which appears to
support the activities that bring in
more revenues and profits, such as
Food Services, Tasting Fees and
low­end and middle­end priced
wine sales.
Overall, Porto wineries use a mix
of promotional tools, with a
greater emphasis on modern
communication tools (Social
Networks) vs. standard ones
(Brochures). Cooperation with
Other Businesses and wineries is
perceived as having a great
positive impact on business.
One must exercise caution when
trying to extend managerial
implications from a small sample of
wineries to the whole the region.
Nevertheless, it appears that
perhaps there is room for Porto
wineries to expand their tourism
strategy to attract more women
clients. Given the emphasis placed
on Social Networks it may seem
advantageous to complement this
approach with having a winery's
Own Website.
Managerial Implications and
Conclusion
Copyright GWCGN. No part of the content of this document is to be reproduced in any media without the expressed consent of GWCGN ­ For any further information: gwc@greatwinecapitals.com
Bordeaux Cape Town Firenze Mendoza PortoBilbao Rioja Christchurch Sousth Island Mainz Rheinhessen San Francisco Napa Valley Valparaiso Casablanca Valley