Jackson-Triggs 'We've got a wine for that'

Packaged Goods--Beverage (BRONZE)

Client Credits: Constellation Brands Canada
Steve Bolliger, SVP Marketing
Diana Pawlik, VP Marketing, Domestic Wine
Rich Fortin, Marketing Manager, Jackson-Triggs
Maria Melo-Boone, VP Marketing, Domestic Wine
Andres Rios, Marketing Director, Lifestyle Wines

Agency Credits: Bensimon Byrne Inc.
Jack Bensimon, President
Joseph Bonnici, Creative Director
Hayes Steinberg, Associate Creative Director
Chris Harrison, Associate Creative Director
James Grant, Director of Operations
Zeeshan Hussain, Group Account Director
Wendy Doan, Business Lead
Thomas Shadoff, Media Director
Alex Gillespie, Associate Media Director
Michelle Pilling, Director of Production Services
Amanda Alvaro, Managing Director, Narrative PR
Laura Serra, Account Director, Narrative PR


Business Results Period (Consecutive Months):November 2011 - May 2013
Start of Advertising/Communication Effort: November 2011
Base Period as a Benchmark: October 2010 - May 2011

a) Overall Assessment

In early 2011 when Bensimon Byrne first began to work with Constellation Brands, the wine category in Canada was healthy and growing. So for Jackson-Triggs (JT), a well known, dominant player in Ontario and BC, business should have been booming. Instead, the brand overall was struggling, and its base SKU (Proprietors’ Selection), which represented almost 80% of the volume, was declining.


“I have no clue what to buy”

Over the previous few years, the wine category was undergoing a transformation, becoming highly fragmented and intensely competitive with little brand loyalty from consumers. The choice is overwhelming with hundreds brands to choose from at any given time.  Getting picked in the first place is an enormous feat and developing a consistently loyal following is even more difficult. The category growth was fuelled by hundreds of new brands with bright, playful labels and names like Cupcake Vineyards and Girls Night Out.





Relative to these new choices, the JT wines appeared dusty and uninspired. In a category where novelty had become the new currency, the JT brand and its heritage had little meaning for consumers. By 2008 JT lost its ranking as #1 national wine brand.  

 Over the next few years, the brand continued to spiral down and JT was unable to retain its loyal wine drinkers who were buying less, less often while it was not attracting new consumers to the brand. Nationally, JT volume reached its lowest level in August 2011.

 Our challenge was to not only stop the bleeding but to make JT relevant to our core target again and gain its fair share of market. Canadian wine drinkers needed to consider the brand again and have motivation to pick up JT at retail outlets.

b) Resulting Business Objectives

Overall business objective was single-minded – drive growth by repositioning the entire brand, from packaging to advertising to reinvigorate interest in JT.


There were 3 specific business goals set to measure success:

·       Increase case volume sales

·       Increase purchase intent amongst drinkers (loyal and new)

·       Strengthen brand equity



c) Annual Media Budget
$1 - $2 million

d) Geographic Area
National, English Canada

a) Analysis and Insight

In order to turnaround a brand with these kinds of challenges, our first step was a Brand Audit to fully explore the existing category conventions. Then we conducted research that revealed a category truth that could be leveraged to make our brand relevant to the target. Through this process we identified some key recommendations regarding the target consumer and the creative idea.
“What wine was that again?”


We conducted a Brand Audit that revealed the communication in the wine category almost always focuses on the varietal, the appellation, or some type of food pairings. Reviews and tasting notes are everywhere from dedicated wine blogs to mobile apps to retail shelf signage. Visually, the advertising nearly always incorporates a beautiful vineyard shot, generic product photography and cliché drinking occasions.


Analyzing the category and competitive landscape we identified that most wine brands were focused on the same strategic archetype segments, which explained why the communication in the category was surprisingly similar. Consumer research also revealed that JT users described themselves as being down-to-earth and straightforward with an aversion to pretense. Their enjoyment of wine was driven by the belief that wine made occasions a little more special and meaningful.


With this learning we identified the first important insight that the real target for JT Proprietors’ Selection were “Wine Drinkers” who don’t over think wine purchases, and not “Wine Lovers” who tend to respond to stories about the terroir, the vintage, the characteristics of liquid etc.


And that led us to the second insight; that the solution for this brand was not inside the bottle. In other words, for JT to truly resonate with the actual target consumer, we didn’t need to spend time talking about the wine itself. Instead we needed to establish JT as a relevant lifestyle brand owning the whitespace in the category segmentation. This insight fed into campaign development for an idea that was relevant to their relationship to the category and their self-perception.

 Consumer research was conducted regarding packaging, consumption/buying behaviour and branding associations. Research validated following key insights about desired target drinker:

 ·       They were actually “Wine Drinkers” and not “Wine Lovers.” Wine Lovers tend to respond to stories about the terroir, liquid credentials, etc. whereas Wine Drinkers defined themselves as down-to-earth and straightforward with an aversion to the pretentious aspects of wine culture. These Drinkers don’t over think their wine purchases.

·       Their enjoyment of wine was driven by the belief that wine made occasions a little more special and meaningful.

·       Previous and existing packaging didn’t mean anything to them, nor did it suggest anything pertaining to the wine. Futhermore packaging looked like a poor quality wine.

·       Brand bonding should be more casual and emotional to trigger associations with wine drinking occasions.

 With these insights we knew we had to overhaul all the brand imagery to really get Canadian wine drinkers to pay attention to JT again. We didn’t need to spend time talking about the wine itself. We needed to establish JT as a relevant lifestyle brand and find a way to connect with these wine drinkers on a deeper, meaningful level.

b) Communication Strategy

“We’ve got a wine for that.”

In order to move from a rational, expected approach to a more emotional space, we crafted an idea to connect JT to the feelings and emotions that make any experience more special. Instead of focusing on the clichéd drinking occasions of typical wine advertising, we focused on feelings and emotions, and associated them with a far wider range of wine drinking moments. We wanted to communicate that no matter what mood you’re in or feeling you’re going for, “We’ve got a wine for that.”

This also provided implicit support for a key product attribute – the large number of varietals, size and packaging formats the brand offers. It truly supported the versatility and broad number of varietals that the brand could offer to drinkers.

We set a single communication objective for the re-launch; to create awareness of JT’s new positioning in order to drive up purchase intent.

To deliver on our objective in such a crowded category, we would need to find ways to maximize our modest media budget as much as possible. It would be key to find some media selections that were atypical of wine advertisers to really help us break through and become top of mind. 

We would also need to leverage our PR team to help solidify JT as a lifestyle brand and to gain additional exposure for the brand through earned media opportunities.

a) Media Used

In many ways the creative idea was the easy part. The second and harder part was devising a media strategy that would help JT to standout and reinforce it’s new brand positioning.  That required a fresh take on category advertising and a resulting plan that bucked traditional category media planning conventions. 

So we launched on TV – which may seem entirely traditional but was brand new for this category – who typically spent media budgets on glossy magazine ads and OOH, instead of utilizing the emotional connection of TV.  To maximize a modest media budget, sponsorships with specialty channels along with digital pre-roll ads on conventional networks helped push the message out. A full year national plan incorporated a blend of 30 sec and 15 sec cut-downs to ensure there was strong continual presence throughout the year.

 And while we did do some print, our ads were also unique to the category. The ads portrayed a mood or feeling that is associated to an occasion and was atypical in that it did not show cliché occasions, vineyard images - or even consumption.


We also redesigned the corporate website and social properties to reflect the new brand imagery. 

The other innovative media approach was convincing the client that a dispportionate amount of the media buy should be put into earned, not paid. We knew there was a big opportunity to try something entirely new in wine PR.  While competitive brands were almost solely focused on reaching the wine writer, we knew our customer wasn’t reading Beppi in the Globe and Mail. We wanted to focus our PR efforts on a broader target. We turned the wine brand into a lifestyle brand and used lifestyle media to tell our story – through morning shows, creative TV segments, women’s magazines, influencer events, and social media contesting.



Media snapshot:

Year 1:

  • TV
  • Print
  • Digital
  • PR & Social Media

Year 2:

  • TV
  • Digital
  • PR & Social Media


b) Creative Discussion

To bring “We’ve got a wine for that” to life visually and solidify JT as a lifestyle brand, we did something that you typically don’t see in the wine category. We minimized the role of the liquid. There were no gratuitous pour shots or prominently placed product throughout. Creative focused instead on those small, real moments we all have each and every day that can be transformed into special moments with a glass of JT.


To support the new brand positioning, two spots were created for the first year of the campaign. Each spot set out to expand the target’s definition of wine-drinking occasions to go beyond the typical weddings, parties and fancy dinners.

Each of the spots was thematically tied to a common yet unexpected object that is part of our everyday lives. Using those everyday objects to ground each scenario, we captured relatable moments that evoked a real sense of emotion.

Our first spot (“Lights”) launched in November 2011 and our second spot “Shoes” was introduced in April 2012 as part of our spring campaign.


 "Lights" TV - 30 sec & 15 sec cut down12553_lights


"Shoes" TV - 30 sec & 15 sec cut down12553_Shoes



Our traditional TV spots were supported by various sponsorships on specialty stations that allowed us to extend our “we’ve got a wine for that” message in a contextually relevant way.




A full-page magazine ad ran simultaneous to our first TV spot during the 2011/12 holiday campaign. Like TV, the ads portrayed a mood or feeling that is associated to an occasion and was atypical in that it did not show cliché occasions, vineyard images - or even consumption.

"Socks" Launch Print Ad















We introduced our second print ad in the spring of 2012 – again visually showing an evocative moment that was atypical, more casual and idiosyncratic.

"Shopping" Print Ad12553_shopping





















The JT website was revamped to reflect the new brand repositioning and provide a more effortless, approachable user experience. The TV spots were also formatted for online pre-roll to further support the campaign.













PR & Social Media

For our holiday launch, we connected with lifestyle media versus traditional wine media by positioning JT as a lifestyle product. Media kits were sent out with duality-inspired gift card neck tags that were fun, eye-catching and even resonate stronger to a lifestyle editor’s work. Because editors get an overwhelming number of products during the holidays, it was important for us to stand out in a relevant way. The campaign’s success included coverage in the highly sought after Globe and Mail gift guide.


















On Valentine’s Day, we challenged Canadians to ‘unplug and uncork’ to bring romance back into their lives. We developed a national survey asking if cell phones were killing your love life. The survey proved critical in securing coverage across the country including CTV News with Bill Hutcheson and Sun Media’s Rosalyn Solomon.

To extend the message, we launched a JT Facebook contest challenging fans to put away their cell phones and bring back the romance. With a simple ‘like’ people were able to enter for a chance to win an all-expenses paid Valentine’s Day trip to the winery including dinner and accommodations. The contest helped to garner over 3,000 new fans in less than three weeks.







Our spring campaign stemmed from the season being an iconic moment for Canadians, and the feelings it naturally evokes: open toed shoes re-emerge, the flowerpots and garden tools are unwrapped and lastly, the flowers are finally in bloom. This led to the idea of Spring Bloom with a focus on flowers, herbs, gardening and shoes.

 We created a story about JT’s Estate Chef, Tim MacKiddie and the vineyard. The story discussed how the chef found inspiration from the vineyard garden in the creation of four unique flower & herb-infused white wine cocktails featuring different varietals. The idea was a modern trend with a suburban, DIY spin (perfectly targeted to our core consumer).

 Aesthetic was key here in differentiating ourselves in the market so we created a series of stunning photographs that could be used for a variety of different platforms from general lifestyle to gardening media to cocktail media. To further promote these original white wine cocktails, charming 20 sec videos were created showing beautifully styled cocktails ‘growing’ in a garden followed by the recipe. Both the photos and videos were shared with our online community on Facebook, Twitter, Tumblr, Youtube, and Pinterest.

The back-story contributed to writing an attention-grabbing media release that was put on the wire and sent to a list of key lifestyle, cocktail and food writers. Media calls followed the release and an intimate cocktail tasting party was created for select media. The biggest hit was the media kits that were sent out to lifestyle media. A beautiful growing herb garden filled with herbs found in each cocktail, along with the wine, was sent out so that the drinks could be made at home.

The campaign was a huge success with over 15 stories and notable coverage including The Huffington Post, Sympatico.ca, a morning segment on Canada AM, and The National Post.















To support the spring campaign on Facebook, we launched two simple enter-to-win contests starting with the Spring Kick Off shoe shopping spree, awarding the winner $1000 towards new shoes. Messaging focused on how a change of shoes can change your outfit and your mood.

Winning more than just shoes – they’d win a series of moments they can continue to enjoy every time they open the closet. The contest ran from April 25 to May 9, 2012 acquiring 6,590 new fans and delivered above expectations across all engagement metrics.



The second contest, A Year In Bloom, connected with consumers’ deep-seeded attraction to fresh flowers. They carry with them the feelings of renewal, warmth, and good health. A single bouquet can bring an entire room to life.

And thanks to JT, the winner will experience the joy of fresh flowers again and again, every week for a year. Running from May 21 – June 10, 2012 the contest acquired 4,568 new fans and had over 39,000 actions from the ads. (Actions can be a Page Like, Page Post Like, Shared Post, Comments, etc.)

 Year Two

During our second year, we faced reduced budgets. Our business and marketing objectives hadn’t changed, so we needed to be laser focused and as efficient as possible with our media selection.

 After validating the existing TV spots to still be effective and the best medium to provide the reach JT was looking for, the decision was made to re-run “Lights” and “Shoes” for year two. We also continued the contextually relevant station sponsorships for the second year.

c) Media Discussion

With a modest media budget for TV we stretched our dollars by focusing on a handful of specialty networks to bundle cost savings and packages, developed a national plan incorporating a blend of 30 sec and 15 sec spots to ensure a strong continual presence throughout the year, and created sponsorships that increased exposure to the brand and maximized our media dollars. To extend the message to an even broader audience the TV buy was supplemented with digital pre-roll ads on conventional networks.

Based on the fit with creative and the communication objectives, TV and pre-roll have remained our consistent media choices throughout both years of advertising the new brand positioning.

In the first year, to support the new positioning in the digital space, the corporate website was revamped and Public Relations and social media properties (Facebook and Pinterest) were used to help amplify the message to increase relevance and emotional affinity for the brand.

Print insertions in trade publications such as Food & Drink, Taste, and Occasions magazine were used to help support and strengthen the communication.

a) Sales/Share Results

“Success. We’ve got a wine for that.”

The new campaign has generated results beyond expectations.  As of April 2013, sales are up 33% VYA in Ontario, 23% out West, 56% in Atlantic and 29% nationally.  Remarkably, sales for JT primary competitor French Cross plummeted to -3% vs. double-digit growth last year.

 Awareness is up considerably by 25% VYA and past 6-month (P6M) consumption increased significantly from 23% to 41%.  Brand perception scores show strong associations with elegance, sophistication, and inspiration.  Across all loyalty metrics it was the top performing brand amongst the competition (as reported May 29, 2012).















In it’s first year, the campaign under the new brand positioning generated results beyond expectations. As of June 2012, just 7 months into the campaign, the + 3.8% sales growth goal was blown away and sales were up 17% nationally.

And the upward trend didn’t stop there. By the end of February 2013 total sales grew to 31% nationally, with this incredible sales growth level being maintained through out the spring of 2013 since the campaign launch.






b) Consumption/ Usage Results

c) Other Pertinent Results

d) Return on Investment

a) General Discussion

Impact of the advertising speaks for itself.  57% of those who recall seeing the ad have consumed the brand in the P6M.  Also, overall impressions are incredibly strong: 73% rating it between 8 to 10 (on a 10-point scale).

Not only did the ads increase purchase occasion with current users, they were successful in drawing new and lapsed drinkers:

·         29% awareness

·         51% say ads improved impression of the brand

·         34% consumed the brand in the P6M

Basically those who recall seeing the ads were more likely to have consumed JT in the P6M, had greater propensity to buy in the next 12 months, and recommend it to others.

Brand equity tracking clearly correlates that advertising has had a major role in the JT sales growth and business resurgence.




b) Excluding Other Factors
Spending Levels:

On par to previous years - budget was re-allocated to advertising.


On par to previous years - no changes.

Distribution Changes:

On par to previous years.

Unusual Promotional Activity:


Other Potential Causes:

During the brand repositioning work, HKA Design redesigned the packaging. Two months before the advertising started, the new packaging was introduced in-stores across the country.  This combined with the new advertising campaign directly help drive the dramatic growth we’ve seen as a result of the total marketing communications plan.