The 2005-2006 fiscal year was packed full of both challenges and opportunities. Two consecutive short harvests in 2004 and 2005, amid surging demand for Oregon wine, led to allocations and empty warehouses. The OWB, which manages statewide marketing, research and education initiatives, faced early crop forecasts predicting little revenue growth. OWA member dues, which support our advocacy initiatives, were down sharply.
Both organizations took this as an opportunity to re-examine our priorities and do more with less. We instituted performance metrics for every program, constantly fine tuning to maximize the return on your investments. Underwhelming programs were cut and new approaches were tested. As the summer of 2005 turned toward harvest, we learned things weren't quite so dour. We increased our staff marketing capabilities to shine an even brighter light on your fine grapes and wines and further solidified what "Oregon wine" means to consumers. We were also reenergized to raise awareness of Oregon wine country as a destination for high-value travelers.
The attached report details our results and shows you how we invested tax monies for the OWB and member dues for the OWA. We hope you can find a few minutes to read about our performance and let us know what you think.
