Standing out in a market with over 30,000 wine brands in Spain, and countless more on the global market, with a wine coming from a lesser-known DO and with a relatively small production, would have seemed to be an almost impossible task. Yet, Dehesa de Luna was a different kind of winemaker. On our first visit to the estate, we discovered a large 3000 ha. property on which only 75 ha. were under production. The remaining areas of the estate were kept in their original natural state in view of the great biodiversity of the region. Bustards, golden eagles and partridges are the natural owners of this eco-friendly paradise. This fact, plus the sheer beauty of the surroundings, marked out the action plan we simply had to follow.
We had a small, modern, impeccably-organised winecellar. The vineyards and vines were carefully tended, with a highly professional team of growers and oenologists. The wines that were being sold – almost all outside of Spain– had such a high value for money that the margins were quite low, and the labelling was quite correct.
Natural biodiversity area
Our recommendation for increasing sales and value was decisive: we suggested going all the way into sustainability marketing by creating long-lasting relationships with all those new market segments we conceived as being interested in the natural environment combined with wines. We wanted to mix elements to create permanent value, so we not only proposed that all the production from the estate be transformed into organic, including the almonds and olives, but we also aimed at creating a new concept for the estate, Dehesa de Luna, which was to become a “natural biodiversity area”. This concept was an invention of ours that did not correspond to any official denomination for an area of this kind. Behind the concept was the intention of placing value on respect for flora and fauna in the area, especially the “birds”, which would be of particular interest to ornithological tourism and natures lovers in general.
This switch in approach for the winecellar and its business required a new brand, new markets and new prices, and therefore a new communication and marketing policy, which we are currently developing.