The Deanston Distillery Visitor Centre
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Category: Strategic - Development Author: Alison Winship Date: February 2013 THE DEANSTON DISTILLERY VISITOR CENTRE The tale of an old cotton mill Synopsis Back in the late 18th century there was a cotton mill: a bustling, lively place that signified industrial thinking at its best. No-one was to know back then [circa 1790] that one day the pace would slow, the building would lie derelict, still, devoid of all life. 1781 - James Buchanan buys 6 acres of land on the River Teith 1790 – Cotton Row Circa 1940 – Cotton Mill workers; Deanston Primary School children The story of that cotton mill is one of hope, integrity and bloody minded vision. It takes us on a fascinating journey through time, touched by tradition and good old fashioned values. The journey starts on the banks of the River Teith in Stirlingshire, travelling over three continents to arrive in 2011 with inspired thinking that could perhaps help put that sleepy little conservation village with its historic mill back on the global map. This story unravels the metamorphosis from cotton mill to distillery, which led to the eventual creation of a visitor centre experience, explaining the rationale for its creation and the impact of the long awaited opening in May 2012…a day that some thought would never happen. The marketing objective was clear: build a compelling new positioning for Deanston; a positioning that would intrigue consumers and drive footfall back to the banks of the riverside and that little known village called Deanston. Inspired thought... Those attributes that so inspired our innovative forefathers back in 1780, such as, the abundance of soft water, the lie of the land, the central Scotland location, were to once again inspire the Scotch whisky industry almost 200 years on [1966], when the cotton mill was converted into a distillery. From that year until 2012, the single malt it quietly distilled was little known, with the malt used mostly in blended Scotch. The growth in single malts globally had, of course, not gone un-noticed by Deanston’s guardians, nor had the potential of the infrastructure, some of which had lay empty since the cotton mill closed its doors in 1965, a little like they belonged to a bygone era. Malt Scotch - Value Malt Scotch - Volume 3000 7000 2500 6000 5000 2000 4000 1500 3000 1000 2000 500 1000 0 0 Val2002 Val2004 Val2006 Val2008 Val2010 Vol2002 Vol2004 Vol2006 Vol2008 Vol2010 Value growth +5.9% CAGR (02-11) Volume growth +3.57% CAGR (02-11) Ref: The IWSR All volume figures in: 000s 9 LC (Vol) All value figures in millions (€) (Val) Possibilities... One disused area in particular that held real potential was the old cotton Deanston Single Malt - Vols mill workers’ canteen, an area bathed in natural light and looking out 7 onto the River Teith. There was something eerily enchanting about this 6 space. But the question was, was it feasible to expect consumers to visit an unknown distillery, home to the eponymous single malt brand, let 5 alone feasibly convince the Board that they should diversify into the 4 tourism trade through the creation of a distillery visitor centre, an area in 3 which there was no real experience. 2 1 0 Vol2008 Vol2009 Vol2010 Vol2011 Volumes represent <0.1% total malt volume The ‘odds’ were not high. For 21 years, under current ownership, a distillery visitor centre had been mooted but consistently rejected, in part due to ‘Visitor Centres’ not being an area of core competence – Burn Stewart Distillers were whisky producers after all. This coupled with the Deanston single malt brand’s limited historic sales (Deanston sales volume represented less than 0.1% of total global sales), unclear positioning, and under-utilised assets all offered an interesting backdrop. As a result, a strong rationale was required to prove this place had potential and so the first tentative steps towards building a business case ensued in 2011, with only a glimmer of hope that it would be met by a positive response. The Visitor Attraction Monitor (VAM) provided a rich source of secondary research which allowed an understanding of the competitor context; potential value generation; and realistic footfall figures. Ref: VAM Ref: The IWSR All volume figures in: 000s 9 LC (Vol) All value figures in millions (€) (Val) ...and potential Ref: VAM Distillery Footfall 08 – 07 variance Ref: VAM Distillery Revenue Ref: BSD Average Spend & Competitive Pricing Dwell Time By Distillery (local) The stories... The VAM secondary research and internal competitive pricing analysis provided intriguing prospects, however, the capital investment required for a building conversion would not be insignificant and such expense could only be warranted if this became part of a wider brand development vision: could the little known Deanston single malt really excite consumers at a global level? Did it have genuine potential to inspire and engage? Could a visitor centre be pitched as part of its strategic brand development? It was known that there were lots of charming stories about this place…after all, it was an old mill; it had hydro-electric power; it was self sufficient in terms of power generation, selling the surplus energy back to the grid; it matured its whisky in ancient vaulted buildings that once housed cotton looms…actually, yes, Deanston was a pretty inspirational little place with a generous helping of potential. Distillery Visitor Centre in an area that attracts 3mn visitors per year? If the business was genuinely serious about developing the Deanston brand then the creation of an insight based positioning was essential; getting it wrong was not an option! To ensure all that was special about this place was uncovered a local archivist, Jennifer Reade, was employed - no stone would be left unturned. Deanston was now ready for the next step: this involved qualitative research in the US, the world’s largest single malt market by value and volume (Vol +5% CAGR; Val +8% CAGR). Ref: BSD Archives The consumer... Qualitative Methodology: (1) 4 x consumer qualitative focus groups across 2 major US cities (2) Consumer pre-task diaries x 40 With the help of Emma Laney and Amanda Herbert from Syren Research, Deanston’s stories were shared with potential consumers to uncover ‘insight’ based on their personal motivations: four positioning territories were created as stimulus, inclusive of concept summaries, pack-cepts, moodboards and RTBs (reasons to believe / brand facts). This research triggered the build of Deanston’s positioning foundations; however, given the US-centric nature of these findings and an, not to be neglected, intense interest in single malts in developing malt markets such as Russia, and what are considered mature malt markets such as France, it was considered advisable to embark on some additional primary research in these markets in order to ‘sense check’ the findings, whilst ensuring global relevance. This time the most effective path was to use an online quantitative methodology. This proved invaluable, leading to further builds and finessing and, finally, a compelling positioning created with the consumer at its heart. Quantitative Methodology: (1) 200 male respondents, Aged 28-50; France & Russia; Online survey Ref: BSD Positioning Territories – Mood Boards ...and good old fashioned values! With the results now analysed, the positioning of Deanston could be built with real confidence – the business was creating a positioning that was grounded in consumer insight. The final structure was built around Kinship – pulling out the feeling of community on which Deanston was founded; Integrity – linking to its self sufficient methods, the desire to ‘re-use’ where possible, and emphasis on all things ‘local’; and Hand-crafted – stemming from some of the old fashioned methods employed at the distillery in a world that had become somewhat automated; these values linked seamlessly to the brand’s cotton mill heritage, but in a way that was relevant to the brand today. The core insight stemmed from the consumers’ desire to live more meaningful, less materialistic lives; lives founded on old fashioned values that can only really exist within close-knit communities: values that have perhaps lost meaning for many in our modern world. Ref: BSD Positioning Framework Ref: BSD Reasons to Believe Framework The practicalities... With this framework and clear understanding of brand positioning, there was now a comprehensive ‘toolbox’ from which to write the designer and architect brief that would eventually lead to the build of the Deanston Visitor Centre. Initial drawings were created, to allow the business to proceed to a Planning Department application, while also giving it a clear indication of the investment levels required for such a project: this would, importantly, allow the business case to be finalised for Board perusal. After many months of anticipation, planning permission was granted and Board sign off received to allow this brand development to move to the construction stage: now there really was no turning back. The Board was keen for this to be a marketing led project, which would ensure no deviation from ‘brand’ through the project management. An internal project team was assembled, which included Operations, IT, and Finance, to ensure clear communication between all involved personnel. With a critical path soon approved the site development moved on at a pace. Ref: Gary Gordon Archive Photography Ref: James Barr Original Floor Plan A metamorphosis... The architect and lead designer could now be taken through the full Deanston back- story, inclusive of cotton mill heritage; distillery conversion; research findings; new positioning; and the proposed tour script and floor-plan: this educational process had to be a prerequisite to any creative work being commissioned. The two key people involved in the project build absolutely understood the brand ethos: it is thanks to Elaine Fleming (Architect) and Emma Ballantine (Lead Designer) of James Barr and their intense desire to stay true to Deanston’s positioning that the final look/feel of the visitor centre was soon to impress.