Township 7

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Innovative practices are everywhere – especially in the wine industry. With two licensed sites and a brand incubating in house, Township 7 demonstrates that diversification is good business.

It started out in the usual pattern. In 2001, the Township 7 winery in Langley opened its doors to the public. The five acre site is a testament to cool climate growing, producing most of the chardonnay for their 7 Stars sparkling brand. Then came the next step.

Two years later, an additional seven acres were purchased and planted at the south end of the Naramata Bench. The differentiator for Township 7 and this move from other winery expansions is the additional winery license for the Naramata property and the build of another facility.

What could have fractured a brand actually ended up rooting it firmly in the B.C. wine industry. Proprietor Mike Raffan saw potential in this two license model. He purchased the winery in 2006 and increased annual production from 4,000 cases to over 8,000. Raffan works closely with winemaker Bradley Cooper, who joined the team in 2005.

“The ability of the company to hold two licenses in two locations allows us to funnel product 12 months a year”, says Cooper. An advantage of having one brand licensed to sell product in two locations strengthens the brand presence while helping Township 7 maintain a foothold in both regions. Cooper likes that there is a solid base of operations right in the middle of the Lower Mainland, allowing for consumers to have easy access to the product year round.  

And the consumer is certainly taking them up on the offer. This past winter, Township 7’s Valentine’s Day event in Langley sold 70 tickets almost instantly for what’s really just a big garage party. It speaks volumes about customer loyalty. And Township 7 returns the favour, actively participating in both communities, right down to using local catering.

Dual licensing is part of the recipe to attract large crowds at winery hosted events, whether the event is in Langley or Naramata. “Our annual (Langley) Easter hunt is coming up this month, and it’s always packed”, says Cooper. Between winemaking at two facilities and hosting numerous events, one might think that Cooper has his hands full. Not even by a long shot.

Back in 2008, when Cooper and his wife Audralee Daum decided to start a winery of their own, they had no land, no vines and no building – but they had oodles of cases of Pinot Noir, bottled and ready, thanks to an earlier consulting business.

Cooper and Daum pitched their idea to Township 7 owner Raffan. Not a person to shy away from unusual business strategies, Raffan saw another opportunity to take his winery where few other B.C. wineries had gone before: incubating an entirely separate brand, of which he has no operational stake. Thus, Black Cloud Wine was born.

Bottled and sold under license to Township 7, Black Cloud Wine is a boutique wine production business with a sole focus on Pinot Noir. Cooper feels that Black Cloud doesn’t dilute the Township 7 brand, considering the latter doesn’t produce a Pinot Noir. “To me, it’s a symbiotic relationship”, says Cooper. Each benefits from the other without a detrimental impact.

Why Pinot Noir? “It was my first favourite red wine”, states Cooper. “It’s the one I cut my teeth on as a consumer, years ago,” when he started drinking central coast Pinot Noir, from California and some from Oregon. It didn’t hurt that the initial production was that particular varietal. “I can do a lot of things with Pinot Noir”, Cooper says with a smile. “Sparkling, rose, white…that might even be a next project.”

To Cooper, varietal specialization is about focus and clarity of vision. “If I have six varietals to deal with, each of those six varietals should be treated differently”, states Cooper. “Each one deserves to have specialized attention at every stage of development – from vine growing habits to bottle selection. By focusing on one varietal, I can focus and pursue excellence much more effectively.”

With the inaugural 2006 ‘Fleuvage’ vintage, Cooper didn’t have as much interaction with the growers as he would have liked. Back then he met the grapes after harvest. Since that time, he’s been much more involved with the growers, and continues to build those relationships each year.

Still there are challenges – in particular, as a varietal specific winemaker and producer, legislation. Some in the industry are seeking provincial government reform liquor laws. “If we’re going to allow for niches, we should also allow for specialization that comes with small production”, explains Cooper.

In the present structure, offers of the same varietal from different vintages at the same price point present some challenges for B.C.’s existing retail and distribution system with regard to cataloguing and inventory numbers. It adds a level of complexity to doing business in an already heavily regulated industry.

As for Cooper’s next release, Black Cloud Wine 2009 Altostratus will be available in June. “I won’t release the wines until they’re ready; then they’re available until they’re gone.” With only 300 cases produced annually, gone happens fairly soon. Cooper would like to grow to 500 or 700 cases, but beyond that it means Black Cloud may need to rethink its current business model – to include land and facility. Contracting growers can get expensive.

Cooper is happy to have his Black Cloud Wine brand growing within the Township 7 house. “It only works to incubate a label if it doesn’t take sales away from the host”, reminds Cooper. Keeping a hand at the business helm and one on the winemaking wheel seems a good fit for Cooper; it’s not something he takes lightly. Focus and dedication to each brand is vital, and Cooper manages both.

For those contemplating a similar move, Cooper has some advice. “Be prepared to do as much for the main label as your own”, Cooper says. Spoken like one who knows. ■