Hobbyist makes fine wines in his Finger Lakes home Democrat & Chronicle
We spoke with Steve Johnson, owner of Door 44 Winery, last spring when the winery had just opened the doors of its new location north of Sturgeon Bay, replacing its former location three miles south. Read on to learn more about Door 44’s history, projects and aspirations.
How did Door 44 begin?
I like to say it goes back to our honeymoon. Maria and I were in Napa Valley back in ’94, and we were at the Coppola Vineyard Winery. We were in law school, so we couldn’t afford the really expensive wine, but we found an inexpensive bottle of wine in the tasting room, grabbed a baguette and walked out in the vineyard and looked up at the sky and thought, why not Wisconsin?
We didn’t really know what we were getting into at the time, but it was something we felt compelled to do. About a decade later, we had our first vineyard and winery, and here we are 13 years later – we have this new location for Door 44.
So the wine industry was something new to you?
We have a little bit of wine in our blood. Her father came from Italy, and he and his friends would get together in his garage and make wine. And my father grew grapes in the backyard and would make wine, too, which we would have for family celebrations. We kind of understood the process, but we didn’t have any of the technical skill that you typically associate with starting a vineyard and winery.
The more people heard me talk about it, the more it sounded crazy to them. That just fueled my fire. I think there is great potential for this area. At the time, we didn’t know much about grape growing or winemaking, but as we studied it more and more, we realized the unlimited potential.
What are some of the challenges with wine in Door County specifically and Wisconsin in general?
The irony of it is, when people think of Wisconsin, they think of beer. They think of cold weather. Wine is not something that comes to your mind, but people are surprised to learn that from April to October, this line of latitude here around the 45th parallel has identical weather conditions as Bordeaux or Tuscany, which has the premium wineries of the world. So if you can plant varietals that survive the winter, you have the perfect, world-class ingredients here for wine country.
Part of the irony in this also is that there is a Wisconsin dairy farmer by the name of Elmer Swanson who is primarily responsible for any type of viticulture in the upper Midwest. He discovered that if you found the right varietals, [these were] the perfect conditions for grape growing, and through his work – basically grape breeding local wild-grape pollen with world-class varietals that we are all familiar with, like cabernet, chardonnay, merlot – we ended up with the varietals that are now being planted in this part of the world.
Tell me about the first few years.
This is the perfect example of “ignorance is bliss” because if we knew of every challenge that was going to cross our path, we would have thought, maybe there’s a better venture to get into.
But as we’ve done this, we’ve learned a great amount, and the thing about grape growing and winemaking is that you never stop learning. That’s part of what drives us: Every day there’s this opportunity to keep learning about what we’re doing, and that by nature inspires me to do this more. That’s part of the fun of this. It’s part art, part science, part intuition and a lot of sharing of information. The more growers, the more winemakers we can get to this part of the world, the faster the reputation of this area will grow.
Your wines only use grapes grown here in Wisconsin, correct?
Yeah, I guess I’m kind of a purist. To me, wine is the ultimate regional product. Wine is so expressive of the soil and climate that [the grapes are] grown in, and I always like to say that because we are both growing and making wine, you really don’t make wine as much as you grow wine.
So to continue that philosophy, to acknowledge the fact that almost every wine store is set up in a regional dimension – that just brings home the point that wine is one of the products that you have to demonstrate to people its uniqueness based on the area [where] wine is grown and made.
I know it’s a lot more work to do it this way; it’s more expensive to do it this way. And what I say to many people is, I love the tourism of this area and the attention it brings to us, but my goal is to have these types of wines available to people who don’t intend to go to Door County.
Tell me about the wine that you make.
Now that we have done this for 13 years, we have learned what varietals give us the most expressive types of wines, whether it’s an aromatic expression or the crispness that we’re looking for, so what we have really focused on is finding the right varietal for the particular situation that we’re in.
So being near the lake here, we’re looking for varietals that can ripen a little bit quicker, and we tend to make a wine that is more expressive in terms of aromatics. When a grape is slightly underripe, you get a more aromatic component and a nice, crisp backbone to that wine, which gives it great aging potential and food-pairing potential.
My philosophy is really to let the grape be itself as a wine. You can’t take a Marquette grape and make a wine that’s a deep, bold cabernet, but you can make an incredibly aromatic La Crescent that’s slightly underripe because of the cool climate it grows in, and that cannot be duplicated in California or in any other part of the world. Rather than try to mimic another part, we are just trying to say, this is what we grow; this is what it smells like, tastes like; and let it shine.
You’re a big advocate for the wine community here. Tell me about the community that’s here, and what is it like to be a part of it?
It’s great because we all have a different dimension and look to our business model, but in the end, as with any other wine region, what you’re trying to offer people is a regionally distinctive product and an environment and an experience that are something that people can remember – because in the end, you can go to the grocery store and get a decent bottle of wine for a good price.
But as a winery, you’re trying to create an experience that people connect to you, and that can be anything from the conversation you have at the tasting bar, the setting that you’re enjoying the wine in, to the food you’re having it with. So I think each one of us, as wineries here in Door County, have a different offering to give to people.
To take the Door County Wine Trail – which we are on – is really a great experience to get that full spectrum of what we have. In the end, it is just fermented grape juice, but it tends to be a product you enjoy more than just as a beverage.
Visit 44wineries.com to learn more about Door 44, and stop in to the new tasting room and winemaking facility at 5464 Cty P in Sturgeon Bay. Listen to the full podcast interview with Steve Johnson at doorcountypulse.com/podcast-how-door-county-became-a-wine-destination-with-steve-johnson-of-door-44-winery, and find all the podcasts at doorcountypulse.com/podcasts.
What are Americans drinking? The U.S. wine market continues to grow, defying predictions of decline. But not all wines are enjoying better times, and this year’s pandemic and economic upheaval are only making things more challenging. The latest report from Impact Databank, a sibling publication of Wine Spectator, shows a complex market, with strong growth from sparkling wines and rosé offsetting slowing table wine sales, particularly for value-priced brands.
The U.S. wine market grew again last year, but by a mere 0.1% to 328.9 million cases. According to Impact’s report “The U.S. Wine Market: 2020 Edition,” wine consumption is projected to inch forward 0.2% in 2020 to 329.5 million cases. But the report forecasts consumption will decrease 0.3% by 2025.
A variety of long-term factors are at play. Wine has enjoyed strong growth in the U.S. market since the 1970s, save for a dip in the 1990s. In 1970, Americans drank 118 million cases of wine. Last year, it was 328 million cases. But per capita consumption has stayed relatively flat in recent years. And there’s a lot more competition these days. Spirits consumption is growing, rising 2.5% in 2019. And while beer consumption has declined, ready-to-drinks (RTDs), such as hard seltzer, have enjoyed big success. Consumption rose 32.5% in 2019 and is expected to grow another 82% by 2025.
Part of this shift is generational. Wine’s most loyal boosters—baby boomers—are retiring and starting to consume less alcohol. Gen Xers consume wine in significant amounts, but they’re a smaller group. Millennials and younger drinkers are exploring a wide array of beverages.
But the true wine market is not just a tale of generations. Several categories of wine are enjoying strong growth, which may hold lessons for all.
Sparkling wine continues to prove it’s not just for celebrations. For 12 years now, bubbles have been booming. Volume grew 1.7% in 2019 to 21.7 million cases. Domestic sparkling wine has enjoyed strong growth, but imported sparklers have been especially strong, both in the value and premium levels. Prosecco sales grew 14.8% in 2019 to 9.8 million cases, while Champagne sales grew 10.1% to 2.2 million cases.
Rosé has also enjoyed strong sales. Overall, rosé consumption grew 2.8% in 2019 to 18.4 million cases. Imported rosé, particularly from Provence, has led the growth in recent years, rising 17% to 3.4 million cases in 2019. But even domestic pink wines, after more than a decade of slump, have started to enjoy the boom. Domestic rosé consumption increased 0.1% to 15 million cases in 2019—not huge, but a big change after years of fizzling demand.
For red and white wines, price point is the dividing line. Most of the leading value-priced brands showed small declines in sales in 2019. But premium brands enjoyed growth—wines like Josh Cellars, Decoy and Meiomi, all of which sell for over $20, saw strong gains. The same was true for white wines: Sales of value-priced whites, under $10, declined, but premium white wines, such as New Zealand Sauvignon Blancs, marked strong gains.
Wine in Uncertain Times
How has the pandemic and recession impacted the wine market? It will be some time before the whole picture is clear. Restaurant sales evaporated overnight, but retail sales surged for much of the shutdown period.
During the first six months of the pandemic, Nielsen reports that retail wine sales grew 19.3% by volume and 24.7% by value. Prosecco sales at retail outlets rose 43% during the first three months of the pandemic, and 34.4% during the summer months. Retail Champagne sales grew slowly at first, rising 17.0%, but then accelerated to 65.1% during the summer months.
The trends of premium wine sales growth continued. Bottled table wine priced at least $20 a bottle was the fastest-growing segment—+30% from January through September—while wines priced below $8 grew just 2.5% by volume.
But the crises facing the country and even the world are far from over, with the pandemic expected to continue into next year. It’s unclear for how long, and how severe the economic pain will be. So far, Americans are still looking for a drink, and a high quality one at that.
The Wicks family has appointed Adam Carnaby as Chief Winemaker at Wicks Estate, situated in the cool climate wine region of the Adelaide Hills.
“Tim and I are thrilled to announce Adam as Chief Winemaker at Wicks Estate and are excited for what the future holds,” Wicks Estate Director Simon Wicks said.
“His experience across all our key varietals and his knowledge of vineyard, terroir and winemaking along with an enormous passion for wine will be a great asset for the Wicks brand.”
Adam has gained winemaking experience across Australia, beginning in the Yarra Valley, where he worked with pinot noir expert Tom Carson, then in Margaret River, with Xanadu Wines. Most recently, Adam was chief winemaker at Seppelt Wines, in Great Western.
“I’m extremely excited to be joining the team at Wicks and look forward to working with premium Adelaide Hills fruit from the estate vineyard. It’s paramount that wine be regionally expressive and have a sense of place” Adam says.
The Adelaide Hills wine region of approximately 70 kilometres of vineyards is well known for its diverse topography, high altitude and micro-climates.
Wicks Estate is a family owned and operated wine company producing hand crafted wines from their vineyard and state-of-the-art winery at Woodside. As a vertically integrated company, it controls the wine making process from vineyard to winery.
About Adam Carnaby
Adam grew up in Melbourne and was introduced to wine by his father, who had an interest in wine. Adam studied science at the Royal Melbourne Institute of Technology (RMIT) and was working part time as Bar Manager at the Hilton Melbourne when he decided to pursue the science of making wine. He returned to study, at Charles Sturt University, for a Wine Science degree and worked vintages at Tarrawarra and Punt Road in the Yarra Valley.
After graduating, Adam joined the team at Yering Station, working with Pinot legend Tom Carson.
Six years later, Adam moved to Xanadu in Margaret River, where Chardonnay and Cabernet are king – Xanadu and Yering Station are part of the Rathbone Group.
At Xanadu, Adam mastered larger scale wine making and timing – the right moment to pick fruit so as to retain characters of provenance in the final product.
In 2011, Adam moved back to Central Victoria and Shiraz heartland, as chief winemaker at Seppelt, Great Western where he was instrumental in continuing Seppelt’s success during his tenure.
St. Helena, Napa Valley, – Appellation St. Helena announces new Board members and positions as the new year begins. 2021 Board officers announced today are Katie Simpson, President, Seth Goldfarb, Secretary and Claire Hobday, CFO.
The outgoing Board President is Lesley Russell, who served in that position for the last five years. “It has been a pleasure to work closely with such an outstanding group of vintners and growers,” she commented. Lesley Russell is responsible for all operations and strategic direction of Saint Helena Winery, a small private estate winery in Napa Valley whose wines are made by Aaron Pott and Lindsey Wallingford.
Incoming Board President, Katie Hayne Simpson, owner of Chase Cellars in St. Helena, has served on the Board for 1 ½ years. “I look forward to helping spotlighting ASH member efforts, and stimulating more interest in St Helena wines and vineyards,” she says.
Katie Hayne Simpson is owner of Chase Cellars in St Helena. The small private winery on Sulphur Springs Avenue sits on the Hayne Vineyard (which has been in her family since 1872). Katie has been handling day to day operations since 2012. She’s committed to carrying on her family’s rich legacy in the Napa Valley by producing premium wines from the family’s and other choice Napa vineyards. Wines are made by Russell Bevan.
The Board Secretary is Seth Goldfarb, who is the GM at Anomaly Vineyards in St. Helena. The Board CFO is Claire Hobday, the CFO at C. Mondavi & Sons in St. Helena.
New to the Board are Sylvia Taplin, Taplin Vineyards, and Julia Jinks, Raymond Vineyards.
The Board consists of Myriah Mutrux, Hall Wines; George Watson, One Vineyard; Seth Goldfarb, Anomaly Vineyards; Claire Hobday, Charles Krug; Jack Pagendarm, Korte Ranch; Lesley Keffer Russell, Saint Helena Winery; Julia Jinks, Raymond Vineyards; Dave Yewell, Yewell Family Vineyards; Torey Battuello, Battuello Vineyards; Eric Risch, Pellet Estate; Shannon Salvestrin, Salvestrin Winery; Sylvia Taplin, Taplin Vineyards and Katie Simpson, Chase Cellars.
In 2004, the vintners who had worked together to get the AVA approved established a group to promote the growing region, today called Appellation St. Helena. The group focuses on promoting the quality of grapes grown and wines produced in the St. Helena AVA and consists of 50 winery members and 25 grape growers.
In recent years, the organization has organized an annual fundraiser, given money for scholarships to students at St. Helena High School and been active in other programs in the St. Helena community.
The St. Helena appellation is comprised of roughly 12,000 acres, of which approximately 6,800 are planted to grapes, more than any other AVA in the Napa Valley. More than 400 different vineyards are located within the appellation. The boundaries form an hourglass shape, and the middle section represents the narrowest width in the Napa Valley, where the Mayacamas and Vaca Mountain ranges nearly meet. The AVA is a mosaic of alluvial fans and 21 different soil types. The soils here are created from centuries of erosion of run-off from mountain hillsides and the Napa River and its ancient tributaries.
Grape growing in the St. Helena appellation dates back to the Mexican land grants in the 1840s when General Vallejo gave Edward Bale a wedding gift of property. Bale and his bride promptly planted vineyard on their property. By 1880, over 100 people were making wine in St. Helena. While many types of grapes excel in St. Helena, the most frequently cultivated are Cabernet Sauvignon, Cabernet Franc, Merlot, Syrah, Zinfandel, and Sauvignon Blanc.
St. Helena has the distinction of being the birthplace of Napa Valley’s commercial wine industry with Dr. Crane’s cellar founded in 1859, David Fulton’s in 1860 and Charles Krug’s in 1861. The St. Helena American Viticultural Area, or appellation, was officially approved in 1995, its boundaries defined by Zinfandel Lane to the south, Bale Lane to the north, the intersection of Howell Mountain and Conn Valley Road to the east, and the 400 foot elevation line of the Mayacamas Mountain range to the west.
By Liam Heagney
Bristol got the new calendar year in England going on Friday with their New Year’s Day Gallagher Premiership win over Newcastle, but the 29-17 success wasn’t the only thing that left Pat Lam bouncing forward into 2021 with a spring in his step.
The January 1 win for the Bears came despite them having to isolate all six front rowers used in their previous outing at Harlequins due to one player testing positive for Covid-19.
It was the latest twist after a challenging year which saw rugby in England suspended last March and resume with an avalanche of matches in August, and the gap between the 2019/20 season and the new 2020/21 was also short-lived between October and November.
Goodbye to 2020!
It has left all coaches in the league with a heavy workload but Bristol boss Lam, who has been in England since leaving Connacht in 2017, wasn’t inclined to look back on 2020 as his most challenging year yet.
“It has been challenging but it’s what I love – I love the challenge,” he said with enthusiasm following a calendar year where Bristol won the European Challenge Cup and reached the semi-finals of the Premiership despite the pandemic.
“It has been six months of tests since July and no player had called a positive test. This is the first one”
— RugbyPass (@RugbyPass) December 30, 2020
“That is what life is. We are who we are through these challenges we go through. It’s funny, I read a really good analogy. I always love these things in life and rugby is life – and it’s not just about the players. It’s about a grape: grapes will go off after four or five days but if you press the grapes it starts the process of making wine and wine can last 50, 60, 70, 80 years.
“And so at the moment the whole world and all of us have been pressed but if we acknowledge the process of being pressed it can bring us through. What Covid has done is it has made everyone stop, reflect, look at life, work out what is important.
“The fact is I love this game. The fact is I have had more time with my kids who are older, they have come back in (at home) and we have had more time, so there is a lot of positives that have still come out of this even though these difficulties.
“While this is challenging these are the times we grow. We grow as people. Certainly, for us, we grow as a team by all being challenged. It is challenging but you always look on the other side of it too, the positives that you can get out of it.”
“I definitely believe I wouldn’t be the player I am if I hadn’t been told from a young age I was too small”
— RugbyPass (@RugbyPass) January 1, 2021
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What are your biggest business concerns surrounding COVID-19?
I never like to look at anything through a negative lens. COVID is just a bump in the road on this long journey. I look back on how we handled the financial crisis in 2008–2009. I’m taking what I learned from that time and not using COVID as an excuse, but rather looking to my successes, whether big or small, and continuing to drive Rumor forward. For example, I’m not sure I would have been able to assemble the same team if we weren’t in this pandemic. I’m lucky to have them, and they show me good things can happen in dark times. Launching a new brand during COVID has been interesting, to say the least, but timing is timing. It’s out of our control. It’s impacted our business as many of our clients and consumers are limited in operations due to government controls, which resulted in a backup of their inventory. The majority of restaurants, hotels, and retailers weren’t purchasing product, not to mention investing in a new brand. They were focused on selling what they had in stock and having to navigate keeping their own businesses afloat. Luckily now we’re starting to see a shift.
One of the biggest curveballs we experienced has been the ban in travel to Europe. It prohibited me from being at the vineyard for the bottling of the new vintage and reengaging with my accounts overseas. This delayed a ton for us.
What is your current business strategy for dealing with the situation?
The Rumor strategy is to continue to go after quality accounts—online, retail, restaurants, hotels, etc. I want to show our potential partners that, even during the hardest of times, with continued work and hustle, a new brand can succeed. In early March, when COVID was hitting the US hard, I had to keep my head high and capitalize on that time to think about shifting our model. I believe when faced with challenging times, good leaders are always able to shift their business strategy and we did just that. We launched Rumor with the goal of working with some of the best on-premise partners. With many of them being closed, we put efforts into online and direct-to-consumer brands as well as Rumor for house and vacation rentals in Malibu and the Hamptons. We’re fortunate to work with some great partners like Christian Navarro at Wally’s Wine & Spirits in Beverly Hills, who helped us continue to grow during COVID through local delivery and national online sales.
One of the biggest curveballs we experienced has been the ban in travel to Europe. It prohibited me from being at the vineyard for the bottling of the new vintage and reengaging with my accounts overseas. This delayed a ton for us.
How do you think things will look in your industry a year from now?
COVID was a hard reset for the world. There’s no doubt it’s going to change the way the industry conducts business as the pandemic resulted in large shocks to both demand and supply. I think pricing, inventory, and payment plans will all be important. Restaurants, hotels, and retailers will all have to treat clients differently and be more flexible as we too will be doing from our end. Luckily, in our industry, we all have one shared goal: making people happy.
What have you learned from other difficult times in the past?
Mistakes are important. It’s cliché, but we really do learn from them. A mistake I often see are new startups raising funds before they have a product in hand or any proven success. From my experience, I’ve learned that isn’t always the best way to go about launching a company. I made the decision not to raise until I had a product that was liked by the masses. I gave up a salary, tapped my own contacts and resources, and set off on my own to build a company I believed in. I spent the summer of 2019 traveling to nine different countries, 21 different cities, and took over 70 flights to get Rumor in the hands of notable restaurants and hotels across Europe and America. I was laying a foundation and developing a proven track record for Rumor. I give 100% of my time to Rumor so when I go out to raise funding for the company, I can show them exactly what they’re investing in. I’ve always done this for my own investments. It’s important to look at the leaders and their work before making the decision to invest.
Safe–and entertained–at home: What business leaders are doing with their downtime
Every day starts the same: a light workout, coffee, and packing up my backpack with bottles of Rumor. I spend my days traveling to different cities going from tasting to tasting or checking in on our accounts, making sure they’re happy with the product, especially now that we have the new 2019 vintage out.
I haven’t been focusing on watching as much the past couple of months since I have been focused on growing the business.
On my downtime I like to read inspirational and leadership books as well as The Economist and Vanity Fair.
What are you doing to spend quality time with those you’re sheltering with?
I’m outdoors most of the day using my time to travel to restaurants and hotels carrying Rumor. I think I’ve driven over 2k miles in the last two months. After the day is over, I have to work with my team in NY, LA, and Europe, so I’m normally up past midnight answering emails and taking calls, but no complaints … I love what I’m doing.
What is the biggest purchase you made during COVID that made you happy?
I haven’t made any significant personal purchases during COVID, but I can say what did make me happy during this time was purchasing my Rumor rosé inventory for 2020.
What are you doing to stay healthy, mentally and physically?
To be honest, this has been a bit of a challenge for me. As I’m sure you can imagine, tastings and meetings for Rumor are usually accompanied by food. I’ve been exercising every morning when I get up and have been focusing on eating healthy, but sometimes you just need a nice chilled glass of Rumor rosé.
Where are you dreaming of visiting once things are back to normal?
I really only dream about places I can conduct business in. My primary travels have all been for work and I don’t see that changing anytime soon. We have Rumor in some amazing locations around the world. I’m looking forward to visiting Mykonos and getting together with Thomas Heyne of Scorpios, one of the first supporters of Rumor, and Andreas Koutoumanos of Alemagou. Would love a trip to Ibiza to see the Mambo brothers at Casa Maca and then head over to Saint-Tropez’s Indie Beach to see Tobias Chaix. From there, I’d head up the coast to the legendary Hotel du Cap-Eden-Roc. Its burger alongside Rumor on that terrace with Philippe Perd, nothing better. I’m also excited to visit more Rosewood properties, some of my favorite, as well as get to New York to see Cobi Levy at Lola Taverna. I’ve been admiring the photos of guests enjoying Rumor in his beautiful outdoor dining setup.
Ferrari-Carano’s Executive Winemaker Has Been Appointed Vice President of Winemaking for Foley Family Wines’ Entire Sonoma County Portfolio, Comprising 15 Wineries and 25 Brands
SANTA ROSA, Calif. (January 28, 2021)-–Sarah Quider has been promoted to Vice President of Winemaking for Foley Family Wines, joining the rarified ranks of influential winemakers who are shaping Sonoma County’s wine industry. Following Foley’s acquisition of Ferrari-Carano Vineyards and Winery, where Quider was Executive Winemaker, her role has been expanded to oversee winemaking for the company’s entire Sonoma County portfolio, including renowned brands such as Chalk Hill, Lancaster and Sebastiani.
“This is a once-in-a-lifetime opportunity to have a real role in shaping some of Sonoma County’s greatest brands, and I’m incredibly honored to be in this position,” says Quider. “It’s gratifying to know that the hard work and passion I’ve put into my work for over 20 years have been recognized and will be a lasting part of this region’s legacy.”
Quider began her winemaking career at Ferrari-Carano in 1995, when she was hired as a harvest intern. After a four-year stint at Jordan Winery while completing a degree in Viticulture and Enology at the University of California, Davis, she returned to Ferrari-Carano in 2003 as assistant winemaker and quickly progressed through the ranks. During her tenure with Ferrari-Carano, she has assumed various winemaking roles, working with the brand’s white wines and pinot noir programs prior to taking the helm as Executive Winemaker in 2014.
As Vice President of Winemaking, Quider provides leadership, guidance and support to winemakers at each of the Foley Family Wines properties with the goal of elevating its highly-acclaimed estate wines.
Her winemaking approach emphasizes gentle techniques and careful blending. “My goal is to make complex, intense and seamless wines that strike a balance between rich and delicate,” she says.
When she is not making wine, Quider pours her passion into her active family life, enjoying outdoor adventures like skiing, gardening, running and biking with her two college-aged children.
About Ferrari-Carano Vineyards and Winery
Nestled in picturesque Dry Creek Valley, Ferrari-Carano Vineyards and Winery has been home to award-winning wines, exquisite gardens and breathtaking vineyard views for more than 35 years. At the beautiful Italianate hospitality center, Villa Fiore, guests may stroll lush gardens and taste wines in the Villa Fiore Wine Shop, at the Enoteca bar in the underground cellar, outside on Il Terrazzo, or on the Sycamore Terrace overlooking beautiful vineyards. Spanning 1,200 acres across three counties, Ferrari-Carano’s 24 certified-sustainable estate vineyards provide the grapes that go into its esteemed wines. Ferrari-Carano is one of the region’s leaders, setting the bar for the highest standard in hospitality, wine quality and sustainability. More information is available online at www.ferrari-carano.com
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• Data about those segments that grabs the most noteworthy attention in the Sultana (Raisin) market in 2019 and beyond
• The report also provides the data about the key players in the global Sultana (Raisin) market
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TOC for the Global Sultana (Raisin) Market:
Chapter 1 Industry Overview
1.1 Sultana (Raisin) Market Overview
1.1.1 Sultana (Raisin) Product Scope
1.1.2 Market Status and Outlook
1.2 Global Sultana (Raisin) Market Size and Analysis by Regions (2014-2019)
1.2.1 North America Sultana (Raisin) Market Status and Outlook
1.2.2 EU Sultana (Raisin) Market Status and Outlook
1.2.3 Japan Sultana (Raisin) Market Status and Outlook
1.2.4 China Sultana (Raisin) Market Status and Outlook
1.2.5 India Sultana (Raisin) Market Status and Outlook
1.2.6 Southeast Asia Sultana (Raisin) Market Status and Outlook
1.3 Global Sultana (Raisin) Market Segment by Types (2014-2026)
1.3.1 Global Sultana (Raisin) Revenue and Growth Rate Comparison by Types (2014-2026)
1.3.2 Global Sultana (Raisin) Revenue Market Share by Types in 2018
1.4 Sultana (Raisin) Market by End Users/Application
1.4.1 Global Sultana (Raisin) Revenue (USD Mn) Comparison by Applications (2014-2026)
1.4.2 Application 1
1.4.3 Application 2
Chapter 2 Global Sultana (Raisin) Competition Analysis by Players
2.1 Global Sultana (Raisin) Market Size (Million USD) by Players (2014-2019)
2.2 Competitive Status and Trend
2.2.1 Market Concentration Rate
2.2.2 Product/Service Differences
2.2.3 New Entrants
2.2.4 The Technology Trends in Future
Chapter 3 Company (Top Players) Profiles and Key Data
3.1 Company 1
3.1.1 Company Profile
3.1.2 Main Business/Business Overview
3.1.3 Products, Services and Solutions
3.1.4 Company 1, Sultana (Raisin) Revenue (Million USD) (2014-2019)
3.1.5 Recent Developments
3.2 Company 2
3.2.1 Company Profile
3.2.2 Main Business/Business Overview
3.2.3 Products, Services and Solutions
3.2.4 Company 2, Sultana (Raisin) Revenue (Million USD) (2014-2019)
3.2.5 Recent Developments
3.3 Company 3
3.3.1 Company Profile
3.3.2 Main Business/Business Overview
3.3.3 Products, Services and Solutions
3.3.4 Company 3, Sultana (Raisin) Revenue (Million USD) (2014-2019)
3.3.5 Recent Developments
Chapter 4 Global Sultana (Raisin) Market Size Type (2014-2019)
4.1 Global Sultana (Raisin) Market Size by Type (2014-2019)
Chapter 5 Global Sultana (Raisin) Market Size Application (2014-2019)
5.1 Global Sultana (Raisin) Market Size by Application (2014-2019)
5.2 Potential Application of Sultana (Raisin) in Future
5.3 Top Consumer / End Users of Sultana (Raisin)
Chapter 6 North America Sultana (Raisin) Development Status and Outlook
6.1 North America Sultana (Raisin) Market Size (2014-2019)
6.2 North America Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 7 EU Sultana (Raisin) Development Status and Outlook
7.1 EU Sultana (Raisin) Market Size (2014-2019)
7.2 EU Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 8 Japan Sultana (Raisin) Development Status and Outlook
8.1 Japan Sultana (Raisin) Market Size (2014-2019)
8.2 Japan Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 9 China Sultana (Raisin) Development Status and Outlook
9.1 China Sultana (Raisin) Market Size and Forecast (2014-2019)
9.2 China Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 10 India Sultana (Raisin) Development Status and Outlook
10.1 India Sultana (Raisin) Market Size and Forecast (2014-2019)
10.2 India Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 11 Southeast Asia Sultana (Raisin) Development Status and Outlook
11.1 Southeast Asia Sultana (Raisin) Market Size and Forecast (2014-2019)
11.2 Southeast Asia Sultana (Raisin) Market Size by Application (2014-2019)
Chapter 12 Market Forecast by Regions and Application (2019-2026)
12.1 Global Sultana (Raisin) Market Size (Million USD) by Regions (2019-2026)
12.1. North America Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.1.2 EU Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.1.3 China Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.1.4 Japan Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.1.5 Southeast Asia Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.1.6 India Sultana (Raisin) Revenue and Growth Rate (2019-2026)
12.2 Global Sultana (Raisin) Market Size by Application (2019-2026)
Chapter 13 Sultana (Raisin) Market Dynamics
13.1 Sultana (Raisin) Market Opportunities
13.2 Sultana (Raisin) Challenge and Risk
13.2.1 Competition from Opponents
13.2.2 Downside Risks of Economy
13.3 Sultana (Raisin) Market Constraints and Threat
13.3.1 Threat from Substitute
13.3.2 Government Policy
13.3.3 Technology Risks
13.4 Sultana (Raisin) Market Driving Force
13.4.1 Growing Demand from Emerging Markets
13.4.2 Potential Application
Chapter 14 Market Effect Factors Analysis
14.1 Technology Progress/Risk
14.1.2 Technology Progress in Related Industry
14.2 Consumer Needs Trend/Customer Preference
14.3 External Environmental Change
14.3.1 Economic Fluctuations
14.3.2 Other Risk Factors
Chapter 15 Research Finding /Conclusion
Chapter 16 Methodology and Data Source
16.1 Methodology/Research Approach
16.1.1 Research Programs/Design
16.1.2 Market Size Estimation
16.1.3 Market Breakdown and Data Triangulation
16.2 Data Source
16.2.1 Secondary Sources
16.2.2 Primary Sources
16.4 Author List
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