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Learning and decision making in marketing planning: a study of New Zealand vineyards

David Crick (Victoria University of Wellington, Wellington, New Zealand)
James Crick (Business School, Loughborough University, Loughborough, UK)

Marketing Intelligence & Planning

ISSN: 0263-4503

Article publication date: 3 August 2015




The purpose of this paper is to investigate how decision making and learning are related to marketing planning among owner/managers with lifestyle in comparison to growth-oriented objectives in the New Zealand wine industry.


The study reports on 12 interviews with owner/managers of New Zealand vineyards. The vineyards were small to medium sized and independently owned to avoid bias from parent company decision making within larger scale corporate wine producers.


Different degrees of causation and effectuation-based decision making were found to exist among owner/managers starting from the nascent stage in their respective marketing planning processes. Learning to different degrees was evident in order to remain competitive in a climate of uncertainty and not least of which due to problematic exchange rates. An important issue influencing decision making was whether owner/managers were running the vineyard to maintain a lifestyle or a growth strategy; an issue affecting perceptions of risks and rewards.


The originality of the study is that it employs an effectuation lens in respect of the marketing planning process; specifically, decision making among owner/managers with differing objectives, experience and perceptions of risks and rewards.



Crick, D. and Crick, J. (2015), "Learning and decision making in marketing planning: a study of New Zealand vineyards", Marketing Intelligence & Planning, Vol. 33 No. 5, pp. 707-732.



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Copyright © 2015, Emerald Group Publishing Limited

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