No brand of wine enjoys the market shares and premium prices obtained in other alcoholic beverage markets. Market conventions work to prevent a single brand having a large share. Uses an example of a structured new product development process to show the analysis and processes needed to overcome the factors constraining a wine brand. The analysis focuses on the central role of the designation of a wine as its key brand element. The process outlines the development of realistic looking dummy products carefully structured to explore the range of potential options when used in consumer research. Concludes that consumer‐based new product development processes could provide wine brands of similar size and strength to those found in other markets.
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