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The case examines a competitive situation in the market for Scotch whisky in Thailand. Two multinationals fight for market share with a complex portfolio of products under the Chivas Regal, Johnnie Walker, and Ballantine brand names. Students must understand a broad array of branding, consumer behavior, pricing, and regulatory issues in order to arrive at recommendations for Chivas Regal to defend against recent gains of Johnnie Walker. The case can be taught with a focus on the Chivas Regal 12 Year product and recommendations for its growth, but also can be taught as a broader portfolio case, with students aligning a portfolio of Chivas and Ballantine products at different quality levels to maximize sales and profit.

Students will understand how category behavior changes in the context of a different culture. Students will gain insight into how consumers balance price/value and image in purchasing choices

Market response models or marketing mix models quantify the effects of marketing actions on consumption-based outcomes such as sales and market share. They are frequently used in the business sector to help managers make effective resource allocation decisions, especially in the digital age. However, these models can also be used on social causes, in particular to gauge the efficacy of regulations on consumption levels that have social consequences. This chapter explores these principles in two major areas of social concern, alcohol consumption and narcotics abuse. We review the empirical findings in these two areas, based on published research in major marketing journals, and we formulate various recommendations for the effective regulation of alcohol and narcotics consumption.

This paper aims to explore the market dynamics that led to a shift in Swedish consumers' alcohol preferences from schnapps to wine. Specifically, the study investigates how the Swedish state influenced consumers' alcohol habits and highlights the role of governance units in shaping consumer culture.

The study reconstructs the historical memory of the “Operation Vin”, a strategic marketing campaign implemented by Systembolaget from 1957 to 1985, to conceptualize the past and to uncover the structures and change dynamics of the Swedish alcohol market system. Following this approach, the research contrasts historical data from multiple sources with market-oriented ethnographical data and traces the trajectory of how the consumption of alcohol has changed as a consequence of the Swedish state’s initiatives.

The study offers two contributions to the literature in marketing and consumption history. Firstly, it uncovers the lines of actions (framing and settlement) involved in creating marketing systems and shaping consumer culture. Secondly, it explores how the state strategically leveraged its social skills to promote a specific type of alcohol consumption (wine) and to induce the Swedish consumer to cooperate in the refashioning of the alcohol field.

The authors aspire for this paper to offer valuable insights into how a state, as a governance entity, can shape consumer culture through a strategic blend of various regulatory measures, both gentle and forceful. The authors emphasize the pivotal role of social skills in fostering cooperation during the implementation of a new alcohol policy.

This paper provides valuable insights into the role of the Swedish state in shaping consumer culture and explores the strategic actions and marketing systems involved, contributing to marketing and consumption history literature.

The consumption patterns of beer, wine and spirits in the UK are analysed to find reasons for the rapid growth in recent years of wine consumption. Data are presented together with the demand model and estimation results. Consumption of the three beverages is simulated to see the effect of various levels of tax and the effects of changes of preference over time. Growth in income, changing preferences and lower tax rates are found to be possible causes for the growth in wine consumption and the corresponding fall in spirits consumption.

The Norwegian retail market for alcoholic beverages is controlled by a state monopoly. Wine and other alcoholic beverages above 4.75 per cent alcohol, can only be bought in government stores called The Wine Monopoly (Vinmonopolet in Norwegian) or consumed in hotels, restaurants, bars, pubs, or catering firms. The purpose of this paper is to provide an overview of the Norwegian wine market and present some of the major opportunities and constraints facing foreign producers.

The objective of this article is twofold: first, to explain the role of the actors in the Norwegian wine market and second, to identify the market opportunities for Italian and other foreign producers. The organisation of the monopoly, the strategies wine producers may use to introduce new wines into the market, and the marketing levers that can be used to utilise the market opportunities are of special interest. The key informant techniques as well as official statistics are used.

Comparing the outcome of the authors' field research, done during the winter of 2010, with government statistics on wine consumption, it is clear that the competitive environment evolves daily. Consumers' tastes and perceptions play a crucial role in this dynamism.

There have not been many studies of the effects of the alcohol monopoly on the Norwegian market. Therefore, it is of particular interest to investigate the organisation of the Norwegian alcohol monopoly and how wine producers may successfully introduce new wines into this market. This paper makes a positive contribution to the literature in this field, giving some promotion strategies which could be achievable and could work in the Norwegian wine market.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

This article investigates the complaints leveled at alcohol advertisements to determine the kinds of ads that attract complaints and to what extent Ready‐to‐Drink (RTD) advertising accounts for these. The research will have relevance to all countries where RTDs have developed market share. The results show that ads for beer, spirits and especially RTDs (when Share‐of‐Complaint versus Share‐of‐Market is considered) attract the greatest number of complaints. Wine ads played a negligible role. Over.96% of alcohol ads attracting complaints used either a humorous or a sexual advertising appeal, the results emphasizing the risky nature of the humorous appeal. Rational, emotional, fear, and scarcity appeals made no impact on the findings.

The purpose of this paper is to provide an exploratory general review of both the corporate social responsibility (CSR) agendas being publicly reported by the world's leading spirits and beer producers and the nature of their reporting CSR processes, and then to offer some wider reflections on the ways these producers are addressing and pursuing CSR strategies.

The paper begins with a short discussion of the characteristics of CSR, then draws its empirical material from the most recent CSR reports posted on the websites of the world's top five spirits and top five beer producers.

The findings reveal that the leading spirits and beer producers are moving towards integrating CSR into their core business, and while they particularly emphasise their commitment to foster responsible drinking, they also address a wide range of impacts within the marketplace, the communities in which they operate, the environment and the workplace. Although the leading producers generally adopt a very positive approach in their CSR reports, independent external assessment of the reporting process is very limited. More generally, the paper offers some critical reflections on the CSR agendas currently being pursued by the leading spirits and beer producers.

The paper provides an accessible review of, and some reflections on, the CSR agendas being pursued by some of the world's leading spirits and beer producers, and as such it will interest academics in business and management and hospitality departments, a range of people working in management positions within the drinks industry, and those professionals who work with the industry.

The purpose of this paper is to explore the history, classification, regulation, the current market and consumer trends and health effects of alcopops.

The articles reviewed were selected based on the following key descriptors such as alcopop, history, classification, types, production and consumption trend, health benefits and adverse effect.

“Alcopop” is a collective term used to refer to flavored alcoholic beverages (FAB), also known as malt alcoholic beverage; ready-to-drink beverage (RTD); pre-packaged spirit or premium packaged spirit; high-strength (HS) pre-mixed beverage; pre-mixed caffeinated alcoholic beverage or alcoholic energy drink, etc. Alcopops were introduced into the market in 1990s. Starting with the introduction of FAB in the form of wine coolers, a large number of alcoholic beverages have been introduced. FAB are sweet, containing relatively low alcohol content and especially designed for the young drinkers also called the “entry-level” drinkers. They are popular among young and underage drinkers, teenage girls particularly, and the industries use packaging materials and marketing strategies that appear to target the youth. These products are now marketed globally, and their production, classification and marketing vary by country based on national regulatory restrictions. In countries such as USA and Australia, the industry represents that the products were malt beverages for regulatory purpose which were found to be false as other products were derived from distilled spirits. The product has no health benefits so far, the government need to reform their regulations and include new definitions of alcopops with available restrictions that would be practice at both national and state levels until and unless there have been another scientifically approved method of production through which the beverage could be beneficial for human consumption.

This is a unique and comprehensive review that will provide a brief overview of alcopops, i.e., a global perspective on the new category of alcoholic beverage.

Two studies were undertaken with the aim of determining the nature and prevalence of exposure to alcohol sponsorship communications associated with sport. Study 1 reports a content analysis of alcohol sponsors' leveraging across popular sporting events. Study 2 examines alcohol sponsors' activation in social media. A high proportion of alcohol sponsorship messages containing content appealing to young adult drinkers are revealed across multiple media. Events and policy implications are addressed.