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The broad area of the wine industry and the marketing of wine, particularly, are focused on with regard to the changing environment in which wine is made and consumed. The marketing process is described in the context of its application in the wine industry and the environment in which it operates: changing consumption patterns in the industrialised nations, new distribution patterns, and different social and environmental issues. The segmentation of the wine market into two distinct areas, fine wines and beverage wines, each operating independently of the other, is described and the marketing mix factors which the wine marketer can deploy in order to maximise opportunities in these markets are detailed, utilising research into wine consumers' behaviour. The factors detailed are the product, its tangible and intangible benefits; the price — market skimming, market penetration, neutral pricing; the communication mix — word of mouth, journalism, sales promotion, advertising; branding and positioning; ranging, and the distribution channels. It is shown that marketing planning is essential for the winemaker, whether a one‐person boutique winery or a large multinational. The steps to take in preparing a marketing plan are described and guidance is given so that the winemaker can make it happen, both to satisfy consumers' needs and to make a profit.

This is the fourth comprehensive register of current research in marketing to appear in this Journal. It is hoped that it will prove useful as a source of information to all those with interests in the subject. The projects listed do not include research work undertaken by commercial organisations or studies conducted in educational institutions where the results are not intended to be generally available. Otherwise, every effort has been made to obtain basic information from research workers willing to discuss their efforts with other interested individuals.

The manager responsible for making advertising budget decisions is assailed with a plethora of advice and aids from specialists. Of necessity, many of the methods advocated by such specialists are not universally applicable, so their use is qualified. Many actual circumstances a manager is faced with do not conform to textbook circumstances, and the skill required is that of appreciating significant differences, and modifying the “best course of action answer” accordingly. There are often several crucial imponderables associated with making an optimum or even appropriate advertising appropriation decision and, faced with this situation, the manager must be pragmatic.

Argues that the general area of commercial sponsorship activity, while attracting increasing interest from marketing practitioners as an important strategic option in marketing communications, has not been the subject of sufficiently rigorous and comprehensive investigation by theoreticians. States the purpose is to establish and consolidate the available body of knowledge combining an overview of the standard conceptual approaches to marketing communication with an examination of the recent academic research in sponsorship, while maintaining a focus on current marketplace practice. Argues for a coherent and structured approach to the management of sponsorship expenditure through the application of a ‘management by objectives’ approach. Parameters are established in terms of a working definition of sponsorship, a review of its commercial development and an overview of current activity. Develops a commercially ration framework within which sponsorship activity may be undertaken. Views objective‐setting as the cornerstone of sponsorship management and outlines a classification of sponsorship objectives that subsumes current practice clarifies the range of potential benefits. Examines the criteria that govern rational sponsorship selection and proposes an evaluation strategy based on stated criteria. Methods of evaluating effects of marketing communications (sponsorship particularly) are examined and new evaluation techniques are advanced to facilitate the implementation of this rigorous scientific approach.

This article compares consumer decision‐making styles between Singaporeans and Australians. Utilising Hofstede’s framework, the paper argues that cultural dimensions influence consumer decision making styles. It is essential that managers understand cross‐cultural consumer decision‐making styles to make strategic decisions or effectively handle members of these nationalities. Marked differences were found between the two populations for: brand consciousness, innovativeness and overchoice confusion. The results suggest that some consumer decision‐making styles differ due to consumers’ cultural values. Managerial implications and future research directions are discussed.

A case study is presented which shows how savings of some 16% in annual running costs were achieved for a large, internal transportation system. The method of analysis and implementation that were used are believed to be applicable to a wide variety of transportation systems. The original system consisted of the total area served being split into separately operating sub‐areas. There was little sharing of jobs and facilities between areas. The new system created larger operating areas so that greater sharing of facilities ensued. The estimation of the ideal operating area size has to balance increased unloaded travel time between jobs against greater potential utilisation of facilities. A simple mathematical model was derived to enable the necessary calculations to be undertaken. This also produced a measure of “service” for judging the performance of alternative systems.

The purpose of the research reported here was to discover what marketing approaches small wineries employ and to what degree they could be attributed to their success. The article describes how the particular issue of measuring ‘success’ and what constituted ‘marketing’ was tackled and reports on the use of this in the subsequent empirical work. Five exploratory hypotheses were derived relating to the way in which ‘success’ could be measured and the contributory factors leading to the use of marketing. For small businesses that are classified at one of three levels of success the article reports what marketing activities were conducted. Data was gathered by personal interview from small wineries in the three main wine producing states and five main regions within these. The study found that: small winery operators are able to very consistently rate themselves and each other on success. Broadly, there were three factors that were used by them to gauge success: (i) wine quality and respect for this by peers, (ii) lifestyle, and (iii) business performance. Wineries at a particular level of success tend to use similar marketing activities and these differ somewhat from level to level. Those at higher levels of success are able to more comprehensively define ‘marketing’ and their customers and engage in marketing activities in a more discriminating way.

Centralization, which indicates distribution of decision-making power in organizations, is well-discussed in innovation literature as one of the influencing factors of innovation implementation. Motivated by a gap in enterprise resource planning (ERP) research, the purpose of this paper is to investigate the influence of centralization on the success of ERP implementation.

Centralization is characterized twofold: policy-related centralization (PRC) and work-related centralization (WRC). ERP implementation success is captured in terms of user acceptance and the use of the ERP system. Using organizational innovation theory, six hypotheses relating centralization, ERP implementation success, and organization size are built and tested using data gathered from 51 Indian organizations that implemented ERP. The data are analyzed using partial least squares-structural equation modeling.

User acceptance is significantly inhibited by PRC. WRC has a negative influence on use. The negative influence of PRC on acceptance is more pronounced in the case of larger organizations. On the whole, a decentralized set-up is favorable to ERP implementation success.

The study highlights the impact of a centralized management structure on success of ERP implementation and in doing so, it demarcates the varied influence of two types of centralization. It contributes to the scarce research on ERP implementation using the strong theoretical basis of organizational innovation. The findings highlight the implications of centralization to the implementation outcomes, for organizations embarking upon ERP.

It is perhaps unfortunate that the Corporate Report (CR) should have been published almost simultaneously with the publication of the Sandilands Report on Inflation Accounting 1 Insofar as the former is a discussion paper published for comment whereas the latter contains firm proposals, considerably more attention is likely to be paid to Sandilands. There is a danger therefore that the Corporate Report will be pushed into the background and will not receive the full discussion and comment it deserves.