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This paper aims to analyse the wine market in relation to international competitiveness and international market structure.

To describe the international market structure, this paper uses Herfindahl–Hirschman Index and Net Export Index to measure export competitiveness revealed symmetric comparative advantage (RSCA). Finally, survival function analyses were developed using the Kaplan–Meier product-limit estimator to characterise the stability and duration of the competitiveness in the international wine market of each country and after they were grouped into Old and New World wine-exporting countries, and Wilcoxon and the Log-rank tests were used to compare the survivor functions.

The findings have revealed that the import market structure has remained unconcentrated, whereas the export market structure is moderately concentrated. Concerning trade characteristics, France, Italy, Spain, Australia, Chile, New Zealand, Portugal, Argentina, South Africa and Georgia are exporters. Austria is a trader (re-exporter), and the USA, Germany, the UK and the Netherlands are importers with strong domestic consumption. Regarding the RSCA, the New and Old World wine-exporting countries have high scores, specifically France, Italy, Spain, Australia, Chile, New Zealand, Portugal, Argentina, South Africa and Georgia. However, the advantages have weakened for most of the countries analysed. Only a few Old World wine-exporting counties (France, Italy, Spain, Portugal and Georgia) have demonstrated stable comparative advantages over time. However, when grouped into Old World and New World, their survivor functions present little statistical differentiation during the period.

The originality of the paper is that it applies the industrial organisation and comparative advantage approaches to the wine international market, highlighting the top global players. The paper also makes valuable contributions to the wine literature by analysing the duration and stability of comparative advantage in the worldwide wine trade at a country level and comparing them grouped into Old and New World wine-exporting countries.

Collectively, Cypriot wine‐producing firms have been unsuccessfully pursuing a strategy of market penetration in the UK for some time. Attempts to investigate and explain the reasons for the failure of this strategy via an interface‐exchange approach to the study, operationalized around key actors and forces within the international marketing system for Cyprus wines. This empirical approach provides data from a study of purchasing executives in UK wine retailing organizations, as well as qualitative material from a field investigation in Cyprus. Implicit within the study has been an advocacy which focuses on the consideration and implementation of a marketing ideology within the marketing system. Even though the authors are well aware that the successful implementation of the marketing concept is not a panacea for the current problems of Cyprus wineries, it nevertheless provides a framework on which to formulate offensive strategies and competitive manoeuvres in the UK market for wine.

This paper will consider global branding in international markets and specifically global marketing strategies as applied to the Chilean wine industry. This will be completed mainly by secondary data research and a comprehensive literature review. In the first part, the central arguments of selected writers about global brands, their standardisation, adaptation and customisation processes will be analysed. The second part of this paper will illustrate the changes in the global wine industry, the general situation of Chile in this sector, as well as the situation of the Chilean wine industry in the UK analysing the main characteristics of this market. Additionally, the paper will exemplify what individual wineries are doing in the UK marketplace and examine the factors affecting the possible creation of global brands for Chilean wine. Finally, the conclusion will suggest that brand recognition as well as the country of origin effect could be strong marketing tools for Chilean wines.

– New World wines in the UK market: re-thinking the right strategies for 2020.

– International marketing, international strategy, strategic decision making, consumer behaviour, brand strategy.

– This case study is intended for MBA and Masters courses, specially in MSc Marketing, MSc Strategy and International Business.

– The case presents new comparative data of a decade consumer research of imported wines conducted in the UK in the years 2002 and 2012. The task of the students is to understand consumer's changes, new preferences and new trends in this industry and to implement the new international marketing strategy for the Chilean wine industry in the UK market.

The students should be able to identify the key issue of this case study, which is related to how Chilean wines can compete better in the international market place, facing strong competition from both Old and New World wine producers. It is also important to understand the comparative data from 2002 versus 2012, the changes in consumers' preferences and new trends of this industry. How to implement the marketing strategy in a highly competitive environment is a key task for the students.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The case of Wines Manufacturer from an Emerging Economy (WMEE) aims to provide a starting point for reflections and discussions about the influence of home country formal institutions on the internationalization process of an industry in an emerging market context.

The plot revolves around the Wines Manufacturer from an Emerging Economy project, which was created to promote the Brazilian wine industry in the international market. A qualitative-descriptive approach was applied to the study, and data collection was conducted through primary and secondary sources.

The context involves the difficulty of positioning Brazilian wines in both the domestic and international markets, especially fine wines. The relationship networks built during internationalization processes (in most cases promoted by formal institutions such as WMEE) help to shape strategies for Brazilian wineries.

Doing business in international markets has made Brazilian wine known worldwide and internationalized wineries can attain new levels of learning, which can be transposed into their domestic operations. If, on the one hand, institutions are important for promoting the industry and its internationalization process, on the other hand, it is equally true that the fragmented institutional structure and their overlapped roles generate many conflicts.

Direct shipping laws restrict the amount of wine traded between states in the United States as well as international trade in the wine industry. The effects of these laws are twofold. First, they restrict consumer choice, through higher prices and fewer goods available. This is the classic way in which barriers to trade reduce consumer and societal welfare. For the international wine company, marketing and distribution costs rise due to the fact that certain markets are not directly available. For all potential exporters to the US. these direct shipping laws add to difficulty in competing and reduce availability. The data show that the elimination of the laws would reduce prices, increase quantities sold, and increase competition in wine, especially through direct shipping. These laws affect firm choice on product delivery and market penetration.

Over the past decade, the Queensland wine industry has experienced a greater percentage growth than the Australian national average. The aim of the research undertaken for this article is to identify specific national and international strategies that have allowed the industry to achieve this level of growth.

The study involved a quantitative survey of all Queensland wineries at the time (n=101), using a five‐point Likert‐scaled questionnaire with questions developed from the literature, together with a small‐scale qualitative survey involving in‐depth interviews of winery managers and industry leaders.

The findings indicated that key strategies in the domestic sector included a focus on cellar door sales combined with establishing links with the tourism industry, together with an incremental expansion of domestic markets. For the international sector, additional strategies included targeting familiar, psychically‐close and niche markets in the initial stages of exporting, as well as taking advantage of firm‐specific strengths and managerial competencies.

Not previously regarded as a major wine producing region of Australia, the Queensland wine industry has received limited attention in the literature, particularly the reasons for its rapid growth in recent years. The article helps to identify the strategies used by wineries in growing the industry.

The main topics covered by this case are marketing strategies in a saturated market, human resource management, small enterprise challenges and constraints and corporate strategy.

The intended audiences for this case are upper-level undergraduate and graduate students. Students getting their degrees in business, international labor relations, marketing or public policy/administration are the main targets for this case. Students also interested in in agriculture, international development and race relations will benefit from studying this case.

The international wine market is highly competitive. Innovative strategies are needed for new wineries to stand out in this saturated market. Both the product quality and its life story are important to consumers. Seven Sisters is exploring two new markets – Nigeria and Sweden – to expand their international presence. Also explored are marketing strategies for deeper penetration of the domestic market in South Africa. The case study illustrates the challenges and opportunities facing a small, women-owned enterprise from an emerging economy that is exploring international markets.

The specific teaching objective of this case is to teach students the importance of marketing and corporate strategy in a highly saturated market, such as South Africa. Analyzing this case, students will be exposed to value chains, formulating corporate strategy and devising marketing strategy.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this paper is to provide an evolutionary view of the emerging wine industry in China.

Research on industry evolution provides a background for the historical evolution of the Chinese wine industry. Case studies are used to illustrate the different strategies of the leading wine producers in China, and to identify the major concerns and challenges in the Chinese wine industry. Growth potentials and ongoing trends are supported with statistics from authoritative databases and Chinese wine industry associations.

The Chinese wine market is characterized by an increasing concentration where the top four domestic producers dominate with 50 per cent market share. The lack of a wine culture makes brand marketing crucial to business success. Limited international efforts have been made by Chinese wine producers, although one winery has embarked on capturing 50 per cent of the global ice‐wine industry.

The paper provides a historical overview of the Chinese wine industry and its current situation, which could not elude generalization and simplification. Enormous regional diversity in China compels differentiated regional studies in terms of production, consumer behaviors and marketing strategies.

The historical evolution of the Chinese wine industry reveals different settings for wine business in China. The dominance of domestic wine companies and ignorance of foreign wine brands among the general public imply a tough setting for foreign wine makers and distributors to enter the market.

The paper provides some insight into the historical and ongoing development of the Chinese wine market.

Using a clusterwise regression analysis of French and Australian wine consumers, the authors explore the question of whether global marketers, who target the same segment around the world, are using a better strategy than international marketers who segment each national market and target the most attractive ones. Using involvement as a segmenting variable, several clusters were found, some warranting the global approach and others more suited for the nationally focused one. Based on the description of each segment, various strategic options appear to be open to retail marketers.