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The purpose of this paper is to explore the fragile link between a medium sized New Zealand wine business and a major overseas supermarket chain, and how a smaller business can survive market disappointments such as reduced supply contracts.

This case study is built on semi‐structured interviews with key informants, previous experiences, observations, documentary and web resources, combined in a process of triangulation to optimize reliability and content validity.

Establishing a successful long distance supply chain for a New Zealand wine does not guarantee long term business success. When that success was threatened by the supermarket reducing its order unilaterally the company concerned responded by restructuring its business operations to overcome a performance gap. A further chain has been developed to another UK based supermarket chain, ASDA, to move bulk wine and significant inroads have been made into the US market place through Total Wine & More, a US distributor/retailer. Long term relationships played key parts in all these developments. Establishing and maintaining customer contact and loyalty through regular interpersonal contact and close monitoring of the supply situation has had a central role.

This is only a single case of a Canterbury, New Zealand, enterprise, but it corroborates Beverland and Lindgreen's research, which examined the evolving patterns of relationships over time among New Zealand wineries, importers, retailers and customers.

This paper highlights the value of investing in and maintaining long term business relationships.

Previous articles have described the establishment of the original chain with Tesco. This one reviews how that chain has been rescued and other chains developed as part of a strategy of not “having all one's eggs in one basket”. The major innovation for this exporter has been gaining satisfactory access to the US market. Together with his UK chains this now provides assured markets for the majority of his production of Marlborough Sauvignon Blanc, by far the most important New Zealand varietal wine produced.

The purpose of this case study is to explore how a relatively economically insignificant business can gain and maintain access to a major supermarket chain on the other side of the globe in a world oversupplied with fine wines.

Based on the approach to case studies recommended by Lyons (2005), this case study is built on semi‐structured interviews with key informants, previous experience, observations, documentary and web resources, combined in a process of triangulation to ensure reliability and content validity.

The nature of the problems facing a small wine producer are described, followed by an account of how access to Tesco was achieved and maintained. Personnel with previous Tesco contact were found to be vital to gaining access. Providing exactly what the supermarket wanted, when it wanted it and with reliability to continue supply over time were found to be critical as was the role of the channel coordinator. Supplier/supermarket loyalty was able to survive opposition. Maintaining good relationships in the supply chain was supported at all levels by active participation of the supplier's principals, in all stages of the chain, both personally and in developing solutions to the supermarket's problems.

The case study describes the first successful export of wine from New Zealand to Britain for sale in Bag‐in‐Box containers and how this is far more efficient in “food miles”.

The purpose of this paper is to investigate health care professionals’ (HCPs) and service-users’ (SUs) attitudes towards different treatment options in an Early Intervention for Psychosis (EIP) service as well as the topical issue of offering choice over treatment.

Seven SUs accessing an EIP service and nine HCPs completed qualitative surveys about treatment for psychosis. Data were analysed thematically.

Both HCPs and SUs appeared to have a generally positive attitude to the range of interventions offered by the EIP service and SUs talked about the importance of all treatment options being explored. There was variation in attitudes towards SUs having choice over their treatment and a number of factors were identified as crucial in influencing attitudes including mental capacity, risk and level of engagement.

Small sample size, recruitment from only one EIP service and using a survey design limit generalisability and depth of analysis.

HCPs working in EIP services should explore different treatment options fully with SUs but be aware that they may feel unable to make the decision themselves. Such discussions should be revisited throughout an individual’s care as their ability and desire to make informed choices may change over time. Continuing Professional Development and clinical supervision should be used to help HCPs reflect on the choice agenda and the implications of this for clinical practice.

Few studies have examined attitudes towards treatments for psychosis. This is an evolving and important clinical area that remains under researched. Recommendations for service-development, future research and clinical practice are made.

The US wine market is one of the most heavily regulated in the world with government regulation requiring exporters to go through a three tier distribution system. Coupled with geographic fragmentation, high transportation costs, and a significant degree of uncertainty, this represents a significant barrier to entry for small producers. As the wine market becomes more and more competitive, the ability to enter the world's second wealthiest wine market will be critical to continued market success. One way of circumventing market entry barriers and complying with government regulation is the formation of a strategic alliance with a home country distributor. This paper presents a case study in how one company, Montana Wines of New Zealand, formed an alliance with Seagrams Chateau in the US. The secret to success is to find the right fit between the philosophies and culture of each partner.

Examines the extent to which 11 knowledge‐based Irish listed companies are adopting methodologies for reporting of intellectual capital in their annual reports. Their market and book values were compared and a content analysis of the annual reports of the 11 listed companies was conducted. With the exception of two of the 11 listed companies, significant differences in market and book values were found, suggesting that knowledge‐based Irish listed companies have a substantial level of non‐physical, intangible, intellectual capital assets. The level of disclosure of intellectual capital attributes by the 11 listed companies studied was low.

Launched in the early 1990s in the United Kingdom, Public-Private Partnerships (PPPs) induced radical changes in both the public-private boundaries and the production of state-provided services. Such ‘budgetary revolution’ impacted the biggest state spender in capital expenditures, that is, the Ministry of Defence. Today many MoDs are expected to leverage on the British experience and develop their own approach of PPPs to overcome both the ineffectiveness of their defence spending and today’s stalemate in public budgets. This chapter leverages on British experiences over the past two decades to analyse the benefits and limits of PPPs in the realm of defence. Does such contractual arrangement fit defence-related investment? This chapter explores the on-going redefinition of public and private realms in military matters and it puts into relief the key dimensions of PPPs in terms of contractual arrangement.

While global wine consumption is growing, environmental sustainability in the wine industry is also receiving increased attention from retailers, governments, environmental groups, and consumers. New Zealand has experienced a winery boom over the past two decades with a 173 per cent increase in the number of wineries. Along with this growth, wineries are also facing issues such as water consumption, its impact on community, and waste management. The study therefore seeks to examine: the current sustainability initiatives undertaken by wineries; what drives the wine industry to engage in sustainable practices; and barriers to implementing sustainable practices.

Using a mixed method research approach, this study uses a triangulated approach to examine interviews and questionnaires to determine motivations and elements of influence.

This study found that the strong drivers for the sustainability initiatives are their concern about the state of the environment and social responsibility, followed by requirements for exporting and protection of agricultural land.

A limitation of this study was a low response rate from the online questionnaire, which may influence or bias study results. However, detailed face‐to‐face interviews help to gain clarification on concepts and study results.

While global wine consumption is growing, environmental sustainability in the wine industry is also receiving increasing attention from retailers, governments, environmental groups and consumers. New Zealand has experienced a winery boom over the past two decades with a 173 per cent increase in the number of wineries. Along with this growth, wineries are also facing issues such as water consumption, its impact on community, and waste management.

Although there are many studies about the wine industry, relatively few studies have examined sustainability elements from a mixed‐method approach to determine practical elements which may influence practices undertaken. It also examines practices undertaken by wineries, barriers to implementation and incentives to further implementation.