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Reports a study of 1,304 Chinese brand names of ten types of products in China. These brand names are content analyzed following a linguistic approach which the authors developed from their earlier studies. The ten types of brand names are presented in three broad categories representing the three different developing stages of the consumer product industry in China: brands of traditional products (illustrated by matches and spirits), brands of traditional products with current development (illustrated by bicycles, shoes, and toothpastes), and brands of new and modern products (illustrated by cosmetics, soft drinks, washing machines, refrigerators and TV sets). The conclusion drawn from the analysis is that one of the variables in determining how linguistic principles are being applied to Chinese brand naming is the respective stages of development of such products in the context of the Chinese market economy.

In an earlier paper (House, 1973) the structural characteristics of manufacturing industries, as indicated by the number of competitors in relation to the size of the market, were related to their performance in Kenya for 1963. The index of concentration was constructed so that account was taken of the influence of foreign competition in the home market. This factor is relatively large in some markets of a developing country and could not be ignored as it has been in most other studies of the developed world. The results showed both a positive and continuous relationship between a measure of performance and the index of concentration. In addition, it proved impossible to establish any independent influence on performance of a proxy measure for the capital requirements barrier to entry, which has been found to be important in other studies (Bain, 1951; Mann, 1966).

“The return on investment is normally considered to be one of the key measures in appraising company performance, but in using this measure it is vital to be aware of some of its limitations,” says Colin Drury. Using financial reports of a representative sample of 700 UK companies, Drury explains how to go about financial analysis, mindful of some of the factors that can lead to distortion.

Highlights the growing impact of product liability on retailers, manufacturers, suppliers and consumers in the brewing industry. Amongst the major findings of the study are: the UK brewing industry tends to view product liability in the same way as health and safety, conform to the standards and everything will be okay – this approach considers the criminal aspects of liability but blindly ignores the dangers of increased civil activity against them; product liability problems with beer stem mainly from the packaging process where objects may have got into the bottle/can, and tampering is on the increase in the industry. Points out that brewers can protect themselves against product liability claims by ensuring technical evaluation is available on all delivered products; ISO 9000 series registration; ensuring that all products retailed are properly labelled; setting up a recall pressure plan and practising it; establishing a crisis management team and identifying the logistical support required.

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.

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.

The world liquor market is considered from the viewpoint of the four major groups within the industry, with particular reference to the United Distillers Group (UDG). The three issues of global consumption trends, global competitive structure and the UDG strategic response are analysed. A key factor affecting the industry is that the number of competitors continues to decline as companies merge and as brands are increasingly produced for mass markets.

The purpose of this paper is to show academics and practitioners the practical uses of syndicated data. Toward this end, an analysis of the distilled spirits industry in the USA and the UK is undertaken.

The approach adopted draws on secondary data analysis using syndicated data to draw some preliminary conclusions and uses further analysis to support these conclusions.

The paper supports the usefulness of syndicated data when used creatively across different studies. It also points out the changing direction of distilled spirit consumption within the USA and the UK.

This use of syndicated data helps the academic develop a fuller understanding of the key research questions and gives the practitioner a higher degree of confidence in the direction they take and in the future they anticipate.

This paper emphasises the usefulness of syndicated data.

In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.