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The case for cutting excise duty on the price of alcohol is presented as a way of reducing the amount of legal and illegal imports of alcohol products. Both sides, for and against the cutting of duty are discussed. Denmark is used as one example. Estimates of losses are made along with the possible budget outcome.

The research aims at providing a comprehensive assessment of the cigarette black market in Germany and the UK within the framework of the study of organized crime.

The particular approach upon which this paper is based is a systematic, cross‐national review of open sources, including media reports and government documents. The information gleaned from these sources is transferred into a classificatory scheme derived from the analysis of organized crime.

While similarities exist regarding the inner workings of the cigarette black market, interesting variations between the two countries emerge, including an asynchronicity of the developmental process and differences in modus operandi. In addition to cross‐national differences, striking regional variations in the prevalence and character of black market activity exist within each country. This leads to the conclusion that a multitude of factors have to be considered to account for the overall dynamics and specific manifestations of the cigarette black market.

In future research the database needs to be broadened beyond open sources.

Policy decisions with the aim to curb the cigarette black market have to take the apparent complexity of causal and intervening factors into account. The level of taxation is just one of several factors.

No comparative analysis of the cigarette black markets in Germany and the UK has previously been available.

The purpose of this paper is to provide clearer insights into and identify the key consumer behaviour metrics of the lower alcohol category (<11 per cent ABV) in the UK wine market.

Data were collected via an online survey from a sample size of 598 regular UK wine drinkers. To operationalise the study, five research questions were formulated. A highly structured quantitatively directed questionnaire was designed to find the answers to the research questions.

Barriers to a larger uptake of the product category included non-availability of the products, lower quality perceptions, taste issues, lack of awareness, lack of alcohol's “feel effect” and absence of a lower alcohol drinking occasion. Many UK consumers are not yet convinced how/if lower alcohol wine fits into their wine drinking occasions. The lower ABV wine buyer's main profile characteristics are weighted towards females, Millennial and Baby Boomer age generations, mostly mid to low income, who drink mainly white and rosé wines. Lower alcohol on its own is not seen as a big benefit, thus lower ABV wines should be more creatively communicated to sell the benefits.

This study contributes to the knowledge base in that it is the first to investigate consumer behaviour metrics as regards lower ABV wine in one of the world's leading markets, in the process providing some important baseline research information on this category. As such it is of value to academic researchers and practitioners alike.

Both the Campaign for Real Ale (CAMRA) and the Society of Independent Brewers (SIBA) argue that barriers to market access in the UK brewing industry disadvantage small brewers. They have been actively campaigning for a number of years for a tax concession (progressive beer duty or PBD) to alleviate the situation of small brewers. This paper argues that the disadvantages faced by small brewers are due to a complex monopsony in the beer industry, where the power of the distribution segment of the value chain is paramount. It outlines a model of the structure of the UK beer industry, and undertakes two types of empirical analysis to test the potential impact of PBD on the small brewery sector. The paper finds that control over distribution is the key to profitability and survival in the beer industry, and that small brewers with such control are most likely to benefit from PBD. The findings, however, also have relevance to the position of any small business facing a powerful distribution segment. Finally, for the issue of policy development, the paper indicates that the potential outcomes of a policy change may not be entirely those intended.

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 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.

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.