Search results

This study aims to provide insights into wine consumers in Hong Kong and Mainland China, and the diversity of their behavior, by investigating their motivations, consumption and purchasing behavior and segmenting the sample based on wine knowledge and frequency of consumption to identify three distinct clusters that are then profiled.

Data was collected through an online survey of wine consumers of ethnic Chinese origin residing in Mainland China and Hong Kong, using two methods of recruitment (a convenience sample from wine-related databases, a panel survey undertaken by an international market research firm). The final sample comprised 477 respondents, about equally divided among Mainland Chinese and Hong Kong wine consumers. Analysis of the data using the Statistical Package for Social Sciences for Windows (SPSS) 29 included a series of descriptive analyses, followed by a two-step cluster analysis using an Euclidean distance method.

Wine knowledge and frequency of wine consumption were relatively higher within the sample as a whole than previous studies, but three distinct consumer segments are evident. There is evidence of a democratization of wine consumption, and a greater focus on wine consumption for enjoyment in relaxed and informal settings. rather than consumption driven by health and status, occurring primarily in commercial or business settings. The dominance of red wine in this market is also declining, and intrinsic cues – specifically, prior experience of the wine – are becoming important in wine purchase decisions.

This study uses a broad sample of wine consumers to identify trends in wine consumption patterns and motivations, and purchase decision-making behavior, of Mainland Chinese and Hong Kong wine consumers. The identification of three clusters of wine consumers offers both points of comparison with previous segmentation research globally and within China, whilst also identifying scope for further research.

This study aims to identify the decision-making process involved in the purchase of organic wine from consumer values to attitudes to behavioural intention towards organic wine via the value–attitude–behaviour (VAB) model. Involvement in wine is also taken into consideration.

The data were collected using a snowball sampling method and a closed-ended questionnaire. A total of 209 responses were analysed. Linear regression and PROCESS Macro on SPSS were used to perform data analysis.

Both biospheric-altruistic values and egoistic values are positively associated with attitudes towards organic wine. Attitude is found to mediate the relationship between biospheric-altruistic/egoistic values and behavioural intention. Egoistic values are found to significantly predict behavioural intention in the organic wine purchase context. Involvement was found to moderate the relationship between egoistic values and attitudinal loyalty.

This study identifies the decision-making hierarchy from consumer values to attitudes to behavioural intention, theoretically confirming the robustness of the VAB model in the organic wine consumption context. It also makes a practical contribution by indicating the marketing emphasis of organic wine and segmenting potential consumers according to their values and levels of wine involvement.

The brand identity–image gap is a well-known marketing field. However, very little academic work has been done within the wine industry regarding collective brands. With the aim of filling this gap, this paper analyzes and describes the relationship between identity and the image of Bordeaux wines. It is intended as a collective wine brand.

From a positivist–functionalist perspective, a 45-question survey has been administered online to N = 53 internal brand operators (winery owners or managers) and to N = 655 external consumers (mainly focusing on 18–25 year-old segment). Nonprobabilistic sampling techniques have been used. Questions were structured within a semantic opposition.

Data analysis has shown that the nine-dimension model (physical, personality, culture, self-image, reflection, relationship, positioning, vision and heritage) is capable of collecting a richer and more pertinent set of information concerning the brand identity; statistically significant gaps have been found in 25 out of 45 items; counterintuitively, the consumers have a very different opinion about the brand compared with existing ideas. Direct implications are that internal brand operators may suffer from imposter syndrome; information asymmetry may play a central role in brand perception; and the brand lacks symbolic and inspirational functions.

Providing an original model to analyze and evaluate the brand identity–image gap, specifically adapted for collective wine brands, this work contributes to the literature by increasing the knowledge about brand identity issues.

This case is used in Darden's required first-year course, “Strategic Thinking and Action.”

In 2015, Steve and Heidi Crandall, the founders of Devils Backbone Brewing, LLC (DBB), were looking back on eight years of unanticipated success and significant growth. DBB had created a destination, a brand, and beer that drew people from all over, and it was the largest craft brewery in its region. The entire community, not just loyal beer drinkers, had supported DBB. In addition to funding and zoning accommodations, so many local residents had built their own economic lives around what had been their “little brewery that could.”

But the success had brought challenges, specifically in terms of growth. DBB was consistently not meeting demand in its existing markets and was receiving complaints about out-of-stocks. The Crandalls and their team had to figure out how to grow with, or preferably ahead of, demand for DBB's product. Should DBB build further capacity despite an already exhausted line of credit? Should it employ a contract brewer despite the local authenticity concerns such a move might stir up? Or should it just keep trying to manage business within its existing footprint, comfortably serving its loyal customer base?

This study examines the influence of consumer skepticism on cause-related marketing (CRM) campaign participation intentions of Generation Z consumers from emerging market perspective. This study was undertaken due to the paucity of relevant literature in the public domain to directly investigate whether and how consumers' skepticism affects CRM participation intentions, specifically in the luxury retailing context.

A survey was conducted among 552 Generation Z consumers and path analysis was used to examine the direct and indirect effects of skepticism. The mediation and moderation analysis was used to explore and test the authors' hypotheses via partial least squares structural equation modeling (PLS SEM).

The authors' findings provide empirical evidence that corporate social responsibility, religiosity and cause involvement positively affects consumer participation intentions, and this link is also established indirectly through skepticism toward the CRM campaign. These findings provide novel theoretical contributions by establishing skepticism's complex role in determining the CRM participation intention in the Generation Z consumers' context. This study further demonstrates the moderating effect of gender and luxury store format on consumer skepticism and CRM participation intentions.

The Generation z group will represent a quarter of the Asia–Pacific region's population by 2025. However, little is known about Generation z consumers' CRM participation intentions. This research would help practitioners, including luxury retailers, CRM managers and advertising professionals, to effectively design CRM campaigns. The paper contributes by highlighting the theoretical implications and managerial implications based on the current findings in the emerging market context.

To understand how certain cultural dynamics play out in the case, the main attributes of Hofstede and Meyer’s work are first highlight. While Hofstede focuses on national culture, Meyer’s uses culture as a tool by which to gauge behavior within organizations, teams and individuals. Below the main elements of their work are highlighted. Hofstede’s cultural dimensions are detailed in IM Exhibit 1. Note there are six dimensions on a scale of 0–100. The higher the number, the higher that element of that dimension. For example, the individualism score for the USA is 91, whereas China’s score is 20, suggesting that Americans are much more individualistic, whereas the Chinese are much more collectivist. Students can find where the USA, France and China, the three countries discussed in the case, stand at the Hofstede’s website noted below. For reference, these are also noted in IM Exhibit 2.

All of the information in the case was gathered using publicly available secondary sources (i.e. news articles, annual reports and executive/employee interviews). All sources are cited at the end of the Case/IM.

On April 12, 2022, LVMH Moet Hennessy Louis Vuitton (LVMH), the global leader in the personal luxury goods, released first quarter earnings for 2022, highlighting their latest acquisition, the New York City-based Tiffany & Co (Tiffany). Tiffany had performed well due to growth in demand in the USA following two difficult years because of the global COVID-19 pandemic. This underscored the fact that Tiffany was still largely dependent on the US market, which was a cause for concern for CEO, Anthony Ledru, who was brought in by the parent LVMH to elevate Tiffany and exploit the high growth market for personal luxury goods in China and other parts of Asia-Pacific. LVMH’s acquisition of Tiffany had been completed on January 7, 2021, and LVMH was expecting the turnaround of the largely US-centric Tiffany to show results by shifting focus to higher-end and more iconic jewelry lines and greater expansion in China. Nonetheless, Ledru’s ability to address the China market for Tiffany was constrained by culture clashes between the company’s French owners and management team and its large cadre of US-based employees. Employees chaffed at what they felt was a rigid and autocratic management style and at the company’s insistence on limits to a work-from-home policy that was instituted in early 2020 because of the pandemic. Ledru and his top management team had to quickly overcome the internal clashes and employee issues to make significant inroads in the China market.

This case is appropriate for undergraduate and MBA courses addressing dynamics of global business, strategy and culture, such as cross-cultural management, international business, global strategy and organizational behavior. At both levels, its is found that the case will be valuable in generating a lively discussion on organizational and strategic challenges grounded in often lesser discussed issues around cultural fit. In most courses, the case should be positioned toward the end, mainly because it examines both cultural challenges (French ownership of a quintessentially American company) and strategic initiatives (how to grow the brand itself along with geographic expansion, i.e. China), assuming that the module has covered one or the other/or both at different points in the course.

The purpose of this paper is to provide details of recent developments in agricultural robots with an emphasis of those that address labour shortages and environmental issues.

Following an introduction which highlights some of the challenges facing the agricultural industry, this discusses recent robotic agricultural vehicle developments and the enabling technologies. It then provides examples of terrestrial and airborne robots employed in precision agricultural practices. Finally, brief conclusions are drawn.

Traditional, labour-intensive and environmentally harmful agricultural practices are not sustainable in the long term, and if food supply is to meet future demand, radical changes will be required. Exploiting recent advances in artificial intelligence (AI), agricultural equipment manufacturers are developing robotic vehicles in response to labour shortages. Precision agricultural practices will mitigate many of the detrimental environmental impacts and can also reduce the reliance on manpower. Weeding robots which reduce or eliminate the use of herbicides have been commercialised by a growing number of companies and again exploit AI techniques. Drones equipped with imaging device are playing an increasingly important role by characterising agricultural and crop conditions, thereby allowing highly targeted agrochemical application.

This illustrates how the agricultural industry is adopting robotic technology in response to the need to increased productivity while mitigating the problems of shortages of labour and environmental degradation.

Despite the fact that online is predicted to become the major channel for luxury purchases by 2025, there is scant literature related to online luxury buying behavior, mainly in the context of Generation Y (Gen Y) consumers in emerging societies like India. Therefore, the primary objective of this study is to empirically test the theoretical framework developed to assess the factors influencing luxury consumers' online shopping behavior based on the stimulus-organism-response model and technology acceptance model (TAM).

Data were collected from 233 Gen Y luxury consumers in India via purposive sampling method. The study used AMOS and PROCESS SPSS Macro to establish the overall fit of the measurement model and examine the hypotheses.

The findings revealed that perceived usefulness of buying online, perceived ease of buying online, economic benefit and webstore quality have significant impact on online luxury purchase intention. The perceived experiential values and perceived functional values mediate the influence of antecedent variables on online luxury purchase intention. Bandwagon luxury consumption behavior (BLCB) moderates the relationship between perceived functional values and online purchase intention.

This is one of the pioneer studies conducted to understand the influence of BLCB on value–intention relationship in online space among Gen Y luxury consumers. This study will help luxury retailers to create targeted strategies for this segment.

As a result of both shifting social concerns and stricter legislation, many companies are seeking innovative and sustainable solutions for both primary and secondary packaging. The craft beer industry has made the most notable advancements with a variety of alternatives to the traditional secondary packaging (e.g. plastic rings) used to link beer cans. Yet, despite the impact packaging has on consumer purchase behavior and the environment, secondary packaging has received far less attention in the literature. This study aims to understand consumer perceptions of craft beer secondary packaging on consumers’ willingness to buy via the underlying mechanisms of perceived packaging innovation and sustainability.

A single-factor between-subjects experiment with four conditions (secondary packaging format: Pak-Tech holder, Keel Clip holder, Glue-Pack holder, Biodegradable holder) was conducted with 354 participants to test the hypothesized serial mediation model.

The results demonstrate that none of the secondary packaging styles had a direct effect on willingness to buy, meaning that the package style alone does not influence a consumer’s purchase decisions. Critically, the results also revealed indirect effects; specifically, the Keel Clip and Glue-Pack six-pack can holders were perceived as more innovative than the Pak-Tech holder, which in turn positively influenced perceptions of packaging sustainability and subsequent willingness to buy.

The authors’ results extend the research on sustainable secondary packaging and aids craft breweries along with other beverage producers in making informed decisions as the push for sustainable packaging becomes more prominent.

The case is written based on publicly available data from primary sources such as the company’s annual reports, company website and the company’s presentations, as well as from secondary sources comprising newspaper articles, research papers, research magazines, magazine articles, industry reports, research reports, etc. as indicated in the references. The company’s financials and peer data are sourced from the Thomson Reuters Eikon database.

The case examines the financial position of Macy’s, Inc., America’s largest and one of the oldest premier departmental stores, with a consolidated annual turnover of US$18,097m in the fiscal year 2020/2021 (FY, 2021). Over the previous few years, the company had been struggling with decreasing market share and profitability mainly due to increasing competition from online retailers and deep discounters, which was affecting the company’s share price. With the appointment of a new chief executive officer (CEO) in fiscal year (FY) 2017, Macy’s, Inc. undertook several changes to revive its financial health and improve its market share. However, it still registered heavy losses of US$3,944m in the FY 2020/2021, the company’s first time in the past decade. With many retailers filing for bankruptcy, was there more that Macy’s could do to improve the company’s position and regain lost investor confidence? Will its entry into emerging markets play a crucial role in its turnaround?

The case can be used in undergraduate and postgraduate courses such as accounting for managers, financial statement analysis, management accounting, introduction to accounting and advanced financial statement analysis. The case can also be effectively used to understand the primary fundamental analysis of the company that involves understanding the company’s positioning and strengths, weaknesses, opportunities and threats analysis. The case would also help business management and entrepreneurship students to get a preliminary idea about the change management process. Finally, the case can be used to familiarize students with using Microsoft Excel to build financial analysis worksheets.

Teaching notes are available for educators only.