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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.

Natural wine was not a factor in South Africa until after 1935. However, the hybrid Pinotage was produced in the 1920's and the now quasi government KWV representing wine farmers, was far reachingly empowered to fix the price of distilling wine. South Africa is traditionally a national brandy and beer drinking nation, and that largely stands today. The monopolistic KWV backed by the Afrikaaner government since 1948 has continuously increased its hold as a stabilising force. In reply the producing wholesalers have merged from many into four very large firms of which SFW is by far the biggest. Even the two largest of those were controlled by one firm until joined by KWV, their long term adversary, which took a thirty percent interest SFW's vision of natural wine being more healthy than spirits has been its theme from the time of its founder W.C. Winshaw in 1935. This is demonstrated in many ways. The new South African government, no longer Afrikaaner led, has set up a competition's board enquiry which is almost certainly destined to change completely, the face of the whole SA wine and spirits industry. The purpose of this paper is to set on record the old regime, and Stellenbosch Fanner's part therein as a matter of record and learning.

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 analyze the specificities of wine forgery today and to show the perspectives offered to the different stakeholders in the wine industry.

Owing to the technical aspects of this paper, a literature review based on academic papers (history) and articles coming from the professional press, internet websites and public organizations was made.

It was found that frauds have always existed. Forgers are constantly in search of new ways of counterfeiting wines. Producers have had to adapt to the various forms of counterfeiting, mainly by resorting to modern technology. As the traceability of great wines is becoming crucial, a new type of relationships between producers anxious to offer genuine estate wines and consumers anxious to drink the bottles they ordered has developed. This new constraint became a marketing opportunity for producers.

It was difficult to obtain official data (interviews or surveys) because of the sensitiveness of the topic.

This paper, which offers an inventory of the methods used by forgers to deceive customers, makes both producers and consumers aware of the extent of the problem. The counterfeiting phenomenon is dangerous for producers’ image and the technological changes are a tool allowing producers to protect their wine and reinforce their relationships with consumers.

This paper gives an overview of forgers’ ploys in France. It opens a discussion about perspectives for the different stakeholders while most of the research tends to focus on technical solutions and the analysis of specific affairs which received media coverage.

Procurement can be seen as a key element in any organisational corporate strategy. The development of a procurement strategy is examined, discussing insights gained in the application of such a policy within an international drinks and leisure organisation.

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 is an update of the article in Number 3 of Volume 4 of the Journal in 1992. The omnipotence of KWV backed by the Afrikaans — led government shielded wine farmers to the extent that they became complacent both before and during the world sanctions. The change of government, downfall of apartheid, and lifting of sanctions all wrought revolutionary changes including a government enquiry into KWV and the wine industry as a whole. Incidentally, export inexperience of many wineries caused errors of judgement in that field. The most widespread was resultant local shortages in spite of previous reassurances to the contrary. The recent worldwide “fruit‐forward” wine style fashion puzzled South African farmers who reacted in various ways and completely out of unison. Nor were they helped by the realisation of the fact that there was widespread vine disease in the country. Nevertheless, exporting volumes quickly surpassed expectation, and consequently the total area under vines began to increase, with many new names entering the industry. The old price control disappeared and market forces began to take control once again. One example of these is the international shortage of red wine, leading to the previously unheard of importation of low priced red wine. Summing up, it is clear that South Africa, the eighth largest of the world's producers, is firmly back in the international wine and spirit market. This is assisted by increasing tourism to the beautiful Cape.

The author outlines the recent career of Phyllis Hands, the South African born founder of the Cape Wine Academy. He shows how, since a chance association with a small vineyard in the early days, she has steadily increased her involvement with the South African wine industry. She has now developed the twin roles of a public relations officer for South African wine and a leading educator on the subject.

Briefly looks at the marriage of food and wine through the ages. Describes how wine is used in the cooking process and outlines factors for consideration when serving wine with a meal. Gives a simple method of wine classification and illustrates how this can be used to select wine to complement a specific menu.

The purpose of this paper is to examine the issues related to the production of “Zivana”, a traditional alcoholic beverage produced by the Cypriot company LOEL, and the marketing practices implemented by the company. Thus, the product, its target market and competition are examined, a SWOT analysis is performed and the marketing mix is presented.

To gain an initial understanding of the marketing practices employed by the company concerning the production of “Zivana”, the case study method was employed, since its fundamental characteristic is the focus on a particular setting or event.

The findings showed that the company offers superior quality due to its high‐end technological equipment and has defeated competitors, although it has a higher price than competitive products. The company is aiming at developing new products based on “Zivana” and at exporting its products.

This paper can add to the present pool of knowledge in the sector of alcoholic beverages, since it is the only one so far that has provided an important insight in the production and marketing of “Zivana” in the Cypriot market. The results of the study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector.