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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.

The author examines the industry, little known in the West, which produces European‐style wine in Japan. The technique of wine‐ making came to Japan from China approximately 1,200 years ago and it is known that by the end of the 12th century wine was being produced near Mount Fuji from an indigenous vine, the Koshu, which is still in use today. European wine was introduced into Japan in the 16th century when Catholic missionaries from Portugal introduced red wine for sacramental purposes. The real growth in wine‐making, however, came in the mid 1850's when the country began to open up to the West and the Japanese to develop an interest in all things Western. The article continues with a study of one particular producer, Château Lumiere SA, which, since 1957, has been run by an ex‐economics professor, Toshihiko Tsukamoto. Chateau Lumiere produces both red and white wines and these have won numerous prizes at international competitions. Mention is made of the production techniques developed by this successful producer.

Considers the role of design as a marketing tool for the wine industry. The meaning of design and its relationship to marketing is defined then explored from a number of perspectives to demonstrate its relevance to modern wine making techniques. Examines the possibilities for a design led approach to wine making using case material from an English Winery. Concludes that design offers real opportunities in wine making as a means for developing effective marketing strategies.

Wine marketers realise that to increase the overall size of the wine consuming population they must make wine more approachable and easier to understand. As it now stands, many consumers lack confidence in their ability to select a wine for either their own consumption or to share with others. Therefore, understanding the role played by consumer self‐confidence is especially relevant to marketers of wine, and the need to accurately measure the construct is important to scholarly research. Recently, the development of a scale to measure consumer self‐confidence has appeared in the consumer behaviour literature (Bearden, Hardesty and Rose, 2001). This study first adapts this consumer self‐confidence scale for use in wine‐related research. Next, the impact of six distinct dimensions of consumer self‐confidence on three different wine purchase situations is demonstrated. Results show the scale has the potential to inform both researchers and marketers about consumers' self‐confidence related to wine purchases.

The purpose of this paper is to identify and examine key areas of the wine consumer's interaction with region of origin, specifically through access to wine information, wine knowledge, the auxiliary relationship with wine tourism involvement and the impact this has on the wine buying decision‐making process.

A conceptual research “model” was developed to set the direction for the development of the research hypotheses and questions. A highly structured questionnaire was administered at a high‐end independent wine retail shop in Sydney, Australia using a convenience sample of 100 randomly selected respondents, all of whom were in the basic wine drinker category or higher. A series of quantitative and qualitative datasets were collected during timeslots spanning 8‐15 minutes per questionnaire.

The results confirm that as wine knowledge increases together with wine involvement, it develops into a greater understanding of a wine's region of origin, impacting positively on the consumer's wine decision‐making process. A consumer's willingness to interact with wine‐related motivations through wine tourism visitation has a profound effect on the importance of a wine's region of origin, therefore attributing to greater recall of wine region in the wine buying decision‐making process.

Wine education and access to wine information have a strong relationship with increasing a consumer's awareness of wines' region of origin and offer scope to further investigate the importance of in‐store assistance and cellar door staff interaction with consumers. Although both these aspects are considered positively by a statistically significant percentage of the sample study, a relationship does not coexist with the importance of wine region as an aid or attribute for consumers when purchasing wine.

Wine marketing strategies in Australia are beginning to incorporate a complementary product brand relationship with region of origin and the use of regional branding, not only as a point of difference, but as an extension of a wine product's attributes. This study aids in further identifying information regarding regional branding and its relative importance, which could lead to subsequent comprehensive research studies. The research findings may be utilized to provide small‐ to medium‐sized wineries an overview of how they may consider closer interaction between their individual brand and regional branding.

There is growing research on the value of winery tasting rooms/cellar doors as an avenue for relationship building with consumers resulting in greater brand loyalty. This paper aims to examine the role of tasting rooms in this regard in an Australasian context.

The research was exploratory, designed to explore a full range of visitors' experiences at the winery tasting room, using a modified form of mystery shopping combined with focus groups.

Establishing brand loyalty through a winery tasting room experience requires more than just good wine or good service quality, rather it results from an experience which is personalised and which establishes an emotional connection between the visitor and the winery, their product and winery staff. Generally smaller wineries were making this emotional connection more effectively than larger wineries. By contrast, staff at small and larger wineries alike were making little effort to establish concrete links to instil brand loyalty with the wine tourist post‐visit by encouraging repeat visitation or promoting their mailing lists or even eliciting wine sales.

The research focused on a relatively small number of consumers in Australia and New Zealand and thus may not be immediately generalisable to other markets.

The research highlights numerous areas for improvement in the organisation of tasting room encounters and the training of staff, noticeably with regards to making lasting connections with visitors resulting in future brand loyalty; issues which could be addressed by winery managers.

The paper gives depth to results previously reported by researchers on the role of service provision at the tasting room to the overall winery experience, and adds perspectives on the effectiveness of efforts to establish brand loyalty and maintain post‐visit contact with the winery visitor.

In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history provides a key mechanism by which organizations may convince audiences of adherence to a dominant logic, while also subverting or obscuring past adherence to a (currently) subordinate logic. We illustrate such use of rhetorical history by drawing on the case study of Ontario wine industry, where wineries use rhetorical history to demonstrate adherence to the logic of fine winemaking, while obscuring the industry’s past adherence to the now-subordinate and stigmatized logic of alcohol making. Implications for future research on institutional logics are discussed.

We define diffusion as the spread of something within a social system. Diffusion is the most general and abstract term, and it embraces such processes as contagion, mimicry, social learning, organized dissemination, etc. (Strang & Soule, 1998). While the home territory of diffusion is innovation (see Rogers, 2003 for an authoritative review), more recent macro-diffusion research has developed, based on social movement and institutionalization arguments (Ansari, Fiss, & Zajac, 2010; Wejnert, 2002).

In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history provides a key mechanism by which organizations may convince audiences of adherence to a dominant logic, while also subverting or obscuring past adherence to a (currently) subordinate logic. We illustrate such use of rhetorical history by drawing on the case study of Ontario wine industry, where wineries use rhetorical history to demonstrate adherence to the logic of fine winemaking, while obscuring the industry’s past adherence to the now-subordinate and stigmatized logic of alcohol making. Implications for future research on institutional logics are discussed.

Departing from conflicting findings on the role of involvement in the formation of the consideration set, the authors of this study seek to shed light to the wine consumer behaviour and expand previous findings in the bring-your-own-bottle (BYOB) of wine restaurant industry. The authors seek to determine the contradictory effect of involvement on the consideration set size and variety.

Three empirical studies were conducted. In Study 1, the relationships were tested in a personal consumption situation and in Study 2 in a gift-giving context. Finally, in Study 3, inconsistencies in the intensity of the hypothesised relationships were explored by testing the triple interaction amongst the three variables (i.e. involvement, decision-making context and decision domain).

According to the authors' findings BYOB of wine consumers form larger considerations sets in memory-based decision contexts. Involvement's effect on wine consideration set size is stronger in memory-based decisions. BYOB restaurant patrons form smaller sets of alternatives for personal consumption. BYOB restaurant patrons form more heterogeneous sets of alternatives in wine gift-giving. BYOB of wine restaurants should facilitate consumers' wine-selection process.

The authors make an effort to explain and determine the up-to-date contradictory effect of restaurant patrons' involvement on the BYOB of wine consideration set size and the amount of variety contained therein. The study offers new insights, by unfolding the moderating effect of decision-making contexts (i.e. memory-based versus stimuli-based) and decision domains (i.e. personal consumption versus gift-giving) on this effect of involvement on the properties of consideration sets.