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Papers by Daniel J . Flint

9th Academy of Wine Business Research Conference, 2016

This paper presents research findings from a qualitative, grounded theory study of changes in cus... more This paper presents research findings from a qualitative, grounded theory study of changes in customers ’ desired value in the U.S. automobile industry. Customer-desired value is dis-tinguished from customer-received value and customer values through a review of the value literature. Within this literature review, the authors note that no marketing research has yet fo-cused on understanding why customers change what they value from suppliers, research that would help marketers predict what customers may value in the future. Findings from the first known study of this kind provide a theoretical model of the ini-tiators of changes in customers ’ desired value. This model is discussed with supporting depth interview passages. It is ar-gued that understanding why customers ’ desired value changes will help marketers more precisely predict what cus-tomers may value in the future, and that the model proposed here can act as a diagnostic tool for analyzing business

The Service-Dominant Logic of Marketing, 2014

... particular individual&quot;(1994b, p. 506). Consequently, a person might attach value... more ... particular individual&quot;(1994b, p. 506). Consequently, a person might attach value to an object because of what it means to him or her, personally, such as thesentimental value of a photograph. Richins (1994b) uses the possible ...

Academy of Marketing Studies Journal, 2015

INTRODUCTION Nearly every product you consume is delivered by a truck driver. The clothes you are... more INTRODUCTION Nearly every product you consume is delivered by a truck driver. The clothes you are wearing, the food you ate today, the vehicle you used for transportation as well as the paper or the electronic device that you may now be looking at were most likely delivered on a truck driven by a truck driver. The bulk of the United States' economy powers down highways on top of the 18 wheels of "tractor-trailer" trucks, where there are over 2.3 million tractor-trailer trucks in operation, logging over 90 billion miles annually (Bureau of Labor Statistics 2013a; Bureau of Labor Statistics 2013b; U.S. Census Bureau 2002) and accounting for approximately 70% of all domestic shipments (American Trucking Associations 2009; American Trucking Associations 2013; Chopra and Meindl 2003). While both in the United States and other developed countries, many goods are carried for at least part of their journey by other modes of transportation, such as ship, railway or airplane, al...

Qualitative Market Research: An International Journal, 2018

Purpose The purpose of this research is to explore the experiences of women who participated in a... more Purpose The purpose of this research is to explore the experiences of women who participated in a competitive retail shopping event. Design/methodology/approach The grounded theory approach was used. Findings Interpretations of the data suggest that female consumers use competitive shopping events to facilitate interpersonal bonding and create meaningful memories. Findings also reveal that female consumers value memorable retail experiences, particularly when they are contextualized by important cultural conditions. Research limitations/implications The study focused on one competitive shopping event and informants were exclusively women in the USA. The results imply that competitive retail shopping experiences can be important events in the lives of those involved, especially if they have cultural importance. Practical implications It is important for retail managers to understand the impact shopping experiences may have on customers. This paper’s findings suggest that retailers ma...

Contemporary Wine Marketing and Supply Chain Management, 2016

Abstract A service-dominant logic by definition is inherently customer oriented and relational, r... more Abstract A service-dominant logic by definition is inherently customer oriented and relational, reflecting deeper and more complex connections between suppliers and customers. The service mindset driving increased collaboration enables suppliers to have deeper insights to what customers value, and a fair amount has been written on customer value. Customer value perceptions are dynamic, sometimes in constant flux, necessitating anticipatory capabilities on the part of suppliers. Yet, there is a notable lack of discussion ...

Industrial Marketing Management, 2011

Industrial Marketing Management, 2007

This inductive marketing research examines the stories companies tell intentionally and unintenti... more This inductive marketing research examines the stories companies tell intentionally and unintentionally as they try to create a differential advantage for their firms and brands. Both practitioners (Chahal, 2014) and scholars (Woodside, 2010) identify brand storytelling as a critical and powerful marketing strategy in hypercompetitive, mature industries as part of brand identity building and positioning strategies. We address the questions: What are the stories leaders are telling about their firms and brands? How are theses stories being told and do they in practice match the theoretically ideal? If not, are they still effective

Purpose: In the current business environment, more uncertain than ever before, understanding cons... more Purpose: In the current business environment, more uncertain than ever before, understanding consumer behaviour is an integral part of an organization’s strategic planning and execution process. It is the key driver for becoming a market leader. Therefore, it is important that all processes in business are customer centric. Capturing, categorizing, warehousing, mining, analysing and making sense of data is a real-time challenge for all marketers. Organizations embracing digitization are seeing Big Data getting bigger. Investments are being made in IT infrastructure, Internet of Things, machine learning and artificial intelligence in business decision-making. Marketers need to harness big data by engaging in Data Driven Marketing (DDM) to help organizations choose the 'right' customers, to 'keep' and 'grow' them and to sustain 'growth' and 'profitability'. This research examines DDM adoption practices and how companies can aim to enhance shareholder value by bringing about ‘customer centricity’ through better use of data. Design/Methodology/Approach: An online survey conducted in 2016 received 180 responses from junior, middle and senior executives. Of the total responses 26% were from senior management, 39% from middle management and the remaining 35% from junior management. Industries represented in the survey included Retail, BFSI, Healthcare and Government, Automobile, Telecommunication, Transport & Logistics and IT. Other industries represented were Aviation, Marketing Research & Consulting, Hospitality, Advertising & Media and Human resource. Among the respondents, 34% represented companies with less than 30millioninannualrevenues,1530 million in annual revenues, 15% between 30millioninannualrevenues,1530 - 50 million and 50−100million,3250 - 100 million, 32% between 50−100million,32100 - 500 million, and the remaining 19% with $500 million and above in annual revenues. In terms of company size, 60% were companies with 1 - 500 employees, 13% with 500 - 1000 and 26% with 1000 and above employees. The survey was done in Dubai which represents a blend of several global economies and hence, can be generalised. Findings: Success of DDM depends upon how well an organization embraces the practice. The first and foremost indicator of an organization’s commitment is the extent of resources invested for data driven marketing. Respondents were divided into four categories; Laggards, Dabblers, Contenders, and Leaders based on their ‘current level of investments’ and ‘willingness to enhance investments’ soon. ‘Leaders’ are from Retail, Banking & financial services, transportation & logistics and Telecommunication sectors. The major sources of information are point-of-sales data, social media and other published sources. They use data to understand what and why customers are buying, what their consumption patterns are and what makes them satisfied or dissatisfied. ‘Dabblers’ are players who have realized the importance of data and have just begun to incorporate it in their marketing in a limited way. ‘Contenders’ are far more regular in using data for measuring and taking marketing decisions. ‘Laggards’ are at the other extreme when it comes to using data for customer analysis. Practical implications: The results of the study offer interesting implications for managing the growing sea of data. An iterative and incremental approach is the need of the hour, even if it has to start with baby steps, to invest in and reap the fruits of data driven marketing. The intention to use any system is always dependent on two primary belief factors: perceived usefulness and perceived ease of use, however attitudes and social factors are equally important. Investments in the right people, infrastructure and processes early on can result in better marketing due diligence and contribute to higher return on marketing investment, necessary to sustain an organization’s growth and profitability. Originality/Value: All organizations, irrespective of size and sector, need to engage in data driven marketing for customer centricity. In this era of digitalization, a marketer needs to wisely handle the volume, velocity, variety and veracity of data. Roger’s diffusion of innovation theory identifies factors leading to the adoption of innovation by both individuals and organizations. The theory argues that willingness and ability to adopt depends on awareness, interest, evaluation, trial and adoption (Rogers, 2003). There is a dearth of knowledge with regards to who is and is not adopting DDM, and how best big data can be harnessed for enhancing effectiveness and efficiency of marketing budget. It is, therefore, imperative to build a knowledge base on DDM practices, challenges and opportunities. Better use of data can help companies enhance shareholder value by bringing about ‘customer centricity’.

International Journal of Wine Business Research, 2017

Purpose The purpose of this paper is to address how wine businesses build sustainability – the ab... more Purpose The purpose of this paper is to address how wine businesses build sustainability – the ability to survive and be successful over the long-term – in a complex market environment. Design/methodology/approach To understand how managers in a wine supply chain (i.e. from grower to consumer) are trying to sustain business within a hyper-competitive industry, the authors used a standard grounded theory, constant comparative research method using formal depth interviews along with additional data sources from wine businesses in nine global wine regions in the USA, Australia, Italy and New Zealand. Findings A framework emerged from the data to improve business sustainability and counteract the complexity in the wine market by developing resilience through innovating and experimenting, obtaining resources/developing capabilities and relying on supply chain connections. Research limitations/implications This conceptual framework contributes to the existing theory on institutional trans...

Journal of Wine Research, 2017

Contemporary Wine Marketing and Supply Chain Management, 2016

Australia Wine Group is a collection of wine companies that has grown organically over the past c... more Australia Wine Group is a collection of wine companies that has grown organically over the past couple of decades. Wanting to create a family business, the founder acquired four iconic wineries in different regions in Australia over a ten-year period. Many of their grapes are estate grown, although they do purchase 40 percent from other growers to provide stability in vintage variation. Due to the high cost and complexity of shipping to other countries, they opened their own distribution center in eastern Australia to take advantage of shipping large quantities to other countries. This facility added bottling equipment in addition to state-of-the-art storage capabilities, and they now offer bottling and logistics services to other companies as well. Another complexity they faced with respect to shipping to other countries was import regulations; therefore they opened importing offices in the United States to manage imports through New York and California, and a joint venture to handle imports to China. They also employ independent distributors in Australia and the UK to manage relationships with sales outlets. Retail/restaurant sales outlets seem to be the only pieces of the supply chain that are not part of Australia Wine Group.

Objectives. This research addresses the questions: what does online content reveal that should be... more Objectives. This research addresses the questions: what does online content reveal that should be analyzed when trying to explore co-creation of value?; How could that content be analyzed?; Why should these conversations be analyzed to enhance the overall value produced by the ecosystem containing consumers and brands

9th Academy of Wine Business Research Conference, 2016

The Service-Dominant Logic of Marketing, 2014

Academy of Marketing Studies Journal, 2015

Qualitative Market Research: An International Journal, 2018

Contemporary Wine Marketing and Supply Chain Management, 2016

Industrial Marketing Management, 2011

Industrial Marketing Management, 2007

International Journal of Wine Business Research, 2017

Journal of Wine Research, 2017

Contemporary Wine Marketing and Supply Chain Management, 2016

The Faces of Wine Sustainability, Proceedings of the 6th AWBR International Conference, 2011

Purpose: The current environment surrounding the wine industry is extremely volatile. This paper,... more Purpose: The current environment surrounding the wine industry is extremely volatile. This paper, therefore, examines how Old World wine producers use marketing and supply chain management to sustain their business in the current business environment.

Design/methodology/approach: Seventeen employees from ten Italian wine producers were interviewed using a grounded theory approach to determine how they are dealing with the current economic conditions and competitive landscape.

Findings: Leaders of successful Italian wineries, those large and small who achieve sustainability in the face of intense competitive pressures, engage in detailed assessments of the marketplace and adopt specific and focused strategies to become resilient. Two discovered in this study include (1) focusing what it means “to be Italian” as in culture and history and (2) adapting to the marketplace and innovating.

Practical implications: The research offers prescriptive marketing strategy for wine producers to become and/or remain sustainable.

8th Conference Proceedings of the Academy of Wine Business Research, 2014

Purpose: The purpose of this paper is to describe how managers in the wine industry perceive thei... more Purpose: The purpose of this paper is to describe how managers in the wine industry perceive their strategic brand positioning choice options and integrate them into a cohesive brand story.

Design/methodology: A qualitative study of 166 individuals, including 99 in-depth interviews, from 153 wine industry firms from nine regions around the world was conducted over the course of four years to determine marketing and supply chain strategies. Data consisted of depth interviews, organization documentation, website information, operation observations and photographs. The data were analyzed using accepted practices from grounded theory and ethnography.

Findings: Data interpretation revealed four overarching strategic brand positioning options (innovative, modern, traditional, and classical), each of which could be communicated via one or more of 16 controllable variables or characteristics (5 marketing processes, 2 supply chain management processes, winery operations processes, 5 product characteristics and 3 organizational characteristics). Beyond this, managers experience tension as they attempt to make choices related to these four options, some of which may seem diametrically opposed to each other.

Practical implications: This study offers a means for wine brands to diagnose their positioning efforts and better determine the cohesiveness of their brand positioning efforts and stories.

NOFOMA 2014 Proceedings: Competitiveness Through Supply Chain Management and Global Logistics, 2014

Purpose:Explores what sustainability means to managers with findings calling into question whethe... more Purpose:Explores what sustainability means to managers with findings calling into question whether collaboration with a firm’s upstream and downstream supply chain partners is part of that meaning or even a desired goal. Design/methodology/approach:Inductive, theory-building grounded theory method augmented by phenomenological data collection and interpretations in the wine industry; in-depth interviews with 110 senior managers in the global wine industry representing 7 wine regions in 4 countries. Traditional interpretive trustworthiness criteria were used to ensure valid data were collected and the best interpretations developed. Findings:Interpretations revealed an interesting view of what “collaborative” sustainability meant. Although some firms were collaborating with other organizations to improve sustainability, many were primarily focused on their own organizations. Sustainability was often perceived as being a personally driven and directed, project-based, environmentally-focused, economically constrained journey that begins and sometimes remains self-focused, being different from industry norms, remaining skeptical, and only sometimes involves collaborating with supply chain partners. Research limitations/implications:Contributes to the supply chain sustainability discourse by calling into question whether an organization always needs to collaborate with its supply chain partners in order to be environmentally sustainable. Presents trying to be sustainable as a journey that does not always have sustainable supply chain management (SSCM) or sustainable collaboration as a goal, especially for certain kinds of firms. Practical implications:Reveals the importance of understanding what sustainability means to business leaders of small to medium sized firms in hypercompetitive markets where products, in this case often seen as luxury goods, are not expected to be and in some cases desired not to reflect all sustainability efforts often espoused.Social implications:Findings could influence social sustainability regulations by giving pause to certain standards while individual perspectives on sustainability are explored in greater depth.Original/value:Stepping back to inductively re-examine the meaning of sustainability after a dozen years of research and normative advice on sustainable supply chain management (SSCM).

Proceedings of the annual International Marketing Trends 2015, 2015

The purpose of this research is to apply both sentiment and content analysis methods to neutral m... more The purpose of this research is to apply both sentiment and content analysis methods to neutral messages posted online. Past studies have revealed that the classical method adopted to conduct sentiment analysis has important limitations. First, neutral messages are often considered "good-for-nothing" material or literally something that tools are not yet able to classify. However, some new studies have shown the importance of considering neutral messages as a proper category with its own aspects because of its potential for improving the accuracy of positive and negative classifications. This paper aims to articulate a more reliable method for understanding neutral posts, based on a combination of sentiment and content analysis; then provide new "labels" for the creation of ad-hoc clusters of neutral messages.
By doing so, we contribute to the discussion in online content analysis depth and analysis methods and represents one piece of a larger research project examining the quality of erelationships as expressed through online content.

8th Annual Conference of the EuroMed Academy of Business on Innovation, Entrepreneurship and Sustainable Value Chain in a Dynamic Environment, 2015

In dynamic and turbulent contexts many firms are trying to develop innovative sustainability solu... more In dynamic and turbulent contexts many firms are trying to develop innovative sustainability solutions. Managers across the globe from this study discussed sustainability innovations in terms of product innovation (products, services, product-service bundles), process innovation, and organizational innovation. However, forces act to constrain sustainability innovations in some agricultural industries including the wine industry.
This article reports findings on forces constraining sustainability innovation from an ongoing six-year investigation into global contemporary wine marketing and sustainability.
This inductive study, with theory-building grounded theory and phenomenological data collection, has been conducted relying upon a large number of in-depth interviews and using traditional interpretive trustworthiness criteria to ensure valid data were collected and the best interpretations developed.
Executive perspectives from wineries of seven countries yielded insights to the notion of constraints to sustainability innovations and why, in some cases, making progress is difficult.

Proceedings of the annual International Marketing Trends 2015, 2015

This inductive grounded theory study resulted in a new clustering model based on interpretations ... more This inductive grounded theory study resulted in a new clustering model based on interpretations of in-depth interview and observational data from ten small- scale organic wineries in Slovenia. The growing organic Slovenian wine sector is facing significant international marketing challenges and is part of an important industry for the regional economy. Application of extant clustering literature seemed questionable.
Deeper insights into how clustering actually occurred was needed to determine the usefulness of alternative models. The emergent model consists of two content domains driving marketing strategies, each with eight dimensions, (1) the nature of clustering and (2) leaders’ mental orientations.

Proceedings of the annual International Marketing Trends 2015, 2015

The purpose of this paper is to report on the results of a scale development study that measures ... more The purpose of this paper is to report on the results of a scale development study that measures the nature of business clustering relationships. Business clusters, i.e. networks of businesses in a similar industry and/or region, have been studied previously but no scale has yet been developed that describes the true nature of these network relationships. By testing the DODS model proposed by Djorcev et al. (2015), which is conceptualized very differently from the well accepted and popular Porter models, this paper extends the clustering theory in business networks. In particular, we more deeply explore what it means to be in a cluster with other organizations.
This paper reports on the survey test aspect of a mixed method project conducted in the global wine industry. The research design relies on a previous qualitative study where we proposed a model for the nature of business clustering to develop a multi-item survey. The new questionnaire tests the validity of eight dimensions of clustering (Being True to Ones‟ Core Business; Clarifying Motivations to Cluster; Determining Rules and Guidelines; Reconciling Collective Needs/ recognizing unique needs; Reconciling Collective Needs/international presence needs Determining Member Characteristics; Managing the Dynamics of Cluster Membership/ dynamics; Managing the Dynamics of Cluster Membership/alignment; Recognizing Drawbacks and Limitations) and outcome variables (three dependent variables: enhanced own organization‟s marketing strategies; Improved international presence; Improved regional awareness).
This study aimed to validate the scale items and demonstrate construct relationships to business performance measures. Although refined from the initial item pool through this scale development process, the final scales appear somewhat generalizable, able to be used by researchers in a variety of industries. Managers can use this instrument to examine the aspects of their own network relationships as they relate to marketing strategies and regional awareness. This is a cross-sectional survey conducted only within one industry, thus findings may be limited by time and context. Future research ought to extend the generalizability we implied as well its stability over time.

9th Academy of Wine Business Research Conference Proceedings , 2016

Purpose: Sustainability is increasingly becoming important to global business, and the wine indus... more Purpose: Sustainability is increasingly becoming important to global business, and the wine industry is no stranger to this trend. The purpose of this research was to empirically explore the extent to which all three dimensions of sustainability are practiced within the global wine industry to begin to form theory on the future of sustainability in this industry.

Design/methodology: A qualitative study of 112 wine businesses from thirteen regions around the world was conducted over the course of six years to determine sustainability practices. Data consisted of depth interviews with wine business managers, organization documentation, website information, operation observations and photographs. The data were analyzed using accepted practices from grounded theory and content analysis to examine how the dimensions of sustainability are practiced.

Findings: Few participants practiced the comprehensive triple bottom line; the majority were focused on financial sustainability of their company and a large percentage were concerned with both financial and environmental sustainability. Applying legitimacy theory, we found that companies influenced by moral legitimacy motivated practice of more comprehensive sustainability, whereas pragmatic and cognitive legitimacy drove the practice of more specific (single) dimensions of sustainability.

Practical implications: Our findings suggest that the comprehensive sustainability perspective is not prevalent in the wine industry, primarily due to a lack of attention to social sustainability. The primary driver for the triple bottom line is moral legitimacy, or the internal desire to “do the right thing”. Customers have a great deal of power in influencing company behavior; therefore they could play a role in moving the industry toward the triple bottom line

What's ahead in service research? New perspectives for business and society, Proceeding of the 26th Annual RESER Conference, 2016

This paper presents a discussion of results from an ongoing project, specifically providing an in... more This paper presents a discussion of results from an ongoing project, specifically
providing an in-depth case study of a digital marketing innovator
playing an important role for online brand engagement within its service
ecosystem and how they are helping to facilitate the exchange of value
and have a positive social impact. In particular, examples of focal company's
digital marketing innovations are examined to understand: what
roles various actors are playing, how the ecosystem is structured and what
precisely is being exchanged. This manuscript offers a different perspective
of digital marketing innovations from a traditional brand-centric view,
to stimulate businesses and service providers to think out of the box and
include the evaluation of the social impact of their technological innovations.

Proceeding of the XXIX SINERGIESIMA Conference "Value co-creation: management challenges for business and society”, University of Naples "Federico II", June 15th-16th, 2017, 2017

Methodology. We look at casual conversations that happen naturally on social media (i.e., without the intention of helping or harming a brand), using service-dominant logic and symbolic interactionism as theoretical lenses and statistical data mining software augmented by human interpretation as methodological tools.

Findings. This study discovered the challenges in current technology for getting at accurate insights and also began to question the assumptions about how consumers actually engage and if value is really being co-created online. Posts can be clustered into distinct topics. Sentiment analyses demand highly refined dictionaries. Conversations must be interpreted by both automation and human interaction. What is truly being co-created are relationships and community bonds. It is the entire ecosystem ‘brand-consumer-digital service providers’ that creates value.

Research limits. This research is limited to the product category, types of posts, data pull period, and currently available tools. Posts on other topics may yield different forms of value co-creation insights.

Practical implications. Brands need to be cautious about how they utilize automated data mining results, going beyond surface level interpretations. Unintentional co-creation expressed by consumers as they celebrate or complain must be interpreted and current tools do not yet provide that level of insight. A query algorithm leveraging human interpretation may help to arrive at accurate assessments of roles brands are playing in consumers’ lives.

Originality of the study. We apply two theoretical lenses to social media domain in a unique way as represented by conceptual laddering approach, that includes a mixed method analysis to obtain insights.

Proceedings of the 10th Annual Conference of the EuroMed Academy of Business (EMAB) "Global and national business theories and practice: bridging the past with the future", 2017

Design/Methodology/Approach: An online survey conducted in 2016 received 180 responses from junior, middle and senior executives. Of the total responses 26% were from senior management, 39% from middle management and the remaining 35% from junior management. Industries represented in the survey included Retail, BFSI, Healthcare and Government, Automobile, Telecommunication, Transport & Logistics and IT. Other industries represented were Aviation, Marketing Research & Consulting, Hospitality, Advertising & Media and Human resource.
Among the respondents, 34% represented companies with less than 30millioninannualrevenues,1530 million in annual revenues, 15% between 30millioninannualrevenues,1530 - 50 million and 50−100million,3250 - 100 million, 32% between 50−100million,32100 - 500 million, and the remaining 19% with $500 million and above in annual revenues. In terms of company size, 60% were companies with 1 - 500 employees, 13% with 500 - 1000 and 26% with 1000 and above employees. The survey was done in Dubai which represents a blend of several global economies and hence, can be generalised.

Findings: Success of DDM depends upon how well an organization embraces the practice. The first and foremost indicator of an organization’s commitment is the extent of resources invested for data driven marketing. Respondents were divided into four categories;
Laggards, Dabblers, Contenders, and Leaders based on their ‘current level of investments’ and ‘willingness to enhance investments’ soon.
‘Leaders’ are from Retail, Banking & financial services, transportation & logistics and Telecommunication sectors. The major sources of information are point-of-sales data, social media and other published sources. They use data to understand what and why customers are buying, what their consumption patterns are and what makes them satisfied or dissatisfied. ‘Dabblers’ are players who have realized the importance of data and have just begun to incorporate it in their marketing in a limited way. ‘Contenders’ are far more regular in using data for measuring and taking marketing decisions. ‘Laggards’ are at the other extreme when it comes to using data for customer analysis.

Practical implications: The results of the study offer interesting implications for managing the growing sea of data. An iterative and incremental approach is the need of the hour, even if it has to start with baby steps, to invest in and reap the fruits of data driven marketing. The intention to use any system is always dependent on two primary belief factors: perceived usefulness and perceived ease of use, however attitudes and social factors are equally important. Investments in the right people, infrastructure and processes early on can result in better marketing due diligence and contribute to higher return on marketing investment, necessary to sustain an organization’s growth and profitability.

Originality/Value: All organizations, irrespective of size and sector, need to engage in data driven marketing for customer centricity. In this era of digitalization, a marketer needs to wisely handle the volume, velocity, variety and veracity of data. Roger’s diffusion of innovation theory identifies factors leading to the adoption of innovation by both individuals and organizations. The theory argues that willingness and ability to adopt depends on awareness, interest, evaluation, trial and adoption (Rogers, 2003). There is a dearth of knowledge with regards to who is and is not adopting DDM, and how best big data can be harnessed for enhancing effectiveness and efficiency of marketing budget. It is, therefore, imperative to build a knowledge base on DDM practices, challenges and opportunities. Better use of data can help companies enhance shareholder value by bringing about ‘customer centricity’.

Proceedings of the 21st Academy of Marketing Science World Marketing Conference (AMS WMC), The University of Lusiada, Porto, 27-29 June 2018., 2018

New York: Palgrave Macmillan, 2016

Contemporary wine marketing practice is changing rapidly due to the intensity of industry competi... more Contemporary wine marketing practice is changing rapidly due to the intensity of industry competition, the emergence of numerous media options, and the dynamics of market segments. As new wineries emerge onto the global stage, both they and the entrenched firms must remain well-informed and leverage the latest marketing and sales approaches in order to succeed.

Contemporary Wine Marketing and Supply Chain Management intricately weaves academic knowledge, practical insights, and firsthand wisdom from wine executives around the world. Drawing on over 200 interviews and visits with winery owners, executives and managers in five countries, industry experts across marketing and supply chain management examine successful marketing frameworks as they apply to growers, wineries, distributors, and retailers. Combined with contemporary expertise in brand management, sales, research, social media, this book explores exciting and effective business practices and offers contemporary marketing ideas that will help wineries thrive.

14th EBES Conference Abstract Book, 2014

Contemporary Wine Marketing and Supply Chain Management, 2016