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The purpose of this study is to investigate the relevance of expert opinions as a marketing tool for Pinotage amongst young South African student millennials by means of sensory hedonic testing.

Sensory hedonic testing was used because it is necessary to examine the extent to which extrinsic cues influence a wine’s intrinsic merit, as this can influence future purchase decisions. Thus, it combines marketing factors and sensory science and explores the sensory liking of food products by consumers. A total of 126 South African student millennial consumers were analysed.

The results confirm that expert opinions are an effective marketing tool. While positive expert opinions did not reinforce perceived quality for already generally liked wines, they increased perceived quality for wines that were not liked. Female student millennials specifically seem to be influenced by expert opinions and packaging, even though they show a relative dislike for Pinotage under blind tasting. These results are useful in the design of marketing strategies.

Because of the chosen research approach, it may be difficult to generalize the research results. However, future research could apply this methodology to investigate the perceived quality of wine and other food products in different countries. Furthermore, replicating this study could provide interesting comparative results.

Little is known about the liking for Pinotage wines by young South African consumers or about the cues that make them respond positively to marketing.

Brand image is no longer a marginal dimension of business, but the very core of business identity and strategy. With a world culture evolving, customers everywhere respond to images, myths, and metaphors that help them define their personal and national identities and relationships within a global context of world culture and product benefits.

The learning outcomes are as follows: to understand how technology can be used to create innovative entrepreneurial opportunities; to develop analytical and critical thinking skills to understand organisations, industries and their dynamics; to analyse strategic options for an entrepreneurial organisations and motivate a proposed strategic direction; and to assess the inter-functional requirements for an entrepreneurship to successfully implement a strategy.

UCOOK, a successful emerging economy SME, is confronted with the threat of retail giants (e.g. Checkers and Woolworths) entering the meal kit space. No longer the only “new kid on the block”, UCOOK has to consider a sustainable growth strategy to remain competitive. The case provides the reader with a snapshot of experiences of a meal kit entrepreneurial venture and what it entails for them to grow in the South African milieu. Principally, this case is designed to impart knowledge and stimulate a practical understanding of entrepreneurship and strategic decision-making in the meal kit industry. Additionally, the purpose is to serve as inspiration for business students to see the opportunities that lie within strategically astute emerging market ventures.

The primary target audience for this teaching case is postgraduate business students, especially students of entrepreneurship, strategy and e-commerce. This teaching case is intended to be used as case study in post graduate business programmes such as Master of Business Administration (MBA), a specialist Masters programme such as MM (Entrepreneurship), post-graduate diploma in management (PGDip), as well as selected executive education programmes.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The purpose of this is to analyse co‐branding as leverage for both teams and equipment manufacturers in their internationalization endeavours. In other words, how can teams and equipment manufacturers benefit from their association in order to expand internationally?

The study involves four football cases for the 2009‐2010 season: Paris Saint‐Germain and Nike, Olympique de Marseille and Adidas, Olympique Lyonnais and Umbro, and the French national football team and Adidas. Semi‐structured interviews were conducted with managers involved with the four teams and their respective equipment manufacturers. The managers were marketing directors, VPs of marketing, sales managers or presidents of their respective organization. Sponsors, university professors and journalists who interact closely with the teams and equipment manufacturers were also interviewed.

It seems as if the team and its equipment manufacturer do not have a formal strategy to jointly benefit from their association. That would be very important for a successful collaboration and for joint internationalization. Currently, the actions appear a little too ad hoc and opportunistic, with some exceptions (i.e. PSG and Emirates Cup). In other words, the commitment does not really transpire yet in the co‐branding partnerships studied.

Other teams in other sports and other countries should be studied in the next stage of the research. All the more so since the paper focused on a convenience sample, comprised of only French teams. Furthermore, special attention should be paid to the differences between North America and Europe. Indeed, in North America, the league is very much involved and controlling in the international expansion of its teams to the point that the league dictates the internationalization of its teams, brands and merchandising offering; whereas in Europe, teams have much more freedom to expand abroad.

The global brand strategy, which refers to a new market and an existing co‐brand name, would be the most appropriate for sports teams and equipment manufacturers. This would be especially true when both the equipment maker and the sports team benefit from a strong brand equity, which they could carry into international markets and use to trigger a strong synergy abroad. The global brand strategy bears some resemblance with the “Brand Conquistador” strategy, where partnership, either between two teams or between a team and an equipment maker, is used in order to expand internationally.

Given the unclear lines between traditional and newly emerged luxury, this research aims to explore which luxury consumption values are important to young consumers (aged 18–44) in the USA and how such new luxury consumption is driven by their personal values. This research thus has two aims. The first is to define new luxury by examining the consumption values that distinguish it from traditional luxury. The second is to examine the personal values that drive these new luxury consumption values, which affect consumers’ intentions to engage with a new luxury brand.

Two studies were conducted. In Study 1, a conceptual framework was developed to define new luxury from the consumption value perspective, based on a comprehensive review of the traditional luxury and emerging or new luxury literature. In Study 2, the framework was further extended to include the driving sources (personal values) and the consequences (intentions to engage with a new luxury brand), which were subsequently examined with empirical model testing. The data were collected via an online survey with consumers recruited through Amazon Mechanical Turk (n = 318) and examined with exploratory factor analyses and path analyses.

The results suggest five major new luxury consumption values that help empirically define new luxury, revealing a trend shift in luxury consumption: inconspicuous consumption, self-directed pleasure, intrinsic experiential value, personal fulfillment and sustainability. Among these five values, three (intrinsic experiential value, personal fulfillment and sustainability) were the most significant factors in directly affecting customer intention to engage with a new luxury brand. The results also found five notable personal values driving new luxury consumption: achievement, benevolence, self-direction, self-esteem and ecocentrism.

While new luxury concepts have been explored conceptually and qualitatively in previous studies, there is a lack of empirical research that clearly defines what new luxury is and that offers testable constructs. This study’s empirical framework for new luxury expands the line of investigation into new luxury consumers, brands and products.

While the US economy seems to be in an upswing, there is still plenty of downside for some companies. But a downturn need not be seen as a giant sucking sound, eliminating all of a company’s pricing power. Through astute use of strategies such as the ones discussed in this article, many companies can continue to raise prices. The authors discuss such pricing strategies as working around budgets, using tools other than list price to cut price, bundling and tiering goods and services, and locking in your best customers.

The aim of this paper is to offer a conceptual model that demonstrates Chinese consumers’ value perceptions towards luxury products based on the recent literature reviews and the findings from focus groups.

Focus group discussion is used to explore how Chinese consumers construct their value perceptions towards luxury products.

This research has integrate different perspective values into one multidimensional model to explain directly why Chinese consumers choose to buy luxury products, and what are these variables that influence their luxury value perceptions. It also provides a broader perspective in exploring the Chinese customer‘s self- and societal perceptions for purchasing luxury products.

The primary data were only collected from three cities; thus, the findings may not be generalisable across all Chinese consumers. Moreover, this qualitative study was based on a relatively small sample size; thus, a future study is planned by designing a measurement instrument based on the proposed conceptual model and also testing the proposed theoretical model that scholars can apply in related empirical work in the future.

This study has offered a wide range of understanding about how Chinese luxury consumers’ luxury value perception reflect their purchasing behaviours and habits; it has also provided a new theoretical insight into the phenomenon of luxury consumption and contributed to the relatively limited literature on the concept of luxury in the context of Chinese market. It could also provide good implications for the effective marketing strategy actions in the context of Chinese luxury market.

This study aims to identify, within the context of the French fashion industry, the characteristics of multichannel shoppers, that is, consumers who use more than one channel in a single shopping trip. We especially investigate whether consumers' focus on quality versus price affects their multichannel shopping tendency and their flexibilities in their shopping lists (basket flexibility).

We surveyed a representative sample of 400 French shoppers regarding fashion apparel purchasing. We use a logistic regression framework to measure the probability of a shopper becoming a multichannel shopper based on the key constructs and a battery of control variables.

The analysis shows that, in fashion buying, shoppers focused on quality and those with high basket flexibility have a higher probability of becoming multichannel shoppers. The probability becomes even greater when a shopper is both quality oriented and has basket flexibility.

We focus on the fashion apparel market for a deeper understanding of multichannel usage of products with both experience and search features. Future research can investigate other industries for higher generalizability.

Our research provides insights into multichannel fashion companies whose managements aim to effectively manage high-value customers who tend to use more channels when shopping. Specifically, an omnichannel marketing strategy should focus on capturing the quality-oriented and highly basket-flexible segment of consumers.

Our study provides evidence that for products having high experiential as well as search features, quality-oriented and highly flexible shoppers engage more in multichannel shopping. Because these characteristics are related to the long-term value of customers, we provide the link between multichannel marketing and firm profitability in the context of the fashion industry.

Most marketing practices assume that consumers will buy when prices are low. This assumption, however, may not always hold true. Employing equity theory and Veblen’s theory of the leisure class, this study tested two moderating effects to ascertain the relationship between perceived price and purchase intention. The purpose of this paper is threefold: first, to examine the relationship between perceived price and willingness to purchase; second, to discover the effects of two moderators (perceived price fairness and vanity) on this relationship; and third, to compare how these moderating effects differ by consumers’ brand familiarity.

A total of 287 usable data sets were collected from college students in the southeastern region of the USA.

The findings showed no negative relationship between perceived price and willingness to purchase. Only perceived price fairness was found to moderate the perceived price–purchase intention relationship. Furthermore, the moderating effect of price fairness was only confirmed in the high brand familiarity group, while the moderating effect of vanity was only confirmed in the low brand familiarity group.

Generalization of the findings is cautioned because findings may vary by demographic backgrounds.

Since purchase intention increases when price is fair even though price is high, marketers should put efforts into promoting and creating the perception of fair price of their products and brands.

This study extends price perception research by incorporating two theories (equity theory and Veblen’s theory of the leisure class) that help further elaborate the relationship between perceived price and willingness to purchase.

Providing customers with value is often not enough for a company to operate profitably. While ensuring that a product or service offers value to users and customers, there must be a conscious plan to capture a portion of that value. This is called monetization (turning value into money) and is often sudden and destructive of value, as when managers employ short‐term tactics to meet a budget shortfall. Smarter monetization strategies include ways of voluntarily extracting value though brand management or creating a market for liquidating inventories. This will allow managers to meet budgets without compromising company value.