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Spawton (1991) discusses consumer expectations and risk‐reduction strategies in the purchase of wines. Spawton (1991) refers to a four‐segment model of the market. These segments include Connoisseurs, Aspirational Drinkers, Beverage Wine Consumers and New Wine Drinkers. These segments were developed from the results of an exploratory qualitative study conducted by McKinna (1987). This study aims to empirically test and confirm the segments that the wine industry has taken for granted. There are four hypotheses relating to the confirmation of Spawton's (1991) segments.

Most wine in the UK is sold in supermarkets and most of this on promotion. This holds down average bottle price squeezing profit margins when wine is sold below‐the‐line. This paper aims to develop understanding of what currently influences consumers to buy in supermarkets and what might influence them to trade‐up.

Literature related to supermarket shopping and to wine buying in an off‐trade environment was reviewed. Several issues which may influence wine buying in supermarkets in the UK, particularly the impetus to trade‐up, were identified. An exploratory study using focus groups followed to explore these issues in further depth.

Wine bought along with groceries can be seen to be as ordinary as any other fast moving consumer good. This perception influences consumers’ wine buying behaviour in supermarkets. In particular it influences perceptions of suitability and price.

This was an exploratory study with a small sample population and so cannot be taken to be fully representative of the whole UK adult population. Nevertheless, it raises many significant issues in relation to wine buying in supermarkets, all of which would benefit from further research.

The results highlight areas where all off‐licences, particularly supermarket chains, could usefully review their current marketing strategies.

This study highlights the fact that there are two wines in many consumers’ minds. Much wine related research has been undertaken at the high involvement, luxury end of the market, but very little at the low involvement, ordinary end where most sales take place. This paper starts to address this issue.

The wine industry is a multi‐billion product value category worldwide with a significant part being sales through hospitality service providers. Although wine sales add considerably to the profitability of many restaurants, hotels, bars and other hospitality establishments, few studies have been conducted into wine purchasing behaviour within hospitality settings. This study identifies the factors that influence consumers to purchase wine and attempts to demonstrate how the basic demographic characteristic of age is a useful variable for segmentation purposes. The study reveals that there are six dominant factors that influence wine purchasing behaviour and that significant differences in purchase motivation exist between three age segments, 18 to 25 years, 26 to 34 years and 34+years. The results of this research have significant implications for hospitality operators who, with a basic knowledge of the demographic characteristics of their guests, can develop marketing strategies to maximise the sale of wine and wine products.

This study aims to describe South African consumers’ wine risk perception on varietal level with recommendations for Chenin blanc.

An exploratory mixed methods approach was followed where qualitative data were used to develop the questionnaire. Quantitative data were collected from 2,051 respondents using an online survey. ANOVA and Fischer least significance difference tests were used to indicate statistical significance.

Significant perceived risks (PRs) associated with Chenin blanc across age and ethnic groups were functional, time and financial risks. Risk-reducing strategies (RRS) in the white wine category were favourite brands and a trusted store, while Sauvignon blanc was also described as an RRS. Recommended Chenin blanc RRS include tastings and events with food.

Measurement of PR remains challenging. This research approach can be reproduced and/or adapted to investigate other struggling varietals and/or regions-of-origin. The convenience sample limits generalisability.

Segments were identified to develop new markets for Chenin blanc. RRS emphasise the importance of real sensory experience rather than media exposure to build knowledge and familiarity.

This study is a pioneering endeavour in terms of using an exploratory mixed methods research approach to investigate and describe risk perception of a specific wine varietal. Recommendations, with implications for strategic marketing decisions, are made for South African Chenin blanc.

Wine tourism is a major public relations medium and for many wineries a major source of revenue. This article uses theories of brand equity to develop cellar door strategies. These theories are supported by previous research into product involvement with wine, which shows that high and low involvement wine buyers behave differently. The two segments must be catered for differently if a winery is to build its overall reputation and brand equity. Wineries can enhance their long‐term market‐based assets through building customer relationships at cellar door. Strategies and examples are provided.

The article considers trends in the Czechoslovakian wine industry, the industry's home market faces a decline in per capita consumption and increasing price sensitivity. Through a case study the development of a particular producer of quality wine is examined together with the emergence of a coordinated approach to marketing decisions. The UK is a potential export market for such a producer. The growth and development of the UK wine market is considered and opportunities identified. Developing a producer to serve those requirements is found to be difficult requiring the producer to readdress the issue of quality. Bottles and labels may also need to be changed. The development process requires investment and the risks of political change need to be considered.

The paper reports on a study of marketing approaches adopted by different categories of wine producer in the Sainte Foy Bordeaux region in south‐west France. Market conditions for many French producers have been deteriorating, with falling consumption in the main markets and growing competition from the new wine regions. Even with the world‐famous name “Bordeaux” on the label, a much more active marketing stance is becoming essential. One possible marketing response by producers is to develop strong branding. Several possible dimensions for individual branding can be identified, including the individual chateau name, the AOC marking, the type of wine, the grape variety used, whether or not the wine is organically grown and the vintage. In developing and maintaining these brand identities, producers have to integrate collective marketing efforts, such as promotional programmes for the local AOC marking, with individual marketing programmes for their own brands.

Despite the universal recognition of port as one of the most traditional and famous fortified wines in the world, there has been little investigation into this product, in either the field of marketing or strategic management. An empirical investigation into the marketing strategies of port wine companies is presented here. Qualitative data were obtained during early 1998 through internal sources and semi‐structured interviews conducted with the directors of port wine shippers and the chairmen of institutions which play a key role in the port wine industry. Four different types of companies were identified in the port wine industry: companies owned by multinationals (MOCs), British family‐owned companies (BOCs), Portuguese family‐owned companies (POCs) and independent wineries (IWs). This study identifies the key issues faced in relation to each of the components of a marketing strategy. It reveals the importance of key issues involved in the development of marketing strategies of port wine, and in particular, the extent of distribution network, packaging, product quality, price point, value for money, direct marketing and the organisation of special events. It also reveals that the port wine industry is controlled by long‐term orientated organisations (i.e. MOCs and BOCs). Companies that have difficulties in controlling their distribution network (i.e. BOCs and IWs) also have difficulty in establishing long‐term objectives. Generalisations to wine marketing must be made with caution since this investigation was built on a study of a specific wine industry which has particular characteristics.

Who is the wine consumer? Who cares? The wine industry globally is a multibillion dollar industry, yet research into the behaviour of the typical wine consumer is limited. This article is a partial review of the literature and by deduction from current trends endeavours to provide the wine maker with a broad profile of who drinks wine and what they might be drinking in the future.

Who is the wine consumer? Who cares? The wine industry globally is a multibillion dollar industry, yet research into the behaviour of the typical wine consumer is limited. This article is a partial review of the literature and by deduction from current trends endeavours to provide the wine maker with a broad profile of who drinks wine and what they might be drinking in the future.