Faculty of Education - Research Publications
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ItemCrafting Brand Authenticity: The Case of Luxury Wines*(Wiley, 2005-07)abstract Authenticity is one of the cornerstones of contemporary marketing practice yet confusion surrounds the nature and use of authenticity in the brand arena. Examining the strategies of 26 luxury wine firms informs the authenticity of specific brands. Creating an impression of authenticity required creating a sincere story consisting of a creative blend of industrial and rhetorical attributes. Sincerity was achieved through the public avowal of hand crafted techniques, uniqueness, relationship to place, passion for wine production, and the simultaneous disavowal of commercial motives, rational production methods, and the use of modern marketing techniques. For the wineries, appearing authentic was critical in order to reinforce their status, command price premiums and ward off competitors. Images of authenticity were accomplished by developing a sincere story that enabled the firms to maintain quality and relevance while appearing above commercial considerations. This was achieved through the deliberate decoupling of their technical core from their espoused communications.
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ItemCultural frames that drive sales and marketing apart: an exploratory study(Emerald, 2006-10-01)Purpose Despite the necessity of close integration between marketing and sales, managers report less than satisfactory results in this area. This paper aims to examine what keeps the two functions apart. It proposes going beyond surface level behavior to examine the different sub‐cultural mental frames that characterize the two functions. Design/methodology/approach A total of 44 salespeople and marketers across four different organizations in different industries were interviewed. Findings The research finds that conflicts between marketing and sales are driven by differences in beliefs about the valid scope and focus of activity, time focus, valid sources of knowledge, differences in perceived status, and the relationship to the business environment. Practical implications Managers need to focus on removing implied status barriers between sales and marketing, provide sales with a strategic voice, and attend to structural issues that drive the two functions apart. Originality/value Research on the sales‐marketing interface remains scarce. The paper examines this from a cultural point of view and identifies a number of basic cultural frames that explain behavioral differences between the two functions. Critically, it also identifies significant points of difference on which to build greater understanding between the two functions.
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ItemCreating value for channel partners: the Cervena case(Emerald, 2005-05-01)Purpose Aims to report on the approach used by the New Zealand Game Industry Board (NZGIB) to create a competitive advantage with channel buyers in the USA. This examination is in response to calls for research on international marketing strategy implementation in business markets. The NZGIB developed an innovative marketing program labeled “Cervena” to reposition commodity venison as an up‐market product sold through specialist restaurants. Design/methodology/approach An in‐depth case study of the Cervena approach was conducted. Data were gained through in‐depth interviews with key marketing staff. Interviews were supplemented with secondary data. Findings The findings identified the synergistic relationships between demand chain partners and end consumers. Tacit competitive advantages were built by adapting to channel requirements, leveraging established relationships, and drawing on aspirational imagery at the consumer level. Critically, no one part of the program could operate in isolation. Implementing such a strategy was difficult because of the failure to convert transactional relationships between farmers and their buyers into long‐term ones that provided greater certainty of supply and pricing. This illustrates both the benefits of networks and the need to adapt the implementation effort over time to ensure ongoing commitment to the relationship, and high quality market‐oriented outcomes. Originality/value This article provides a rare glimpse into international strategy implementation in industrial networks and suggests that such success will be contingent on initial strategic choices, adaptability, and supportive policies that reinforce market‐oriented values. Managers need to ensure adaptability within a relationship or network structure in order to consolidate initial competitive advantages and ensure ongoing buyer commitment.
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ItemThe brand-supportive firm: An exploration of organisational drivers of brand updating(PALGRAVE MACMILLAN LTD, 2005-08)
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