Building Strong Brands Building Strong

Brands Through the

Through the Management of Management of
Integrated
Integrated Marketing Marketing
Communications
Communications
By Dr Mike Reid, Lecturer, Marketing Communications, Monash Univer-
sity, Department of Marketing, Clayton Campus, PO Box 3800, Victoria
3168, Australia

Introduction

The marketing of wine has been under some scrutiny in relation to targeting
new consumers, developing and launching new products, and the impact of
changing market conditions on performance (e.g. Rabobank, 1999; Rach-
man, 1999; Christy and Penn, 1994; Cawley, 1994; Gluckman, 1990;
Howley, 1990; Spawton, 1990; Mitchell and Greatorex, 1989). Interestingly,
there has been little empirical research with regard to marketing communica-
tions and brand performance in the context of the wine industry, and yet mar-
keting communications and branding is expected to drive industry growth in
the future (WFA, 2001).

The development of strong and desirable brands (brands with high

brand equity) will be paramount in the future success of all wine companies.
Building a strong wine brand will require marketers to understand how to
create, offer, and communicate the value of their brands to ever more dis-
cerning customers. Communicating this value into the market will require a
more co-ordinated and strategic approach to managing the marketing com-
munications function and allocating limited communications budgets and re-
sources.

Integrated Marketing Communications (IMC) has been promoted as

both an emerging communications philosophy, and as a strategic manage-
ment process, for creating and managing the development of strong brands.
This research employs the Integrated Marketing Audit formulated by Dun-
can and Moriarty (1997) in order to assess aspects ofthe management of mar-
keting integration and to analyse the relationship between the level of
integration and brand performance. Implications exist for managers wishing
to create a foundation for building strong brands in a dynamic global wine in-
dustry.

Volume 14 Number 3 2002 37

 The Global Wine Market and IMC
Building Strong
Brands Through the In understanding the importance of IMC, one only has to reflect on the ac-
Management of knowledged changes in the competitive intensity of the global wine indus-
try. Rabobank International (1999) for example highlights a number of
Integrated
shifts likely to affect all wine companies. These shifts include:
Marketing
Communications 1) A maturing industry and traditional markets with quality driven
consumer demand profiles.
2) Increased competition because of over production and
globalisation.
3) Increasing retail power through access to superior brand and
sales knowledge, and through strong consumer retail brand
loyalty.
4) The need for strong brands to attract customers and reduce
competitive pressures.

It is argued that as consumers become more familiar with wine varie-

ties, regions, and styles, their demands become more specific, linked to a
range of lifestyle and consumption situations, and more often driven by
value-for-money. Informed consumers have a greater capacity to be able to
trade between price points to those brands and labels that offer superior
value. As well, less informed consumers are relying more on brand commu-
nications and label cues to make their wine choices in amongst a high level
of competitive activity.

Under these highly competitive conditions, integrated marketing com-

munications becomes important to strategically co-ordinate brand and com-
pany messages based on a market-back understanding of consumers'
perceptions of value (Kitchen and Schultz, 1999; Stewart, 1996). Further- ]
more, in the context of the global wine industry it is likely that this will re-
quire a new breed of marketing communication professionals with a far
greater understanding of consumers and the way in which marketing com-
munications supports brand building and sales activity.

Two other drivers of change in the wine industry - increasing brand

competition and retail power - are also creating the impetus to adopt IMC.
Globally, competition is becoming increasingly more fierce as new produc-
ers enter key markets and existing and traditional producers improve viticul-
tural practices, product quality and, importantly, brand marketing and
communications skills. It is already apparent that increased competition is
placing downward pressure on prices - a situation that will likely worsen if
production continues to outstrip growth in consumption (Rachmann, 1999).

Underpinning producer-related competition is a situation of increasing

retail concentration in many markets, particularly in the UK and Europe. In-
creasingly, larger retail buyers will have an impact on producer margins

38 International Journal of Wine Marketing

through demands for increased account servicing - co-ordinated brand port-
folio and category management practices, significant volumes at competi- Building Strong
tive trade terms, improved marketing communications programmes and Brands Through the
support, and higher levels of professionalism. Management of
Integrated
In general, wine marketers will need to give serious consideration to
competitive marketing strategies that will provide them with some degree of Marketing
sustainable advantage in the face of these new global realities (WFA 2001; Communications
Howley, 1990; Spawton, 1990). IMC has a powerful role to play in achieving
a strong market position and in facilitating the implementation of competi-
tive marketing strategies (Lockshin, 1999). Adoption of IMC will facilitate
the creation and development of strong brands, access to both customers and
channel partners, and the positioning of brands to deliver superior value to
more assertive and knowledgeable customers.

The Changing Nature of Marketing Communications

The focus on IMC is also being driven by ongoing global changes in the mar-
keting communications environment, and the need for improved effective-
ness of marketing communications. These global changes include the
development of sophisticated customer databases, fragmentation of mass
media, cost of new customer acquisition and customer defection, the rela-
tionship between below and above the line activities, and changes in con-
sumers' response to traditional communications tools and approaches,
amongst others. Shimp (2000) further qualifies the changes affecting mar-
keting communications as:
1. Reduced faith in mass marketing as communications channels
proliferate and customer and consumer loyalties diminish or
dilute.
2. Increasing reliance on more highly targeted communications
methods to reflect an emerging relationship marketing
orientation in business.
3. Greater demands placed on marketing communications
suppliers, such as agencies, to become more of a brand custodian
or guardian than just a transaction based supplier of
communications services.
4. Increased efforts to access communications 'return on
investment' reflecting greater demands by managers (marketers)
for accountability and measurement of alternative customer
acquisition and relationship activities.

IMC is primarily concerned with the strategic co-ordination of the di-

verse communications activities and tools employed by firms in their efforts
to build strong brands (Hutton, 1996; Nowak and Phelps, 1994; Duncan and
Everett, 1993; Schultz, 1993). The impetus for IMC is driven by marketing
and brand managers who are seeking improved market positions, stronger

Volume 14 Number 3 2002 39

 brand equity, and measurable ROI for marketing communications (Eagle et
Building Strong al., 1999; Eagle and Kitchen, 1999; Kitchen and Schultz, 1999; Low, 2000;
Brands Through the Keller, 2001).
Management of Defining Integrated Marketing Communications
Integrated
Marketing Marketing communications programmes and campaigns can be built around
Communications a host of different communications options. Keller (2001) for example,
highlights the major communications options in the following way (Figure
1). It is acknowledged that marketers must choose from amongst these op-
tions in developing their communications programmes.

Figure 1: Marketing Communications Options

Category Communications Tools

1. Media Advertising * Television * Newspaper

* Radio * Magazines

2. Direct Response *Mail * Print media

and Interactive * Telephone * Computer-related
Advertising * Broadcast media

3. Place and Outdoor * Bulletins * Cinema

Advertising * Billboards * Transit
* Posters

4. Point of Purchase * Shelf talkers * Shopping cart ads

Advertising * Aisle markers * In store radio or TV

5. Trade * Trade deals and buying * Contests and dealer incentives

Promotions allowances * Training programmes
* Point-of-purchase display * Trade shows
allowances/activities * Cooperative advertising
* Push money

6. Consumer * Samples * Contests/sweepstakes

Promotions * Coupons * Bonus packs
* Premiums * Price-offs
* Refunds/rebates

7. Personal * Account management and

Selling relationship management

8. Event Marketing * Sports * Fairs and festivals

and Sponsorship * Arts * Cause-related
* Entertainment

9. Publicity and * Product review * Company reviews

Public Relations

40 International Journal of Wine Marketing

 In orchestrating these options and tools in marketing communications
campaigns and programmes, each needs to be considered in terms of its con- Building Strong
tribution to achieving brand objectives in both the short and long term. In par- Brands Through the
ticular, the relationship between contributions to immediate short-term sales Management of
activity and contribution to overall long-term brand equity (perceptions of Integrated
brand quality, levels of brand recognition and recall, competitive positioning
Marketing
of the brand, etc.) needs to be evaluated and considered. In general, the strate-
gic management of marketing communications (IMC) is about ensuring that Communications
short term sales requirements do not negatively impact on longer-term brand
building and market positioning objectives - certainly not an easy task in
highly competitive and trade promotions driven wine marketing environ-
ments.
From the perspective of defining IMC, various definitions have been
evolving over the last decade as a result of the ongoing debate as to what IMC
really means, and the extent to which IMC might reflect a paradigm shift in
marketing communications management (Kitchen and Schultz, 1999). Ar-
guments exist regarding the 'newness' of the integration concept (e.g.
Stewart, 1996) suggesting that it merely reflects an academic construction,
rather than a new paradigm for business practice. Lannon (1996) though,
considers that advances in database technologies and changing market dy-
namics necessitate dramatic adjustments in marketing communications ap-
proaches and business practice.

Regardless of these debates, if we accept that an integrated approach to

marketing communications is important and offers benefits to the wine mar-
keter over those offered in less integrated arrangements, then it is useful to re-
view some of these definitions. An early definition of IMC was developed by
the American Association of Advertising Agencies (Schultz, 1993).

"a concept of marketing communications planning that recognises the

added value of a comprehensive plan that evaluates the strategic roles of
a variety of communications disciplines ... and combines these disci-
plines to provide clarity, consistency and maximum communications
impact."
Schultz and his colleagues argue for a broader interpretation of IMC
that encompasses all brand and company communication. This extended
definition recognises that a consumer's mental model of a brand is a repre-
sentation of their total exposure to the company and not just a company's for-
mal communications efforts. Schultz (1993) thus presents an extension of the
first definition as:

"IMC is the process of developing and implementing various forms of

persuasive communications programmes with customers and prospects
over time. The goal is to influence or directly affect the behaviour of the
selected communications audience.

Volume 14 Number 3 2002 41

 IMC considers all sources of brand or company contacts which a cus-
Building Strong tomer or prospect has with the product or service as potential delivery
Brands Through the channels for future messages. Further, IMC makes use of all forms of
Management of communications which are relevant to customers or prospects, and to
Integrated which they might be receptive.
Marketing
Communications In sum the IMC process starts with the customer or prospect and then
works back to determine and define the forms and methods through
which persuasive communications programmes should be developed."

Definitions of IMC reflect the need for a more holistic, professional,

and integrated approach to the management of marketing communications.
In summary, IMC is based around:
1. Conducting customer and stakeholder analysis in order to
determine perceptions of value and how best to communicate
value.
2. Ensuring that all messages sent by the brand sponsor (e.g. the
company) are consistent and work synergistically to reinforce
brand equity.
3. Creating and managing a cross functional approach to planning
marketing communications.
4. Employing new technologies (e.g. databases) to understand
customers and their relationship with the brand and company.
5. Learning from communications analysis, planning, and
implementation so that the allocation of scarce resources is
more efficient and profitable.

For wine marketers, adopting an IMC approach is an opportunity to

step back and audit marketing communications practices and management
in the light of a rapidly changing wine marketing environment.

Research Objectives

This paper seeks to understand the relationship between brand performance

and adoption of IMC principles in the Australian and New Zealand (ANZ)
wine industry. The ANZ wine industry is recognised as a leader in innova-
tion in both product development and marketing. The research will have sig-
nificant implications for other wine producers globally and provide a
platform for multinational research. Primary research questions are:
1. Do wine brands that have a higher degree of integration in the
management of marketing communications exhibit superior
performance than brands with a less well-integrated approach?
2. What are the IMC-related drivers of performance in the ANZ
wine industry?

42 International Journal of Wine Marketing

Data Collection
Building Strong
The data were gathered using self-administered questionnaires. 430 brand Brands Through the
and marketing managers (or equivalent), from wineries across Australia and Management of
New Zealand, processing over 1000 tonnes, were targeted. 103 fully com- Integrated
pleted responses were received (26 questionnaires were returned through Marketing
wrong addresses being employed), for an effective response rate of 25.5%.
Communications
IMC Constructs

In order to determine the central element of the research - integration - the

brief Integrated Marketing Audit devised by Duncan and Moriarty (1997)
was employed. This instrument views integration across five constructs in-
cluding:
1. Organisational infrastructure - scale items relating to strength of
cross-functional relationships in the organisation that affect the
brand including, internal marketing, cross-functional
understanding of the strength of various communications tools,
linking with external agencies, amongst others.
2. Interactivity - scale items relating to the processes that link
customers to the company and the brand including such things as
customer complaints, database development and accessibility of
use, and the balance between mass and more targeted media.
3. Mission marketing - scale items relating to having a mission
statement that directs creation of shareholder value, customer
value, development of appropriate corporate culture, and
legitimisation of communications activities and processes.
4. Strategic consistency - scale items related to the co-ordination of
all messages and market mix elements that create and support
brand images, positions and reputations in the minds of
customers and other key stakeholders.
5. Planning and evaluation - scale items relating to the
consideration of all key target audiences, the creation of
profitable relationships, the strategic integration of media and
messages, and the adoption of a zero-based approach to
employing various marketing communications tools.

This audit acknowledges that integrated marketing is a cross-functional

process for the management of profitable brand relationships. It further rec-
ognises the strategic necessity to build effective relationships between cus-
tomers and companies, and the need for companies to adopt a 'learning'
perspective in order to achieve strategic consistency and improve brand eq-
uity. In this framework, integrated marketing communications is the glue
that enables the connection between the company's efforts and customers'
response (Duncan and Moriarty, 1997).

Volume 14 Number 3 2002 43

 Results
Building Strong
Descriptive data for the brands is presented in Table I, whilst Table II out-
Brands Through the lines primary growth objectives for respondents.
Management of
Integrated
Marketing Table I: Profiling Brand Position
Communications Main Market for Brand % Case Sales in Main Market %

Australia 78.6 Less than 10k 37.9

New Zealand 11.7 10-50k 39.8
UK 8.7 50-100k 5.8
Other 1.0 100-150k 3.9
Total 100.00 150-200k 6.8
Greater than 200k 5.8
Total 100.00

Price Segment % Market Share in Main Market %

Less than $10 10.7 Less than 1% 59.2

S10-15 17.5 1-5% 27.2
$15-20 40.8 5-10% 5.8
S20-25 19.4 10-15% 1.0
Greater than S25 11.7 Greater than 15% 6.8
Total 100.00 Total 100.00

Age of Brand %

Less than 1 year old 1.9

1-3 years 6.8
3-6 years 16.5
6-9 years 8.7
Greater than 9 years 66.0
Total 100.00

A strategy of growing in existing markets (Table II) means that com-

munications designed to improve market share must be considered.

For brands targeting increased growth in their current market, this may
be oriented around direct and mass-media communications aimed at in-
creasing overall frequency of wine consumption by current users, drawing
customers from competitors and substitute products such as beer, or bring-
ing non-users into the market - a difficult task in the highly competitive and
fragmented alcohol markets. For managers targeting new markets, wine
brand related communications activities will need to focus on channel adop-
tion and establishing brand awareness (both in terms of recall and particu-
larly point-of-purchase recognition), trial, and repeat purchase. In both
cases, adopting a strategic and integrated approach to marketing communi-
cations will facilitate these growth-related goals. Building Strong
Brands Through the
Linking Integration and Performance
Management of
This section examines the relationships that exist in the data between the Integrated
level of integration reported by respondents, with regard to their brand com- Marketing
munications practices, and their self-reported brand-related performance Communications
Firstly, a correlation analysis was employed to determine if any relationship
existed between the five IMC constructs and two primary performance di-
mensions (Table III). The underlying rationale being that the constructs of
IMC help facilitate overall brand performance. The measures of perform-
ance had a multi-dimensional flavour and employed eight metrics represent-
ing two basic dimensions:
1. Profitability-related performance - evaluation of market share
growth, sales growth, overall profitability, and premium pricing.
2. Market Impact-related performance - evaluation of comparative
brand awareness, customer satisfaction and loyalty, and level of
trade cooperation.

Table II: Growth Objectives

Current Market Position % Primary Growth Objective %

Market leader 12.6 Maintain current position 10.7

Market challenger 11.7 Grow existing markets 40.8
Stable middle 21.4 Expand into new markets 46.6
Successful niche 47.6 Other 1.9
Struggling 6.8 Total 100.00
Total 100.00

A statistically strong relationship was observed between the Interactiv-

ity construct and the Strategic Consistency construct on both performance
dimensions. A weaker relationship was observed between the Planning and
Evaluation construct and Market impact-related performance. No signifi-
cantly strong relationship was observed between Mission Marketing and
Organizational Infrastructure constructs and either performance dimension.
Overall aggregated IMC was found to have significant impacts on both
market-related and profit-related performance.
The results suggest that performance in the context of this wine industry
sample is driven predominantly by the level of interactivity related to the
ability of managers to have access to data on customers on which to base mar-
keting and communications related decisions, and also by the strategic con-
sistency of the communications tools and messages employed in targeting
their customers. Significant influence on market-related performance also

Volume 14 Number 3 2002 45

 exists from the planning and evaluation construct - i.e. the process of re-
Building Strong viewing communications, marketing plans, and how they facilitate contacts
Brands Through the and relationships with customers.
Management of In order to interpret the impact of the level of integration achieved by
Integrated respondents on performance, the sample was divided into two groups repre-
Marketing senting high and low marketing communications integration (median of an
Communications overall summation of IMA scale means). Each of the various performance
metrics for the two primary dimensions were then compared using a t-test
(independent samples). Table IV reports the results for the profitability-
related performance dimension scale items.

Table III: Impact of IMC Constructs on Performance

IMC Constructs Impact-Related Profit-Related
Interactivity .341++ .255++
Mission Marketing .147ns .136ns
Org Infrastructure .130ns .147ns
Strategic Consistency .274++ .199+
Planning & Evaluation .242+ .142ns
Overall (Aggregate) IMC .330++ .256++
++ Significant at the 0.01 level
+ Significant at the 0.05 level

High integration respondents suggested that they performed better

(statistically) than lower integrated respondents with regard to overall total
sales income, but not for any other profitability related measures.

Table IV also reports the results for the market impact-related perform-
ance dimension. Significant differences were observed for all metrics.
Higher integration in marketing communications management appears to be
associated more with market impact-related performance than profitability-
related performance. In the context of the wine industry this is of some sig-
nificance as current global market changes mean that firms with higher lev-
els of brand awareness, customer loyalty, and satisfaction, and whom enjoy
higher levels of trade support, are those brands that are more likely to
achieve on-going success in maintaining their position on retail shelves and
restaurant lists - perhaps translating into greater total sales income.

Driving Performance Through IMC

In order to further determine what factors might be driving performance dif-

ferences between high and low integration respondents a series of t-tests

46 International Journal of Wine Marketing

 Table IV: Differences in Performance
Market Impact-Related Performance Profitability-Related Performance
Building Strong
Brands Through the
Brand Awareness Low 2.98 Market Share Low 2.71
High 3.67++ High 3.04 ns
Management of
Integrated
Customer Satisfaction Low 3.69 Profitability Low 3.09
Marketing
High 4.02++ High 3.38 ns
Communications
Customer Loyalty Low 3.49 Total Sales Income Low 2.71
High 4.00++ High 3.15 +
Trade Support Low 3.02 Premium Prices Low 3.47
High 3.54++ High 3.69 ns
** Significant at the 0.01 level * Significant at the 0.05 level

were conducted for each of the five IMA constructs. Results for each con-
struct are found in the following tables.
Firstly (Table V), the organisational infrastructure construct reflects
how well cross-functional interactions support the development of brand eq-
uity, and how well those responsible for managing communications pro-
grammes actually understand the strengths and weakness of the marketing
communications tools they employ. High integration respondents felt they
had a better understanding of IMC tools and that cross-functional contact be-
tween the members of the organisation involved in marketing communica-
tions activities, and between the organisation and their agencies, was better
than low integration respondents.
With regard to Interactivity (Table V), high integration respondents
also performed better in the activities that link the firm to their customers.

Table V: Organisational Infrastructure and Ineractivity Level Integration

Organisational Infrastructure Interactivity
All responsible for Low 3.96 Balanced media Plan Low 2.58
Reputation High 4.25 ns High 3.46 **
Understand IMC tools Low 3.45 Customer com- Low 3.07
High 4.13 ** plaint/Inquiries High 4.13**

Internal marketing of Low 3.05 Database employed Low 2.16

objectives High 3.79 ** High 3.94 **
Regular agency con- Low 2.85 Database User Friendly Low 2.95
tact High 3.31 ** High 3.94 **
Scale Mean Low 3.33 Scale Mean Low 2.69
High 3.87 ** High 3.86**
** Significant at the 0.01 level * Significant at the 0.05 level

Volume 14 Number 3 2002 47

 Creating a desired market-back focus in the implementation of IMC requires
Building Strong that firms develop mechanisms for understanding customer needs and, im-
Brands Through the portantly, enable decision makers to have easy access to customer informa-
Management of tion (Kitchen and Schultz, 1999; Stewart, 1996). This connection needs to
be balanced by a media plan that employs appropriate mass and targeted
Integrated
communications media.
Marketing
Communications On one level, Mission Marketing (Table VI) is the driving force behind
achieving a unified effort in the development of strong market-based assets.
The mission statement of the firm should provide strategic direction for
those involved in developing marketing communications programmes, and
also aid in creating the corporate culture that understands and legitimises the
role of marketing communications in driving stakeholder value and profits.
Higher integration respondents performed significantly better on all scale
items related to mission marketing.

Table VI: Mission Marketing and Strategic Consistency Level Integration

Mission Marketing Strategic Consistency

IMC planning related Low 3.24 Marketing plan Audit Low 3.53
to Mission High 4.29 ** High 4.50 **

Mission promoted to Low 2.64 Conceptually broad Low 3.22

Stakeholders High 3.94 ** promotional themes High 4.15**

Social sponsorship is Low 2.38 Message Consistency Low 3.96

Concentrated High 2.83* High 4.73 **

Scale Mean Low 2.75 Scale Mean Low 3.57

High 3.69 ** High 4.46 **

** Significant at the 0.01 level

* Significant at the 0.05 level

The Strategic Consistency construct (Table VI) is also critical to IMC

success and performance, and reflects the co-ordination of messages that
create or stimulate brand images, reputations and positions, in the mind of
the customer. Firms that fail to plan for strategic consistency run a greater
likelihood of confusing customers and failing to own any position in the
mind of the consumer. Higher integration respondents performed signifi-
cantly better in terms of strategic consistency. Lower integration respon-
dents need to give greater consideration to this area or they will be left
behind as the pace of competition increases.

Planning and Evaluation (Table VII) in the context of IMC can be more
complex than traditional communications planning because it takes into

48 International Journal of Wine Marketing

 Table VII: Planning and Evaluation Level Integration
Building Strong
Planning and Evaluation
Brands Through the
SWOT for IMC Low 2.89 Management of
High 3.94 ** Integrated
Marketing
Zero-based planning Low 2.78
High 3.17*
Communications

Strong consumer focus for IMC Low 3.42

High 3.81 *

Tracking is undertaken Low 2.45

High 3.42 **

Strategic leverage marcom strengths Low 2.96

High 3.83 **

Relationship marketing Low 3.89

High 4.56 **

Scale Mean Low 3.07

High 3. 79 **

** Significant at the 0.01 level * Significant at the 0.05 level

consideration more target audiences, makes more use of addressable media

and messages, and employs more two-way communication. Integrated mar-
ket and communications planning also employs a customer perspective to
analyse the company, brand and competitive situation (Duncan and Mori-
arty, 1997).
High integration respondents performed significantly better on all scale
items. Of particular importance is the need for a SWOT analysis to enable a
better understanding of how marketing communications tools and strategies
can leverage situations of opportunity and overcome weaknesses. These re-
spondents also subscribe more strongly to the concept of relationship mar-
keting in order to maintain the connection with key stakeholders.
Discussion
The findings from this research suggest that there is a relationship between
an integrated approach to managing marketing communications and per-
formance, and that firms should strive for improved integration of all com-
munications activities related to building strong brands. The research also
acknowledges that integrated marketing communications is a cross-
functional process for managing profitable relationships by bringing people
and organisational learning together in order to maintain strategic consis-

Volume 14 Number 3 2002 49

 tency in brand communications, facilitate purposeful dialogue with custom-
Building Strong ers and other stakeholders, and promote a corporate mission that increases
Brands Through the brand trust (Duncan and Moriarty, 1997).
Management of As the global wine market becomes significantly more competitive
Integrated through an explosion in brand competition, changes to channel structure and
Marketing concentration, and slow overall growth in consumption, firms must ensure
Communications that they adopt this more strategic approach to planning and implementing
marketing communications. In the wine marketing environment the devel-
opment of strong market based assets (of which brands are an important as-
pect) will drive success and drive superior return on investment. The
fundamental drivers of strong market based assets revolve around both
brand equity and channel equity - both are built through sound marketing
communications activities designed to position brands and establish a dia-
logue with key stakeholders, including final consumers, channel partners,
and trade customers.
In conclusion, this research has provided a first step into a more de-
tailed examination of the IMC and performance relationship, and in creating
superior brand performance in the context of the global wine industry. Obvi-
ously multi-country research and analysis is required before strong conclu-
sions can be drawn on the performance implications of IMC. Nevertheless,
early indications are of an important relationship, and companies that move
to adopt IMC first may indeed reap a number of significant performance-
related benefits.
Acknowledgements
In preparing this paper, thanks go to former students of the Adelaide Univer-
sity Graduate Diploma in Wine Business - Trent Johnson, Mike Ratcliffe,
Kari Skrip and James Wilson. Each of these students had a role in the collec-
tion of wine industry data.

50 International Journal of Wine Marketing

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Building Strong
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