International Marketing

qwertyuiopasdfghjklzxcvbn
mqwertyuiopasdfghjklzxcvb
nmqwertyuiopasdfghjklzxcv
bnmqwertyuiopasdfghjklzx
cvbnmqwertyuiopasdfghjkl
zxcvbnmqwertyuiopasdfghj
klzxcvbnmqwertyuiopasdfg
hjklzxcvbnmqwertyuiopasdf
ghjklzxcvbnmqwertyuiopas
dfghjklzxcvbnmqwertyuiop
asdfghjklzxcvbnmqwertyuio
pasdfghjklzxcvbnmqwertyu
iopasdfghjklzxcvbnmqwerty
uiopasdfghjklzxcvbnmqwer
tyuiopasdfghjklzxcvbnmqw
ertyuiopasdfghjklzxcvbnmq
wertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbn
INTERNATIONAL
MARKETING
6/29/2019
Student name

INTERNATIONAL MARKETING 1
Executive Summary
New Zealand is considered popular for wine industry since centuries; wine is
generally produced in cool climate, maritime winegrowing areas. The
report’s purpose is to assess one of the major wine producers of New
Zealand, for which the strategy and environment of the business would be
analyzed critically, along with the appropriate recommendation to the
company. Delta wine company is dealing in the integration of three wine
companies founded in 2000. The product line of the company includes Pinot
Gris, Hawke’s Bay merlot, chardonnay, and sauvignon blanc. Delta wines
have been working for different, variety of the product with maintaining the
highest quality product.
While conducting business in more than one nation, the recommended
strategy for the Delta wines among the multi market and global strategy
would be the global strategy. Between the concentration and diversification,
the most appropriate strategy would be diversification. The target market
and segmentation strategy of Delta wines would be global as well, and the
wine consumers are the major customer of the company for which it is
preferred to have a global strategy. The most suitable mode of entry for
Delta Wines would be indirect and direct exporting, that is selling goods in
the foreign market through agents and distributors. The key
recommendations for the company include Price differentiation,

INTERNATIONAL MARKETING 2
Enhanced use of technology, Innovative packaging, and promoting
online sales.

INTERNATIONAL MARKETING 3
Contents
Executive Summary.........................................................................................1
Part One: Situation Analysis.............................................................................3
Part Two: Strategy...........................................................................................4
Competitive Strategy....................................................................................4
Country/Market Choice.................................................................................5
Strategic Objectives.....................................................................................6
Global v Multi-market strategy.....................................................................7
Concentration v/s Diversification..................................................................8
Target Markets/Market Positioning...............................................................8
Mode of entry outlined if entering new markets...........................................9
Part Three: Planning and Implementation.....................................................10
Marketing Mix.............................................................................................10
Labeling......................................................................................................14
Part Four: Key measurements.......................................................................14
Recommendations.........................................................................................16
References.....................................................................................................18

INTERNATIONAL MARKETING 4
Part One: Situation Analysis
New Zealand is considered to be the wine industry since centuries, it is
generally produced in cool climate, maritime winegrowing areas. New
Zealand has a world-class reputation for well-made and high quality wines.
Considering the significance of this industry for economy of New Zealand, it
can be said that as per the statistics observed in 2004 the estimated
turnover was $2 billion and the country is large exporter of wine, which
reflect that the opportunity for wine producers are high with great
opportunity to expand business through exporting in foreign market. The
report’s purpose is to assess one of eth major wine producer of New Zealand,
for which the strategy and environment of the business would be analyzed
critically, along with the appropriate recommendation to the company. The
company considered for the discussion includes delta wines (Baker & Bowen,
2015).
Delta wine company is dealing in the integration of three wine companies
founded in 2000. The three gurus of wine makers of New Zealand has
invested time over the company planning and initiated the business
collectively. They were able to identify a site that found to be ideal for
harvesting and production of highest quality pinot noir. The investment was
identified to be paid off through various awards for high profile quality for the
pinot noirs. Moreover, the company was able to identify various other sites
and the opportunity to grow the business through the production of unique

INTERNATIONAL MARKETING 5
and exceptional wines. In addition to this, the company included various
varieties to the business unit and portfolio. The product line of the company
includes Pinot Gris, Hawke’s bay merlot, chardonnay, and sauvignon blanc
(deltawines, 2019). Since the land is considered one of the wine growing
lands, it can be identified that the competition is high in the industry. The
competitive scenario would be discussed in the report through the use of
porter’s five-force model that is the strategic model to assess the industry.
Considering the company statistics and success rates, the key strengths of
the company includes the high quality and availability of the site for wine
production. Moreover, human resource are another key strength of the
company as the key makers of the company were experienced and were
considered to be the wine industry gurus. However, the key weakness of the
company included increased competition in New Zealand and increased the
cost of production in order to maintain the quality (Betton, 2017).