A Functional and Symbolic Perspective To Branding Australian SME Wineries

Journal of Product & Brand Management
A functional and symbolic perspective to branding Australian SME wineries

James Mowle Bill Merrilees
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James Mowle Bill Merrilees, (2005),"A functional and symbolic perspective to branding Australian SME wineries", Journal of
Product & Brand Management, Vol. 14 Iss 4 pp. 220 - 227
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Subodh Bhat, Srinivas K. Reddy, (1998),"Symbolic and functional positioning of brands", Journal of Consumer Marketing, Vol.
15 Iss 1 pp. 32-43 http://dx.doi.org/10.1108/07363769810202664
Gillian Horan, Michele O'Dwyer, Siobhan Tiernan, (2011),"Exploring management perspectives of branding in service SMEs",
Journal of Services Marketing, Vol. 25 Iss 2 pp. 114-121 http://dx.doi.org/10.1108/08876041111119831
Frank B.G.J.M. Krake, (2005),"Successful brand management in SMEs: a new theory and practical hints", Journal of Product
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A functional and symbolic perspective to

branding Australian SME wineries
James Mowle and Bill Merrilees
Department of Marketing, Griffith Business School, Griffith University, Gold Coast, Australia
Abstract
Purpose This study proposes investigating the branding of small to medium-sized enterprise (SME) wineries in an Australian context. By taking a
qualitative approach, the theory building research seeks further to understand branding from the perspective of the SME winery, and in doing so, go
some way in addressing the current deficit in the literature.
Design/methodology/approach Bhat and Reddys conceptualisation of brand functionality and symbolism is used as a branding framework to
underlie the research. A multiple case study design was adopted as a research method to provide case data on eight SME wineries. Data were collected
through in-depth interviews with the owner/manager of each winery, direct observation and document analysis.
Findings The findings are presented in the form a model of SME winery branding, which, in addition to distinguishing two approaches to branding,
highlights the functional and symbolic values inherent in the brand. The findings endorse the notion that brands can simultaneously have both
functional and symbolic appeal. More radically, the emergent model suggests interdependence between the functional and symbolic properties of
branding.
Practical implications Practically, the findings highlight the importance of developing the symbolic values associated with the brand, which
represent a more sustainable competitive advantage.
Originality/value By establishing a tentative theory on SME winery branding, this study has begun to address the current deficit in wine marketing
literature and has set a foundation for further research.
Keywords Branding, Small-to-medium-sized enterprises, Winemaking, Australia
Paper type Research paper
future (Beverland, 2000; Getz, 2000; Lockshin, 1997).

Indeed, Reid (2002, p. 37) notes that the development of
strong and desirable brands will be paramount to the future
success of all wine companies. Despite this general
consensus, it appears that little empirical research has been
undertaken on this aspect of the wine industry, particularly
regarding small and medium-sized (SME) wineries.
Acknowledging this and many other gaps in current
literature, academics have commented on the need for more
research to be undertaken on all aspects of the industry,
particularly through case studies and comparisons of
successful wineries, to further the knowledge in the area
(Dowling and Getz, 2001; Hall et al., 2000; Getz, 2000).
Despite the vital role that brands play in the successful
marketing of wine, there appears to be a paucity of empirical
research into branding in the wine industry. Beyond the
recommendation that wineries place an increased emphasis
on branding in their strategy, very few studies detail the
concept of branding from the perspective of the winery.
Additionally, marketing related inquiry focusing specifically
on SME wineries has been minimal. Considering that 85 per
cent of wineries in Australia can be classified as small, and a
further 4 per cent classified as medium (ACIL, 2002), the
lack of research regarding SME wineries appears concerning.
This study aims to contribute to the research that is needed to
fill a significant gap in the literature concerning marketing and
branding of SME wineries. Guided by the research question
How do small and medium-sized wineries in Southeast
Queensland and the Canberra District approach branding in
their marketing?, this research inductively seeks further to
understand branding from the perspective of the SME winery.
An executive summary for managers and executive

readers can be found at the end of this article.
Introduction
The Australian wine industry has witnessed phenomenal
growth in the number of wineries in recent years, growing
from 530 in 1990 to more than 1,600 presently.
Accompanying this growth has been a trend of market
domination, with 94 per cent of Australias production now
accounted for by just 20 companies. Furthermore, retail
consolidation led by the Australian supermarket chains is
leaving the remaining wineries, of which 85 per cent are small
producers, struggling to obtain shelf space in liquor stores
(Evans, 2002). These characteristics have made the
Australian market highly fragmented and increasingly
competitive, forcing many wineries to place increasing
emphasis on cellar door sales for survival (ONeill et al.,
2002; Getz, 2000).
This competitive environment has prompted many
academics to comment on the need for increased emphasis
on marketing, particularly branding, to ensure success in the
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14/4 (2005) 220 227
q Emerald Group Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/10610420510609221]
220
A functional and symbolic perspective to branding
Volume 14 Number 4 2005 220 227
Literature review
Conceptual framework
The process of branding has been around for centuries as a

means to distinguish the goods of one producer from those of
another (Keller, 2003). Although various definitions appear in
the literature, a brand can essentially be described as an
identifiable product, service, person or place, augmented in
such a way that the buyer or user perceives relevant, unique,
sustainable added values which match their needs most
closely (de Chernatony, 2001, p. 9). This definition of a
brand highlights the added values that the consumer perceives
inherent in a brand. Numerous discussions in the literature
separate these added values into two, with a brand delivering
functional value and symbolic value (Bhat and Reddy, 1998;
de Chernatony et al., 2000; Belen del Rio et al., 2001;
Meenaghan, 1995; Park et al., 1986; Travis, 2000).
Functional values associated with a brand relate to the
tangible, rationally assessed product performance benefits
that satisfy consumers practical needs (de Chernatony et al.,
2000; Bhat and Reddy, 1998). Although it is important to
promote functional differences in the brand, de Chernatony
et al. (2000) note that symbolic values are more sustainable as
a form of differentiation than functional values. Symbolic
values associated with the brand, also termed emotional
values, relate to the intangible feelings and symbolic benefits
that satisfy the consumers self-expression needs (Bhat and
Reddy, 1998). Meenaghan (1995) additionally comments that
it is the symbolic values inherent in a brand that send social
signals on behalf of their consumers. Bhat and Reddy (1998)
further highlight the multidimensional nature of brand
symbolism, asserting that brands do not have to be
positioned as prestige to tap into the symbolic needs of the
consumer. Hence, the symbolic values may relate to a
consumers personality or self concept that includes
fashionability, freedom of expression, prestige and
exclusivity (Bhat and Reddy, 1998).
Park et al. (1986) first proposed that a brand concept can
either be functional or symbolic, with brands positioned as
either, but not both. Bhat and Reddy (1998) further advanced
the theory by proposing that functionality and symbolism are
separate components, with it being possible for a brand to
have both symbolic and functional appeal. Therefore, it
appears that consumers do not have any trouble accepting
brands that have both symbolic and functional appeal (Bhat
and Reddy, 1998). De Chernatony et al. (2000), who propose
that the value of a brand is a multidimensional construct
which includes both functional and symbolic benefits as
perceived by consumers, further support Bhat and Reddys
(1998) findings.
As wine has increasingly been regarded as a lifestyle product
(WFA, 2002), it seems beneficial to embrace the concept of
symbolic value that relates to consumers self expression needs
in research on branding in the wine industry. Apart from Getz
(2000), who notes that a brand requires a blending of
functional and symbolic values, Lockshin et al. (2000) appear
to be the only authors who discuss a brands functional and
symbolic values in the context of the wine industry. Lockshin
et al. (2000), without an apparent empirical basis, adopt Bhat
and Reddys (1998) proposition that brands can
simultaneously have both functional and symbolic appeal
and recommend to practitioners that equal importance be
placed on developing both the functional differences and the
symbolic values of wine brands.
In theory building research, no matter how inductive the

approach, a prior view is needed of the general constructs or
categories that are to be studied (Voss et al., 2002). Miles and
Huberman (1994) suggest doing this through construction of
a conceptual framework. Such a framework underlies the
research by explaining, either graphically or in narrative form,
the main things that are to be studied and compels the
researcher to think carefully and selectively about the
constructs and variables to be included in the study (Voss
et al., 2002). Hence, the conceptual framework guides the
theory development process by providing a tentative
framework within which it is anticipated that the questions,
theory and data fit together (Fawcett and Downs, 1992).
Much of the extant literature relating to winery operations
and marketing generally distinguishes two types of wineries:
those who focus predominantly on production and those who
have an additional focus on marketing (Beverland, 2000;
Getz, 2000; Reid, 2002; Shelton, 2001). Shelton (2001)
terms the two general types product driven wineries and
market driven wineries. Getz (2000) presents the most
concise description of these two general types. He notes that a
portion of the wine industry is focused on production, while
other wineries have a dedicated marketing strategy in addition
to ensuring a focus on production.
The two-type separation of winery operations described
above forms the basis of the conceptual framework. Shown in
Figure 1, the model presents a tentative prediction of the
emergence of two approaches to branding based on branding
sophistication.
The first predicted type that guided the investigation is one
with a low level of branding sophistication. Based partially on
previous descriptions in the literature of product driven
wineries, this typology is characterised with a dominant focus
on the production of wine and a relatively limited approach to
marketing and promotion aspects such as branding.
The second predicted type that guided the investigation is
one with a higher level of branding sophistication. Based
partially on previous descriptions in the literature of wineries
with both a focus on production and a dedicated marketing
strategy, this typology is characterised with an increased focus
on marketing and promotion aspects such as branding.
The case research method, anchored in the qualitative
research domain, was used to reveal the details and profile the
characteristics of each of the two typologies. Bhat and Reddys
(1998) brand theory, discussed previously in chapter two, was
used to interpret this information in terms of the functional
Figure 1 Conceptual framework: typology of two approaches to SME
winery branding
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Volume 14 Number 4 2005 220 227
and symbolic values of each case brand. Additionally, it is

important to highlight the tentative nature of the conceptual
model. Establishing the possibility of two general approaches
to branding provided a frame of reference to focus on certain
themes throughout the investigation. Therefore the two-type
typology was open to modification during the case research
process, depending on the emergent findings.
Case selection
The population of interest for this research situation consisted
of small and medium- sized wineries that operate a cellar door
sales outlet in Southeast Queensland and the Canberra
District. A winery is described by ACIL (2002) as being small
or medium if it produces between 1,500 and 75,000 cases of
wine a year. As advocated by Eisenhardt (1989), cases were
carefully selected for theoretical, not statistical reasons. A
maximum variation sampling method selected cases to fill
theoretical categories and seek diversity in three critical
categories: winery size; winery age; and the facilities provided
at the cellar door. Cases were selected from two separate areas
of Australia in order to achieve further variation in the
characteristics of the wineries. Furthermore, due to the
relative infancy of the Queensland wine industry, more
established wineries were incorporated into the research by
investigating Canberra District wineries.
A total of eight wineries were investigated as part of the
study, five from Southeast Queensland and three from the
Canberra District. Throughout data collection, Eisenhardts
(1989) concept of theoretical saturation guided the decision
to discontinue adding cases to the study. Theoretical
saturation prescribes that the adding of cases can
discontinue when incremental learning is minimal because
the phenomena observed has already seen before (Eisenhardt,
1989). Therefore, while also considering the issue of time
constraints, the decision to discontinue adding cases after the
eighth case study was made as the incremental learning was
expected to be minimal.
Research method
Qualitative case study
Being an exploratory study into an under-researched topic
area, the research employed qualitative, theory building
techniques to understand branding further from the
perspective of the SME winery owner or manager. The
research closely adhered to the Eisenhardt (1989)
methodological framework of building theory from case
study research. Such a framework requires clear research
questions, selecting cases in a purposeful way, using semistructured protocols, overlapping data collection and data
analysis and analysing cases on a within-case and across-case
basis.
Yin (2003, p.13) describes a case study as:
[. . .] an empirical inquiry that investigates contemporary phenomena within
its real-life context, especially when the boundaries between the phenomena
and context are not clearly evident.
Such an approach enabled a holistic perspective to be taken

on the branding practices of the wineries with all of the
potentially rich and meaningful characteristics of a marketing
program being examined (Yin, 2003). The case study method
typically incorporates numerous data sources to provide a
fuller picture of the business unit under study, but often relies
primarily on personal interviews and unobtrusive observation
during data collection (Bonoma, 1985).
Data collection
Data were collected through in-depth interviews with the
owner/manager of each winery, direct observation and
document analysis. The use of these three sources of
evidence provided a more complete picture of each case
under investigation and enabled the corroboration of any fact
or finding for which there were reservations about (Yin,
2003).
A case study protocol and a semi-structured interview
protocol were used to help address reliability issues and
ensure a degree of systemisation in the procedures and
questions over the multiple cases. Each interview generally
lasted for approximately an hour, but ranged from 40 minutes
to two hours. The interviews remained open ended and
assumed a conversational manner, while ensuring the
discussion addressed the set of questions outlined in the
protocol. Questions were kept deliberately broad to allow
respondents as much freedom in their answers as possible. To
ensure that all ideas and insights of the interviewees were
noted accurately, a tape recorder was used in addition to note
taking during the interview process. Data were transcribed
from the cassette tapes with the transcripts sent back to
participants to check for accuracy and clarify any confusion or
inconsistencies.
Case study design

Case study designs can be categorised as single or multiple
case designs as well as either holistic or embedded designs
(Yin, 2003). A multiple, holistic case study design was used to
investigate the branding of eight SME wineries in two regions
of Australia: Southeast Queensland and the Canberra
District. The decision to use a holistic approach to the case
design was based largely on the small nature of the wineries
under investigation, limiting the division of the organisation
into smaller sub-units. The decision to adopt a multiple case
study design was based on the contrast and diversity that is
achieved from investigating multiple cases. Eisenhardt (1989)
notes that multiple-case studies are a powerful means to
create theory, with the contrast and diversity contributing to
the richness of the resulting theory.
Methodological soundness
An important factor in any research design is establishing
methodological soundness. Strong measures can be taken to
build rigour into case study research at the research design,
data collection and data analysis stages (Parkhe, 1993). In
addressing validity and reliability, Yin (2003) presents several
case study tactics for dealing with these issues. The tactics
used in this research to address the issues of construct validity,
internal validity, external validity and reliability are presented
in Table I.
Data analysis
Data analysis and data collection overlapped, with cases being
analysed individually before incrementally analysing across
the cases throughout the data collection process. Miles and
Hubermans (1994) matrix analysis technique and Yins
(2003) concept of pattern matching were used to analyse the
case study evidence and systematically compare the emergent
themes, concepts and theory with the case data.
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Volume 14 Number 4 2005 220 227
Table I Case study tactics for methodological soundness

Tests
Case study tactic
Phase of research in which tactic occurs
Construct validity
Use of multiple sources of evidence

Establish chain of evidence
Have key informants review interview transcripts
Pattern matching
Address rival explanations
Use of multiple case design
Replication logic using analytical generalisation
Case study protocol
Semi-structured interview protocol
Develop case study database
Data collection
Data collection
Data collection
Data analysis
Data analysis
Research design
Research design
Data collection
Data collection
Data collection
Internal validity
External validity
Reliability
Source: Yin (2003)
Findings
1
2
3
4
5
6
The characteristics of each of the eight cases are summarised

in Table II. A range of ages, sizes, and ways of doing business
were witnessed across all cases.
Analysis of the case study data resulted in the emergence of
a model of SME winery branding, shown in Figure 2.
Detailed within the model are two approaches that the
wineries under investigation were seen to employ to brand
their winery. The first approach has been termed product
driven branding, with the second approach termed marketing
driven branding. Three of the wineries investigated were
found to implement product driven branding, with the
remaining five wineries investigated found to implement
marketing driven branding. In addition to distinguishing two
approaches to branding, the model also details the functional
and symbolic values inherent in the SME winery brand.
Although differences emerged as to how the wineries
approached their branding, all of the wineries were found to
have several common features that acted as a foundation to
their branding. The combination of these features can be
regarded as essentially inherent in the nature of SME wineries
and acting as a generic base common to both approaches to
branding, illustrated in Figure 2. Six common factors were
found to make up this foundation:
Product-driven branding
Wineries identified with product-driven branding had their
main form of differentiation, and therefore their brand, based
around the wine itself. Therefore, beyond the generic base,
the product created the brand and the brand signified the
wine. The wineries identified with product-driven branding
displayed several common characteristics that differentiated
them from their marketing driven counterparts. Considered
to be common traits of the wineries with product driven
branding, these characteristics are:
.
the focus at the cellar door being on the wine;
.
personal approach where visitors can meet the winemaker;
and
.
a limited amount of marketing and promotion.
As illustrated in Figure 2, the wineries with the productdriven approach to branding exhibited a brand with dominant
functional values that arose from characteristics of the wine,
such as the quality, taste, variety or value for money. The
symbolic values associated with the brand were also tied to the
product component, and therefore had a strong
interconnection with the functional values. Providing an
illustration of the product driven approach to branding is the
following quote from the winemaker of Winery 6:
Table II Descriptions of case study wineries

Case no.
Region
Annual production
(cases)
Facilities
Winery 1 Southeast Queensland
2,500
4,500
900
Winery 4 Canberra District

3,500
1,500
4,000
3,000
60,000
producing a premium product;

conveying an image of quality wines;
using a name and symbol to represent the winery;
forming business relationships and networks;
participating in regional events, festivals and shows; and
providing friendly service at the cellar door.
Were very quality focused and quality driven . . . the wines are not cheap . . .
its part of how we promote ourselves to be of high quality and maybe hard to
find, but theyre worth the search. Thats the kind of image that we like to
maintain (winemaker, Winery 6).
Cellar door
Celler door
Dining facilities
Celler door
Dining facilities
Celler door
Dining facilities
Cellar door
Cellar door
Celler door
Dining facilities
Celler door
Dining facilities
As described by the winemaker of Winery 6, the brand

exhibited quality-focused product characteristics (product
component), resulting in the wine being high quality
(functional value), high priced and perhaps hard to find.
Such product characteristics resulted in an image of prestige
and exclusivity (symbolic values).
Marketing-driven branding
Wineries identified with marketing driven branding developed
their brand with a more holistic approach that encompassed
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Volume 14 Number 4 2005 220 227
Figure 2 Two emergent approaches to branding: product driven branding and marketing driven branding
Discussion and conclusion
the experience at the winery as well as the wine. Therefore,

the marketing driven approach comprises an experiential
component in addition to the generic base for branding and
the product component.
Largely resulting from a marketing driven desire to create a
total wine experience, the experience component further
differentiated the SME winerys brand. Consequently, the
experience contributed to a more holistic brand for the winery
that encompassed an experience for visitors in addition to the
wine.
The wineries identified with marketing driven branding
displayed several common characteristics that differentiated
them from their product-driven counterparts. Considered to
be common traits of the wineries with marketing driven
branding, these characteristics are:
.
a focus at the cellar door on an experience;
.
a greater emphasis on marketing and promotion; and
.
extending the product range to merchandise.
Two main findings of the research contribute to the better

understanding of how SME wineries approach branding in
their marketing:
1 the emergence of two approaches that the SME wineries
took for branding; and
2 the identification of functional and symbolic values
inherent in the SME winery brand.
The identification of two approaches to branding, although
not discussed previously in relation to brand development,
appears to be supported by literature discussing the
operational focus of wineries. As established previously, the
literature relating to winery operations generally distinguishes
two types of wineries: those who focus predominantly on
production and those who have an additional focus on
marketing. The identification of wineries with a product
driven approach to branding appears to identify with AliKnight and Charters (1999)regard for some wineries being
predominantly focused on wine production. However, the
findings of this study conflict with Ali-Knight and Charters
(1999) view that these wineries have little understanding of
marketing. Several SME wineries identified to have a product
driven approach to branding were found to have a sound
understanding of marketing and how to brand their wines
effectively. The identification of wineries with a marketing
driven approach to branding appears to identify with Getzs
(2000) regard for some wineries to have a dedicated
marketing strategy that incorporates tourism to build brand
equity. Building on this description, the current research has
highlighted the role the experience at the winery, and its
associated symbolic values, plays in the in the development of
the brand.
The identification of functional and symbolic values
associated with the SME winery brand is well supported by
the current theoretical framework on brand functionality and
symbolism. Bhat and Reddys (1998) theoretical framework
asserts that a brand represents both functional performance
attributes and intangible symbolic values for the consumer.
Although the wineries identified with marketing driven

branding still had prevalent functional values to their brand,
they also had a greater symbolic value to the brand. Rather
than being tied to the product, the symbolic value was largely
developed through the experiential component of the
branding.
Illustrating the incorporation of the experience into the
brand is the following comment from the marketing manager
of Winery 8.Its all about enjoying the wine. So the views, the
grounds . . . its enjoying life. So every time you pick up a
bottle of [Winery 8] wine, you think Im going to have a
good time, its about fun and enjoyment. He [the
winemaker] wants to give them an easy drinking Queensland
wine (marketing manager, Winery 8).As described by the
marketing manager of Winery 8, the winery provided a laidback, enjoyable experience at the winery (experience
component), resulting in the feelings of fun, enjoyment and
having a good time (symbolic value) being associated with the
brand. Such added values are reinforced by the easy-to-drink
characteristics of the wine (functional value) and its associated
emotional values of enjoyment.
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Both of the emergent approaches to branding resulted in

functional and symbolic values associated with the SME
winery brand, a finding that is supported by Bhat and Reddys
(1998) notion that brands can simultaneously have both
functional and symbolic appeal.
Regardless of whether a SME winery implements a strategy
of product driven branding or marketing driven branding,
skills are needed to identify and manage the desired functional
and symbolic values of the SME winery brand. With
de Chernatony et al. (2000) indicating that the symbolic
values are a more sustainable form of differentiation than
functional values, an emphasis on developing the symbolism
inherent in the brand should be rewarded with more
sustainable differentiation.
findings support Getzs (2000) notion that there is more than

one possible strategy for wineries to adopt for success.
The case findings and the emergent model also present a
tentative theory on how to enhance the branding element of
the SME winery. Illustrated by the differences in the two
approaches, the framework presents a multi-stage process of
branding which builds on the functional aspect of the wine
with an experiential aspect that can be regarded as designed,
controlled and marketed to further enhance or reinforce the
symbolic values that consumers associate with the SME
winery brand.
Implications for practice

From a managerial viewpoint, the findings highlight the
importance of developing the symbolic values associated with
the brand. Previous literature suggests that the symbolic/
emotional values of the brand are more sustainable as a form
of differentiation and harder for competitors to replicate (de
Chernatony et al., 2000). Therefore it is essential that
managers and operators of SME wineries understand what
values they want the brand to deliver to consumers and ensure
the brand consistently represents these values. The symbolic
values may identify with feelings of prestige, exclusivity,
fashionability, laid-back enjoyment, sophistication, tradition
or countless others. However, care must be taken to ensure
that both the functional values and the symbolic values convey
a similar concept for the consumer. For example, a brand
associated with an symbolic value of laid-back enjoyment
must have a functional value that conveys a similar concept,
such as being easy drinking.
The research also provides the owners, operators and
managers of SME wineries with a better understanding of the
operational and marketing processes that can contribute to
the development of their brand. Rather than interpreting the
brand as the name of the winery or the label on the bottle, it is
essential that managers adopt a holistic approach to the
management of their brand and ensure all business processes
consistently convey the values desired for the winerys brand.
Implications for branding theory

From a theoretical viewpoint, the presented SME winery
branding framework reinforces the conceptualisation of the
brand in terms of functional and symbolic values, as used by
Bhat and Reddy (1998), de Chernatony et al. (2000) and
Meenaghan (1995). Identifying these concepts in brands in
the wine industry, particularly in the brands of SME wineries
with little or no resources devoted to brand development,
highlights the applicability of investigating brands in terms of
their functional and symbolic values.
The findings of this study also provide a general
endorsement of Bhat and Reddys (1998) notion that brands
can simultaneously have both functional and symbolic appeal.
Both of the emergent approaches to branding resulted in
functional and symbolic values simultaneously being inherent
in the SME winery brand. In addition, the findings support
Bhat and Reddys (1998) assertion that brands do not have to
be positioned as prestige to tap into the symbolic needs of the
consumer. Supporting this assertion is the case study evidence
that revealed symbolic values associated with laid-back
enjoyment as well as those of prestige and exclusivity.
More radically, the study suggests an interdependency
between the functional and symbolic properties of branding, a
relationship that does not seem to have been previously
addressed in branding research. For the product-driven
branding wineries, the functional qualities of product quality
were leveraged to develop the symbolic and emotional values
of prestige and exclusivity. In contrast, the marketing-driven
branding wineries placed more emphasis on the end-point of
emotional value and used the cellar door experience,
promotions and extended product range to build the
symbolic properties of the brand image.
Further research
The exploratory nature of the study prompted the adoption of
a qualitative approach, which in turn provided a richness and
depth of understanding of branding from the perspective of
the SME winery. However, the findings and the emergent
model should be seen as a tentative theory that requires
further investigation. Further qualitative research that
investigates a greater number of cases may provide further
refinement and clarification of the model. Additionally, to be
able to test and generalise the findings further to a wider
population, future quantitative research that incorporates a
large-scale survey of randomly selected wineries is required.
The scope of the research was confined to SME wineries in
just two of Australias wine districts, both of which are not
traditionally considered to be grape growing or wine
producing areas. Therefore, further research is
recommended that incorporates different regions to
establish the branding similarities and differences between
SME wineries in different regions of Australia.
Implications for wine marketing theory

The case findings go some way in addressing the current
deficit in the literature regarding the branding of SME
wineries. In doing so, this study presents a two-type typology
for differentiating the strategies that SME wineries adopt for
their operations, marketing and branding. As discussed
previously, one strategy, termed product-driven branding,
is characterised with a dominant focus on the wine produced
with a dominant functional aspect to the brand, the other
approach, termed marketing-driven branding, is
characterised with a greater focus on integrating an
experience with the wine and a greater symbolic aspect to
the brand. As both strategies were identified as being capable
of guiding a SME winery to an effective branding strategy, the
225
Volume 14 Number 4 2005 220 227
Conclusion
Getz, D. (2000), Explore Wine Tourism: Management,

Development and Destinations, Cognizant Communication
Corporation, New York, NY.
Hall, M., Sharples, L., Cambourne, B. and Macionis, N.
(Eds) (2000), Wine Tourism around the World: Development,
Management and Markets, Butterworth-Heinemann,
Oxford.
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Zealand Wine Industry Journal, Vol. 15 No. 4, pp. 17-24.
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image development, Journal of Product & Brand
Management, Vol. 4 No. 4, pp. 23-34.
Miles, M.B. and Huberman, A.M. (1994), Qualitative Data
Analysis An Expanded Sourcebook, 2nd ed., Sage, Newbury
Park, CA.
ONeill, M., Palmer, A. and Charters, S. (2002), Wine
production as a service experience the effects of service
quality on wine sales, Journal of Services Marketing, Vol. 16
No. 4, pp. 342-62.
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Strategic brand concept image management, Journal of
Marketing, Vol. 50, pp. 135-45.
Parkhe, A. (1993), Messy research, methodological
predispositions and theory development in international
joint ventures, Academy of Management Review, Vol. 18
No. 2, pp. 227-68.
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management of integrated marketing communications,
International Journal of Wine Marketing, Vol. 14 No. 3,
pp. 37-52.
Shelton, T.H. (2001), Product differentiation, in Moulton,
K. and Lapsley, J. (Eds), Successful Wine Marketing, Aspen
Publishers, Gaithersburg, MD, pp. 99-105.
Travis, D. (2000), Emotional Branding: How Successful Brands
Gain the Irrational Edge, Prima Publishing, Roseville, CA.
van Zanten, R. and Bruwer, J. (2002), Integrated marketing
communications: what it really means for the winery,
Australian and New Zealand Wine Industry Journal, Vol. 17
No. 1, pp. 90-4.
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pp. 195-219.
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3rd ed., Sage, Thousand Oaks, CA.
The increasingly competitive nature of the Australian wine

industry has resulted in the need for wineries to place a
greater emphasis on the development of a strong brand
identity that will differentiate them from the plethora of other
wineries in the market (van Zanten and Bruwer, 2002).
Despite this, empirical investigation into branding in the wine
industry has been minimal, particularly regarding SME
wineries. The current study adopted a theory building
approach to the research situation in order to further
understand branding from the perspective of the SME
winery. Anchored in the qualitative domain, a multiple case
study methodology was used to investigate the branding of
eight SME wineries in two regions of Australia. Data analysis
resulted in the development of a model depicting a two-type
typology of SME winery branding. Also emerging from
analysis of the case data was the identification of functional
and symbolic values inherent in the SME winery brand. In
addition to providing a better understanding of branding from
the perspective of the SME winery, these findings have also
set a foundation for further research concerning SME winery
branding.
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Executive summary
This executive summary has been provided to allow managers and
executives a rapid appreciation of the content of this article. Those
with a particular interest in the topic covered may then read the
article in toto to take advantage of the more comprehensive
226
Volume 14 Number 4 2005 220 227
description of the research undertaken and its results to get the full
benefit of the material present.
choice focuses on exclusivity and the benefits of search and

discovery. Far from the consumer being able to pick up the
brand at his/her convenience on the supermarket shelf, these
businessmen conclude that their product is so special, so
exclusive that the consumer has to seek it out.
To deliver on this branding strategy we have to feel very
confident in our product. But there is a little secret here the
fact of searching out, of discovering for ourselves, will make
the product taste better. This psychology (we might call it the
product snob approach) says that having slogged all the way
to some dusty town following rather tatty, home-made signs,
we will find that special product. And, having bought some we
will (within reason) believe it to be superior to the product we
buy every week down at Safeways. The search creates the
exclusive brand. When we serve the wine at our dinner party,
we know that our guests cannot go out and buy the wine.
They too have to set out on that search.
Exclusivity vs attraction the case of wine!

It seems right to begin some thoughts about the marketing of
wine by talking about beer especially when we are talking
about the small and medium-sized producers. The Black
Sheep Brewery at Masham in North Yorkshire is a small
brewery making a high quality product drawing on the best
traditions of Yorkshire ale. But Black Sheep is also a
successful visitor attraction set in a fine market town within
the glorious Yorkshire dales. The beer and its manufacture sit
at the heart of this attraction but the marketing extends
beyond the wonders of real ale to encompass the wider
branding of Yorkshire and the Yorkshire Dales.
Mowle and Merrilees notice that there is a difference
between those wineries that focus on the product itself (and
that products quality and presentation) and those wineries
that want to consider the wider opportunities that Black
Sheep Brewery has embraced. This is not to make judgment
on the rejection of a winery as a mere tourist attraction (we
can note that other great Yorkshire beers such as Timothy
Taylors and Worth Brewery have not adopted the Black
Sheep approach) but to recognize that there exists a choice in
branding. But, whatever choice we make, it needs
consideration and examination before we start.
Hiding away a limited business model

The problem with this branding approach lies in the
limitations it places on the business model. We have to be
satisfied with the exclusivity we have but this represents a
limited market. And, sadly, we have to make a living. As a
business we have to grow and develop if we are to survive.
Stasis is not an especially valuable approach to marketing or
management todays cosy exclusivity may become
tomorrows lost opportunity.
Exclusivity and limitations on distribution have long been a
recognized approach to marketing. But the luxury brand
strategy for all the focus on quality and authenticity requires
continuing innovation and change. We cannot allow our
brand to stay still the come and find us strategy needs
renewal and a reason for yesterdays customer to become
tomorrows buyer. If the focus is on the product as the brand
then we have to pay far more attention to product
development. Are these Australian wineries developing
Australian brandy and Australian grappa?
I have concentrated on the rejection of the Black Sheep
brewery approach because it represents a more difficult and
challenging marketing choice. This does not make the choice
of bringing wider associations into the brand a simple choice.
It was easy for Black Sheep the brewery has the image of
Yorkshire and The Dales to draw on. Other places for the
quality of the products they make do not have this
advantage.
Mowle and Merrilees in looking at the marketing of wine
and at smaller wine producers helps us to appreciate better
the difficult challenge facing quality food and drink
producers. The handbook prescribes an approach that will
always tend to dumb down the product message, to aim at
the lowest common denominator. Yet, luxury goods
manufacturers with their exclusive branding represent a
seemingly unattainable target. What we see here is a glimpse
of how we get to this point through focusing on the quality
and exclusivity of the product.
Product or product plus a branding choice

For producers of products such as wine (or beer, cheese,
whisky and brandy) the branding choice described by Mowle
and Merrilees is very important do you focus on the
product itself or try to adopt a wider concept of the brand that
draws on the terrain, ambience and history surrounding the
product? Traditional brand theory suggests that the latter,
product plus approach is likely to prove more fruitful we
have gathered a broader range of associations rather than
concentrating on the specific features of the product itself.
Mowle and Merrilees suggest that, in looking at Australian
wineries, some have thought seriously about the choice. And,
the result of this thought is to reject the jolly tourist
positioning in favour of difficulty, exclusivity and the value of
the product itself.
As marketers we should try to appreciate the importance of
this decision-making process. If (and I am sure this has been
done) some clever marketing consultant is dragged in to
advise, the result will be to opting for the exciting, outward
looking and dynamic product plus. Brand marketing theory
says that a product needs intangible associations things that
add colour to the product. On its own the product is not
enough. But perhaps, when we are looking at really high
quality products, targeted at mid- and upper-scale customers
and playing to the idea of exclusivity and luxury . . . perhaps
we do not need that extra justification for the brand?
Go on then, I challenge you . . . find me?!
Mowle and Merrilees report on the branding choice of several
Australian wineries. The authors note that some of these have
made a clear branding choice one not made out of
arrogance or ignorance but specifically and consciously. This
(A precis of the article A functional and symbolic perspective to

branding Australian SME wineries. Supplied by Marketing
Consultants for Emerald.)
227
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