WINE 7002 - Growing Domestic and International Wine Markets

North Terrace Campus - Trimester 1 - 2021

This course provides students with insights into the nature, structure, functional variables, and the complexities of the world's wine markets. The impact of globalisation on the wine industry is analysed utilising a typology of open, government-controlled and emerging wine markets. In the process, the focus is across-the-board on the relative attractiveness of the domestic (Australian) and various countries' wine markets and the differences between them, especially how these influence profitability. In addition, it examines key drivers in the world wine market and their impact on wine export dynamics and characteristics. There is an emphasis on matching the wine offering and the wine business capability with wine market opportunity as defined by wine consumer demand and by route to market factors and on specifying the market entry, and distribution strategies required to convert the identified market potential into profitable export sales. The key issue of wine industry competitiveness and its determinants is examined throughout, as it manifests itself through the export performance of specific wine-producing countries.

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Course Details

Course Code	WINE 7002
Course	Growing Domestic and International Wine Markets
Coordinating Unit	Marketing
Term	Trimester 1
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Up to 36 hours
Available for Study Abroad and Exchange	Y

Course Staff

Course Coordinator: Mr Paul van der Lee

Lecturer: Paul van der Lee
Location: 10 Pulteney Street, Nexus Building (Room 10.42)
Email: paul.vanderlee@adelaide.edu.au
Course website:

Paul van der Lee has 27 years experience in the Australian wine industry, spanning commercial and industry organisation roles, including hands on sales and business development responsibilities for 20 export markets.

Paul has worked in the wine sector as chief executive for a medium-scale winery; as an independent wine business strategy consultant; as a senior economics and policy analyst for the Winemakers’ Federation of Australia; as an export business development manager for the South Australian Wine Industry Association; and as a Board member of Wine Australia, the Australian Government's statutory organisation responsible for the regulation and promotion of Australian wine.

In these roles he has:

Coordinated distribution and marketing of Australian wine brands in export markets, including participation in wine trade events in Canada, China, Denmark, Dubai, Germany, Ireland, Italy, Japan, South Korea, Sweden, UK, and USA.
Researched factors impacting the wine value chain and commissioned market research into issues such as regional branding and the China market
Led the development of three major wine sector strategic initiatives –
- Strategy 2025 (1996); The Marketing Decade (2000); and the Wine Restructuring Action Agenda (2010)
Developed the programs for the national Wine Marketing Conference (1999-2005) and Wine Industry Outlook Conference (2010 and 2012)
Developed and presented WineSkills and Growing Wine Exports workshops that enhanced the business capability of small wine businesses
Undertaken consultancy as a wine marketing expert witness and for due diligence of wine business acquisitions

His qualifications include degrees in economics BEc (Hons), in politics (BA) and in marketing (BBus), and in 2012 he graduated from the Australian Company Directors Course (order of merit). He is currently a member of the Advisory Board for the 成人大片 Wine Future research network.

Course Timetable

The full timetable of all activities for this course can be accessed from .

[Dates, times and locations available at Course Planner. ]

Seminar	Weekly Topic
Session 1	Course introduction, data sources 1 Globalisation and wine markets 2 Regulation and trade environment for wine 3 Competitiveness of wine producing countries
Session 2	4 Australian market for domestic wine producers 5 Australian market opportunity relative to global market potential for domestic wine producers 6 Categorising global wine market potential Case study exercises
Session 3	7 Developed wine markets profiles - Open markets 8 Developed wine markets profiles - Government controlled markets 9 Emerging wine markets profiles
Session 4	Workshopping Topics 6, 7, 8, 9 Case study exercises
Session 5	10 Route to market and marketing strategies for global wine markets 11 Wine business competencies qualify market opportunity Case study exercises
Session 6	12 Investment decision for new market selection – application of the evaluation criteria 13 Review and exam briefing
Exam	Exam April 27, 2021

Course Learning Outcomes

On successful completion of this course, students will be able to:

Identify and analyse the impact of external environment factors, including globalisation, regulation and exchange rates, on the competitiveness of wine producing countries and on the potential wine business profitability of individual wine markets.
Determine the differential sales and profitability potential of local and international wine markets.
Identify and interpret the role of cultural issues influencing wine demand and design culturally responsive wine business strategies for different wine markets.
Determine the wine markets that best match the sales and profitability objectives, risk appetite and capabilities of an individual wine business.
Plan and specify market entry strategies that uniquely address the specific trade, consumer and structural parameters of each international wine market.
Develop marketing strategies to achieve the corporate, branding and sales objectives for each local and international market.

University Graduate Attributes

This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

University Graduate Attribute	Course Learning Outcome(s)
Deep discipline knowledge informed and infused by cutting edge research, scaffolded throughout their program of studies acquired from personal interaction with research active educators, from year 1 accredited or validated against national or international standards (for relevant programs)	1, 2, 3, 4, 5, 6
Critical thinking and problem solving steeped in research methods and rigor based on empirical evidence and the scientific approach to knowledge development demonstrated through appropriate and relevant assessment	1, 4, 5, 6
Teamwork and communication skills developed from, with, and via the SGDE honed through assessment and practice throughout the program of studies encouraged and valued in all aspects of learning	2
Career and leadership readiness technology savvy professional and, where relevant, fully accredited forward thinking and well informed tested and validated by work based experiences	2, 4, 5, 6
Intercultural and ethical competency adept at operating in other cultures comfortable with different nationalities and social contexts able to determine and contribute to desirable social outcomes demonstrated by study abroad or with an understanding of indigenous knowledges	3
Self-awareness and emotional intelligence a capacity for self-reflection and a willingness to engage in self-appraisal open to objective and constructive feedback from supervisors and peers able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate	1, 2, 3, 4, 5, 6

Learning Resources

Required Resources

This course has no text book, required readings will be provided to students through MyUni.

Recommended Resources

The Business School Communication Skills Guide provides important information on assignment and referencing expectations.

Wine Australia, Wine Insights Database (2021)

Wine Australia, Market Explorer,

Wine Australia, 2019-20, Annual Report, Wine Australlia, Strategic Plan 2020-25,

Halliday James, Halliday Wine Companion 2022, Melbourne 2021

Winetitles media, 2021, The Australian and New Zealand Wine Industry Directory 39th edition, Adelaide

Senate Standing Committee on Rural and Regional Affairs and Transport, Australian Grape and Wine Industry, Parliament House, Canberra, February 2016.

Anderson, K, Nelgen, S, and Pinilla, V (2017) Global wine markets, 1860 to 2016: a statistical compendium. Adelaide: 成人大片 Press.

Winemakers’ Federation of Australia, The Marketing Decade: Setting the Australian Wine Marketing Agenda 2000 – 2010, Adelaide, 2000

Australian Wine and Brandy Corporation (AWBC) and Winemakers Federation of Australia (WFA), Wine Australia: Directions to 2025: An Industry Strategy for Sustainable Success, Adelaide, 2007.

Winemakers’ Federation of Australia,WINE INDUSTRY REPORT, Expert Report on the Profitability & Dynamics of the Australian Wine Industry, Adelaide, 2013

Goodman Steve, Principles of Wine Marketing, Winetitles, Adelaide, 2012

Online Learning

All lecture content and lecture recordings, case study exercises and course references can be accessed online through Myuni.

Zoom technology will be used to engage external students in discussion topics during scheduled session dates and to provide a forum for student queries and clarification of topic content where required.

Assignments and quizzs are submitted via the MyUni website.

Any additional course materials will be provided through Myuni.

Students are expected to read all course-related announcements posted on the course website and to utilise the discussion boards where appropriate.
Learning & Teaching Activities

Learning & Teaching Modes

This course is taught through 6 intensive full day sessions, comprising a mix of lecture presentations, small group tasks, and case study exercises.

Students are also expected to complete the required readings. See below for lecture topic details. The reading list and discussion questions for each topic will be provided via Myuni at the commencement of the course.

Workload

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

The information below is provided as a guide to assist students in engaging appropriatelywith the course requirements.

The university expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that, for this course, you are expected to commit approximately 9 hours to private study, that is, study outside of your regular classes.

Students in this course are expected to either attend or access online all lectures, case study presentations and exercises throughout the semester; attend the all day small group learning workshop scheduled for 10th March; and complete the assignment and exam.

Learning Activities Summary

Teaching & Learning Activities Related Learning Outcomes
Lectures 1-6
Group workshop tasks 1-6

Topic 1 Globalisation and wine markets

Topic 2 Regulation and trade environment for wine

Topic 3. Competitiveness of wine producing countries.

Topic 4. Australian market for domestic wine producers.

Topic 5. Australian market opportunity relative to global market potential for domestic wine producers.

Topic 6 Categorising global wine market potential

Topic 7 Developed wine markets profiles - open markets

Topic 8 Developed wine market profiles - Government controlled

Topic 9 Emerging wine markets profiles

Topic 10 Route to market and marketing strategies for global wine

Topic 11 Wine business competencies qualify market opportunity

Topic 12 Investment decision for new market selection – application of the evaluation criteria

Topic 13 Revision and exam briefing

Small Group Discovery Experience

Every full day session features group discussion of nominated topics and the session 4 workshop is designed to use a small group learning format for discussion and problem solving of specific issues from the course topics.

The University's policy on Assessment for Coursework Programs is based on the following four principles:

Assessment must encourage and reinforce learning.
Assessment must enable robust and fair judgements about student performance.
Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
Assessment must maintain academic standards.

Assessment Summary

Assessment task	Weighting	Due Date/Week	Length	Learning Outcomes
Quizzes	20%	TBA	N/A	1,2,3,4,5
Assignment essay (individual work)	30%	0900 22.3.21	2,500 Words	2,4
Final exam	50% Must achieve passing grade	27.4.21	2.5 hours	1,2,3,4,5,6
Total	100%

Assessment Related Requirements

Final Exam
To gain a pass for this course a mark of 50% must be obtained on the final examination as well as a total of 50% overall.
Open book exam, available online.

Assessment Detail

TUTORIAL Work

Weight: 20%

During each of the 6 day sessions there will be discussion of specific topics, wherever possible this will be in small group format. External students will be expected to contribute through online comment and questions.
Discussion is an important part of the learning process but is not asessable.

Two quizzes will be administered for individual completion and the marks for each will count for 10% of the total assessment.

ASSIGNMENT
Individual Assignment

Weight: 30%

Due Date: 22.3.21

Word Limit: 2500 words approximately excluding reference listing.

Method of Submission: you are required to submit this assignment along with a business school cover sheet via MyUni for this course no later than the due date and time.

Wine company case study to be analysed, question to be posted on MyUni.

FINAL EXAM

Weight: 50%

The course will conclude with a 2.5 hour examination held during the university examination period, date to be advised. The exam will be available online for all students.

This exam will be open book and will cover every topic in the course - content from all lecture materials and course readings is examinable.

To gain a pass for this course a hurdle requirment is that a mark of 50% must be obtained on the final examination as well as a total of 50% overall in the course.

Open book exam, available online.

Submission

All assignments should be submitted via Myuni and accompanied by a Business School cover sheet.
Students should retain a copy of all assignments submitted.

REFERENCING
Correct referencing is important for identifying the ideas and arguments you present along with any direct quotes you use. It helps to avoid plagiarism and demonstrates that you have thoroughly researched your assignment. The Harvard Referencing System is usually used in the Business School. Guidelines for this system and examples of correct referencing can be found in the Business School Study Skills Guide listed under recommended resources in this guide.

LATE ASSIGNMENTS
Students are expected to submit assignments by the due date in order to maintain equity. Extensions can only be given for medical or other serious reasons and must be requested before the due date. These requests must be accompanied by appropriate documentation such as a medical certificate and will be granted on a case by case basis. Late assignments without prior arrangement will be penalised by a 5% reduction for each day that it is late.

Course Grading

Grades for your performance in this course will be awarded in accordance with the following scheme:

M10 (Coursework Mark Scheme)
Grade	Mark	Description
FNS		Fail No Submission
F	1-49	Fail
P	50-64	Pass
C	65-74	Credit
D	75-84	Distinction
HD	85-100	High Distinction
CN		Continuing
NFE		No Formal Examination
RP		Result Pending

Further details of the grades/results can be obtained from Examinations.

Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

Final results for this course will be made available through .

Student Feedback

The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
Student Support
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.

The 成人大片 is committed to regular reviews of the courses and programs it offers to students. The 成人大片 therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator

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