PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA : Greek Wine Industry

Chapter 4

 

PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA

 

This part of the study shall be discussing the findings based on the self-administered questionnaire provided by the researcher. The primary objective of this study is to know whether the Greek wine industry should have a common strategy or not.  The study intends to investigate how the Greece wine industry can position itself in the global market. It also aims to determine which among wine producing countries are considered as the most competitive as perceived by the respondents. Furthermore, this also aims to determine how a common strategy should be implemented and which among the institutions could provide effective assistance to enhance the competitiveness of the wines of Greece in the global market.

For this study, primary research and secondary research will be used. Primary research will be conducted using anonymous questionnaires that will be sent to the employees of wine industry in Greece. The questionnaires will be used to collect quantitative data. The conduct of this study entails the level and position of the respondents.  It is assumed that the attributes of the respondents influence their behaviour and answers on the survey questions.

The researcher also will be conducting closed questions. The questionnaires were used to collect quantitative data and the interviews were used to provide qualitative insights into the data collected. This study was divided into two parts. The first part shall provide the profile of the respondents, the personal description which includes their position and length of service to the company.

The second part will be the discussion of the respondents’ perception in relation to the issue of having a common strategy for Greece wine industry. The third part will be the determination of the most competitive wine producing countries and which among them have used the most effective strategy to position themselves in the global market.

The fourth part will be the identification of the ways on how the strategy should be implemented and who among the Greece institutions would be more helpful in shaping the strategy for the wine industry. The next part will be the discussion of the SWOT analysis for the Greece Wine industry. Lastly, the discussion will include the strategy that should be used by the Greece wine industry.  The researcher shall also place tables and figures for greater clarity on the discussions.

 

Demographics

    The descriptions of the respondents in terms of:

a.    Position on the Wine Industry

b.    Length of Service in the Wine Industry  

 

 

Table 1

Position of the Respondents in the Greece Wine Industry

POSITION IN THE WINE INDUSTRY	N
Wine Producer	15
Enologist	9
Manager in a Wine Industry	12
Member of a Public Company*	2
Wine Journalist	8
Sommelier	4
Master of Wine	1
Entrepreneur	10
Agriculturist/Other	3

    *Greek National Tourism Office, Greek Foreign Trade Board

    Note: Some of the Participants gave more than one answers

 

 

   

    Table 1 shows the position or relation of the respondents in the Greece wine industry. From the 38 respondents related to the Greece Wine industry, the researcher gathers 9 different positions of the respondents. Note that some of the respondents have given more than one answer. The most numbered position is the wine producer followed by the manager of the wine industry.

 

Table 2

Length of Service in the Company

 

Number of Years	Frequency	Percentage
1 – 2 years	2	5%
3 – 5 years	2	5%
6 – 10 years	5	13%
11 – 15 years	7	18%
More than 15 years	22	59%
Total	38	100%

 

Figure 1

The table and the figure above illustrated the number of years of the respondents employed in the Greece wine industry. Based on the figure above 59% of the respondents have been serving the Greece wine industry for more than 15 years. Followed by 11-15 years that is 18 of the total respondents. The percentage of those respondents who are employed in wine industry for 6-10 years is 13% while those who are employed in 1-2 and 3-5 years have 2% each of the total respondents. It can be said then, that the majority of the respondents of this study are experienced enough to see whether the Greece wine industry should have a common strategy or each industry should impose their own industry in order to position their wine in the global market.

 

The Perception of the Respondents

The proceeding sections will present the results in accordance to the Likert technique. It will be remembered that the respondents of the study were presented a set of attitude statements so they can express their agreement or disagreement with the use of a five-point scale, wherein 5 is equivalent to an answer that merits a strong agreement and 1 as showing a strong disagreement. This will provide a greater understanding about the observations of the following respondents towards the Greece wine industry on the issue of having a common strategy for all wine industries operating in Greece or not.

 

Table 3

On Having a Common Strategy or Not

Statements	1	2	3	4	5	Weighted Mean	Interpretation
1. The Greece wine industry should have a common strategy to position itself in the global market.	0	1	2	0	35	4.81	Strongly Agree
2. Each wine producer should follow their own strategy for the positioning of their wines in the global market.	0	0	0	1	0	.11	Strongly Disagree
3. The common strategy should be the umbrella for the whole Greek wine industry.	0	1	1	1	35	4.84	Strongly Agree
4. The implementation and the communication of the common strategy should first begin from the inside of Greece.	4	3	3	5	23	4.05	Agree
5. The strategy of Greek wine strategy should be based on differentiation, to achieve its objective.	0	1	1	5	31	4.74	Strongly Agree
6. The proposed “champions league” can be used as a representation of Greece wines to the Road shows abroad.	0	0	7	15	16	4.24	Agree

 

The table above shows that most of the respondents strongly agree with the notion of having a common strategy which can be used by the Greece wine industry in order to position itself in the global market. In this manner, the respondents believe that Greece wine industry can only survive in the competition if it will use a common strategy to be followed by each wine producer in Greece. Furthermore, the table shows that the respondents agree that the implementation and the communication process for the common strategy initiative must start with the internal aspects of Greece wine industry. As perceived by the majority of the respondents (31), the Greek wine industry should be based on the differentiation strategy to achieve its objective of being recognised in the global market. The table also shows that the proposed champion’s league can also be used to present Greece wines to the road shows abroad.

Competitive Wine Producing Countries

    This part will be the determination which among the wine producing countries is competitive for Greece and the top three countries which used better national strategy to position their wines in the global market, as perceived by the respondents.

Table 4

Wine Countries Competitive to Greece

Countries	Frequency
Italy	17
Spain	9
Portugal	15
New Zealand	5
United States	0
France	4
South Africa	10
Australia	13
Bulgaria	5
Chile	17
Austria	11

 

 

    The table above shows that most of the respondents perceived Italy, Chile and Portugal as the top three most competitive wine producing countries in the world.  This means that even if Australia, France and the United States are dominating the global market in terms of wine exports and volume, the people in Greece still believed that Italy, Portugal and Chile are the most competitive and can be a threat for Greece.

Table 5

Countries that Implement better National Strategy

Countries	Frequency
Italy	13
Spain	9
Portugal	8
New Zealand	16
United States	4
France	4
South Africa	10
Australia	13
Bulgaria	5
Chile	17
Austria	11

 

    The table above shows that the respondents perceived that the top three countries which have been able to implement a better national strategy to position their wines in the global market are Australia which have been chosen by the 17 respondents, New Zealand in the second spot which have a total score of 16 and Australia and Italy have been tied in the third position. Although Australia and New Zealand does not belong to the top three wine producing countries competitive to Greece, they recognized that the current strategy of these two countries are effective for positioning itself in the global wine market. Furthermore, the result shows that Chile and Italy has been a consistent candidate for being one of the top three most competitive winemakers to Greece and one of the top three countries which implement a better national strategy.

 

Common Strategy Initiative

    This part of the paper would be the determination of the best ways on implementing a new strategy for the Greek wine industry.

Table 6

Slogan for the Greece Wine Industry

Slogan	Frequency	Percentage
“The New Old World”	4	11%
Greek Boutique Wineries	7	18%
The New Wine World	17	45%
Other	10	26%
Total	38	100%

 

Figure 2

 

    Table 6 shows that the respondents believed, that the most suitable Slogan for Greece wine industry should be “The New Wine World”. Such slogan is perceived as a useful phrase to promote the Greece wine industry in the global market.

Table 7

Institutions that should Participate in the

Common Strategy Initiative

Associations	Frequency
Association of the Greek wine industry	16
National Inter professional Organization of Vine and Wine	22
Greek Union of Sommeliers	3
Greek foreign trade board	17
Greek Tourism Organization	8
Greek Union of wine journalists	3
Managers from wine companies	10
All together	8
Other	0

 

    Table 7 shows that the respondents believed that the National Inter Professional Organization of Vine and Wine should participate in the campaign for having competitive strategy for Greece wine industry. This means that the respondents trust such organization for assisting wine industry in Greece to have a common and effective strategy. The next option should be the Greek Foreign trade abroad.

Table 8

Association that must be needed within the System of the

Common Strategy

Associations	Frequency
Association of the Greek wine industry	13
National Inter professional Organization of Vine and Wine	19
Greek foreign trade board	12
Greek Tourism Organization	1
Marketing Managers from wine companies	26
Outsourcing	16
All of the above	0
Other	0

 

The table above shows that the organization or associations which should be included as part of the management, implementation and control of the common strategy that will be implemented are the marketing managers from wine companies.  The respondents perceived that the marketing managers are more experienced and knowledgeable in this kind of business; hence, they should be the one who should manage the implementation of this strategy and be responsible for all the consequences that it may bring to the Greece wine industry.

 

Implementation years

    This section will discuss the years that the common strategy should have for planning and implementation and the possible years of gaining results as perceived by the respondents.

Table 9

Horizon for Planning and Implementation

Number of Years	Frequency	Percentage
1 – 3 years	0	0%
4 – 6 years	8	21 %
7– 10 years	15	39%
11 – 14 years	11	29%
15 and above	4	11%
Total	38	100%

 

Figure 3

    Table 9 and Figure 2 show the frequency and percentage of the horizon or years that must be used in planning and implementing the strategy for Greece wine industry as perceived by the respondents. Herein, a total of 15 or 39% of the respondents believed that the strategy planning and implementation should be done in 7-10 years. On the other hand 29% of the total respondents suggest that the strategy should be planned and implemented for 11-14 years. This means that the respondents have been able to imply that the planning and implementation of the strategy for the Greece wine industry should have enough time to ensure success in achieving its goal of positioning Greece wines in the global market.

Table 10

Feasible Years for Gaining Results

Number of Years	Frequency	Percentage
1 – 5 years	12	32%
6 – 10 years	23	60%
11 – 15 years	3	8%
More than 15 years	0	0
Total	38	100%