{'fraction_non_alphanumeric': 0.01576872536136662, 'fraction_numerical': 0.0, 'mean_word_length': 5.768888888888889, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Examining the Turkish wine industry: Marketing effectiveness and recommendations for increasing its competitive performance

Abstract 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. The highly competitive environment of marketing alcoholic drinks in the international arena is changing the face of the wineries and their wine marketing strategies. The new course of action demands that wineries improve marketing policies in harmony with their production capacity. The market share of new world wines sold in many European countries has increased over the past decade. More marketing, together with more innovative production and a more recognisable labelling scheme, are often regarded as the keys to the marketing success of these new wines. The aim of this study is to determine the relationship between the marketing effectiveness and company performance in the Turkish wine industry. In this study, it was found that in production capacity, except in customer philosophy, there are significant differences in operational efficiency, strategic orientation, adequate marketing information, and integrated marketing organisation variables. It is also shown that there is, in terms of sales growth, a significant difference in customer philosophy, operational efficiency, and strategic orientation; but not in adequate marketing information or integrated marketing organisation.