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National audience; The companies are facing marketing decisions in globalization for the adoption of the new products penetrating new markets. The evolution of export under these changing conditions becomes a challenge as a constant collision is created in the distribution channels, in particular due to the rapid proliferation of Internet sales (Hamzaoui-Essoussi, et al., 2013). Therefore, this study aims to explore marketing decisions in wine and spirits sector, analyzing the case of France and Japan. Traditional wine and spirits countries are confronting greater supply than demand domestically, which encourages penetration into new markets where their beverages are not yet commonly consumed (Bowen et al., 2009). In certain cases, brand is presented as a regional ‘collective brand’ (Fichman et al., 2018), which is shared by numerous producers (for example, a regional brand of wines from Bordeaux, well known as Bordeaux wines). This collective brand could benefit of the aggregate activities of members though the choice of distribution channels remains partly company’s decision. The impact of the channel management could therefore be crucial for company’s development on a new market. First, we present the history of the Japanese distribution channels evolution focusing on the import market from 1980s to 2010s. Our interest is particularly toward French wines. French wine has occupied the first place in value in Japan, despite continuous trials of other wine countries. We analyze why Bordeaux wines, succeeded in steering wine adoption practices. Second, we analyze the export marketing of Japanese sake and whisky onto the French market and explore marketing strategies dedicated to new product adoption and the determinants of brand stability. Semi-structured in-depth interviews with producers, importers, retailers are conducted for both cases. We outline the factors for maintaining brand stability overseas. The results suggest that success in steering products adoption on a new market required a constant channel control on the distributors’ side.; The companies are facing marketing decisions in globalization for the adoption of the new products penetrating new markets. The evolution of export under these changing conditions becomes a challenge as a constant collision is created in the distribution channels, in particular due to the rapid proliferation of Internet sales (Hamzaoui-Essoussi, et al., 2013). Therefore, this study aims to explore marketing decisions in wine and spirits sector, analyzing the case of France and Japan. Traditional wine and spirits countries are confronting greater supply than demand domestically, which encourages penetration into new markets where their beverages are not yet commonly consumed (Bowen et al., 2009). In certain cases, brand is presented as a regional ‘collective brand’ (Fichman et al., 2018), which is shared by numerous producers (for example, a regional brand of wines from Bordeaux, well known as Bordeaux wines). This collective brand could benefit of the aggregate activities of members though the choice of distribution channels remains partly company’s decision. The impact of the channel management could therefore be crucial for company’s development on a new market. First, we present the history of the Japanese distribution channels evolution focusing on the import market from 1980s to 2010s. Our interest is particularly toward French wines. French wine has occupied the first place in value in Japan, despite continuous trials of other wine countries. We analyze why Bordeaux wines, succeeded in steering wine adoption practices. Second, we analyze the export marketing of Japanese sake and whisky onto the French market and explore marketing strategies dedicated to new product adoption and the determinants of brand stability. Semi-structured in-depth interviews with producers, importers, retailers are conducted for both cases. We outline the factors for maintaining brand stability overseas. The results suggest that success in steering products adoption on a new market required a constant channel control on the distributors’ side.

International audience

Le lien entre le marketing et la stratégie générale de l'entreprise est un thème d'actualité d'un point de vue managérial, mais aussi d'un point de vue théorique. Le premier objectif de cet article est d'illustrer la diversité des apports stratégiques du marketing au travers d'une grille d'intégration pratique. Cette grille schématise deux niveaux de contribution du marketing à la stratégie - la stratégie marketing et le marketing stratégique. Elle est fondée sur sept critères discriminants extraits de la littérature. Parallèlement, l'étude de cas d'une entreprise du secteur des services financiers illustre la concrétisation du marketing stratégique au sein de l'organisation. Cette entreprise a choisi d'associer de façon singulière les problématiques du marketing avec celles de la stratégie générale au sein d'un même département. La confrontation de la grille théorique établie avec les pratiques managériales permet d'apporter des éclairages complémentaires sur les domaines de collaboration entre marketing-managers et équipe dirigeante, mais aussi sur les difficultés rencontrées.

International audience; Le lien entre le marketing et la stratégie générale de l'entreprise est un thème d'actualité d'un point de vue managérial, mais aussi d'un point de vue théorique. Le premier objectif de cet article est de proposer une nouvelle lecture des deux niveaux d'apports stratégiques du marketing : le marketing stratégique et la stratégie marketing. Une grille d'intégration pratique des deux concepts fondée sur sept critères discriminants est mise au jour à partir de l'analyse de la littérature. Parallèlement, l'étude de cas d'une entreprise du secteur des services financiers illustre l'influence effective de la fonction marketing au sein de la stratégie. La confrontation de la grille théorique établie avec les pratiques managériales permet d'apporter des éclairages complémentaires quant à la manière dont marketing stratégique et stratégie marketing s'intègrent dans l'organisation.