Desperately seeking serendipity

Gilinsky, Armand; Santini, Cristina; Lazzeretti, Luciana; Eyler, Robert

doi:10.1108/17511060810919425

Cited by 56 publications

(17 citation statements)

References 68 publications

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“…The wineries can generate a set of capabilities (R1) that facilitate innovations in product development [36]. Sustainability (I3) practice is treated as an important part of a firm's capabilities that also contributes to business performance [37][38][39]. Innovation (I) is a driver for value creation (V) [40].…”

Section: Discussionmentioning

confidence: 99%

“…Proactive environmental performance can provide the wine companies with competitive advantages via differentiation of their products. The wine produced without lasting harm increases the company's reputation as a good corporate citizen [26,39]. a consumer's trust in the winery seems to increase when wine producers adopt proactive environmental policies [26,44].…”

Section: Discussionmentioning

confidence: 99%

“…In essence, the paper launches new ways of thinking in a business model in the wine industry. The key global wine producers are proactive in pursuing sustainability business, maintaining the planet, and gifting the business to future human generations [26,39]. Because the wine industry is no longer a traditional industry, the paper sheds some light to better understand the business models of family owned wineries.…”

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

Does Sustainability Push to Reshape Business Models? Evidence from the European Wine Industry

2020

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The wine industry is not free from environmental concerns. The paper intends to explore the owners/managers’ interest in environmental sustainability issues in their business model and to empirically understand a business model in the wine industry. Taking a qualitative approach, this exploratory study allows us to observe the phenomenon in a natural setting. Eleven interviewees were selected from wineries based in France and Italy. The study reveals that sustainability is an important issue in wine businesses that shapes the business model. Highlighting the environmental aspects of wine production, the four components of a business model, i.e., performance, resources, innovation, and value creation (PRIV), have emerged from the interviews. The sustainability and environmental issues are reflected in business models in the wine industry. The paper explains how these components of a business model work together to ensure sustainability practices by wine producers. This study proposes a model for future applications in winery businesses. The paper helps to understand that wine producers are very keen on environmentally friendly wine businesses.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Does Sustainability Push to Reshape Business Models? Evidence from the European Wine Industry

2020

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“…First of all, the sample only consisted of SMEs from two Italian wine regions. Given that wine producers' decision making on sustainability practices is affected by region Gilinsky, Santini, Lazzeretti, & Eyler, 2008;Mariani & Vastola, 2015) and size of the company , it is important to interpret our results with caution and validate them in future SME research. Given the sampling procedure, by which only managers with decision-making responsibilities for winery operations were considered eligible for completing the questionnaire, and the information about the purpose of the study, our convenience sample may be self-selected and biased towards an overrepresentation of wineries that attach importance to (environmental) sustainability.…”

Section: Limitations and Future Researchmentioning

confidence: 92%

Drivers, adoption, and evaluation of sustainability practices in Italian wine SMEs

et al. 2019

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Based on a survey with 64 small and medium-sized enterprises (SMEs) in two Italian wine regions, this study aims to (a) identify key drivers and barriers of the adoption of sustainability and (b) compare the adoption and evaluation (use, financial/labor investments, and satisfaction) of sustainability practices in four management domains (marketing, chain, operational, and innovation). Results show that internal drivers were considered to be more important than external drivers. Economic sustainabilityoriented drivers scored significantly lower than drivers related to other dimensions, such as environmental sustainability and heritage. Key barriers refer to labor and investments costs, as well as concerns about greenwashing. Although there are substantial differences in adoption and evaluation of sustainability practices within and between management domains, this study confirms their widespread adoption in wineries. Among users, satisfaction levels outweigh the perceived investments.Except for innovation management practices, financial investments are considered to be lower than labor investments. Positive correlations between use-satisfaction (within each management domain) and between investments or satisfaction levels (between management domains) further lend support for producers' adoption of multiple practices. At sustainability dimension level, heritage is negatively correlated with the evaluation indicators, indicating that it may act as a potential barrier to some sustainability practices. Segmentation analysis identified a low (30%) and high sustainability clusters (70%), which differ significantly in terms of sustainability perceptions and drivers, adoption, and evaluation of practices, as well as company characteristics.Future research needs to validate the findings on SMEs, compare our measures with more objective evaluation indicators, future adoption rates, and multidimensional sustainability practices.

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“…The panel on strategy and innovation with German wineries started in the year 2012, and provides insights to complement the market data with regards to the suppliers' environmental perception, strategic grouping, and innovation management. More than 2500 wineries were invited to participate in the scientific online surveys [31] over a two-year cycle, which also allowed for identifying trends. The resulting database consisted of more than 1100 structured interviews with wineries.…”

Section: Methodsmentioning

confidence: 99%

The German Wine Market: A Comprehensive Strategic and Economic Analysis

Dreßler

2018

Beverages

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Even though it is famous for beer, Germany offers one of the most attractive wine markets, exemplified by being the fourth biggest wine consumption market and a world champion in sparkling wine consumption as well as in wine imports. Still, fragmentation, intensive competition, lack of growth, and a changing environment speak to a challenging market for suppliers. In the absence of a comprehensive investigation on the market, this article aspires to deliver an economic and strategic market analysis. The statistical data is therefore complemented by the primary market research, notably online surveys on strategy and innovation, a proprietary database on wineries’ reputation, and an international expert survey on export success factors. The following market study aims to provide a concise overview covering the relevant market data, and to disclose strategic information about the German wine industry beyond pure market statistics. The German wine market, in the stable wine volume sold, shows dynamism underneath “the tip of the iceberg”, with industry specific environmental forces. Indeed, as the wine industry deals with agricultural products of a high emotional utility, players need to address the world of commodities and of differentiation. Structural changes are visible in the drive-out of players. Moreover, diverse and even restricting environmental factors motivate supplier´s innovation. The key is the changing consumer. Adaptive and innovative suppliers seize market opportunities and expand, despite a lack of market growth. Although the overall price level of wine in the German market is comparatively low, a voluminous premium market exists, where consumers search for experience. Sustainability has been gaining ground, and in cases of appealing offerings and strategic profiling, wineries outperform intensive rivalries and are not limited by missing growth perspectives. Expenditures for marketing will further increase, and cost management is indispensable. Success in the German wine business requires an in-depth knowledge of the complex market and its evolution.

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Desperately seeking serendipity

Cited by 56 publications

References 68 publications

Does Sustainability Push to Reshape Business Models? Evidence from the European Wine Industry

Does Sustainability Push to Reshape Business Models? Evidence from the European Wine Industry

Drivers, adoption, and evaluation of sustainability practices in Italian wine SMEs

The German Wine Market: A Comprehensive Strategic and Economic Analysis

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