Market opportunity recognition in the Chilean wine industry: traditional versus relational marketing approaches

Torres, Juan Pablo; Kunc, Martin

doi:10.1080/09571264.2016.1144584

Cited by 21 publications

(18 citation statements)

References 39 publications

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“…The analysis of management capabilities and their connection with strategy and performance has been analyzed finding a positive relation (Spanos and Lioukas, 2001;Ortega, 2010;Welter et al, 2013). In the wine industry and wineries in the New World, management capabilities have also been related to better performance: in the Chilean wine industry, in the choice of strategies based on changes in the environment (Torres and Kunc, 2016), and in wineries of the Napa Valley in California, in which managerial skills are preeminent to adapt strategies to changes in the competitive environment (Taplin, 2006). Thus, this relates to the establishment of the third (C) hypothesis:…”

Section: Management Capabilities and Business Performancementioning

confidence: 99%

“…The achievement of a competitive advantage means the creation of greater value for the winery, which is reflected in better performance indicators (Amadieu and Viviani, 2010;Simon-Elorz et al, 2015). At the same time and in terms of internal resources and capabilities to obtain this competitive advantage, management capabilities are also studied, with research that analyzes this internal capital to be the most important in determining the best results of companies in various business sectors (Teece et al, 1997 Spanos and Lioukas, 2001;Ortega, 2010), and the wine sector (Remaud and Couderc, 2006;Kunc, 2007;Torres and Kunc, 2016). This article comes to cover gaps in knowledge.…”

Section: Introductionmentioning

confidence: 99%

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Rhode Island and Connecticut wineries business strategy, performance, and management capabilities: a survey of managerial practices

Villanueva

Ferrer

2020

Journal of Wine Research

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The world wine sector has been greatly changing in recent years; its level of competitiveness is on the rise.In this new environment, many small businesses are joining the industry and developing their activity in geographical regions with less wine tradition. These new wineries in less traditional wine regions have broadened the concept of the industry by linking it with tourism; perhaps with more strength than in other more traditional areas, where this change in the business model has also occurred. To understand what the drivers of a better performance to this new typology of wineries are, this article has surveyed the wineries of the states of Connecticut and Rhode Island, in the northeast of the U.S., a new wine region in the world.Through a questionnaire, the strategies these wineries follow and their relevant management capabilities in relationship with their performance have been analyzed. The conclusions show how the management capabilities the wineries own are as important as the strategy of differentiation they follow in their pursue and obtention of a competitive advantage; and that it is a service and tourism-oriented strategy that eventually facilitates this advantage. The managerial skills of creating an efficient and coordinated organizational structure together with their conception of this service-oriented business, where the tourism aspect plays a fundamental role, seems evident when defining the resources and capabilities that generate their sustainable performance.

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Section: Management Capabilities and Business Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Rhode Island and Connecticut wineries business strategy, performance, and management capabilities: a survey of managerial practices

Villanueva

Ferrer

2020

Journal of Wine Research

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“…Its representation and analysis of MMDS keep the advantages of representing models as directed graphs (Langan‐Fox et al, ) and extends the comparison methods for dealing with feedback loops (Schaffernicht & Groesser, , ). However, only a minority of studies have taken loops into account for mental model comparison (Inam, Adamowski, Halbe, & Prasher, ; Kunc, ; Lane, ; Torres & Kunc, ; Torres, Kunc, & O'Brien, ).…”

Section: Mental Models In Different Strands Of Management Research LImentioning

confidence: 99%

Unrecognized interdependencies in mental models—The case for taking feedback loops into account

Schaffernicht

2019

Syst Res Behav Sci

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This article attempts to bridge two streams of research: on the one hand, system dynamics research investigates the “misperception of feedback” focusing on decision rules rather than mental models. On the other hand, mental model research in organizational and management studies does not take interdependencies into account. The article examines data from an interview‐based study with nine vineyard executives and finds that 47 of the 219 elicited variables belong to one or several of 49 feedback loops inherent in the structure of the elicited mental models. However, 44 of these loops are “dark”: They have not been recognized by the executives. Not taking loops into account increases the likelihood of misjudging the situation. It is concluded (a) that mental model research methods should account for loops in order to address the problem of dark loops (b) and that executives and researchers need elicitation tools that automatically detect and visualize loops.

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“…The Margin column shows the marginal effect of each variable. The importance of market segmentation is that it allows a business to conserve money by targeting consumers with specific needs and wants for a particular product (Govindasamy et al 2018;Lichtenstein et al 1997;Hofstede et al 1999;Antreas, 2000;Bruwer & Li, 2007;Torres & Kunc, 2016). Interpreting the regression output begins with an assessment of the first variable "State" which provides the location where the respondent resides: New Jersey (NJ), New York (NY), or Pennsylvania (PA).…”

Section: Resultsmentioning

confidence: 99%

An Econometric Analysis of Consumer’s Willingness to Buy Locally Produced Wine: A Study in the Mid-Atlantic U.S.

Govindasamy¹

2018

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US wine sales approached $60 billion in 2016, of which, an estimated $39.8 billion was generated from domestic wine sales and the remainder from imports. On average, 120 million Americans, age 21 and older, drink wine, which is approximately 36% of total population (330 million). Wine consumer demographic characteristics play a significant role in the wine consumption decisions. Results from a logit regression show that the following groups more likely to buy local wine than their counterparts for example: New York residents; consumers between 45 and 64 years of age old; males; those with annual household incomes between $76,000 and $200,000; participants with a bachelor's degree or higher; those who drink wine once a week or two to three times a week; those who purchase wine to consume during different occasions; those who purchase wine for everyday purposes to be consumed in their home; those who purchase wine to be added to their collections or to be consumed at a later time are more likely to buy local wine; those who often drink wine with food, when at a social gathering with family and friends, or at the end of the day to relax, are more likely to purchase local wine. The assessment of consumers' willingness to buy locally produced wine will help producers, wholesalers, and retailers target likely buyers based on segments.

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Market opportunity recognition in the Chilean wine industry: traditional versus relational marketing approaches

Cited by 21 publications

References 39 publications

Rhode Island and Connecticut wineries business strategy, performance, and management capabilities: a survey of managerial practices

Rhode Island and Connecticut wineries business strategy, performance, and management capabilities: a survey of managerial practices

Unrecognized interdependencies in mental models—The case for taking feedback loops into account

An Econometric Analysis of Consumer’s Willingness to Buy Locally Produced Wine: A Study in the Mid-Atlantic U.S.

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