Wine business practices: A new versus old wine world perspective

Remaud, Hervé; Couderc, J.P.

doi:10.1002/agr.20094

Cited by 53 publications

(33 citation statements)

References 9 publications

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“…Aunque los once grandes exportadores mundiales dominan la mayor parte del comercio internacional, e intentan mejorar sus posiciones relativas en la ya clásica rivalidad viejo mundo-nuevo mundo [5][6][7], el dinamismo del mercado lleva a la aparición de nuevos importadores y a cambios en las estrategias de las cadenas de distribución [8,9]. Esto obliga a las bodegas a estar continuamente vigilando sus ventas con el objetivo de no perder oportunidades de negocio [10,11]. Es necesario que dispongan de planes estratégicos, pero están obligadas a ser muy flexibles, adaptando continuamente sus estrategias comerciales para estar en los mejores mercados [12,13].…”

Section: Los Mercados Internacionales Del Vinounclassified

Un Índice de adaptación vitivinícola para medir el desempeño de las exportaciones

López

Ferrer

2019

BIO Web Conf.

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Con la globalización, el estudio del comercio internacional ha llegado a ser una de las áreas más importantes del estudio de la Economía. En el mundo del vino, donde la globalización ha sido especialmente intensa, el uso de indicadores y métricas que ayudan a determinar el comportamiento de las exportaciones, y a la toma de decisiones estratégicas, resulta especialmente esencial para investigaciones, pero también para bodegas, intermediarios y planes nacionales de apoyo. Uno de estos indicadores es el encargado de medir la adaptación de las exportaciones a los cambios de los mercados de destino. Su base teórica dice que aquellos países que exportan a mercados en crecimiento cuentan con mayores posibilidades para que sus exportaciones se incrementen de forma más rápida y así poder afianzar su posición competitiva a nivel internacional. Los resultados demuestran que, primero y en general, los países exportadores de vino con mayor capacidad de adaptación, para el periodo 2000–2015 son principalmente Francia, seguido de Italia y España; segundo, que los tres tipos de mercado – embotellados, graneles y espumosos – responden a estrategias y canales comerciales diferentes; y, tercero, que no es fácil modificar las estrategias comerciales y la capacidad de adaptación en el corto plazo.

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Section: Los Mercados Internacionales Del Vinounclassified

Un Índice de adaptación vitivinícola para medir el desempeño de las exportaciones

López

Ferrer

2019

BIO Web Conf.

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“…This third factor has been identified by wine studies as especially important to recognize opportunities. Prior knowledge gathered from personal challenge, personal development and a more flexible lifestyle are common reasons for owners to start their wine business (Remaud & Couderc, 2006). Prior knowledge encourages managers to develop a particular set of strategic resources to implement a marketing strategy.…”

Section: Opportunity Recognition In the Wine Industrymentioning

confidence: 99%

“…These resources can be related to the quality of the wine product that is linked to grape quality, access to capital, winemaking expertise and marketing efforts (Morton & Podolny, 2002). Remaud & Couderc (2006) report that small French wine firms tend to be more terroir-oriented, which means that these firms focus on the specific grape-growing site and wine-making practices of the region. Kunc (2007) also reports similar results in his study on Chilean SMEs.…”

Section: Opportunity Recognition In the Wine Industrymentioning

confidence: 99%

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

Torres

Kunc

2016

Journal of Wine Research

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The aim of this paper is to examine how wine firms implement their marketing strategies based on the recognition of market opportunities by their Chief Executive Officers (CEO). Firstly, we describe the marketing activities in 69 traditional Chilean wine firms. Then, we had in-depth interviews with CEOs of two wineries which were analysed using cognitive maps to uncover the cognitive process responsible for recognizing and executing market activities. Our findings indicate there is similar set of strategic resources across the wineries but CEOs' different perceptions of resources' usefulness in the implementation of marketing strategies let them to select diverse strategies to increase both price per bottle and wine sales. The paper provides three contributions. Firstly, we compare the benefit of implementing traditional and relational marketing strategies in the Chilean wine industry. Secondly, we show that CEO's perception of feedback processes among the available resources affects the recognition of market opportunities and the marketing strategy in wine firms.

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“…Over the past 2 decades, wine sales of leading traditional wine producing countries (France, Italy and Spain) have been increasingly eroded by New World Wines -mainly from Australia, New Zealand, USA, South America and South Africa (Remaud et al, 2004;Campbell & Guibert, 2006;Alonso & Northcote, 2009). Decreasing sales have also been due to an increase in sales of other beverages, changing lifestyles, demography and increased wine production of other European producers (Xerfi, 2014).…”

Section: Introductionmentioning

confidence: 99%

Small French Wineries’ Export Strategies to China

Ambaye¹

2015

jmr

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Over the past 2 decades, wine sales of the leading traditional wine producing countries (France, Italy and Spain) have faced increasing international competition. Sales have been eroded by encroachment from other beverages, changing lifestyles, demography, increased production of other European producers and the economic crisis. Conversely, French wine export has begun to increase with estimates for 2013 at 7,835 million Euros (OIV, 2014; XERFI 700, 2014). This is due to wine consumption increasing in the USA and China, two of the main export markets for France (De La Chesnais, 2013; Julien, 2013). Business strategies appropriate of large scale wine producers from France, Italy and Spain, have been much studied and written about. In sharp contrast, little has been said about the strategies appropriate to smaller producers facing similar issues (Remaud et al., 2004; Coelho & Rastoin, 2006). This paper intends to contribute to the paucity of literature about small wine producers' export strategies. It therefore analyses the current situation in the South West of France, taking as example small independent wineries in Jurançon, a little known wine region nestled at the base of the Pyrenees Mountains. This paper therefore examines small wineries' strategies for exporting to China and details an empirical study of independent wine producers in Jurançon and suggests areas for further research. The main findings point to the lack of a clear export strategy for small wine producers such as the Jurançon wine producers. Due to a lack of experience and knowledge of the Chinese market, most small wine producers did not see much potential and until recently were able to sell all of their production to the French market and did not need to investigate export possibilities. However, more recently, through an increasing demand for French AOC wine from the Chinese market, and other foreign markets, they have started to look at ways to produce more to be able to satisfy some of the demand. As their export intentions are still in their initial stages, there are many complexities that still

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Wine business practices: A new versus old wine world perspective

Cited by 53 publications

References 9 publications

Un Índice de adaptación vitivinícola para medir el desempeño de las exportaciones

Un Índice de adaptación vitivinícola para medir el desempeño de las exportaciones

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

Small French Wineries’ Export Strategies to China

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