... was applied using a firm-level survey covering 2010–2019. Strategies were grouped into business (cost leadership, differentiation and focus) and corporate (diversification, vertical integration and internationalisation) dimensions. Mann−Whitney U tests were used to explore patterns of difference between...

... derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence maybe seen at Link to the terms of the CC BY 4.0 licence. Crisis Strategy Family businesses Job attractiveness...

... offers a valuable guide for policymakers and cluster stakeholders, enabling them to better understand the dynamics of cluster development and intervene effectively at critical stages. Cluster life cycle (CLC) Case study Bordeaux Napa Valley Strategy Path development Path transformation Path...

... theoretical applications are the description of strategic reference points in the field of human resources (Bamberger and Fiegenbaum, 1996) or integration in the marketing strategy paradigm (Shoham and Fiegenbaum, 1999). The theory has, for instance, been considered together with the process and contingency...

... Emerald Publishing Limited 2020 Emerald Publishing Limited Licensed re-use rights only Australia Innovation Green issues Psychometric/Qualitative Strategy Regression Environment Climate change Absorptive capacity Stakeholder Sustainability Wine Climate change is believed...

... that there is a need for additional papers that report on business strategies, strategic decision-making, and performance in developing countries. Therefore, in this study, we examine the relationships between strategic orientation, differentiation and performance in small and micro-scale wine companies...

... different values based on owners’ perceptions with diverse effects on the process of value co-creation in the territorial brand. Some firms have strategies which could deteriorate the value of shared resource. This threat needs institutional changes with unknown consequences on the territorial brand...

... times a year (20 per cent) or once a year (12 per cent). Still, a number of visitors visit every two to four years (11 per cent) or live in the wider region (9 per cent). Visitors with less than once in five years was under 10 per cent. Principal component analysis Strategy Survey research...

... Strategy Individual perception Psychometric/qualitative Conceptual/theoretical Q-methodology Since the independence in 1991, the Croatian Parliament and Government tend to positively influence the domestic viticulture and enology sector based upon their legislative roles. Primarily...

...) entry strategies are considered instrumental to achieving an initial presence and later, sustainable growth in an industry (Churchill and Lewis, 1989 ; Greiner, 1988). As to entrepreneurial orientations in the wine industry, they may be conducive to attaining initial growth in the wine industry, yet...

... the explorative study. Practical implications Extending services to win tourists helps to differentiate and to attract new clients. For less differentiated strategies (price-value and quality-leadership), tourism can be a strategic lever to sustainably increase profits. Smaller wineries need to strategically...

... and increased perceived quality of Cava products. To address pressing challenges and maximise opportunities, particularly the decline of domestic Cava consumption, participants underline strategies to gain more exposure in international wine consumer markets, and also benefit from the growing popularity...

... effect, not size. Germany specificities and illustration to the obstacles of free-ridership are delivered. Practical implications – Strategic management (including location) help to create a reputational profile. Growth should not be motivated by reputation. Different strategies for the wine guides...

..., benchmarking and upgrading efforts. Originality/value – The paper contributes to recent efforts towards the use of the resource-based perspective at the cluster level, seeking to link cluster resources to firm value creation. © Emerald Group Publishing Limited 2013 Strategy Competitive...

... involves interviews with a number of leading producers of luxury wine brands. Results from these interviews examine the positioning of these brands, the evolution of each firm's strategy, and the challenges and benefits from operating in this market. An Exploration of the Luxury Wine Trade by Michael B...

... as the Advantage as the Context for Context for Marketing Strategy Marketing Strategy: An Empirical Study of the New Zealand Wine Industry by Phil Bretherton, School of Marketing and Tourism, Faculty of Business and Law, Central Queensland University, Yaamba Road, North Rockhampton, QLD 4702 1. Introduction...

...Christian Felzensztein This paper will consider global branding in international markets and specifically global marketing strategies as applied to the Chilean wine industry. This will be completed mainly by secondary data research and a comprehensive literature review. In the first part...

..., as is the need for specific further research into market structure. Strategy Wine China Relationship Marketing Culture Market Entry © MCB UP Limited 2001 Market Entry Strategies for Western Produced Wine into the Chinese Market by Phil Bretherton, Unitec Institute of Technology, Auckland, New...

... important success factor, but some significant differences existed between respondents from the two countries examined. Recommendations for ongoing research on wine tourism are made. © MCB UP Limited 1999 Success Factors Wine Tourism Strategy Development Washington State Critical Success...

... Limited 1999 Balances Scorecard Strategy Customer Satisfaction Non‐Financial Performance Measures The Importance of Non-Financial Performance Measures in Wine Business Strategy Linda Nowak, Assistant Professor, Marketing, Sonoma State University, USA and Sherri Anderson, Professor...