... 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...

..., Pomarici and Boatto, 2012). Innovations include organic winegrowing, biodynamics, water conservation, carbon footprint reduction and new marketing strategies (Woodfield and Husted, 2022). New Zealand’s wine industry has gained international recognition for quality and innovation, overcoming challenges...

... that these clusters are at different stages of their life cycle. As such, it is possible to make comparisons and lay the foundation for further consideration of the firm’s strategies and cluster success factors within different stages of the CLC within the same sector – wine. The identification of the stages...

... Strategic positioning Strategy Rasch Wineries This work offers a number of important contributions. From the standpoint of the sector, this work pinpoints those aspects that guide winery managers in their strategic decisions – their references. Moreover, the typology of strategic positioning...

... 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 to have an impact...

...) , Porter (1980) , Mintzberg (1988) and Miller (1990) have proposed ways of classifying firms’ positioning using typologies. Although, there are several different theoretical positions, scientists working in the area of strategy tend to endorse the Miles and Snow model. The Miles and Snow (1978...

... 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...

... represents a viable market strategy to grow in the competitive wine sales market (Dreyer et al., 2011 ; Faugère et al., 2013 ; Orth, 2011). However, wine tourism requires an extension of services provided and should be based on a strategic approach (Dressler, 2017b). Although...

.... Planning Croatia 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...

...). Competitive strategy Decision making Leadership Environment Strategy Logit/ probit/ tobit Survey research Conceptual/ theoretical The core content of a strategy includes a diagnosis of the situation at hand, the creation or identification of a guiding policy for dealing with critical...

... 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. Strategy Competitive advantage Value creation Wines Typology Strategic...

... 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. © Emerald Group Publishing Limited 2004...

... 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. Market Entry Strategies for Western Produced Wine into the Chinese Market by Phil Bretherton, Unitec Institute of Technology, Auckland, New Zealand1 and Peter Carswell, Unitec Institute of Technology, Auckland, New Zealand2 Introduction China...

... 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...

... important success factor, but some significant differences existed between respondents from the two countries examined. Recommendations for ongoing research on wine tourism are made. Success Factors Wine Tourism Strategy Development Washington State Critical Success Factors for Wine Tourism 20...