The creation of new sub-divisions within Oregon's Willamette Valley American Viticultural Area (AVA) may indicate a desire on the part of well-established wineries to “split” or separate their social groupings from those with lesser qualifications. Once their social clusters have been differentiated, we theorize that these wineries would be able to capitalize on their newly developed distinctiveness and collect larger regional reputation premiums. Based on 2,221 Wine Spectator–rated pinot noirs from between 1984 and 2008, regression analyses demonstrate that regional reputation premiums have significantly increased with the creation of sub-AVAs and that the price-quality ratio gap between sub-AVAs and the rest of Willamette has widened. (JEL Classifications: D22, Q12, L14)
Findings are presented from a study evaluating sustainable freight distribution in the city center of Dublin, Ireland, particularly focusing on urban distribution centers (UDCs) and managing the last mile of deliveries. A survey of city center organizations is described, and relevant delivery patterns (origin, destination, type of goods delivered) are compared with those from a previous feasibility analysis to determine UDC opportunities in Dublin. A real-life commercial example of a UDC is also described. Ireland's largest grocery distributor operates this UDC. The operational efficiencies and the wider benefits of the UDC are discussed. In addition, a commercial example of managing the last mile of deliveries through a city center delivery platform is detailed. The delivery platform is managed by a leading logistics service provider.
In addition to legal constraints and social-psychological barriers, in a post-conflict setting mutually beneficial economic transactions might not occur due to the widening gap between the health, quality, and environmental standards of the parties. A lack of incentives during the years of conflict prevent the members of the weaker party, the one economically isolated from the rest of the world, from engaging in the collective learning necessary to upgrade the health and packaging standards of their commodities. In this study, we detail the technical, political, and legal challenges external actors must consider in order to successfully help small businesses in a post-conflict environment. Specifically, we explain how the EU helped Turkish Cypriot beekeepers by supplying funds to support training and educational programs, and upgrade the equipment used by the beekeepers. We demonstrate that third parties, like the EU, can provide the impetus for domestic institutions-such as producers associations, chambers of commerce, and cooperatives-to overcome their collective action problem.
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