A managerial survey to discuss wine business models

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to describe, analyze and compare business models (BMs) developed and used by wineries in two very different wine regions, one from the New World of wine [the USA, Connecticut (CT) and Rhode Island (RI)] and the other from the Old World of wine [Spain, Rias Baixas (RB)].</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>A survey was conducted aimed at all the wineries of both regions. The survey describes wineries’ decision-making process regarding their value chain through four variables, namely, supply, product, market and distribution and their perceptions regarding how competitive their business environment is through five variables, namely, barriers of entry, power of suppliers, power of buyers, internal competition and the threat of substitute products. This complimentary analysis (internal and external) approaches a definition of the BMs used in wineries of these two different wine regions.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The study highlights how BMs evolve and adapt to the competitive environment in which companies find themselves; wineries from CT and RI BMs display behavioral elements of companies that compete in the first stage of the life cycle, however, RB wineries BMs show elements of companies competing in the stage of maturity of the life cycle.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The paper shows empirical evidence of the use of BMs in an agribusiness sector as important as the wine industry. It also describes these distinctive BMs per region and explains how the creation of value occurs and how they adapt to different environmental conditions.</jats:p> </jats:sec>

The business model and sustainability in the Spanish wine sector

“…BMs in the wine industry have been studied by various authors (Ferrer and Villanueva, 2021;Giraud, 2014;Pezzillo et al, 2016), with different perspectives and scopes, and in different locations (Spain, France, Italy, U.S.A., Australia). However, studies on the BM and sustainability are rare, although some perceive the BM as a driver of sustainability.…”

“…In this study we will focus on the primary activities, following previous research (Ferrer et al, 2020;Ferrer and Villanueva, 2021). We will analyse seven elements of the primary value chain: production method, type of wine made, packaging, market segment, distribution, exports and network relations (Fig.…”

“…To do this, we will follow the approach to the BM proposed by Casadesus-Masanell and Ricart (2010), who understand that the BM contemplates the decisions that the company adopts in its value chain and the consequences that these decisions have on it. This approach has been taken in previous studies on the BM of the wine sector in Spain (Ferrer et al, 2020) and in the USA (Ferrer and Villanueva, 2021). We will analyse elements of the value chain, such as the ownership of the vineyard, the type of wine made, the packaging, the market segment targeted, the marketing methods, the relations established by the company, exports, and their performance.…”

A multicriteria model for evaluation of Brazilian wineries from a tourism destination perspective

“…The Tourqual model is a set of indicators that can be applied to diagnose the quality of tourism services, whether in destinations, events and/or tourism equipment Mondo and Fiates, 2017;Mondo et al, 2020aMondo et al, , 2020b. The model can be applied in different contexts to assess the tourists' perception of tourist attractions, destinations or services (de Santana et al, 2020;Lee et al, 2021;Ferrer and Villanueva, 2021). In the context of wine tourism, the authors ' Mondo and Fiates (2017) say that Tourqual aims to diagnose the execution of the service at the moment that the tourist arrives at the attraction (access), has contact with the environment, employees, safety and technical quality and shapes their perception of experience/quality at the end of the visit.…”

Domestic clustered networks and internationalization of agrifood SMEs

“…There are Likert scales, where companies are compared with their competitors. Subjective scales have been used in many empirical studies (Ferrer & Villanueva, 2020;Ferrer-Lorenzo et al, 2018;Ortega, 2010;Spanos & Lioukas, 2001; among others), and several studies confirm the statistical confluence of subjective and objective scales (Dess & Davis, 1984;Richard et al, 2009;Santos & Brito, 2012). In the subjective scales, the comparison that the firm makes with its competitor is not usually with the closest company, but with the one that offers similar products in similar markets.…”