Wine prestige and experience in enhancing relationship quality and outcomes

Abstract

Methods: wine brand prestige, wine consumer experience, consumer satisfaction, wine brand image, word-of-mouth,, relationship quality Purpose: the purpose of this study is twofold: (i) conduct a systematic literature review on relationship quality; (ii) analyse the effect of wine brand prestige and wine consumer experience on consumer satisfaction, as well as the wine brand image and word-ofmouth as outcomes. Design/methodology/approach: we employ a systematic approach to develop the literature review and a survey designed and used to collect responses from 479 wine consumers and tourists. Partial Least Squares approach is used to test the proposed model and analyse the findings. Findings: the systematic literature analysis contributes to the conceptualization of the proposed model on wine tourism. The findings of the survey suggest that wine brand prestige is more effective in enhancing consumer satisfaction than the wine consumer experience. Consumer satisfaction acts as a mediator between wine brand prestige and wine consumer experience and the outcomes, which are wine brand image and word-ofmouth. Originality/value: this research sheds light on a strategic and communicational development of prestigious wine brands to enhance wine image and keep wine tourists captivated.Keywords: wine brand prestige, wine consumer experience, consumer satisfaction, wine brand image, word-of-mouth, relationship quality, systematic literature approach IntroductionThe wine market today is much more complex than in the previous centuries, with different players from all around the world. Consumers are more sophisticated and the endeavour to reach new customers is more demanding. What might have been unthinkable a few decades ago is now a critical need for business competitiveness.Currently, the market promotes a global offer which ensures the quality of goods and/or services, and also requires from all players in the supply chain, a faster, more efficient and differentiated response. In the midst of aggressive offers that could arise from any part of the world, building a sustainable business exchange requires producing and offering added value in order to sustain the market position (Nyaga and Whipple, 2011). This reality highlights the awareness for reciprocal and symmetric interdependence of the organizations to have access to expert knowledge and resources, thus complementing internal competences and increasing competitive performance (e.g.,Hennig-Thurau and Klee, 1997; Dyer and Singh, 1998; De Wulf, Odekerken-Schröder, and Iacobucci, 2001; Walter, Muller, Helfert, and Ritter, 2003; Kim, Park, Ryoo, and Park, 2010; Zacharia, Nix, and Lusch, 2011; Hammervoll, 2012). Hence, it is not a surprise that producers, distributors, retailers, customers and even competitors join forces to co-create value solutions. Thus, establishing, retaining appropriate exchange relationships, and developing quality relationships results in superior and distinct advantages for both partners (e.g

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