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It appears quite likely that the worldwide demand for wine has been declining for over a decade now. While a number of reasons for this changing consumer behaviour have…
It appears quite likely that the worldwide demand for wine has been declining for over a decade now. While a number of reasons for this changing consumer behaviour have been advanced, no one really knows what factors are driving this market downward. This changing demand structure has very serious implications for Spanish wine makers because the fastest decline in demand is at the low priced end of the market. That is exactly the part of the market where Spanish wine makers have their strongest position. Four endgame strategies available to Spanish wine makers are presented and analyzed. Finally, a four step action program is outlined that is intended to give Spanish makers their best chance of surviving these new market conditions.
Describes the findings of a positivistic comparative study whichwas undertaken in three different European countries in order to assessthe perceptions of British/Irish and…
Describes the findings of a positivistic comparative study which was undertaken in three different European countries in order to assess the perceptions of British/Irish and Spanish hotel managers. Relates managers′ opinions to some key factors the authors perceive as contributing to the future development of the hotel sector. Among the issues analysed were variables relating to: support policies provided by tourist boards (e.g. in the marketing area, tax exemptions, financing, staff subsidies, etc.); the development of co‐operative management programmes; and training policies and concern for the protection of the natural environment.
To determine the degree of use of some of the most representative lean production (LP) practices in the Spanish ceramic tile industry, their relationship with plant size…
To determine the degree of use of some of the most representative lean production (LP) practices in the Spanish ceramic tile industry, their relationship with plant size and their effect on the operational performance of the companies in the sector.
A questionnaire was developed for data collection. Findings are presented from 76 companies (79.17 per cent of the total sample) that specialise in single firing ceramics.
In the sector under study, there is one set of practices that have as yet scarcely been implemented (group technology, kanban, reduction of set‐up time, development of multi‐function employees and visual factory) and another set whose use is fairly widespread (standardisation of operations, total productive maintenance and quality controls). The degree of their respective use depends on a firm's size. Very few correlations appear between the degree of use of any specific LP practice in isolation and the operational indicators.
For certain variables we found very little variation between the firms in our sample. Moreover, many firms did not have available the data needed for calculating capacity utilisation, and hence we have not been able to check its effects in our analysis.
The paper presents data for reflecting on the application of different LP practices in isolation and on the impediments limiting the use of some of them in the sector.
The paper extends the work of other researchers by focusing on a sector and a country that have been very little studied until now. The sample consists of a set of firms that are fairly homogeneous; this facilitates analysing the relationships between the selected variables while keeping other variables controlled.