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The aim of this paper is to analyze the relationships between distribution strategies and the level of innovation propensity in the winemaking industry. It intends to identify the existence of patterns around the way wineries innovate and the way distribution channels are used. These determinants can support or constrain wineries’ behaviors in their strategic choices related to distribution channels.

The sample comprised 191 Italian small- to medium-sized enterprises in the wine industry. First, a two-step cluster analysis was used to identify patterns in the level of innovation propensity and differences in distribution channel strategies. Second, the research question was tested using multinomial logit regression.

Five clusters of innovation propensity were identified, varying from “no propensity to innovate” to “propensity for radical innovation”, and three clusters of distribution channel strategies were found. A significant negative relationship between innovation propensity and distribution channel strategies was revealed. This means that the greater the propensity to innovate, the smaller the need for a wholesale distribution option.

As with most research, there are limitations to this study. First, the sample is from only one country. A second limitation is the sample size (191 Italian firms). A sample including large firms can be used to further validate the findings. Linked to the sample, another possible limitation is that all respondents were small- and medium-sized enterprises from a single industry.

This study contributes to the current innovation research by showing the existence of a negative relationship between innovation propensity and the choice of distribution channel in the wine industry. This knowledge is precious to entrepreneurs and managers in the wine sector, allowing them to better consider not only the type of strategies related to distribution channels but also the importance of building the firm’s propensity to innovate into the strategic decision-making process. Furthermore, the paper provides an opportunity for practitioners to reflect upon the fact that changing the distribution channel is more than just changing the outlet for their product; it might also require a revision in their innovation propensity to better facilitate the process.

There are also social implications, in particular providing an advantage for consumers. The major advantage is based on the fact that consumers are now aware that the level of innovation propensity in a wine industry is directly linked to the type of distribution channel adopted. Therefore, wines with low-innovation propensity are most likely found to adopt wholesale distribution strategy, while the more innovative wineries adopt the wine expert and direct distribution channels.

For the first time, a cluster analysis approach was used to review different typologies of Italian wineries based on their propensity toward to innovation and subsequent distribution strategies. This study further explains the direct relationship between innovation propensity and the strategic choice toward between long or short distribution channels.

The paper's objective is to investigate the relation between direct and indirect marketing channels applied by French wine producers, and to identify the elements that can enhance the success of direct distribution methods.

Secondary data collected though a questionnaire survey, and published in a study of Viniflhor was analysed in order to identify the distribution channels used by French wine producers. In the second part of the study, primary qualitative data obtained through face‐to‐face interviews with 17 wine producers was used to explore their direct marketing approach.

The findings indicated that French wine producers use a large variety of both direct and indirect marketing channels, although the importance of these distribution methods varies with the size of the producer (defined in terms of vineyard area and wine production). An integrated distribution strategy is applied by more than a half of the respondents. Although the strategic planning process is applied informally and intuitively, a series of innovative elements are combined in order to enhance the value of the product offer and to develop long‐term relationships with satisfied customers.

The low response rate obtained in the application of data collection methods raises questions regarding the possibility to generalize the findings to the entire population of study.

The paper applies a three layer analysis to the situation of the French wine producers from various regions, creatively combining focused investigation with an integrative perspective.

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)].

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.

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.

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.

The article on European Wine Industy provides an analysis of the wine industry with particular focus on Europe, although more global trends are indicated. The focus is on the business aspect of the wine industry and how various segments of the market are addressed by different sectors of activities. Readers of this article may want to think about how the industry is going to evolve over the next decade and how the major players are going to defend their position. It also highlights how the power in the industry has moved from the producers to the retailers and when the brandholders are key players.

The purpose of this paper is to determine whether one can infer the identities of specific business and management coursework topics that owner/managers of wineries want to have addressed by a wine industry‐specific educational institution by assessing upstream and downstream vertical integration strategies of their respective wineries.

Exploratory empirical research involves the gathering of relevant information by way of telephone interviews and using closed end questions. The theory of the resource‐based view (RBV) of the firm is the theoretical framework that was employed in developing relevant hypotheses.

The results demonstrate that one can predict the types of business and management courses that owner/managers of wineries want to have offered by assessing realized upstream and/or downstream vertical integration strategies of their respective wineries.

The research creates a bridge between research involving the RBV and the identification of needs of persons in various parts of the wine value chain. Such persons might either become involved in conceiving and/or rendering wine industry‐specific business and management instruction, or benefit by taking business coursework that has been established as relevant for them by this research.

Bangkok beer & beverages: in pursuit of growth.

Entrepreneurship, Strategic management, Importer/Distributor, Marketing, Environmental forces, Wine, Thailand.

Senior undergraduate or graduate MBA students taking a course in entrepreneurship, strategic management, marketing or small business management.

Bangkok Beer & Beverages (BB&B) Company is an importer, distributor and marketer of premium spirits and wines in Thailand. The case takes place in April 2007, after the public announcement of BB&B's distribution agreement with Fosters Group of Australia to distribute the Group's Penfolds brand throughout Thailand. Coinciding with this milestone of BB&B is the rising interest in wine and the announcement by the Thailand Government to impose stricter regulations for the distribution and promotion of alcoholic beverages to curb consumption in response to demands made by several public interest groups. Within this backdrop, Pongchalerm Chalermsaphayakorn, co-founder and CEO of BB&B, was working with a team to consider future opportunities to pursue for sustainable long-term growth.

This case problem can be used to increase students' understanding of: how an entrepreneurial firm attempts to build/develop organizational capability; how decision-makers should assess the impact of, and respond to, the threat of significant and uncontrollable changes to the business macroenvironment; a firm's market position and the identification of strategic groups in an industry; and evaluating different growth opportunities and the implications on a firm's mission.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this paper is to compare and contrast wine sales in neighboring franchise law and non‐franchise law states in order to determine impact on wine price, consumer choice, consumer satisfaction, and stakeholder perception.

The study used qualitative interviews with 14 wineries, distributors, and retailers, statistical analysis of Nielsen Scantrack data, and an online survey of 401 wine consumers in Georgia and Florida, USA.

Results show statistical proof that Florida offers more wine selection and lower wine prices on matching brands than Georgia. Qualitative interviews indicate wineries, distributors, and retailers perceive differences in wine choice, price, and overall operating costs in these two states. However, there was no statistical difference between a sample of 401 consumers from Georgia and Florida when asked about their satisfaction level with wine choice and pricing within their state.

For practical purposes, the research was limited to only two US states. It would be useful to duplicate this study in other states.

Practical implications include the need for new wineries desiring to enter franchise law states to carefully research regulations and distributors before making a commitment, as well as the social issue of less wine choice and higher prices for consumers in Georgia versus Florida.

This is the first empirical study in the USA to focus on the impact of wine franchise laws on consumer choice and wine price. It yields useful information that contributes to the body of knowledge for wine and policy research.

This paper aims to analyses the development of exploitation and exploration capabilities, and the role of ambidexterity, in the evolution of small Spanish wineries toward multi-channel distribution systems.

A qualitative methodology based on the analyses of multiple cases supported by a computer assisted qualitative data analysis software with an abductive approach was used to study the relationship between ambidexterity and the multi-channel integration of six wineries.

Companies with more advanced multi-channel distribution systems have more developed ambidexterity capabilities. This ambidexterity stems fundamentally from the ability to simultaneously maintain relations with distributors and innovate and search for creative ways to satisfy new customers.

The research is based on insights from companies based in Spain.

Spanish small and medium enterprises in the sector are in an underdeveloped phase of multi-channel integration. To be successful in this process, these companies must combine exploitation and exploration capabilities.

If the company is able to develop an integrated multi-channel distribution system leading to an omnichannel system, consumers will benefit from it, getting complete information at each specific stage of shopping.

This study provides the first description in academic literature of the usefulness of the concept of ambidexterity as a dynamic capability to explain the degree of development and multi-channel integration.

Wine exports from Australia are expected to double within the next five years and much of this growth has been forecasted to occur in the traditionally non‐wine drinking countries of the Pacific Rim. This paper, based on lengthy interviews with importers, agents, and buyers for various retail institutions in Thailand, uses a case study approach to argue that export strategies based on successful entry into the UK and US markets will be less efficient in the Pacific Rim. A detailed analysis of the market structure, including the types of wines and strategies of institutions from the top to the bottom end of the price spectrum is presented. The success of Australian producers entering the Thai market will be achieved only by changing the strategy they have used in the UK and US. A stronger focus on Australia must be made along with the use of fewer, but bigger agents and distributors. Marketing strategies for each type of retail institution are provided as well.