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In the Spring of 2000, questionnaires regarding the export assistance needs of all 1012 wineries in California, Oregon, Washington and Idaho were mailed. These surveys, one for current exporters and one for non‐exporters, were based upon over 25 in‐depth interviews with wine industry executives as well as public, industry and private sector export service providers. Each questionnaire included a section specifically designed to identify and prioritize the assistance needs of exporting and non‐exporting wineries. The 24% return rate enhances the validity of the survey results. The purpose of this research effort is to provide export service intermediaries with an empirical model of the exporting needs of wineries so they can improve the effectiveness of their export assistance programs to enhance the global competitiveness of US wineries. Results suggest that managers in exporting wineries see great value in “advanced” export assistance needs. Managers of non‐exporting wineries place the highest value on more “fundamental” export assistance. Non‐exporters and new exporters place higher value on assistance in finding distributors than experienced exporters. Lastly, venues in which there is an opportunity to network with experienced exporters is seen as a valuable assistance tool by both exporting and non‐exporting wineries.

This study aims to provide a detailed characterization of Argentinean exporting wineries using a new rich firm-level data set to understand how capabilities and business strategies differ among firms with different levels of involvement in the export market.

A survey was distributed among all wineries along all wine regions of Argentina; the 45-min questionnaire was answered by 230 wineries, a representative sample with a response rate of 26.3% of the total population of Argentinean wineries. The survey assessed the interaction between wineries’ dynamics and characteristics and their participation in export markets. In the comparative analysis, the results are presented by dividing the sample into four categories according to the export intensity of the wineries.

High-intensity exporting wineries in Argentina differ from other Argentinean wineries in several dimensions. In particular, the most internationalized Argentinean wineries are the most endowed with higher capabilities; they follow a specific business model emphasizing product differentiation, quality upgrading, brand building and the development of distribution channels. Exporting wineries from Argentina adopt business practices that differ from those that prevail among wineries that only target the domestic market. They have developed firm capabilities such as human capital and technology to play a critical role in quality upgrading for their participation in global wine markets.

To the best of the authors’ knowledge, this paper is the first to study the Argentinean exporting wineries using a firm-level sizeable representative sample.

This paper aims to analyse the wine market in relation to international competitiveness and international market structure.

To describe the international market structure, this paper uses Herfindahl–Hirschman Index and Net Export Index to measure export competitiveness revealed symmetric comparative advantage (RSCA). Finally, survival function analyses were developed using the Kaplan–Meier product-limit estimator to characterise the stability and duration of the competitiveness in the international wine market of each country and after they were grouped into Old and New World wine-exporting countries, and Wilcoxon and the Log-rank tests were used to compare the survivor functions.

The findings have revealed that the import market structure has remained unconcentrated, whereas the export market structure is moderately concentrated. Concerning trade characteristics, France, Italy, Spain, Australia, Chile, New Zealand, Portugal, Argentina, South Africa and Georgia are exporters. Austria is a trader (re-exporter), and the USA, Germany, the UK and the Netherlands are importers with strong domestic consumption. Regarding the RSCA, the New and Old World wine-exporting countries have high scores, specifically France, Italy, Spain, Australia, Chile, New Zealand, Portugal, Argentina, South Africa and Georgia. However, the advantages have weakened for most of the countries analysed. Only a few Old World wine-exporting counties (France, Italy, Spain, Portugal and Georgia) have demonstrated stable comparative advantages over time. However, when grouped into Old World and New World, their survivor functions present little statistical differentiation during the period.

The originality of the paper is that it applies the industrial organisation and comparative advantage approaches to the wine international market, highlighting the top global players. The paper also makes valuable contributions to the wine literature by analysing the duration and stability of comparative advantage in the worldwide wine trade at a country level and comparing them grouped into Old and New World wine-exporting countries.

For many wineries, internationalisation strategies, particularly in the form of exports may provide opportunities and financial gains. However, as more wine producers enter and compete in an increasingly convoluted wine market, accordingly the “playing field” in the wine industry becomes increasingly complex. To shed more light into wineries’ internationalisation efforts through exports in the currently uncertain business climate, this preliminary study investigates a group of predominantly micro, small, and medium wineries from both New and Old Worlds of wine. The paper aims to discuss these issues.

An online questionnaire was designed to gather data from winery owners and managers that invited to participate voluntarily in the study; a total of 499 usable responses were obtained.

Diversifying and entering new markets, especially due to domestic competition are respondents’ main reasons for embarking in exports, while unfavourable currency exchange, issues of trust, or entry barriers are key challenges many of them face. Further, despite the relatively limited wine production of most participating wineries, respondents perceive a necessity to be present internationally. Indeed, rather than fitting into a specific business model/cycle, the current complex business environment is triggering export strategies among entrepreneurs.

The fiercely competitive wine market and continuously changing consumer trends significantly contribute to the complexities the wine industry faces. However, few academic studies have investigated some of the complexities that wineries located in different geographic, economic, political, and social environments face. In this regard, the study makes a contribution by identifying several developments related to complexity theory, including the impacts of globalisation, competition, and change, and the resulting complexity in the wine sector.

In the Spring of 2000, questionnaires regarding the export assistance needs of all 1012 wineries in California. Oregon Washington and Idaho were mailed. These surveys one for current exporters and one for non‐exporters were based upon over 25 in‐depth interviews with wine industry executives and export service providers. Each questionnaire included a section specifically designed to identify and prioritise the assistance needs of exporters and non‐exporters. The robust 24% return rate enhances the validity of the survey results. Among current exporters information regarding competitors, consumers and distributors specific export markets represent five of the six most highly valued assistance needs. Assistance in finding distributors and agents are especially important to inexperienced exporters and those dissatisfied with their current export programme. Non‐exporters place priority on training and assistance in understanding the fundamentals of developing a successful winery export programme. Finally, both exporters and non‐exporters give high priority to learning about the export experiences of other wineries which they feel will help improve their own international trade endeavours.

The purpose of this paper is to further develop the extant export problems literature by focusing on a context that has attracted limited attention so far, namely the wine sector. The objective is to examine empirically Greek wine firms' perceptions of the factors that may impede their export activities.

Primary data were gathered from 110 wine firms that responded to a battery of exporting problem items. A combination of exploratory, confirmatory and cluster analyses were employed to classify and profile firms according to their perceptions about the frequency of export problems.

Three clearly distinct clusters were formed. The results indicate that export problems are likely to occur in firms that are more passive in terms of export activities than in firms that adopt active and competitive export postures.

The findings are interpreted and discussed in the light of extant theory. Particular attention is paid to the implications for management and public policy administrators. The study is confined to a single country/single industry context and provides an overview of the problems experienced only by indigenous wine firms in export markets.

Although the study corroborates the extant literature, it is innovative in that the sample, i.e. the census population of Greek exporting wine firms, lends more credence to the findings for the particular sector and the export problems literature.

The success of the Australian wine industry is well documented. However, there have been few comparative studies of the reasons for this success as compared to Australia's main competitors. Most of the anecdotal evidence and trade publications focus on “value for money” and fruit‐driven wines, without looking at how the Australian wine businesses operate. The purpose of this paper is to investigate the external environment in France and Australia as one of the drivers for Australian wine sector success.

In‐depth interviews with two French and two Australian wineries and a review of the literature led to a series of hypotheses about the role of market orientation, strategic orientation, innovative and entrepreneurial environment orientation, constraining legislation, industry infrastructure usage, industry plan support, and interorganizational collaboration as factors differentiating the two countries. An online survey of wineries in the two countries resulted in a sample of 82 French and 63 Australian responses. An analysis of variance revealed significant differences between Australian wineries as compared to the French.

Australian wineries rated themselves higher in market orientation, growth strategy, export proactiveness, perceived innovative environment, perceived entrepreneurial environment, more interorganizational collaboration, and less perceived constraining legislation.

These results not only provide some basis for Australia's success in wine exporting, but also add to the literature on the effect of the external environment on business performance.

Wine exporting countries can use the results to help shape policy for creating a more conducive environment for exporting wine.

The purpose of this study is to examine the perceptions of winery owners/managers concerning the impacts of Brexit on the Spanish wine sector and propose a theoretical framework based on the extant organisational resilience literature to facilitate an understanding of this concept. The framework facilitates understanding of this concept through the perspective of winery operators.

Attendance at a large Spanish wine fair in 2017 allowed for brief face-to-face interviews with owners and export managers of 156 predominantly micro and small Spanish wineries. The data were analysed through qualitative content analysis.

Despite the general sense of uncertainty and negative perceptions regarding the outcomes of Brexit, the interviews revealed various forms of resilient responses, including ongoing efforts seeking to broaden the scope for exports into new, niche markets alongside more traditional ones. These findings have important implications for businesses engaged in international business, particularly in the wine industry, where the potential challenges resulting from a major political decision can exacerbate existing issues of competition.

From a practical perspective, this study examines an emerging issue with potential consequences for international business. From a theoretical point of view, the proposed framework provides a baseline to illuminate the understanding of the links and stages following turbulence within organisations. Notably, the activation of responses emphasises the importance of developing a resilient organisational culture, as well as developing internal and enabling factors and bundles of resources that help create firm capabilities.

In this article, information needed for potential US wine exporters to Mexico is provided. The opportunities for US wines in the Mexican market are closely examined in addition to essential facts vital to a US wine producer interested in exporting wines to Mexico. With the increase of wine culture in Mexico, the recovery of the Mexican economy, and the increased demand for US wines in the Mexican market, the potential to increase market share in the Mexican market is enormous. In 1996, responding to a US tariff increase on Mexican brooms, Mexico greatly increased its wine tariffs. The US saw its wine market share in Mexico decrease by more than 50%. However, with the North American Free Trade Agreement (NAFTA) there will be a zero‐tax on US wines by the year 2003. The substantially lower prices of US wines and the increased demand for wines in Mexico should give US wine producers a very attractive market in Mexico. This article also informs potential exporters about label and packaging requirements needed to export wines into Mexico as well as the wine distribution channels in Mexico.

The wine sector is a growing industry with an important share of the revenue resulting from export markets. Due to its cultural nature, wine exporting requires specific firm and managerial capabilities. As such, traditional approaches to the factors influencing export performance must integrate the specificities of wine as a product.

This study, based on a sample of 93 wine producers, develops and tests, using structural equation modeling, specifically the partial least squares method, a conceptual model of the influence of internal factors, external factors and partner relationship capabilities in export performance.

Results reveal that internal factors and partner relationships have an impact on the firm’s noneconomic performance which influences economic performance. It is also shown by the results that external factors do not affect the noneconomic performance or economic performance. Moreover, the results show the moderation effect of the noneconomic variable. Internal factors and relationship capabilities have an impact on economic performance considering the mediation effect of the noneconomic performance. Overall, firms’ internal factors and relationship capabilities are crucial to achieve better export performance for Portuguese wine companies.

This study combines the theories of SCP, resource-based view and relational or behavior perspective to present a novel approach to export performance by analyzing the external and internal dimensions of the firm in relation to both financial and nonfinancial performances.

El sector vitivinícola es una industria en crecimiento con una parte importante de los ingresos procedentes de los mercados de exportación. Debido a su naturaleza cultural, la exportación de vino requiere unas capacidades empresariales y de gestión específicas. Por ello, los enfoques tradicionales de los factores que influyen en los resultados de la exportación deben integrar las especificidades del vino como producto.

Este estudio, basado en una muestra de 93 productores de vino, desarrolla y pone a prueba, mediante un modelo de ecuaciones estructurales, concretamente el método de mínimos cuadrados parciales, un modelo conceptual de la influencia de los factores internos, los factores externos y las capacidades de relación con los socios en los resultados de exportación.

Los resultados revelan que los factores internos y las relaciones con los socios influyen en los resultados no económicos de la empresa, que a su vez influyen en los resultados económicos. Los resultados también muestran que los factores externos no afectan al rendimiento no económico ni al rendimiento económico. Además, los resultados muestran el efecto de moderación de la variable no económica. Los factores internos y las capacidades de relación tienen un impacto en el rendimiento económico que arroja el efecto de mediación del rendimiento no económico. En general, los factores internos y las capacidades de relación de las empresas son cruciales para lograr un mejor rendimiento de las exportaciones de las empresas vitivinícolas portuguesas.

Este estudio combina las teorías de SCP, RBV y la perspectiva relacional o de comportamiento para presentar un enfoque novedoso del rendimiento de las exportaciones, analizando las dimensiones externas e internas de la empresa en relación con el rendimiento financiero y no financiero.