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‘Wine; for some it is a delicate craft, to be fine tuned and practised until it is perfect, for others it is an art form, to be contemplated and discussed until it is understood. For yet others it is just another agricultural product to be bought and sold. No matter what one's feeling about the subject of wine, all agree: the key is education (Reiss, 1999).’ To explore the ideal setting of education in wine and more specifically education in wine management a research programme was undertaken to supply an empirical foundation towards content and methods which could be employed in Higher Education. In the research a qualitative approach was adopted in which 24 F&B Managers of four and five star hotels were interviewed. Information was gathered about the perception of wine, the relationship between wine and culture and wine and health as they were perceived by the managers. The economical value of wine as part of the total offer of the hotel was calculated. Some of the methods used in hotels to train staff in wine management were described. The managers were also asked for their opinion about the level of knowledge on wines they find graduates to have in The Netherlands. Finally, ratings to the importance of different subjects within wine management were given by the respondents which indicates where the emphasis of wine management education should be in the future.

The purpose of this paper is to identify the key management skills for running a successful winery business, which in the Australian industry is predominately a small to medium sized business, and explores the existence of such skills within the industry.

The information was obtained through structured interviews with a range of winery owners and managers in the four main wine regions of Western Australia.

Whilst a set of universal management skills are identified by the industry participants, these are not universally held. The study examines skills and training issues highlighting the diversity of winery owners and managers.

The study was conducted using qualitative methodology in one state of Australia only.

The findings require further quantitative testing, but strongly imply that managerial skills in the wine industry are limited, and most managers are more focused on technical expertise than financial, strategic, marketing or HR planning and management.

The paper has benefit for the wine industry showing the strengths and weaknesses of its managers, and also for theorists who seek to understand management processes in a specific sector predominantly comprising small and medium sized enterprises.

The purpose of this paper is to identify the features that qualify the wine tourism destinations’ (WTDs) image and to deepen analyse the role of the image on the wine tourists’ perception, assuming that it changes from tourist to tourist, depending on who has formed its perception after a real experience or not.

This contribution fits in the range of studies regarding the measurement of the destination image; the authors suited the Echtner and Ritchie’s model (1991, 1993), as its multidimensionality approach, rarely applied in the area of wine tourism.

From a comparison between the images of the chosen destination, wine tourists consider Bordeaux the benchmark of WTDs and, in the collective imagery, France is one of the excellences between WTDs. The association territory-wine is less marked, so the biggest contribute is given by the in situ experience.

Despite results can’t be generalised because the samples of convenience, they have provided an overall outline of attributes, benefits and attitudes of wine tourists of Web 2.0.

A managerial lecture of results shows that young destinations (aka new wine regions) have a bigger propensity for destination management as well as the attention to marketing aspects, which are able to influence the competitiveness of destination. Instead, destinations with an ancient tradition (aka old wine regions), although unique for their wines and territories, food traditions and the historic-architectural heritage, need to improve their services.

This research applies the consolidated analysis method of E&R on the theme of destination image to the wine tourism, never used for WTDs, improving the model with a comparison between visitor and no-visitor perceptions.

This exploratory study aims to identify and prioritize key sustainable innovation challenges faced by family-owned businesses in the wine ecosystem. It also explores whether the criticality of these challenges differed pre- and post-COVID-19 by comparing the prioritization of these challenges at these two times.

Three methodologies were used. First, a systematic literature review identified the key sustainable innovation challenges in the wine ecosystem, which were then summarized into macro-categories (macro-challenges). Second, a panel of experts validated these challenges. Finally, the best-worst method was used using 40 qualitative interviews to prioritize the most critical challenges in two alternative scenarios to explore potential changes in challenge criticality following COVID-19.

This study provides evidence that the primary challenge to sustainable innovation (i.e. constraints on businesses because of limited financial resources) was the same pre- and post-COVID-19. In contrast, although the challenge associated with knowledge sharing was identified as a key strategy of wine ecosystem actors, particularly in recent years, it was the least critical factor at both times.

This exploratory study extends the conceptual boundaries of sustainable innovation by introducing it to the wine ecosystem. It establishes a practical agenda for small and medium-sized enterprises to enable managers who are constrained by limited resources to prioritize challenges. This agenda outlines a path to identifying competitive strategies. This path can also be followed by a range of stakeholders within this ecosystem to achieve resilience and define medium-to-long-term strategies. Furthermore, policymakers and governments can follow this path to formulate more targeted investment management plans and policies, thereby supporting sustainable economic growth in this key sector for many countries.

This study aims to identify the economic impact of a potential implementation of a Climatic Reserve for the Swiss predominant white grape variety (Chasselas) vinified in the AOC (controlled designation of origin) category. The Climatic Reserve would imply the possibility of harvesting an additional quantity of grapes whose commercialization in wine would be delayed until it is approved by the relevant authority.

The impact of a potential implementation of this wine supply management tool is simulated through an innovative method that combines the vector autoregressive (VAR) model to estimate the influence of the previous consumptions and productions on the current consumption and linear regression [ordinary least square (OLS) method] to estimate the price elasticity to measure the evolution of the price depending on the simulated consumption. The VAR model is based on state-level data about production, stocks, and consumption (all the channels of distribution combined), while the OLS regression for estimating price elasticity uses the retail market data (Nielsen Panel). With the sales and price variables on a monthly frequency design, the latter represents about 40% of the wine market in Switzerland.

According to simulations carried out at the level of a region from the canton of Vaud in Switzerland (2000–2018), the increase in turnover linked to the release of the Climatic Reserve would be +3.1% for the indigenous white grape variety Chasselas.

The Climatic Reserve is a wine supply management tool that could complement the existing yield restriction, which does not significantly influence the quantities sold, according to previous studies. Our paper contributes to the literature by demonstrating the economic advantage of this supply management tool to deal with the increasingly frequent climatic hazards in wine production and market. The methodology could be applied to other wine regions (contexts) or other agricultural sectors.

Strategic management is the focus area in this case study, so it is important to consider different sources of information to make strategic decisions. Considering the different options of Wine Cooperative of Vidigueira Cuba & Alvito (ACVCA), it is necessary to know the strengths and weaknesses of each option and identify respective opportunities and threats. Additionally, it is important to know the case study object (such as operating specific characteristics, products and management model); the competition; the evolution of the wine sector in Portugal and worldwide; the evolution of the tourism sector in Portugal and worldwide; and new trends in wine and tourism.

In January 2018, Mr Jose, leader of the Board of Directors (BD) of the ACVCA, one of Portugal’s oldest wine cooperatives, located in the south of the country, in the Alentejo region, is preparing the first meeting with the newly elected BD. Addressing the strategy and sustainability for the next term of the BD is mandatory! Mr Jose will have to open the game and lift the veil. Should all their eggs be put in one basket? Or could diversification be the way? Sustainability, in its three pillars (economic, environmental and social), is mandatory, never forgetting that the cooperators want respective income guaranteed. “We can’t risk everything”, thinks Mr Jose! But ACVCA’s affirmation undoubtedly depends on its ability to take risks, to innovate and seek new answers for new audiences! The BD will have to make decisions that lead not only to the affirmation of the brand but also to its renown and to the ACVCA’s sustainable growth. There are several possible options. However, it is necessary to define a path that guarantees the stability achieved, but that allows new markets to be reached and new challenges embraced: increase production capacity, invest in internationalisation, focus on segmentation through innovation, diversification of product or diversification of business area. Wine tourism is a possible way, but how can it be done sustainably and differently? We will have to use creativity and take advantage of our strengths, traditions and customs, intangible and tangible capital and our material and immaterial heritage. It can be done through Amphora wine, produced from its exclusive centuries-old grape varieties. These issues will have to be discussed with all the BD members in the next meeting. Considering the crucial role of cooperatives in the development of the regions where they are located, the success of the strategy is extremely important not only for ACVCA, but also for all its stakeholders. Strategic management decisions in a cooperative always have a double objective: on the one hand, to satisfy the interests of the cooperators and, at the same time, to meet the interests of the market and assert its positioning in an increasingly competitive sector.

This case study is intended for:▪ undergraduate students in management, agricultural economy and tourism;▪ executive management course students;▪ Master’s students in strategy, marketing, tourism and agricultural economy; and▪ PhD students in social economy and tourism.This case can have different levels of difficulty depending on the scientific area of the students and whether the cycle of studies is more or less advanced. Resolution of the case may require the following pre-requisites:▪ basic-level knowledge on statistics;▪ medium-level knowledge on managerial accounting, economics and finance; and▪ good level of knowledge on strategic management and on cooperativism theories.

Although sales activities in the wine industry are becoming increasingly important, there has been little research on the sales capabilities in wine businesses. The purpose of this paper is to address this gap by examining the most important salesperson and sales management capabilities and emerging trends related to the management of sales capabilities in the wine industry.

Empirical analysis based on an explorative research design was conducted in the Italian wine industry. Sales directors from 4 of the 30 largest Italian wine producers were interviewed. Textual data were analysed using template analysis.

Analysis of the findings revealed the most important capabilities of salespeople and sales managers and identified four emerging trends related to sales capability management in the wine industry – capabilities enrichment, capabilities balance, capabilities specialisation and capabilities acquisition process.

Given that only large wine producers in the Old World were interviewed, caution should be exercised before extending the findings to small and medium-sized players and to those in the New World.

The trends identified in this study provide actionable insights for designing strategies to manage sales capabilities in wine businesses.

This was one of the first studies to address the capabilities of salespeople and sales managers and to provide an in-depth examination of sales capability management trends in the wine industry.

The purpose of this study sought to identify the main themes linked with wine hotel experiences, based on tourists’ narratives shared online, and to investigate whether these narratives vary according to traveler type.

Content analysis was carried out on 4,114 online reviews of 52 wine hotels located in 27 wine regions across 11 nations in both the Old and New World.

The analysis of these web reviews revealed that narratives can be grouped under 11 themes organized into 7 main dimensions as follows: wine, lodging (i.e. hotel, area and room), food service (i.e. restaurant and breakfast), scenery (i.e. views and vineyards), staff, transportation and recommendation. The main narratives vary according to traveler type.

Improving the present understanding of wine tourists’ experiences should help wine hotel managers find new approaches to enhancing visitors’ satisfaction. As the dimensions of wine tourism experiences shared online vary according to traveler type, wine managers can design their offer to target families, couples, friends, solo and corporate clients.

Prior research has identified the need for market segmentation in the wine tourism industry. This research addresses this need by specifying the wine tourism experience according to traveler type. The breadth of the data, and the method of using travelers’ own testimony as opposed to more common surveying are additional contributions for both academics and managers.

The purpose of this paper is to investigate the different traits, characteristics and skills future professionals need to contemplate to address the demands of the competitive wine industry, more specifically, concerning the provision of wine tourism experiences. The insights within self-determination theory are considered to develop more robust understanding of this central theme.

The views of 32 winery representatives in ownership and management roles, operating in two emerging economies were gathered through un-structured, face-to-face interviews conducted on-site.

Participants’ comments revealed five key dimensions illustrated, notably, through attitudinal aspects (passion, empathy), knowledge-based (constant learning), strategy-based (problem-solver), previous work experience and adaptation-based. This last aspect highlighted coping with the dynamic nature of the industry, while assimilating tasks or learning by doing. These findings have important implications, in particular, for the future delivery of wine tourism experiences.

By empirically examining an important knowledge gap associated with the traits and characteristics of future wine tourism professionals, the study provides original and valuable practical insights. From a theoretical point of view, the study proposes a model originating from the findings and its associations with the revisited theoretical underpinnings.

This paper systematically explores the consequences of the adoption of blockchain technology (BCT) in the wine supply chain, aiming to offer a comprehensive overview of its advantages within the dynamic and complex wine sector.

This study deploys the preferred reporting items for systematic reviews and meta-analyses (PRISMA) method to provide a comprehensive examination of the effects of BCT adoption in the wine supply chain (WSC) by guiding the conduct and reporting of the systematic review.

The findings identify eight primary areas of advantage in blockchain adoption, illuminating its transformative impact on the wine industry. In addition, an examination of the technical attributes and applications of 17 existing blockchain-based platforms in the wine supply chain contributes valuable insights for strategic decision-making by wineries.

This study, through a systematic literature review, contributes to understand the potential BCT interactions at different stages of the WSC and to highlight some of the lesser known benefits for wineries.