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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.

Muscadine (Vitis Rotundifolia Michx.) is a native vine that grows wild and that is also cultivated in the Southern USA. Today, many wineries located in this region produce and sell wines made of muscadine grapes. While much of contemporary research focuses on the many health properties of muscadine grapes, very little is known of muscadine wines from an entrepreneurial or operational perspective, including muscadine wines' marketing potential. This paper aims to investigate these areas, examining some of the challenges that Southern winery operators face in successfully marketing muscadine wines.

Using telephone interviews (29), coupled with two face‐to‐face interviews, data were collected among 31 winery owners located in different Southern states.

More than one‐third of respondents (11) considered dealing with consumer snobbery as the main challenge their wineries faced. Operators of this group argued that there appears to be a stigma attached to muscadine wines, particularly among many consumers who consider muscadine wines as inferior to Vitis Vinifera wines. In addition, eight participants mentioned consumers' lack of knowledge of muscadine wines as their main challenge. The prevalence of these two main challenges clearly suggests the need for consumer education if any images of inferiority in muscadine wines are to be dispelled.

The number of this study's participants (33) is limited and may not allow for making generalisations about muscadine winery operators.

The study explores a distinctive sector, namely, that of grapes and wines native to the Southern region. With growing interest in local products that, as in the case of muscadine grapes, also have a close association to healthy components (e.g. resveratrol, nutraceutical products), the study's findings may have important implications for the future marketing of muscadine wines and grapes.

To date muscadine wine entrepreneurship has received almost no attention from academic research, particularly as it relates to the areas of marketing, hospitality and tourism.

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.

Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content.

A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance.

The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy.

The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals.

The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing.

This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

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.

The purpose of this paper is to estimate total productivity change in the winery sector, decomposing it into efficiency change and technical change.

The methodology is based on the estimation of the Malmquist productivity index for a sample of Spanish and Italian wineries between 2005 and 2013.

The results show very low efficiency levels for the wineries under study. Further, Spanish and Italian wineries show a decrease in their average annual productivity for the period of time analysed.

The analysis of the efficiency and the productivity of the wineries is crucial to improve their competitiveness and guarantee their survival.

For the first time, a comparative analysis is carried out with data from two major wine-producing countries.

This paper aims to analyse how the economic impact of wine in producing regions can be measured. It also seeks to show the relationship between wine cluster performance and regional economic development, through the study of Rioja's recent success in both wine market and distribution of wealth.

The paper uses the input‐output analyses to estimate the economic impact of the wine cluster and its role in regional economy. The case of Rioja is taken as example of regions where wine is the driving economic force.

The paper finds that Rioja wine cluster specificities may be the cause of the recent outperformance of Riojan economy, in which the wine cluster accounts for a fifth of regional GDP. The increase in wine sales in this region is simultaneous to the spread of welfare among the local population.

The paper shows the extremely deep impact that changes in wine market may arise in wine producing regions' welfare, thus enabling wine sector's main actors to measure wine impact on regional economy.

The present study aims to provide new evidence regarding the factors that determine the survival of firms in the Spanish wine industry and to improve the understanding of sector dynamics.

The empirical analysis, conducted over a representative sample of wineries in the DOC Rioja wine industry, is based on non-parametric (Kaplan–Meier graph) and semi-parametric survival models (Cox proportional hazard model).

The empirical model finds that wineries with a higher number of networks with institutions enjoy better survival prospects. This study also shows that a winery’s previous performance affects the winery’s survival probability; therefore, successful wineries in the past encounter a smaller hazard of exit. Although spending on R&D and exporting are factors likely to improve wineries' efficiency and competitiveness, these factors did not contribute significantly to the survival of DOC Rioja wineries.

This paper makes a significant contribution to the understanding of the determinants of wineries' survival and has important policy implications. In order to raise the probability of survival, policy makers should promote the networks that link wineries and institutions. Moreover, this study is based on survival analysis which, although frequently used in medical and behavioural sciences, has rarely been applied to wine economics. Finally, it uses a unique data set obtained from primary data collection, which previous studies have not analysed in relation to the probability of winery survival.

The purpose of this study is to analyze the effect of wine tourism on the economic, social and environmental performance, i.e. the sustainable performance, of Spanish wineries. In addition, age, size and membership in the protected designation of origin are introduced as control variables to increase the precision of the cause-effect relationships analyzed.

A conceptual model is proposed, which is tested by means of structural equation modeling based on data from a survey of 202 Spanish wineries.

The results indicate the existence of a positive and significant link between wine tourism activities and the three performance typologies analyzed in the Spanish wine context.

The study contributes to the academic literature on wine tourism in a remarkable way, as, to the best of the authors’ knowledge, there is no previous literature that has addressed the effect of wine tourism on the sustainable performance of Spanish wineries, making the study useful for both academics and wine professionals who are considering the implementation or development of this typology of tourism in their facilities.

This paper aims to consider how customer experience can be used by wineries to enrich their value proposition and improve their competitive advantage.

Qualitative research, using a semi-structured interview approach, was conducted on four small sized wineries located in the Bolgheri area (Tuscany, Italy). This study was based on the theoretical model of Pine and Gilmore.

All the wineries in the sample are committed to enriching wine – the tangible product. They focus on customer experience to make the process unique and meaningful. They seek to provide a rich experience, but have chosen one experience dimension to create a specific identity for themselves. It is evident, based on interviews and online reviews, that the customers appreciate the efforts of the wineries.

This study can be further developed, using dimensions such as brand awareness and by building a larger sample, to understand how wineries can further improve their value proposition.

The adoption of marketing experience requires flawless execution of the experiences, starting from first employee-customer interaction. For this reason, it is essential for companies to invest in the training and development of their employees, who represent the experiential offer, and act as the link between the internal and external world. It is also important to identify new trends and be proactive.

Very few studies in the literature focus on customer experience in wine sector.