Business model and performance in the Spanish wine industry

Using a business model as a means of analysis of competitive advantage is a new concept that includes classic elements, such as resources and strategy, adding the creation of value for customers and the appropriation of a part of it by the company. This paper studies the relation between the busines...

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Bibliographic Details
Published in:Journal of wine research 2019-01, Vol.30 (1), p.31-47
Main Authors: Ferrer-Lorenzo, Juan Ramón, Maza-Rubio, María Teresa, Abella-Garcés, Silvia
Format: Article
Language:English
Subjects:
Business competition
Business model
Business models
competitive advantage
Decision analysis
Decisions
Market strategy
RBV
Spanish wine sector
Strategy
Universe
Value analysis
Wineries
Wineries & vineyards
Wines
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Summary:Using a business model as a means of analysis of competitive advantage is a new concept that includes classic elements, such as resources and strategy, adding the creation of value for customers and the appropriation of a part of it by the company. This paper studies the relation between the business model and performance in the Spanish wine industry. For this study, a survey was conducted of all the wineries in Spain; 339 responses were obtained, 14% of the total sample universe. In line with the recent literature, a business model is shaped as a consequence of the definition of the business strategy. To analyse the different business models, the core strategy and their interaction with the decisions of the company in the value chain have been analysed. The study empirically points out four successful business models in the Spanish wine industry, and notes the set of decisions in the value chain that each business model uses. The results and conclusions presented should provide a way for the managers of Spanish wineries to evaluate the congruence between their core strategies and their decisions in the value chain in order to achieve a better business performance. In addition, this can benefit wine sector firms in aligning their resources and decisions and in achieving greater efficiency. The study provides a global analysis that has not been made in the wine sector before and its conclusions allow one to know which core strategies are related to a better performance and which are not.
ISSN:0957-1264
1469-9672
DOI:10.1080/09571264.2019.1573358