Business Strategy for the Wine Industry

This book presents a multidimensional process for
developing a manufacturing strategy for wine
producers. This process can be applied to any
national industry engaged in wine, goods or service
production. The book will be of interest to managers,
industry consultants and agriculture and business
researchers. The process focuses on the competitive
priorities (bases of competition) and key decision
areas (business features over which the organisation
has control) across the industry. The process
commences with a review of prior research, followed
by in-depth interviews, an industry expert workshop,
a national level survey and follow-up interviews. It
determined that 30 different groups existed in the
Australian wine industry for whom the priorities and
decision-making areas differed significantly. It
also found that a larger number of decision areas
(23) applied to the industry than were normally
considered in the literature (7); suggesting that the
decision-making process is not normally sufficiently
broad in its consideration of decision areas. The
book also presents several strategy decision-making
process models incorporating the perspective of
priorities and decision areas.

Autorentext

Stuart Orr is Professor of Strategic Management at DeakinUniversity in Australia. His research focus is strategicmanagement in which he has published over 30 journal articles plusindustry reports, conference papers, invited presentations andmedia publications. He is also an industry consultant, advisoryboard member and company director.

Klappentext

This book presents a multidimensional process fordeveloping a manufacturing strategy for wineproducers. This process can be applied to anynational industry engaged in wine, goods or serviceproduction. The book will be of interest to managers,industry consultants and agriculture and businessresearchers. The process focuses on the competitivepriorities (bases of competition) and key decisionareas (business features over which the organisationhas control) across the industry. The processcommences with a review of prior research, followedby in-depth interviews, an industry expert workshop,a national level survey and follow-up interviews. Itdetermined that 30 different groups existed in theAustralian wine industry for whom the priorities anddecision-making areas differed significantly. Italso found that a larger number of decision areas(23) applied to the industry than were normallyconsidered in the literature (7); suggesting that thedecision-making process is not normally sufficientlybroad in its consideration of decision areas. Thebook also presents several strategy decision-makingprocess models incorporating the perspective ofpriorities and decision areas.