scholarly journals Using sustainable development actions to promote the relevance of mountain wines in export markets

2017 ◽  
Vol 2 (1) ◽  
Author(s):  
António R. Graça ◽  
Luís Simões ◽  
Rui Freitas ◽  
Miguel Pessanha ◽  
George Sandeman
Keyword(s):  
Sustainable Development ◽  
Value Chain ◽  
Business Strategy ◽  
Sustainability Assessment ◽  
Business Community ◽  
Wine Industry ◽  
Community Sustainability ◽  
Sustainable Practices ◽  
Key Factor ◽  
The Usa

AbstractSustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs (WCED, 1987). For the business community, sustainability is more than mere window-dressing. By adopting sustainable practices, companies can gain a competitive edge, increase their market share, and boost shareholder value (IISD, 2013). The wine industry has incorporated sustainability into its business strategy for a long time. In the USA, several industry organizations promoted its adoption by both grape growers and winemakers. In mountain wine regions, sustainability becomes more important as these regions generally struggle with reduced competitiveness due to inherent difficulties such as accessibility, remoteness, sparseness of business and population, topography and pedoclimatology (EUROMONTANA 2005). Therefore, any improvement in sustainability is a key factor for the viability of mountain wine producers. Sogrape Vinhos farms 480 ha of mountain vineyards in DWR securing the quality base of grapes for its SANDEMAN Port and CASA FERREIRINHA Douro wines. The company continuously adopted sustainable practices across the whole value chain, from grape to glass. This paper illustrates how a simple, but comprehensive, sustainability assessment, as proposed by a US-based award, can be used to monitor and improve sustainable development practices for a wine business set in an adverse environment, while raising awareness in a key market for wines produced in a mountain vineyard area such as the DWR.

Created Shared Value and Sustainable, Inclusive Development of Developing Countries

2019 ◽  
pp. 1105-1135
Author(s):  
James O. Odia
Keyword(s):  
Sustainable Development ◽  
Developing Countries ◽  
Value Chain ◽  
Business Strategy ◽  
Inclusive Development ◽  
Shared Value ◽  
Bottom Of The Pyramid ◽  
Government Organizations ◽  
Global Economic Growth ◽  
Corporate Social

The created shared value represents a paradigm shift in business corporate social responsibility (CSR) and sustainability strategy. Apart from addressing the limitations inherent in the traditional CSR which is mainly philanthropic, short-lived and separated from the core business strategy and activities, it enhances the company's competitiveness while simultaneously advancing the economic and social conditions in the community of operation. Companies can create shared values through re-conceiving products and markets, redefining productivity in the value chain and building supportive industry clusters at the company's locations and solving society problems. Despite the criticisms and challenges of the shared value concept, there are convincing evidences that the created shared value is a veritable instrument for addressing the bottom of the pyramid resulting in inclusive, sustainable development of developing countries and it has the potentials to unleash the next wave of global economic growth, prosperity and sustainable development when governments, companies and non-government organizations in developing countries demonstrate commitment to their roles in shared value creation and companies start to think and take long-term views of social investments and economic prosperity, and look at corporate decisions and opportunities through the lens of shared value by incorporating social and societal values into their economic agenda.

Breaking Barriers to Promote Sustainable Development in the Wine Industry

2021 ◽  
pp. 124-145
Author(s):  
Eloi Jorge ◽  
Carlos Herves-Beloso ◽  
Antonio Monteiro Oliveira
Keyword(s):  
Sustainable Development ◽  
Social Equity ◽  
Ecosystem Approach ◽  
Economic Feasibility ◽  
Wine Industry ◽  
Entrepreneurial Ecosystem ◽  
Sustainable Practices ◽  
Easy Task ◽  
Potential Barriers ◽  
Effective Implementation

The focus on sustainability is one of the different strategies adopted by companies looking for arguments for their differentiation from other competitors. Implementing this concept in the wine industry implies environmental soundness, social equity, and economic feasibility since when pursuing sustainable development, these companies are protecting the identity of their terroirs. Nevertheless, this is not an easy task because companies have to face several potential barriers to the adoption of sustainable practices. Thus, the objective of this chapter is to introduce the entrepreneurial ecosystem approach (EEA) as an instrument to help to understand and identify the mechanisms to remove the barriers to the adoption of sustainable practices in the wine industry, preparing the ground for a more detailed investigation to assess the effective implementation of the EEA.

Created Shared Value and Sustainable, Inclusive Development of Developing Countries

2017 ◽  
pp. 122-153
Author(s):  
James O. Odia
Keyword(s):  
Sustainable Development ◽  
Developing Countries ◽  
Value Chain ◽  
Business Strategy ◽  
Inclusive Development ◽  
Shared Value ◽  
Bottom Of The Pyramid ◽  
Government Organizations ◽  
Global Economic Growth ◽  
Corporate Social

The created shared value represents a paradigm shift in business corporate social responsibility (CSR) and sustainability strategy. Apart from addressing the limitations inherent in the traditional CSR which is mainly philanthropic, short-lived and separated from the core business strategy and activities, it enhances the company's competitiveness while simultaneously advancing the economic and social conditions in the community of operation. Companies can create shared values through re-conceiving products and markets, redefining productivity in the value chain and building supportive industry clusters at the company's locations and solving society problems. Despite the criticisms and challenges of the shared value concept, there are convincing evidences that the created shared value is a veritable instrument for addressing the bottom of the pyramid resulting in inclusive, sustainable development of developing countries and it has the potentials to unleash the next wave of global economic growth, prosperity and sustainable development when governments, companies and non-government organizations in developing countries demonstrate commitment to their roles in shared value creation and companies start to think and take long-term views of social investments and economic prosperity, and look at corporate decisions and opportunities through the lens of shared value by incorporating social and societal values into their economic agenda.

scholarly journals Understanding Value Chain Participant Contribution To The Competitiveness Of Sustainable Firms

2021 ◽  
Author(s):  
Cristina Mazza
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Business Strategy ◽  
Business Practices ◽  
Relative Importance ◽  
Sustainable Business ◽  
Sustainable Practices ◽  
Trade Offs ◽  
Geographical Regions ◽  
Industry Sectors

Historically, there have been trade-offs between the needs for profitability and sustainability in business strategy. This has been changing as the two needs have become interwoven in the pursuit of competitive advantage for many firms. This relatively new phenomenon of profitability being tied to sustainability has been examined from many perspectives, including internal and external pressures to be sustainable and competitive advantage from sustainable practices. Hence, using a model developed from an analysis of the literature, the relative importance of value chain participants and their respective contribution to the competitiveness of firms adopting sustainable practices will be investigated. The validity of the weight of each value chain participant was tested, using a deductive approach. Data collection was carried out through a questionnaire administered by Eco-Business, a large media company addressing ethical and sustainable business practices worldwide, and data analysis was done using multiple regression. Overall, the inclusion of Corporate Social Responsibility in a firm’s business strategy was the greatest influence for sustainability compared to its competitors. From primary activities of the value chain, the largest influence on a firm’s sustainability is its demand that suppliers have sustainable business practices. To further evaluate the relative importance of value chain participants for a global sample, different geographical regions and industry sectors have been analysed separately. While the results were fairly similar for each subsample, several disparities have arisen for certain geographical regions and industry sectors.

scholarly journals The Socio-economic Vulnerability and Villages Community Sustainability Within Tourism Development of Kepulauan Anambas Regency

2021 ◽  
Vol 11 (2) ◽  
pp. 285-297
Author(s):  
Nur Hidayat ◽  
Hadi Susilo Arifin ◽  
Eka Intan Kumala Putri
Keyword(s):  
Sustainable Development ◽  
Sustainable Development Goals ◽  
Sustainability Assessment ◽  
Tourism Development ◽  
Development Strategies ◽  
Community Sustainability ◽  
Community Based ◽  
Index Method ◽  
Economic Vulnerability ◽  
Development Goals

Coastal and small islands identified as one of the most vulnerable region due to climate change impact. The household socio-economic vulnerability need to be capture as baseline of development. Furthermore, assessment on sustainability of coastal communities are needed as a benchmark for development goals. Aside having development challenges, archipelago ecosystem also keeps capability to shift their community from vulnerable to resilient. The sustainable development goals are:achieve sustain economic growth, social inclusive and promote sustainable natural resources management. Community based tourism development consistent with sustainable development goals. Kepulauan Anambas located in South China Sea, suitable to conduct socio-economic vulnerability and community sustainability research. The objectives are: (1) to analize socio-economic vulnerability, (2) to provide assessment on community sustainability, and (3) to determine community-based tourism development strategies. The study was located at Batu Ampar and Putik villages, Matak Island, Kepulauan Anambas regency, Indonesia. Livelihood Vulnerability Index method implemented to estimate household socio-economic vulnerability and Community Sustainability Assessment questionnaire used to generate community sustainability. SWOT analysis use to determine tourism development strategies. The results are: (1) The socio-economic vulnerability identified as Vulnerable (LVIBatu Ampar: 0,337 and LVIPutik: 0,362). (2) The village community sustainability assessment categorized as Indicates a good start toward sustainability (CSABatu Ampar: 720 and CSAPutik: 934). (3) S-O strategies (progressive/aggressive) are promote as main strategies on Community-based tourism development.

scholarly journals Sustainability as Source of Competitive Advantages in Mature Sectors: The Case of Ceramic District of Sassuolo (Italy)

2018 ◽  
Author(s):  
Davide Settembre-Blundo ◽  
Fernando E. García-Muiña ◽  
Martina Pini ◽  
Lucrezia Volpi ◽  
Cristina Siligardi ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Value Chain ◽  
Environmental Sustainability ◽  
Business Models ◽  
Sustainability Assessment ◽  
Raw Materials ◽  
Raw Material ◽  
Economic Activities ◽  
Social Phenomena ◽  
Integrated Network

Talking about sustainable development refers mainly to the environmental sphere, but the concept is much broader and also takes into account the social and economic conditions. The concept of sustainability, in this sense, is linked to the compatibility between the development of economic activities, the related social phenomena, and the protection of the environment. Therefore, the ability to balance social, economic and environmental sustainability is the very meaning of the concept of sustainable development. Firms that choose to develop policies and strategies to enhance and pursue sustainable development in the medium to long term have the burden of having to quantitatively document the improvements in production processes with the aim of sustainable development. As a result, one of the biggest challenges for European industry is to introduce sustainability principles into business models leading to competitive advantage. This is particularly important in raw material and energy intensive manufacturing sectors such as the ceramic industry. The present state of knowledge lacks a comprehensive operational tool for industry to support decision-making processes geared towards sustainability. In the ceramic sector, the economic and social dimensions of the product and processes have not yet been given sufficient importance. Moreover, the traditional research on industrial districts lacks an analysis of the relations between firms and the territory with a view to sustainability. Finally, the attention of scholars in the field of economic and social sustainability, has not yet turned to the analysis of the Sassuolo district. Therefore, in this paper we introduce the Life Cycle Sustainability Assessment (LCSA), as a method that can be a suitable tool to fill this gap, because through a mathematical model it is possible to obtain the information useful for decision makers to integrate the principles of sustainability both at the microeconomic level in enterprises, and at the meso-economic level for the definition of economic policies and territorial governance. Environmental and socio-economic analysis was performed from the extraction of raw materials to the packaging of the product on different product categories manufactured by the Italian ceramic industries of the Sassuolo district (northern Italy). For the first time the LCSA model, usually applied to unitary processes, is extended to the economic and industrial activities of the entire district, extending the prospect of investigation from the enterprise and its value chain to the integrated network of district enterprises.

A managerial survey to discuss wine business models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juan Ferrer ◽  
Emiliano Villanueva
Keyword(s):  
Life Cycle ◽  
Rhode Island ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
Wine Industry ◽  
Content Type ◽  
The Usa ◽  
Rías Baixas ◽  
Definition Of

Purpose The purpose of this paper is to describe, analyze and compare business models (BMs) developed and used by wineries in two very different wine regions, one from the New World of wine [the USA, Connecticut (CT) and Rhode Island (RI)] and the other from the Old World of wine [Spain, Rias Baixas (RB)]. Design/methodology/approach A survey was conducted aimed at all the wineries of both regions. The survey describes wineries’ decision-making process regarding their value chain through four variables, namely, supply, product, market and distribution and their perceptions regarding how competitive their business environment is through five variables, namely, barriers of entry, power of suppliers, power of buyers, internal competition and the threat of substitute products. This complimentary analysis (internal and external) approaches a definition of the BMs used in wineries of these two different wine regions. Findings The study highlights how BMs evolve and adapt to the competitive environment in which companies find themselves; wineries from CT and RI BMs display behavioral elements of companies that compete in the first stage of the life cycle, however, RB wineries BMs show elements of companies competing in the stage of maturity of the life cycle. Originality/value The paper shows empirical evidence of the use of BMs in an agribusiness sector as important as the wine industry. It also describes these distinctive BMs per region and explains how the creation of value occurs and how they adapt to different environmental conditions.

Perceived efficacy of sustainability strategies in the US, Italian, and Spanish wine industries

2015 ◽  
Vol 27 (3) ◽  
pp. 164-181 ◽  
Author(s):  
Armand Gilinsky, Jr ◽  
Sandra K. Newton ◽  
Thomas S. Atkin ◽  
Cristina Santini ◽  
Alessio Cavicchi ◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Business Case ◽  
Environmental Management System ◽  
Self Report ◽  
Wine Industry ◽  
Economic Downturn ◽  
Perceived Benefits ◽  
Sustainable Practices ◽  
Content Type ◽  
The Usa

Purpose – This purpose of this investigation is to compare the perceptions of competitive advantage through cost leadership and differentiation with sustainable practices of wineries from the USA, Italy and Spain. Design/methodology/approach – Data are collected via self-report web-based surveys in California, Tuscany and Catalonia in 2010-2011 during a severe economic downturn in the wine industry. Findings – Of the 260 respondents among the three country samples, over 75 per cent are family-owned and family-managed. Respondents indicate who has implemented a clear business case for an Environmental Management System (EMS) and who has not. Benefits and challenges of implementing sustainability practices are also addressed. Practical implications – A comparable percentage of respondents across the three countries indicated a “clear business case for EMS”. Wineries in all three countries perceive that they have competitive advantage through implementation of EMS and commitment to sustainable practices. Top perceived benefits for respondents from the USA and Italy are focused on cost reduction strategies, while top perceived benefits for Spanish respondents are focused on differentiation strategies. Originality/value – Activities that create competitive advantages for wine businesses in different countries are understudied; this research bridges that gap.

scholarly journals Understanding Value Chain Participant Contribution To The Competitiveness Of Sustainable Firms

2021 ◽  
Author(s):  
Cristina Mazza
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Business Strategy ◽  
Business Practices ◽  
Relative Importance ◽  
Sustainable Business ◽  
Sustainable Practices ◽  
Trade Offs ◽  
Geographical Regions ◽  
Industry Sectors

Historically, there have been trade-offs between the needs for profitability and sustainability in business strategy. This has been changing as the two needs have become interwoven in the pursuit of competitive advantage for many firms. This relatively new phenomenon of profitability being tied to sustainability has been examined from many perspectives, including internal and external pressures to be sustainable and competitive advantage from sustainable practices. Hence, using a model developed from an analysis of the literature, the relative importance of value chain participants and their respective contribution to the competitiveness of firms adopting sustainable practices will be investigated. The validity of the weight of each value chain participant was tested, using a deductive approach. Data collection was carried out through a questionnaire administered by Eco-Business, a large media company addressing ethical and sustainable business practices worldwide, and data analysis was done using multiple regression. Overall, the inclusion of Corporate Social Responsibility in a firm’s business strategy was the greatest influence for sustainability compared to its competitors. From primary activities of the value chain, the largest influence on a firm’s sustainability is its demand that suppliers have sustainable business practices. To further evaluate the relative importance of value chain participants for a global sample, different geographical regions and industry sectors have been analysed separately. While the results were fairly similar for each subsample, several disparities have arisen for certain geographical regions and industry sectors.

Created Shared Value and Sustainable, Inclusive Development of Developing Countries

2019 ◽  
pp. 1620-1650
Author(s):  
James O. Odia
Keyword(s):  
Sustainable Development ◽  
Developing Countries ◽  
Value Chain ◽  
Business Strategy ◽  
Inclusive Development ◽  
Shared Value ◽  
Bottom Of The Pyramid ◽  
Government Organizations ◽  
Global Economic Growth ◽  
Corporate Social

The created shared value represents a paradigm shift in business corporate social responsibility (CSR) and sustainability strategy. Apart from addressing the limitations inherent in the traditional CSR which is mainly philanthropic, short-lived and separated from the core business strategy and activities, it enhances the company's competitiveness while simultaneously advancing the economic and social conditions in the community of operation. Companies can create shared values through re-conceiving products and markets, redefining productivity in the value chain and building supportive industry clusters at the company's locations and solving society problems. Despite the criticisms and challenges of the shared value concept, there are convincing evidences that the created shared value is a veritable instrument for addressing the bottom of the pyramid resulting in inclusive, sustainable development of developing countries and it has the potentials to unleash the next wave of global economic growth, prosperity and sustainable development when governments, companies and non-government organizations in developing countries demonstrate commitment to their roles in shared value creation and companies start to think and take long-term views of social investments and economic prosperity, and look at corporate decisions and opportunities through the lens of shared value by incorporating social and societal values into their economic agenda.

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