Abstract
The generic management literature on ‘clustering’ among small businesses is centred around the co-operative efforts of firms within single product industries that have a progressively linear production model; there has been comparatively little attention paid to the role of clusters in developing a region, as opposed to the individual firms that conduct business in that region. This paper uses a case study of the wine tourism industry in New Zealand to examine some of the ways in which small firms may co-operate in establishing a regional image and branding, while remaining competitive in terms of their individual product lines. The main conclusion is that the clustering concept offers significant advantages to participating firms but that co-ordinated leadership is an essential component of long-term success.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.