Abstract
AbstractThis research investigates and compares some of the strategic choices made by small wine firms from two different New World wine producing countries, Australia and New Zealand, and one traditional wine producing region of France. This research was first conducted in 2003 in France with 98 wine firms being interviewed and then in Australia and New Zealand, with a total of 68 wine firms interviewed in 2004. In order to explain the differences in business practices, an effort to match wine sector perspectives and strategic management profiles is presented through a hierarchical cluster analysis. Some complementary explanations for the clusters found can be suggested: business practices are clearly dependent upon the business activity (bottled wine versus bulk wine), and the main goal of the owner‐manager (improving business economic performance versus increasing market share). [EconLit classification: L190, L210]. © 2006 Wiley Periodicals, Inc. Agribusiness 22: 405–416, 2006.
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