Making wine and making successful wineries.pdf

Knowledge is now surpassed by the need for more

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knowledge – is now surpassed by the need for more structured hierarchical relationships where important operational details have become codified. Having the financial resources to contract the services of professionals with the technical skill sets and a willingness to implement advice that they might impart has meant that Boutique wineries are more likely to produce quality products, which in turn has helped to further legitimize the local industry. Boutique wineries followed a similar, but not identical, four-phase path of development. Figure 2 captures the sense of the resource development path for the Boutique wineries. “Avocateur” wineries The final group (13 wineries) is more eclectic, consisting of those who perceived an opportunity to convert inherited agricultural land into wine growing or who bought property as part of a lifestyle change; those who have been growing grapes for a number of years,sellingtolargerwineriesandnowdecidedtodeveloptheirownwinery;andthosewho Phase: Founding Leveraging Developing Integrating Resource Challenge: Developing initial resources Leveraging into addtl resources Combining: making the tacit explicit Coordinating: making the explicit tacit Knowledge - Startup R Knowledge - Management R Social - Informal Networks R Social - Formal Networks R Human R Financial R Organizational R Technology R Physical R R = Resource development priority; = continuing development of resource Figure 2. Map of “Boutique” winery resource development path IJOA 24,1 132 Downloaded by Walden University At 08:05 13 November 2018 (PT)
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haddevelopedapassionforwineafteravisittoBordeauxorNapaValleyanddecidedtopool theirresourceswithsomepartnerswithsharedinterestsandstartawinery.Thecapabilities of this category vary considerably, with some devoting full energy to their projects, while others relied upon their “day job” to cross-subsidize the vineyard. They are likely to do most of the operational tasks themselves and had limited financial assets; in some, they were dependent upon bank funding. With modest production aims (500-2,000 cases annually), these entrepreneurs were termed the “Avocateurs”, for whom the business aspects are secondary considerations because they view this business as an avocation and with only amateurish understanding at the outset. This group is more likely to pursue “trial and error” practices as well as seeking formal training in enology and viticulture at the local community college (11 of the 13 cases) that they hope will provide them with some basic skill sets and routine operational knowledge that they felt was not easily available from networking. They recognized that gaining access to appropriate resources at the founding stage would be difficult, as they lacked the requisite filters through which to evaluate information that would be provided informally via networks. They also believed that the explicit information provided via formal education would improve their chances of successfully establishing the winery, presumably by better qualifying them to access appropriate resources later on.
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