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The wine industry underwent a transition post World War II. The consumption
on one hand grew in many countries outside Europe mainly developing
countries owing to the economic prosperity, which was a major driver of
competitive advantage in the modern era. The demand was increasing
throughout the globe creating newer markets and thereby increasing the
consumer base.
Demand now shifted towards quality wine rather than being based on
geographical preferences. Regulations driven by the quality aspect of wine
were adopted by countries. Unlike the stress on earlier geographical location
the focus shifted on the variety of grapes employed in the wine production.
Major overhaul of the industry happened with the transformation of the
traditional production processes to industrial processes. With improved
technology and more focus on research and development wide variety of
quality wines were produced. The advanced practice of making wine involved
fermentation technique which can be easily monitored.
The demand among major European countries like France, Italy etc.
plummeted during the period. This can be attributed to the changing social
norms, availability of cheaper substitutes, weak domestic market which
boosted export of wines. Since the focus now was quality, stringent
regulations were adopted by countries mainly to make consumers aware
about the quality like labelling the variety of grapes used, region of
production etc. This new labelling regime were in contrast to the earlier focus
on and limited to mentioning the geography to which the wine belongs.
Another competitive advantage of New World wine was segmenting of wines
into a wide range based on price, region, rating, winery etc. This resulted in
adoption of marketing strategies for increasing demand which was absent
earlier. Brand segmentation was adopted to build wine brands in global
markets. In short, improved technologies, new source of grapes plantation,
marketing skills and emerged academic expertise proved to be the turning
point in the making of high quality wines of the modern world in comparison
to the Old world.
Value Chain of Wine Industry
The value chain for a wine producer would broadly consist of grape
production, wine production, packaging and distribution. The operational
stage starts with grape production which consists of agricultural operations
and transportation of produce to winery. The process begins with selecting a
viticulture site which has climatic conditions favorable for wine production,
called Terroir in French. Proper selection of a geographical location is very
important as it provides a site where land and climate interact to result in
Grape
harvesting
and
Stemming
To Winery
Pressing/
Crushing of
grapes
Skin and
seeds
removed
Skin not
removed
Yeast
Fermentation
with certain
sugar level
retained
Yeast
Fig.1 Process flow for
production of Red and
White wine
Fermentation till
mixture is dry or
sugar converted
to alcohol
Maturin
g for
<1yr
Maturin
g for 13yr
White Wine
Red Wine
Bottling and
Labelling
These packaged wine bottles are sent to the distributers who in turn supply it
to the retailers. It is interesting
to note that auctioning is also involved for
Consumers
selling of certain premium, high-in-demand varieties.
Since the consumer demand is seeing a shift in preferences based on quality
and taste in contrast to earlier focus on geographical location of winery, the
part of the value chain that affects taste and quality is extremely important.
Thus choosing right viticulture site, for obtaining excellent grape varieties,
and employing advanced technological methods during production, to
improve taste, form important steps of value chain.
Fig.2 Value Chain of Wine
Industry
The current industry is not very attractive for new entrants. Wine making in
the current scenario is attractive for existing firms that have achieved
capacity to produce large volumes and can leverage economies of scale,
have developed distribution channels and network of grape contractors.
Opportunities exist only for innovative wine makers who can have
competitive advantage by working on supply chain techniques and can
develop newer varieties of wine satisfying the taste preferences of
consumers.
The porters five forces give a clear picture of the level of competition within
an industry and hence attractiveness which depends on overall profitability
Packaging
Matured wine bottled
Labelling of bottles
Wine Production
Stemming & crushing
Stored in barrels for fermentation
Maturing
Grape Production
of the industry. For wine industry competition among rivalry is high. There
are many established competitors for which the consumer base is already
developed. And since wine is all about taste, the consumers have already
developed preferences for the existing wine brands. Competition on price
and perception is also high. Threat of substitutes is moderate to high. There
are many options available in alcohol segment like beer, distilled spirits and
other drinks. Also the proportion of wine consumers in alcohol consumer
base is not very high when compared to other beverages especially beer
indicating a small market size to bank upon. Threat of new entrants is
moderate. There are certain barriers with respect to legal and regulatory
impediments. While existing brands compete on high volume, the smaller
producers can enter at the lower volume level with lesser profitability.
Bargaining power of suppliers is moderate. Suppliers have bargaining power
due to uncertainties involved in yield and quality of grape production. Grape
providers are impacted by weather and soil conditions. But increasing costs
of bottling impact adversely. Bargaining power of buyers is high. Customers
have several brands to choose from. Switching costs are low and also, wine
is subject to consumer appellation and there is a strong preference for
specific wines from specific regions that wine enthusiasts demand. So
producers from all geographies may not have the same advantage of
entering the industry.
Sub
mitted byShujata Singh
Step 6