Champagne: the challenge of value co-creation through regional brands: the challenge of value co-creation through regional brands
Champagne: the challenge of value co-creation through regional brands: the challenge of value co-creation through regional brands
Purpose: the traditional view of the process of value creation suggests that it occurs inside the firm through its activities or resources. However, there are special cases where firms create value using external shared resources, e.g. a territorial brand. The purpose of this study is to demonstrate how the combination of both internal and external resources co-create value in wine regions.
Design/methodology/approach: an in-depth case study of nine firms covering different co-creation processes in Champagne, France. The selection of interviews was designed to cover the diversity of firms within the area with different market positioning. Most firms in the region have been selling champagne for more than 50 years, so they have established long-standing relationships with their markets.
Findings: while there is only one value, Champagne, firms create many different values based on owners’ perceptions with diverse effects on the process of value co-creation in the territorial brand. Some firms have strategies which could deteriorate the value of shared resource. This threat needs institutional changes with unknown consequences on the territorial brand.
Research limitations/implications: the research only involved one case study with a highly developed territorial brand system. There are multiple wine regions that have considered managing either implicitly or explicitly their shared strategic resources (e.g. a territorial brand). Consequently, the findings may not be applicable to all wine regions but it can provide a “gold standard” for regions and wineries that do not realize the impact that their value creation actions can have on the wine region.
Practical implications: collective management of shared strategic resources, such as a territorial brand, can be a powerful action to sustain competitive advantage rather than individual actions to develop individual brands. However, it can work only with an institutional organization managing the collective process.
Originality/value: the paper offers lessons from a comprehensive and well-known case study where resource bundles co-create value with a territorial brand.
Case study, Champagne, Competitive strategy, Conceptual/theoretical, France, Resource-based view, Strategy, Territorial branding, Value co-creation, Value creation
203-220
Kunc, Martin
0b254052-f9f5-49f9-ac0b-148c257ba412
Menival, David
e025374f-d049-414c-a8ed-3735f1464109
Charters, Steve
9fa2f635-c0f1-414f-abee-cdc67242b631
12 June 2019
Kunc, Martin
0b254052-f9f5-49f9-ac0b-148c257ba412
Menival, David
e025374f-d049-414c-a8ed-3735f1464109
Charters, Steve
9fa2f635-c0f1-414f-abee-cdc67242b631
Kunc, Martin, Menival, David and Charters, Steve
(2019)
Champagne: the challenge of value co-creation through regional brands: the challenge of value co-creation through regional brands.
International Journal of Wine Business Research, 31 (2), .
(doi:10.1108/IJWBR-09-2017-0056).
Abstract
Purpose: the traditional view of the process of value creation suggests that it occurs inside the firm through its activities or resources. However, there are special cases where firms create value using external shared resources, e.g. a territorial brand. The purpose of this study is to demonstrate how the combination of both internal and external resources co-create value in wine regions.
Design/methodology/approach: an in-depth case study of nine firms covering different co-creation processes in Champagne, France. The selection of interviews was designed to cover the diversity of firms within the area with different market positioning. Most firms in the region have been selling champagne for more than 50 years, so they have established long-standing relationships with their markets.
Findings: while there is only one value, Champagne, firms create many different values based on owners’ perceptions with diverse effects on the process of value co-creation in the territorial brand. Some firms have strategies which could deteriorate the value of shared resource. This threat needs institutional changes with unknown consequences on the territorial brand.
Research limitations/implications: the research only involved one case study with a highly developed territorial brand system. There are multiple wine regions that have considered managing either implicitly or explicitly their shared strategic resources (e.g. a territorial brand). Consequently, the findings may not be applicable to all wine regions but it can provide a “gold standard” for regions and wineries that do not realize the impact that their value creation actions can have on the wine region.
Practical implications: collective management of shared strategic resources, such as a territorial brand, can be a powerful action to sustain competitive advantage rather than individual actions to develop individual brands. However, it can work only with an institutional organization managing the collective process.
Originality/value: the paper offers lessons from a comprehensive and well-known case study where resource bundles co-create value with a territorial brand.
Text
IJWBR Values for one value the challenge of a territorial brand_final dm_SC_no author_MD_Reviewed_final-4 sjc_no track changes
- Accepted Manuscript
More information
Accepted/In Press date: 3 May 2018
e-pub ahead of print date: 4 June 2019
Published date: 12 June 2019
Keywords:
Case study, Champagne, Competitive strategy, Conceptual/theoretical, France, Resource-based view, Strategy, Territorial branding, Value co-creation, Value creation
Identifiers
Local EPrints ID: 432369
URI: http://eprints.soton.ac.uk/id/eprint/432369
ISSN: 1751-1062
PURE UUID: 8780b07a-7bb4-41ab-ae2d-6b6b77180bbf
Catalogue record
Date deposited: 11 Jul 2019 16:30
Last modified: 06 Jun 2024 04:04
Export record
Altmetrics
Contributors
Author:
David Menival
Author:
Steve Charters
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics
