Глобальные войны на рынке вина : новый мир против старого, на английском

Реферат на тему Глобальные войны на рынке вина : новый мир против старого

But they still miss out on relevant industrial and chemical. The field workers need training. This is evident during the harvest, when inexperienced workers are hired. This situation is unacceptable since 80% of the quality of wine is being determined at the level of field workers.
For other hand, specific industrial and chemical training is essential to improve oenologist, production and management knowledge that will allow the improvement of quality and differentiation of the wine, but also the development of healthy and environmentally clean products. The creation of a pool of field workers with specific harvest training that will be hired, when necessary is essential to guaranty the quality of the wine. In that sense, Chile has designed an education and training policy as a national priority, investing the appropriate resources to achieve international standards, and improve its productivity and competitive position.
 Among the countries that had been established a FTA with Chile it can be observed that are those who compete directly with the Chilean wine industry and a relabeled as wine countries such as USA, Australia, New Zealand and Mexico.
Although nowadays the gap regarding the wine industry between Chile and Peru looks very significant in terms of exports and production; there was a time where the Peruvian wine industry was ahead of the Chilean industry. In the Chilean wine industry, process and product innovations brought by foreign direct investors generated competitive advantage for local firms through learning-by-imitating processes. Technology upgrading as well as product innovation were drivers of the economic growth generated by imitation effects originated from the entry of foreign wineries in the Chilean wine industry. The role of large international markets was central to the explanation of Chilean wine industry.
The competition within the Chilean wine cluster is assessed as healthy even to the point of being described as largely “sanguine”. This environment is conducive to improving the cluster.
A number of experts have commented that the quality of governance is causing a bottleneck preventing the Chilean wine industry from reaching its full potential. According to experts, there is a lack of trust within the Chilean wine community.
One area the Chilean wine industry needs to address is the perception that Chilean wine is not as sophisticated or prestigious and is identified more as a “table wine”. A panel of wine experts was convened to discuss future strategy for the Chilean wine industry. Top UK wine importers stated that Chilean wines and branding are too similar; this often leads to the “public not being aware of what is out there”.
The wine producers' community feels that investments in wine innovation and value-adding are needed for further growth. There is also recognition within the Chilean wine stakeholders that in order to grow they need to increase their share of the UK market.
The emergence of a strong wine tourism segment during the past ten years has led to an increasing number of wineries developing that aspect of that business and attracting discerning tourists with high disposable incomes. The Chilean wine industry seems to be responding well to this new opportunity and demand by expanding its offerings.
On the one hand, Chile have a low and falling productivity, on the other – and this is the core problem – the lack of innovation in Chilean companies. Innovation and not operational effectiveness is at the center of strategic action. Chile’s economic growth has stopped because of a failure to use innovation to sustain growth in productivity and output.
Chilean wine industry also benefits from an adjacent strong agricultural sector. Chile is at a decisive and risky point in its economic development. The challenge for Chile is to design and implement a package of extensive microeconomic reforms: a task that is far more difficult than implementation of macro reforms given that effects can take a long time to set in, implementation cuts across ministerial responsibilities.
Although better than most Latin American countries, Chile’s scientific productivity remains low in international comparison. Scientific spending tends to basic research resulting from Chile’s scientific elite controlling funding allocation in a biased way while at the same time there is a low level of demand and indication of needs from the business sector and other social actors. The deficient collaboration between Chile’s public and private sectors is exemplified by Chile’s government financing most of research and development, which is carried out in universities with few connections to the business sector.
Organizational problems are limiting Chile’s competitiveness and innovation. Chile’s wine industry managed an effective turnaround from domestic to export markets. The wine cluster has become the Chilean success story per se. The increase in exports has been sustained by enhanced sales of bottled wine.Chile’s wine enjoyed a great success in international markets with reliable and decent wines at reasonable prices. However, Chile’s wine gains are now turning into limitations and even problems. The problem of the Chilean wine cluster is that there are too many similar types of wines as well as brands.
Trying to get consumers to trade up in Chilean wine is tricky. If competitors develop more innovative approaches to the global wine market with better content and branding, Chile’s wines are in danger of becoming ordinary in the consumers’ perceptions given that there is too little distinction amongst the wines.
Chile’s wine producing image is changing. Future growth is possible only if Chile better brands itself as a wine producer. This may even require the introduction of a national symbol. Chile’s wine industry risks being grounded in the lower segments of the markets. A low-cost strategy alone is not the solution to the problem of sustaining competitiveness on global grounds. What Chile’s wine industry needs is to introduce products aimed at the super and ultra-premium market segments in order to penetrate them. This set of problems can only be addressed by starting a discussion within the industry about a constructive strategy for the whole Chilean wine cluster and the optimal mix of competition and co-operation which enables low-end and high-end market orientation to co-exist without undermining efforts on both sides of the community.
Differentiation away or at least complementing oak-based processing is most important when it comes to the innovation issue of Chilean wines. Differentiation also means increasing variety and quality of the Chilean wines.
Hence, Chile is to improve the quality and consistency of wines which requires a more effective diffusion of know-how, better control of daily operations and short-term problems, the optimization of the vinification process, promoting an environmentally clean production while information technology is needed to upgrade monitoring and control and sophisticated logistic and organizational issues have to be addresses as well.
The challenge for the Chilean wine cluster is to move from the traditional markets in Europe and the US to the emerging markets like East-Asia and Russia. This while moving into the premium market segments and gaining further insight into consumer and importers behavior may require the biggest collective effort from the Chilean wine cluster Education and Training.
Training needs to be addressed by management. Chilean oenologists have the advantages of already possessing general agricultural knowledge and have also the opportunity of gaining experience and expertise abroad and bringing it back home. But they still miss out on relevant industrial and chemical knowledge. The field workers need training. This is evident during the harvest, when inexperienced workers are hired. This situation is unacceptable since 80% of the quality of wine is being determined at the level of field workers.
Chileans seem to be rather reserved people who tend to be too modest and hide their light under a bushel. Building up confidence is decisive for the Chilean wine cluster in order to market more aggressively and expand their international outreach. Getting more Chilean winemakers to spread the word about the quality, variety and strength of Chilean wines is one point on the strategy agenda of the Chilean wine cluster.
Finally, tourism and wine tourism boost and upgrade with further marketing and branding investments to promote the brand Chile are important activators of the international success of the Chilean wine cluster.
Chile needs to overcome its economic stagnation and return to sustained real GDP growth. Chile also needs to define a short, medium and long-term economic strategy.
Given its small population and low domestic demands, exports are key to growth. The country has to identify its competitive advantages over its global competitors and to focus on increasing productivity and innovation. Chile’s overall business environment has several unique competitive aspects, and it has developed a lot of strength in terms of the national diamond that have made the difference in its economic performance. There are also weaknesses, which have led to slower GDP growth. The economic strategy needs to translate weaknesses into strengths.
This must be seen as a national effort and everyone must be involved: the Chilean government must embrace the economic strategy and act as a real leader, the FDIs, the teaching and research institutions have also an important role but the private sector will be determinant in its success.
Although Chile holds a strong global position in the wine industry, competitors are gaining on Chile and impacting its wine cluster. An analysis has identified: marketing and promotion, innovation, internationalization, education and training and supply issues as problem areas.
A marketing strategy and plan showcasing Chile’s brand and its competitive advantages to foreign markets should be developed and executed. A marketing plan must be developed with the identification of the market segments and products for each market aligned with the cluster vision. A product/market differentiation and positioning would help Chile to expand in the super and ultra-premium market segments. The marketing campaign should focus the world renowned enologists inviting them to visit the “model” vineyards and wine processing facilities. Last but not the least the wine tourism industry should be included in this marketing campaign.
Innovation in wine industry products and processes can be better achieved if improvements are also made in other areas impacting the wine cluster. To better compete globally, wine industry stakeholders need to invest in R&D and devote particular attention to adding diversification and value to the wine industry value chain. The creation of national awards recognizing quality and innovation in the industry value chain will enhance the overall visibility of the industry.
http://www.chilean-wine.com/chilean-wine-history/
http://www.vdqs.net/2013Talca/documents/informations/The%20Chilean%20Wine%20Industry
http://www.vdqs.net/2013Talca/documents/informations/The%20Chilean%20Wine%20Industry
http://www.academia.edu/1970613/Competitiveness_analysis_of_the_Chilean_wine_sector_as_a_role_model_for_the_Peruvian_case
http://www.academia.edu/1970613/Competitiveness_analysis_of_the_Chilean_wine_sector_as_a_role_model_for_the_Peruvian_case
http://userwww.sfsu.edu/ibec/papers/21
http://www.academia.edu/1970613/Competitiveness_analysis_of_the_Chilean_wine_sector_as_a_role_model_for_the_Peruvian_case