Jacques‐Olivier Pesme, Marie‐Claude Belis‐Bergouignan and Nathalie Corade
Working from the example of two of the main players in the Aquitaine wine sector; the co‐operatives and the wine merchants, the aim of this paper is to analyse the nature of…
Abstract
Purpose
Working from the example of two of the main players in the Aquitaine wine sector; the co‐operatives and the wine merchants, the aim of this paper is to analyse the nature of strategic operations from the point of view of the concentration process taking place in the Bordeaux‐Aquitaine region.
Design/methodology/approach
After providing a theoretical framework about the industrial cluster and its strategic operations in the area of consolidation, the paper provides descriptive and quantitative data, collected from in‐depth interviews; surveys conducted by the authors; and secondary sources.
Findings
This paper provides both qualitative and quantitative evidence to prove that a number of collaborative approaches have been adopted in the region. It highlights the fact that these players are now more willing to respond to the conditions of a new competitive environment, and consequently to consider new strategic approaches.
Originality/value
The present paper, contrary to these received ideas, demonstrates that the Aquitaine wine value chain is undergoing deep restructuring process. With the spotlight focused on producing a size effect on the sector through concentration, the paper examines in greater detail what this process really is. It is not limited to size objectives as it commits the players to thorough production and market changes. This led to concentration operations being analysed in terms of strategic changes, notably with regard to the margin for manoeuvre that the players are meant to design and develop.