Value chain, core competency and strategic alliances in two New Zealand wineries

This study examines the two largest New Zealand wineries using the case study method, primarily through in-depth interviews, observation and desk research. They share close similarities in terms of their belief in maximizing the effectiveness of their value chains, their learning capabilities and their relationships. Both have developed unique sustainable competitive advantage that suits their size, ownership, mission and positioning. 0ne has moved into a market leader stance, wiith appropriate strategies, including leadership moves in niche markets and using alliances across major parts of the value chain, and encouraging organisational leaming. The other has positioned itself as a follower and multi-niche operator,with more measured and selective use of alliances, competencies and value chain elements appropriate to their smaller size and closely-held ownership structure. By carefully selecting their export marketing strategies in these ways, they have created and delivered superior value to their customers, investors and other stakeholders.