Shared brands and sustainable competitive advantage in the Brazilian wine sector

Virgínia Aparecida Castro · Janaína de Moura Engracia Giraldi

48 citations0/0 files storedInternational Journal of Wine Business Research

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Wine Industry and Tourism Innovation and Knowledge Management Consumer Behavior in Brand Consumption and Identification

Abstract

Purpose The purpose of this paper is to investigate if shared brands provide sustainable competitive advantage according to an adapted valuable, rare, imitability/replaceability and organization (VRIO) model to the Brazilian wine sector in the opinion of the government agencies, associations and managers of the wineries. Design/methodology/approach This study was based on a qualitative and exploratory research, based on in-depth interviews. Fine wines that have geographical indications and are located in the Brazilian state of Rio Grande do Sul were analyzed and content analysis was used to explore data. Findings It was concluded that shared brands in the Brazilian wine sector can be considered a source of sustainable competitive advantage according to the resource-based view. Research limitations/implications Qualitative research has the aspect of the subjectivity of the researcher when analyzing the data. Practical implications The government agencies, associations and wineries can improve the production process and seek certified products for commercialization in the domestic and foreign markets. These contributions may also, in practice, be used by other sectors and countries. Originality/value This work contributes to the understanding of the shared brand’s concept, including geographical indications, collective brands and the sector brands. The proposition that shared brands provide sustainable competitive advantage, according to an adapted VRIO model was confirmed. Barney’s VRIO framework (Barney, 1991, 1995) hitherto thought for individual companies, has the letter “O” of Organization replaced by the letter “A” of Association, becoming VRIA. The authors found that the four conditions that form the here proposed acronym VRIA are valuable, rare, imperfectly imitable/replaceable and association.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1984A resource‐based view of the firm 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1989Asset Stock Accumulation and Sustainability of Competitive Advantage 2001Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? Yes 1995Looking inside for competitive advantage 2006Empirical research on the resource‐based view of the firm: an assessment and suggestions for future research

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