Wine and Tourism

Marta Peris-Ortiz 

María de la Cruz Del Río Rama

Carlos Rueda-Armengot Editors

Wine and

Tourism

A Strategic Segment for Sustainable

Economic Development

Wine and Tourism

Marta Peris-Ortiz

María de la Cruz Del Río Rama

Carlos Rueda-Armengot

Editors

Wine and Tourism

A Strategic Segment for Sustainable

Economic Development

ISBN 978-3-319-18856-0 ISBN 978-3-319-18857-7 (eBook)

DOI 10.1007/978-3-319-18857-7

Library of Congress Control Number: 2015958525

Springer Cham Heidelberg New York Dordrecht London

© Springer International Publishing Switzerland 2016

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Editors

Marta Peris-Ortiz

Department of Business Administration

Universitat Politècnica de València,

Technical University of Valencia

Valencia , Spain

Carlos Rueda-Armengot

Department of Business Administration

Universitat Politècnica de València,

Technical University of Valencia

Valencia , Spain

María de la Cruz del Río Rama

Business Organization and Marketing

Faculty of Business Science & Tourism

University of Vigo Campus of Ourense

Ourense , Spain

v

Foreword

As Chap. 2 reminds pertinently, wine tourism has existed since the 1950s—with the

fi rst wine road created in Alsace, France, in 1953—but this sector has exponentially

grown in Europe since the 1990s. Wine tourism has become during the last decades

a major marketing asset for winemakers, and it is generating a new type of travel

package in tourist-driven areas.

Several reasons, related both to offer and demand, contributed to the recent

development of wine tourism.

New “wine destinations” developed as:

1. A response of destinations to the visitor’s demand of a multidimensional

experience which also integrates the wine tasting experience;

2. A result of tourists’ demand for genuineness and authenticity which gives a cen￾tral place to the “terroir” and its products;

3. The importance for a destination of branding famous wines is able to convey

(Champagne, Burgundy, and Bordeaux) became clearly understandable;

4. A result of wine businesses search for a new way to commercialize wine;

5. A result also of the heritagization process of several regions through the applica￾tion of European or international charts and conventions (the European Landscape

Convention signed in 2000 in Florence, Italy, frames the territorial, environmen￾tal, and agricultural policies and contributes to heritage preservation of wine

regions. The UNESCO convention, and more particularly the Cultural Landscape

category, allowed the listing of several wine regions in Europe—11 in 2014—as

World Heritage and greatly contributed to the recognition of these regions as

major destinations).

vi

Wine Tourism, a Booster for Local Development

For all these reasons, the reciprocal value addition of wine and tourism is playing a

key role for those destinations which are highly rated both by tourists and quality

wine growers (Chap. 3). Wine tourism develops as a newly recognized tool for sus￾tainable development for the predominantly rural areas in which it takes place.

This is undoubtedly the case of wine tourism in the Douro region, which becomes

a new business opportunity and a catalyst for the region’s economy (Chap. 9).

As shown in Chap. 6, for the Vale dos Vinhedos in Rio Grande Do Sul, Brazil,

tourism can dramatically change a wine region. The author puts in evidence and

evaluates the territorial and economic changes that occurred to Vale dos Vinhedos

since it became a tourist destination by the mid-1990s. The considerable increase in

the annual tourism fl ow is put in relation with the expansion of the wine tourism

offer, the diversifi cation of rural activities, the signifi cant landscape changes, and

the consolidation as a tourist destination, as well as of its products in the national

market.

Wine Tourism, as a “Complex” Tourism Product

These developments take place thanks to a complex system of actors, which invent

and produce new tourism products. As highlighted in Chap. 3, one of the major

problems associated with Wine Tourism comes from the diffi culty that the wine￾producing industry has to conceive tourism as a product it can also offer and which

can generate additional value.

Chapter 7 clearly puts in evidence the fact that wine tourism in the Douro region

is well articulated with other “products” or “experiences,” such as cruises on the

River. An important “permeability” exists between the wine areas, visited per se, for

the quality of their wine, and other amenities, such as the quality of the landscape,

the local food, the cultural attractions, and the events that take place on the territory.

Events in particular represent a major “experience enhancer” (Chap. 4) and a key

asset for territorial branding. As stressed in Chap. 10 for the case of Setúbal

Peninsula Wine Route in Portugal, the improvement of the “marketing mix” of the

wine tourism product (namely for greater fl exibility and customization of what is on

offer and greater promotion to agencies, tour operators, and the fi nal customer by

the wine route organization itself) can contribute to the optimization of the benefi ts

of tourism development for the region.

Food is certainly a major component of the “tourism mix” of wine tourism. As

shows Chap. 12, the case of Santorin (Greece), interpenetration of wine tourism and

gastronomy leads to the development of genuine gourmet tourism in which “drink￾ing and eating are jointly developed as far as tourism is concerned for the discovery

of each other.”

Foreword

vii

Wine Routes as an Opportunity of Connecting Regional

Wine Experiences

The development of wine routes can contribute signifi cantly to bring together

different initiatives, products, and stakeholders. A huge number of wine routes have

been created in order to offer a global perception of the wine resources of a region.

Chapter 8 presents the initiative of the Wine Route Ribera del Guadiana, part of the

select “Club Wine Routes of Spain.” Located in one of the poorest regions of Spain,

the Autonomous Community of Extremadura, the wine route became a source of

wealth and an opportunity for regional development.

If the adherence to a Route can certainly be an excellent tool of wine tourism

development, this is certainly not always the case. The study of the wine tourism

activity of the Monterrei Wine Route, in Galicia-Spain (Chap. 5), showed that the

adhered establishments to the Route had a low level of satisfaction with their

adherence. It also shows the diffi culty of the Route building as coherent tourism

products.

Wine Tourism and Events

As stresses Chap. 4, through the analysis of the success of the Italian case—the

Franciacorta Wine Route’s set of events—wine routes can play a role in creating and

promoting valuable tourism events rooted in specifi c local identities. Chapter 11

analyzed the case of the FESTA NACIONAL DA UVA, FENAVINHO,

FENAVINDIMA, and FENACHAMP performed at the Brazilian Southern Highland

Region, respectively, in the cities of Caxias do Sul, Bento Gonçalves, Garibaldi, and

Flores da Cunha. The author shows the importance of these events, of which some

were created several years ago. Wine tasting courses, presentations of scenic musi￾cals, and offering of regional cuisine and several other creative activities contribute

to the tourism development of these cities.

Wine Tourism, the Search of Quality

More than other tourism products, wine tourism develops the ambition of global

quality. Chapter 1 analyzes the process allowing the wineries to move towards a

total quality management.

The quality objective is also reached thanks to a considerable number of

marks, labels, and programs. Chapter 2 analyzes the impact of the European pro￾gram, BioDiVine, that observes and improves the biodiversity in the vines. The

program had an important effect on the promotion of areas for tourism and on the

Foreword

viii

change of the bad image of some vineyards shown as intensive agriculture

production sites.

In the case of Santa Catarina (Brazil), the development of high altitude fi ne wine

production and the possibility of this industry to promote the region as a wine tour￾ism destination, quality search also becomes a main goal. Chapter 14 demonstrates

that the wineries expressed interest in searching for quality and strategies for unique

production. This is seen as the condition enabling them to become competitive and

appealing to consumers wine destination.

Chapter 15 discusses the opportunity of the recognition of a New World wine

label as a distinct brand stimulated by Destination Tourism. It investigates the ben￾efi ts of national labeling for consumer recognition leading to the development of a

wine destination.

Chapter 9 presents how the Douro Valley (Portugal), classifi ed by UNESCO as

Heritage of Humanity and linked to the “World Centre of Excellence for

Destinations,” becomes a benchmark in terms of quality destination, combining a

breathtaking landscape of the Douro with a huge, complex and coherent range of

additional products. This search for quality allows the development of a “symbiotic

relationship” between the sectors of tourism and wine in the Douro Valley.

The search for quality also takes into consideration sustainability principles and

the evaluation of sustainability performance. General frameworks applied to sus￾tainability criteria or environmental management; frameworks focused on tourism;

and sustainable viticulture frameworks, programs and certifi cations supported by

national or regional initiatives, contribute to the enhancement of territorial aspects

and wine sustainability (Chap. 16).

Towards a Global Tourism Product

As is shown by the Douro region (Chap. 9), the success of a region is the combina￾tion of a complex set of factors: obviously the reputation of the region’s wine is a

major attractor, but this is not enough. As Chap. 9 puts clearly in evidence, “the

organization of the wineries, the welcome given to visitors, the stimulation and

promotion of endogenous features and the creation of a range of services, attrac￾tions and events that complement the wineries and qualify the region as a tourist

product integrated into a cultural framework” are necessary in order to achieve a

global and excellent product.

The combination in particular of food and winemaking, both parts of tangible

and intangible cultural heritage of wine-producing countries, represents a strate￾gic product emerged with a considerable potential for tourism industry. Chapter

13 shows, in the case of Portugal, the high level of visitor knowledge and expecta￾tions regarding the cuisine and the regional wines, which represent a major

attractor.

Foreword

ix

Wine Tourism: A New Field of Research

Wine tourism has recently become a major research area. Chapter 18 examines the

topics of study of researchers and the examined geographic areas. A bibliometric

analysis provided the measure of articles, papers, and book chapters that support the

importance that this type of tourism has achieved in recent years. It shows the

important recent development of the research fi eld which at the end of the fi rst

decade of the twenty-fi rst century experienced a real growth in the academic

literature.

This books aims at fi lling a gap: presenting an important and representative num￾ber of case studies about wine tourism, in a totally cross-interdisciplinary approach.

IREST, Paris 1 University Panthéon-Sorbonne Maria Gravari-Barbas

Paris , France

Foreword

xi

1 Level of Implementation of Quality in the Designation

of Origin and Monterrei Wine Route (Galicia, Spain) ........................ 1

José Álvarez-García , Marta Peris-Ortiz , and Carlos Rueda-Armengot

2 Quality of Landscape and Sustainability Benefi t

to Wine Tourism: Contexts and Commitments .................................... 15

Soazig Darnay

3 Wine Tourism and Regional Development ........................................... 27

Ricardo Correia and Carlos Brito

4 Wine Routes and Territorial Events as Enhancers

of Tourism Experiences .......................................................................... 41

Magda Antonioli Corigliano

5 Monterrei Wine Tourist Route (Galicia- Spain): Analysis

from the Perspective of Offer ................................................................. 57

María de la Cruz del Río-Rama , Marta Peris-Ortiz ,

and José María Merigó-Lindahl

6 The Experience of Wine Tourism in Vale dos

Vinhedos—Rio Grande do Sul—Brazil ................................................ 71

Vander Valduga and Mateus Valduga

7 Hotel Ships on the Douro River and their Relationship

with the Terroir ........................................................................................ 87

Alexandre Guedes and Veronika Joukes

8 The Wine Routes of Spain Products Club: The Case

of the Ribera of Guadiana Wine Route (Spain) ................................... 107

E. Pérez-Calderón , F. J. Ortega-Rossell , and P. Milanés-Montero

Contents

xii

9 Complementarity and Interaction of Tourist Services

in an Excellent Wine Tourism Destination: The Douro

Valley (Portugal) ...................................................................................... 123

Eduardo Cordeiro Gonçalves and António Valério Maduro

10 Purchasing and Use Behaviour of the Wine Tourist

on the Setúbal Peninsula Wine Route ................................................... 133

Tânia Reigadinha and Mário Cravidão

11 The Wine-Growing Thematic and Cultural Festivities

of the Grape and Wine Region, as Well as the

Wine-Touristic Cluster’s Development of Serra Gaucha

in Rio Grande do Sul (Brazil) ................................................................ 147

Edegar Luis Tomazzoni , Mary Sandra Guerra Ashton ,

and Magnus Luiz Emmendoerfer

12 Wine Tourism and Gastronomy ............................................................ 161

Olivier Etcheverria

13 Gastronomy and Wines in the Alentejo Portuguese Region:

Motivation and Satisfaction of Tourists from Évora ........................... 179

Rui Amaral , Margarida Saraiva , Susana Rocha ,

and Jaime Serra

14 High-Altitude Fine Wines from the Midwest Region

of Santa Catarina (Brazil): A Wine Tourism Destination? ................. 193

Losso Flavia Baratieri and Raquel Maria Fontes do Amaral Pereira

15 New World Labels for Old World Tradition ........................................ 209

Donna Lee Rosen and Doris Miculan Bradley

16 Wine Tourism Moving Towards Sustainable Viticulture?

Challenges, Opportunities and Tools to Internalize

Sustainable Principles in the Wine Sector ............................................ 229

Shana Sabbado Flores and Rosa Maria Vieira Medeiros

17 Google Search Activity as Thermometer of Wine

Cellar Visitors .......................................................................................... 247

Raúl Gómez-Martínez , Camilo Prado-Román ,

and Francisco Díez-Martín

18 Literature Review of Wine Tourism Research:

Bibliometric Analysis (1984–2014) ........................................................ 257

Amador Durán-Sánchez , José Álvarez-García ,

María de la Cruz del Río-Rama , and Encarnación González-Vázquez

Index ................................................................................................................. 275

Contents

© Springer International Publishing Switzerland 2016 1

M. Peris-Ortiz et al. (eds.), Wine and Tourism, DOI 10.1007/978-3-319-18857-7_1

Chapter 1

Level of Implementation of Quality

in the Designation of Origin and Monterrei

Wine Route (Galicia, Spain)

José Álvarez-García , Marta Peris-Ortiz , and Carlos Rueda-Armengot

Abstract This chapter sets forth results from an empirical study to discover the

level of implementation and degree of maturity of critical quality factors in wineries

belonging to the Designation of Origin Monterrei and its Wine Route. It was con￾ducted in 18 out of 22 wineries, according to 2013 records. The aim in doing so was

to identify strengths and areas for improvement, which will enable establishments to

move towards Total Quality Management (TQM). The method consisted of, fi rst,

using descriptive analysis to analyze the level of implementation of critical factors

and its infl uence on the results, and second, applying exploratory factor analysis to

validate the scale. Results indicate that the level of implementation of critical factors

in the D.O. Monterrei is greater than 64 %, although each factor has a different level

of implementation and in the case of wineries belonging to the route, it is greater

than 70 %. The main fi nding we can draw is that the aspects related to the strategy

represent the main area of improvement and leadership is the best managed.

1.1 Introduction

The importance of the wine sector in Spain can be seen by its figures. According

to data of The Spanish Observatory Wine Market (OEMV 2014 : 1), collected

in the study Wine in Figures, “Spain is one of the major world producers of

wine: top in the ranking for planted acreage, top in wine and must producing

during 2013/2014 season, ahead of Italy and France and leading exporter in

terms of volume year-on- year to September 2014, but third in terms of value.

Due to its importance in economic and also social and environmental terms, as

well as the importance of wine as an image of the country abroad, the sector is of

extraordinary importance in Spain.”

J. Álvarez-García (*)

University of Extremadura , Cáceres , Spain

e-mail: [email protected]

M. Peris-Ortiz • C. Rueda-Armengot

Department of Business Administration , Universitat Politècnica de València,

Technical University of Valencia , Valencia , Spain

2

In this context, an increased concern of both producers and consumers is shown,

for the quality of its products as a means to achieve competitive differentiation in

markets. Differentiation is achieved not only through the quality of its wines but

also through excellence in business management. Every company in the current

environment needs to continually innovate and improve to remain competitive.

Thus, the concept of quality management, becomes a strategic factor for wineries to

become today one of the key variables of competitiveness (Powell 1995 ; Lakhal

2009 ; Reed et al. 2000 ; Molina-Azorín et al. 2015 ), allowing to reduce costs and

build a sustainable competitive advantage (Augustyn and Pheby 2000 ).

Wineries like every company must manage the quality of their business man￾agement, which if we consider the premise of the Total Quality Management

Model- EFQM ( 2013 ), seeks to obtain “excellent results regarding the performance

of the organization, customers, people and society in which it operates.” These

results “are achieved through leadership which leads and drives the strategy and

the people in the organization, developing resources, partnerships and processes,

products and services . ”

Considering the premise and the criteria of the EFQM management model, this

research aims to fi nd out the degree of maturity of the quality in the wineries of the

Designation of Origin (DO) of Monterrei and those that are part of the Monterrei

Wine Route, in order to identify the strengths and weaknesses in their management.

The analysis of both samples separately, will enable to analyze the differences by

comparing their results.

In order to respond to the objectives, we structure the work into several sections.

In the next section, the conceptual framework, which the empirical research is based

on, is established. Next, the methodology used (sample, questionnaire, measuring

scale and its reliability) and data analysis are described. Finally, the conclusions

obtained in the research are presented.

1.2 Theoretical Background

The starting point of this empirical research are the criteria of the EFQM Excellence

Model 2013 version, which is a quality management model that emerges with the aim

of helping companies with the practical application of total quality, and promotes

and stimulates continuous improvement. This model establishes a relationship

between what the company does internally (how it manages leadership; people;

the strategy; partnerships and resources; and processes, products, and services) and

the results obtained (people, customer, society, and business results). In this sense,

“to achieve success, an organization needs to strengthen its leadership and establish

a clear strategy. It needs to develop and improve the policy with its employees and

take care of its collaborators and improve processes, in order to add value to the

products and services offered to its customers.” (EFQM 2013 : 5).

J. Álvarez-García et al.