The resource based view of strategy: an empirical study of the New Zealand wine industry

There has been considerable discussion concerning the resource based view of strategy but relatively little qualitative research has been conducted on the proposed models, (Fahy, 2000). This exploratory research looks at four medium sized (between 200,000, and 2 million litres) New Zealand wineries, two that have over-performed the industry and two that have under-performed the industry. Using the value chain, as the conceptual framework to show how they use their resources and how they access other resources by using strategic alliances, the influence that their resources and capabilities have had on their ability to develop sustainable competitive advantage and superior performance is analysed. The wineries have engaged in strategic alliances, rather than structural ties, at various stages of the value chain to gain access to scarce resources and capabilities and the affect of these alliances is also discussed. There is clear evidence that the over-performers have had access to adequate resources which has led to sustainable competitive advantage and superior performance, lending support to the resource based view of strategy.