LJUBLJANA SUMMER SCHOOL Take the Best from East and West 8-26 July 2019

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INNOVATIVE INTERNATIONAL WINE MANAGEMENT Bachelor course (ECTS: 6) Lectured by: Dimovski Vlado, University of Ljubljana, Faculty of Economics, Slovenia Bratec Miha, University of Ljubljana, Faculty

Attending both field trips is compulsory, therefore all other activities should be planned accordingly (optional weekend trips etc.).

It connects the disciplines of strategic management, tourism development and wine marketing into a unique study module aimed at graduate students coming from different social sciences backgrounds

1 INNOVATIVE INTERNATIONAL WINE MANAGEMENT Bachelor course (ECTS: 6) Lectured by: Dimovski Vlado, University of Ljubljana, Faculty of Economics, Slovenia Bratec Miha, University of Ljubljana, Faculty of Economics, Slovenia This course requires a surcharge of 95 EUR/person as it involves 2 field trips. Attending both field trips is compulsory, therefore all other activities should be planned accordingly (optional weekend trips etc.). Aims of the course: The innovative course combines and integrates different spectres and disciplines surrounding the development of wine business. It connects the disciplines of strategic management, tourism development and wine marketing into a unique study module aimed at graduate students coming from different social sciences backgrounds that have an interest to learn more about the exciting wine business and the critical challenges that surround it. Being offered in Slovenia, an emerging wine-producer that recently gained world reputation for high-quality and innovativeness of its wine production, as well as its gastronomic offer, the course offers a rich Central-European perspective on small-scale, high-quality and sustainable development of wine business and wine tourism that require lots of innovative managerial approaches, while still staying true to the nature of mostly family-owned experiential business. The purpose of the course is to: make the student knowledgeable about the principles and concepts related to the development of innovative wine business, equip them critical tools and understanding on how wine marketing, wine tasting and wine tourism development interrelate, make the students competent to adhere to the careers opportunities in wine business. Upon completion of this course, students should understand the complexity and multidisciplinarity of innovative wine business and also conquer the challenges in developing and managing successful wine business, or renovating and further developing the existing wine tourism products and practices by foreseeing trends and demonstrating core managerial skills needed for a success in the contemporary wine business.

2 Learning outcomes: Introduce students to the core concepts of wine business management in practice. Discuss and analyse issues within the broad business environment of wine business. Assess and analyse dilemmas regarding the innovation in wine business. Develop a general orientation in strategic management approaches applicable to wine business. Understand the nexus between wine growing, wine management and wine tourism. Apply critical thinking and problem solving skills in developing wine business. Demonstrate knowledge and ability to design, develop and manage an innovative wine tasting experience. Understand innovative wine management theory in connection with practical examples from wineries and sustainably oriented wine tourist destinations in the SEE. Course syllabus: Session Lecturer Topic Tuesday, July 9 DV, BM Introduction to the course: Presentation of the course themes and work policies at the course Introduction to wine business, Slovenian wine tradition, heritage and Slovenian wine regions - Lee, K. (editor) (2015). Strategic Winery Tourism and Management: Building Competitive Winery Tourism and Winery Management Strategy. Apple Academic Press. Chapter 1 - Boiling, C. (2016). The best country for wine tourism? Available at: Wednesday, July 10 Katarzyna Minor Sociology of wine, global wine trends & markets Case: Wine pairing & tasting Quadri- Felitti, D. Fiore, AM. (2012). Experience Economy Constructs as a Framework for Understanding Wine Tourism. Journal of Vacation Marketing 18[1] 3-15

3 Thursday, July 11 BM, Katja Ertl Wine, Gastronomy and Sustainable Rural Tourism Development Winescape Theory Wine Destination Image - Croce, V., & Perri, G. (Eds) Food and Wine Tourism: Integrating Food, Travel and Territory, CABI Tourism. Chapter 1 - Gómez, M., Lopez, C., & Molina, A. (2015). A model of tourism destination brand equity: The case of wine tourism destinations in Spain. Tourism Management, 51, Friday, July 12 *Field trip Styria Wine Region: Ptuj, Maribor & Austrian Southern Styria Monday, July 15 BM Wine Business Environment Family Business Management - Lee, K. (editor) (2015). Strategic Winery Tourism and Management: Building Competitive Winery Tourism and Winery Management Strategy. Apple Academic Press. Chapter 1 - Soler, I. P., Gemar, G., & Guerrero-Murillo, R. (2017). Family and non-family business behaviour in the wine sector: A comparative study. European Journal of Family Business, 7(1 2), Dimovski, V., Penger, S., Peterlin, J., Grah, B., Černe, M., & Klepec, M. Penger, S (eds). (2017). Advanced management and leadership practice. Essex: Pearson education limited.

4 Tuesday, July 16 DV Strategic management of wine business Wine innovation management - Dimovski, V., Penger, S., Peterlin, J., Grah, B., Černe, M., & Klepec, M. Penger, S (eds). (2017). Advanced management and leadership practice. Essex: Pearson education limited. - Doloreux, D., Shearmur, R., & Guillaume, R. (2015). Collaboration, Transferable and Non-transferable Knowledge, and Innovation: A Study of a Cool Climate Wine Industry (Canada). Growth and Change, 46(1), Vrontis, D., Bresciani, S., & Giacosa, E. (2016). Tradition and innovation in Italian wine family businesses. British Food Journal, 118(8), Muscio, A., Nardone, G., & Stasi, A. (2017). How does the search for knowledge drive firms ecoinnovation? Evidence from the wine industry. Industry and Innovation, 24(3), Wednesday, July 17 Daniele Palla Case: Innovative business models in wine marketing & distribution (Personalization/co-creation) Thursday, July 18 DV Strategic and authentic leadership in wine business - Dimovski, V., Penger, S., Peterlin, J., Grah, B., Černe, M., & Klepec, M. Penger, S (eds). (2017). Advanced management and leadership practice. Essex: Pearson education limited. Chapters 1 & 2. Friday, July 19 *Field trip North Primorska Wine Region: Vipava Valley & Goriška Brda Monday, July 22 BM Strategic Wine Marketing & Distribution: from Traditional to Digital Case: E-Vino Szolnoki, G., Taits, D., Nagel, M., & Fortunato, A. (2014). Using social media in the wine business. International Journal of Wine Business Research, 26(2), Tuesday, July 23 BM, DV Project presentations In-class teamwork, consultations Course wrap-up Thursday, July 25 Final exam

5 Field trips Visit Day Location Topics 1 Friday, July 12 Styria Wine Region: Traditional wineries & their Ptuj, Maribor & Austrian managerial practices. Wine Southern Styria routes and heritage destinations. Austrian example 2 Friday, July 19 Primorska Wine Region: Vipava Valley & Goriška Brda Course seminars* Seminar Time Topic 1 Tuesday, July 16 Mentoring for teamproject Wine tasting evening 2 Monday, July 22 Emerging wine regions in SEE Case: Kutjevo Wines, Macedonia * To be agreed at 1 st lecture, depending on students timetable of innovative wine tourism. Slovenian largest wine cellar Klet Brda. Good practice of innovative, export-oriented small scale wine management. Rural wine tourism destination Vipava Valley. Bibliography: Obligatory readings: Lee, K. (editor) (2015). Strategic Winery Tourism and Management: Building Competitive Winery Tourism and Winery Management Strategy. Apple Academic Press. Dimovski, V., Penger, S., Peterlin, J., Grah, B., Černe, M., & Klepec, M. Penger, S (eds). (2017). Advanced management and leadership practice. Essex: Pearson education limited. Croce, V., & Perri, G. (Eds) (2017). Food and Wine Tourism: Integrating Food, Travel and Territory, CABI Tourism. Hall, C., Sharples, L., Cambourne, B., & Macionis, N. (eds) (2009). Wine tourism around the world: development, management and markets. Routlege. Additional readings: Orth, U. R., Lockshin, L., & d Hauteville, F. (2007). The global wine business as a research field. International Journal of Wine Business Research, 19(1), Gómez, M., Lopez, C., & Molina, A. (2015). A model of tourism destination brand equity: The case of wine tourism destinations in Spain. Tourism Management, 51,

6 Byrd, E. T., Canziani, B., (Jerrie) Hsieh, Y. C., Debbage, K., & Sonmez, S. (2016). Wine tourism: Motivating visitors through core and supplementary services. Tourism Management, 52, Szolnoki, G., Taits, D., Nagel, M., & Fortunato, A. (2014). Using social media in the wine business. International Journal of Wine Business Research, 26(2), Golicic, S.L., Flin,t D.J. (2015). The Tension between Business and Romance: A Qualitative Study in the Global Wine Industry. In: Deeter-Schmelz D. (eds) Proceedings of the 2010 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. Hassan, S., Nadzim, S. Z. A., & Shiratuddin, N. (2015). Strategic Use of Social Media for Small Business Based on the AIDA Model. Procedia - Social and Behavioral Sciences, 172, Doloreux, D., Shearmur, R., & Guillaume, R. (2015). Collaboration, Transferable and Nontransferable Knowledge, and Innovation: A Study of a Cool Climate Wine Industry (Canada). Growth and Change, 46(1), Muscio, A., Nardone, G., & Stasi, A. (2017). How does the search for knowledge drive firms ecoinnovation? Evidence from the wine industry. Industry and Innovation, 24(3), Bruwer, J., Saliba, A., & Miller, B. (2011). Consumer behaviour and sensory preference differences: implications for wine product marketing. Journal of Consumer Marketing, 28(1), McNamara, N., & Cassidy, F. (2015). Wine tasting: To charge or not to charge? International Journal of Hospitality Management, 49, Teaching methods: The course is entirely taught in English and designed to achieve its aims through a balanced mixture of interactive lectures, seminars & study visits. Activities are designed to encourage active participation and interactive communication. Examination methods: The structure of the grade for this course is as follows: 1. Teamwork project & presentation: 40 points (CONDITION) 2. In-class activity and discussions: 10 points 3. Final Exam: 50 points The teamwork project with presentation comprises 40% of the final note: content 15%, style, references used, methodology: 10% and presentation of the teamwork in class 15%. At written part the most important thing for students is to add value and present possible implementations of course content in actual wine management context,

7 encompassing real advantages it brings as well as identification of problems while its implementation and make it as real as possible; whereas at the presentation the most important is to provide an effective and well-constructed presentation that engages the listeners into a constructive debate, therefore all presenters are advised to provide at least 3 questions from their project for the audience. In-class activity and discussions - Active Participation Regular attendance and active participation (asking constructive questions, debating, reflecting, etc.) is required at the course and will be monitored each session. Final Exam Open book exam (50%), aids permitted: original obligatory readings, in addition to 1 page (not 2 pages) of A4 format cheat-sheet written in hand (not printed or copied). Final exam (duration 90 minutes) will be composed of questions that the students will answer in the form of essay answers, demanding a comprehensive knowledge of the topics, covered at the course. Students are also advised to write 3-5 keywords for each question.

Background & Literature Review The Research Main Results Conclusions & Managerial Implications

Agenda Background & Literature Review The Research Main Results Conclusions & Managerial Implications Background & Literature Review WINE & TERRITORY Many different brands Fragmented market, resulting