Business strategies as a market opens: A case study of Ontario wineries

Kenneth F. Harling
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Kenneth F. Harling: School of Business and Economics, Wilfrid Laurier University, Waterloo, Ontario, Canada, N2L 3C5, Postal: School of Business and Economics, Wilfrid Laurier University, Waterloo, Ontario, Canada, N2L 3C5

Agribusiness, 1994, vol. 10, issue 3, 259-273

Abstract: Following the Free Trade Agreement and a ruling from the General Agreement on Tariffs and Trade, wineries in Ontario, Canada, have had their market opened to considerably greater foreign competition. This article provides observations drawn from their experiences that managers elsewhere will find useful when thinking about adjusting their business strategy to deal with a more open market. The three principal observations elaborated in the article are (a) that government protection creates an artificial environment which, because it is artificial, does not last, (b) that the business strategy appropriate when a market is protected can prove inappropriate when protection is removed, and (c) that open markets are more demanding when making strategic choices. © 1994 by John Wiley & sons, Inc.

Date: 1994
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Persistent link: https://EconPapers.repec.org/RePEc:wly:agribz:v:10:y:1994:i:3:p:259-273

DOI: 10.1002/1520-6297(199405/06)10:3<259::AID-AGR2720100306>3.0.CO;2-H

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