Senarum Vinea project could be analysed by a business management point of view too. This scientific project could be the base for a marketing places strategy which involves different actors. We’ll focus our attention on three different topics: the role of “territory” in the economic developmentstrategy who are the leading actors in the process of entrepreneurial development what marketing strategy could be followed for the enhancement of the vineyards and historic urban landscapes in the Province of Siena. The territory plays a critical role in an economic development strategy, but its meaning and interpretation has changed in the economic literature during the last decades. The concept of territory as a merely “physical distance” or as an “abstract space” (which underlines the hierarchical nature of spatial relationships and a polarization process of local development) do not seem useful to our analysis; much more important could be an interpretation of the territory as a “dynamic” entity, characterized by socio-economic networks which could evolve to face external challenges. This interpretation focuses our attention on cooperative behaviors, on technological changes, on local-global interactions, on “collective entrepreneurial” experiences typical of modern clusters or urban districts. There are many actors that could influence the process of development of a wine and cultural cluster, but three seems to be critical: political institutions; firms; research centers and universities. In Tuscany there are both some positive and negative experiences in the local valorization of rural and cultural resources; a cluster strategy requires a “systemic” approach with the contribution of different actors, in general when performances are low this is mainly due because it’s not easy to coordinate different public and private players to a common goal. To understand why some local development strategies have been successful and others have failed is very important before implementing a future valorization strategy for wine and culture in the Sienese territory. Marketing strategies are critical to create and promote a new brand based on the connection wine – culture – social community. Territory could play a central role in the marketing plan, but by itself is not enough to determine high economic performance. It’s also necessary to understand what are the correct variable of the territory for a sustainable strategic positioning, to define a good product offering, to read correctly new consumption model. The challenge here in Siena is to build new market relationships between different players (clients, distributors, restaurants, hotels, public administration, research centers and so on) to support a new offer of product and services; in this way we can accompany a “diffused museum” model of culture with a “diffused entrepreneurship” business model whose main goal is not to gain profit in the short run, but the more ambitious creation of sustainable value in the long run

Zanni, L. (2012). Vino, archeologia e territorio.: quale possibile strategia di valorizzazione economica?. In Senarum Vinea. Il paesaggio urbano di Siena. Forme di recupero e valorizzazione dei vitigni storici (pp. 227-239). Siena : Nuova immagine.

Vino, archeologia e territorio.: quale possibile strategia di valorizzazione economica?

ZANNI, LORENZO
2012-01-01

Abstract

Senarum Vinea project could be analysed by a business management point of view too. This scientific project could be the base for a marketing places strategy which involves different actors. We’ll focus our attention on three different topics: the role of “territory” in the economic developmentstrategy who are the leading actors in the process of entrepreneurial development what marketing strategy could be followed for the enhancement of the vineyards and historic urban landscapes in the Province of Siena. The territory plays a critical role in an economic development strategy, but its meaning and interpretation has changed in the economic literature during the last decades. The concept of territory as a merely “physical distance” or as an “abstract space” (which underlines the hierarchical nature of spatial relationships and a polarization process of local development) do not seem useful to our analysis; much more important could be an interpretation of the territory as a “dynamic” entity, characterized by socio-economic networks which could evolve to face external challenges. This interpretation focuses our attention on cooperative behaviors, on technological changes, on local-global interactions, on “collective entrepreneurial” experiences typical of modern clusters or urban districts. There are many actors that could influence the process of development of a wine and cultural cluster, but three seems to be critical: political institutions; firms; research centers and universities. In Tuscany there are both some positive and negative experiences in the local valorization of rural and cultural resources; a cluster strategy requires a “systemic” approach with the contribution of different actors, in general when performances are low this is mainly due because it’s not easy to coordinate different public and private players to a common goal. To understand why some local development strategies have been successful and others have failed is very important before implementing a future valorization strategy for wine and culture in the Sienese territory. Marketing strategies are critical to create and promote a new brand based on the connection wine – culture – social community. Territory could play a central role in the marketing plan, but by itself is not enough to determine high economic performance. It’s also necessary to understand what are the correct variable of the territory for a sustainable strategic positioning, to define a good product offering, to read correctly new consumption model. The challenge here in Siena is to build new market relationships between different players (clients, distributors, restaurants, hotels, public administration, research centers and so on) to support a new offer of product and services; in this way we can accompany a “diffused museum” model of culture with a “diffused entrepreneurship” business model whose main goal is not to gain profit in the short run, but the more ambitious creation of sustainable value in the long run
2012
9788871453095
Zanni, L. (2012). Vino, archeologia e territorio.: quale possibile strategia di valorizzazione economica?. In Senarum Vinea. Il paesaggio urbano di Siena. Forme di recupero e valorizzazione dei vitigni storici (pp. 227-239). Siena : Nuova immagine.
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11365/11223
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