This assignment will be an analysis of the ‘Sogrape: The Art and Science of Blending in the World of Wine’ (2024) case study. The frameworks and theories used throughout the course textbook ‘Strategic Management’ by Carpenter and Sanders (2009).
本作业将分析 "Sogrape：葡萄酒世界中的调配艺术与科学》（2024 年）案例研究。课程中使用的框架和理论贯穿于 Carpenter 和 Sanders（2009 年）所著的《战略管理》教科书。
External environment
外部环境
By analyzing the macro-environment Sogrape can identify external business opportunities and threats in order to develop effective strategies to achieve sustainability.
通过分析宏观环境，Sogrape 可以确定外部商业机会和威胁，从而制定有效战略，实现可持续发展。
PESTLE
The external macro-environment of SoGrape has been analyzed using the PESTLE framework in terms of political, economic, sociocultural, technological, environmental and legal aspects.
我们采用 PESTLE 框架，从政治、经济、社会文化、技术、环境和法律等方面分析了 SoGrape 的外部宏观环境。
Political factors
政治因素
In 1756, a royal charter from Portugal established the production region for port wine, which makes it the world’s oldest delineated and regulated wine region. With Portugal's accession to the European Union in 1986, EU policy support has helped the national wine industry to achieve further improvements in quality and branding.
1756 年，葡萄牙皇家特许状规定了波特酒的产区，使其成为世界上划定和管理最早的葡萄酒产区。随着葡萄牙于 1986 年加入欧盟，欧盟的政策支持帮助葡萄牙葡萄酒业在质量和品牌方面取得了进一步的提升。
Economic factors
经济因素
The current uncertainty in the global macroeconomic environment poses a significant challenge to business development and may affect consumer purchasing behavior towards wine.
当前全球宏观经济环境的不确定性给企业发展带来了巨大挑战，并可能影响消费者对葡萄酒的购买行为。
Sociocultural factors
社会文化因素
Portugal has a rich history of wine, with the Douro wine region located in the northeast being listed as a UNESCO World Heritage Site in 2001, and Sogrape also began to develop in this area. Since the 18th century, wine has been the main export product of the Portuguese and has had a stable export market in European countries such as the United Kingdom. Its historical and cultural significance has driven the wine tourism industry.
葡萄牙的葡萄酒历史悠久，位于东北部的杜罗河葡萄酒产区于 2001 年被联合国教科文组织列为世界遗产，索格拉佩（Sogrape）也开始在这一地区发展。自 18 世纪以来，葡萄酒一直是葡萄牙的主要出口产品，并在英国等欧洲国家拥有稳定的出口市场。其历史和文化意义推动了葡萄酒旅游业的发展。
Technological factors
技术因素
Technological innovations such as i-GRAPE, which is an European Union’s Horizon 2020 funded project, enable real-time monitoring to optimize irrigation and harvesting times, improving vineyard management efficiency. Climate prediction platforms like MED-GOLD enable wine sector to reduce the risks posed by climate.
欧盟资助的地平线 2020 项目 i-GRAPE 等技术创新实现了实时监控，优化了灌溉和采摘时间，提高了葡萄园的管理效率。MED-GOLD 等气候预测平台使葡萄酒行业能够降低气候带来的风险。
Environmental factors
环境因素
Climate change has the possibility of eliminating differences in wine origins and impacting traditional wine production, but while it poses a challenge, it also provides Sogrape with opportunities for innovation and technological advancement.
气候变化有可能消除葡萄酒产地的差异，影响传统葡萄酒的生产，但在带来挑战的同时，也为 Sogrape 提供了创新和技术进步的机会。
Legal factors
法律因素
Some countries such as Ireland might adopt regulations similar to the tobacco industry's health warning labels on packages which might affect wine sales in that country.
一些国家，如爱尔兰，可能会采取类似于烟草业在包装上贴健康警告标签的规定，这可能会影响葡萄酒在该国的销售。
In summary, the external macro environment for Sogrape is full of both opportunities and challenges. The company's development can benefit from Portugal's deep wine tradition, the European Union's policy support and the cultural influence of the Douro wine region. Technological advances like i-GRAPE and MED-GOLD improve vineyard management efficiency and adaptation to climate. However, global economic uncertainty, climate change, and emerging regulations such as health warnings present some risks.
总之，外部宏观环境对 Sogrape 来说充满了机遇和挑战。公司的发展得益于葡萄牙深厚的葡萄酒传统、欧盟的政策支持以及杜罗河葡萄酒产区的文化影响。i-GRAPE 和 MED-GOLD 等技术进步提高了葡萄园的管理效率和对气候的适应能力。然而，全球经济的不确定性、气候变化和新出现的法规（如健康警告）也带来了一些风险。
FIVE FORCES PLUS COMPLEMENTORS
五力加互补
The second part of the external analysis will be carried out using the Porter's Five Forces plus Complementors. Sogrape can be considered as a representative company of the Portuguese wine industry.
外部分析的第二部分将采用波特五力加互补分析法。Sogrape 可被视为葡萄牙葡萄酒行业的代表企业。
Threat of New Entrants – Low
新进入者的威胁 - 低
The wine industry, particularly in regions like Portugal, has strong brand loyalty and a favorable reputation. Companies such as Sogrape have built decades of consumer trust and signature products (such as the Mateus Rosé), has a huge influence in markets around the world, making it difficult for new entrants to compete without significant investment in marketing and brand building.
葡萄酒行业，尤其是葡萄牙等地区的葡萄酒行业，具有很强的品牌忠诚度和良好的声誉。Sogrape 等公司已经建立了数十年的消费者信任，其招牌产品（如 Mateus Rosé）在全球市场具有巨大影响力，因此新进入者如果不在营销和品牌建设方面进行大量投资，就很难与之竞争。
The emergence of wine industries in non-traditional regions, such as China, is likely to result in a shift in the global situation of wine production, driven by climate change, globalization and advances in technology and winemaking practices.
在气候变化、全球化以及技术和酿酒方法进步的推动下，中国等非传统地区葡萄酒产业的兴起很可能导致全球葡萄酒生产形势的转变。
Threat of Substitutes – Low
替代品的威胁 - 低
The case study mentions that Sogrape is developing products in non-traditional categories such as low-alcohol and non-alcohol, showing that consumer preferences are perhaps shifting towards healthier options. The threat of low-alcohol and non-alcoholic beverages as substitutes is gradually increasing.
案例研究提到，Sogrape 正在开发非传统类别的产品，如低度酒和无酒精饮料，这表明消费者的偏好可能正转向更健康的选择。低酒精和无酒精饮料作为替代品的威胁正在逐渐增大。
Wine has an irreplaceable place in many cultural and formal occasions. This cultural embeddedness reduces the level of threat of substitutes in some markets.
葡萄酒在许多文化和正式场合都具有不可替代的地位。这种文化根植性降低了替代品对某些市场的威胁程度。
Supplier Power – Low
供应商实力 - 低
By having a wide coverage of their own vineyards, Portuguese wine producers reduce their dependence on external suppliers, thus weakening the bargaining power of their suppliers.
葡萄牙葡萄酒生产商通过广泛覆盖自己的葡萄园，减少了对外部供应商的依赖，从而削弱了供应商的议价能力。
Buyer Power – High
购买力 - 高
The Portuguese wine industry is highly dependent on export markets such as the British and other international markets. Retailers and distributors in these markets have strong control and are able to influence pricing and market entry.
葡萄牙葡萄酒业高度依赖出口市场，如英国和其他国际市场。这些市场的零售商和经销商拥有强大的控制力，能够影响定价和市场进入。
The diversity of Portuguese wine brands and the trend towards premiumisation have a relatively high global impact, and these brand effects can partially counteract the bargaining power of the buyer.
葡萄牙葡萄酒品牌的多样性和高端化趋势具有相对较高的全球影响力，这些品牌效应可以部分抵消购买者的议价能力。
Degree of Rivalry – High
竞争程度 - 高
Portuguese wines are highly dependent on exports, and competitors in the international market include traditional wine powerhouses such as France and Italy, creating a core pressure of competition in the industry.
葡萄牙葡萄酒高度依赖出口，国际市场上的竞争对手包括法国和意大利等传统葡萄酒强国，这给行业带来了核心竞争压力。
Innovation and brand differentiation are important measures for Portuguese producers to cope with competition.
创新和品牌差异化是葡萄牙生产商应对竞争的重要措施。
Effect of Complementors
补体的作用
A complementor in the Portuguese wine industry could be wine tourism. As mentioned several times in the case study, wine tourism has enormous potential in Portugal, especially as Sogrape sees it as a strategic growth lever. Wine tourism increases brand loyalty and product value by enhancing consumers' experience of wine culture.
葡萄牙葡萄酒业的补充者可能是葡萄酒旅游业。案例研究中多次提到，葡萄酒旅游在葡萄牙具有巨大潜力，尤其是 Sogrape 将其视为战略增长杠杆。葡萄酒旅游通过增强消费者对葡萄酒文化的体验，提高了品牌忠诚度和产品价值。
To sum up, by considering the five elements of the Five Forces model, the Portuguese wine industry faces low threats from new entrants and substitutes, while the bargaining power of external suppliers is weakened due to extensive vineyard ownership. However, buyer bargaining power is strong due to this industry reliance on export markets, and competition remains intense from global wine powerhouses. Wine tourism, as a key complementary factor, offers growth potential by enhancing brand loyalty and consumer engagement.
总之，从 "五力模式 "的五个要素来看，葡萄牙葡萄酒业面临的新进入者和替代品的威胁较小，而外部供应商的讨价还价能力因葡萄园的广泛所有权而减弱。然而，由于该产业依赖出口市场，买方议价能力较强，来自全球葡萄酒强国的竞争依然激烈。葡萄酒旅游作为一个重要的补充因素，通过提高品牌忠诚度和消费者参与度，提供了增长潜力。
Internal environmental – Resources and Capabilities
内部环境 - 资源和能力
The second majority of this essay will shift the analytical perspective from the external to the internal. The VRINE framework will be used to analyze two of the firms’ resources and capabilities.
本文的第二大部分将把分析视角从外部转向内部。VRINE 框架将用于分析企业的两种资源和能力。
The vineyards of Sogrape are one of its most critical tangible resources. It is a resource that is valuable because these vineyards fulfill the market's demand for premium wines, producing a diverse and high-quality range of wines through the unique geographical and climatic conditions of Portugal, Spain, Chile, Argentina and New Zealand. These vineyards are also rare, with more than 110 native grape varieties (such as Touriga Nacional and Tinta Amarela) and the symbolic Douro Valley, which is a UNESCO World Heritage Site, contributing to the uniqueness of Sogrape's products. Although these vineyards are tangible resources, they are inimitable because replicating their historical heritage, cultural significance, and unique terroir (e.g., the schist soils of the Douro) is costly and challenging for competitors. In addition, these vineyards are irreplaceable, with unique geographical and species characteristics that make premium wines such as Barca-Velha irreplaceable by other regions. It is clear that Sogrape has achieved a sustainable competitive advantage by integrating its vineyard resources into efficient commercial utilization, such as a premiumisation strategy, global market expansion and the production of innovative wines.
葡萄园是 Sogrape 最重要的有形资源之一。之所以说它是宝贵的资源，是因为这些葡萄园满足了市场对优质葡萄酒的需求，通过葡萄牙、西班牙、智利、阿根廷和新西兰独特的地理和气候条件，生产出多样化的优质葡萄酒。这些葡萄园也是稀有品种，拥有 110 多个本地葡萄品种（如国产杜丽加和阿玛雷拉酒），以及被联合国教科文组织列为世界遗产的象征性杜罗河谷，这些都造就了 Sogrape 产品的独特性。虽然这些葡萄园是有形的资源，但它们是不可复制的，因为复制它们的历史遗产、文化意义和独特风土（如杜罗河的片岩土壤）成本高昂，对竞争者来说具有挑战性。此外，这些葡萄园具有不可替代性，其独特的地理和物种特征使巴尔卡-韦利亚等优质葡萄酒成为其他地区无法取代的。很明显，通过将葡萄园资源整合到高效的商业利用中，如高端化战略、全球市场拓展和创新型葡萄酒的生产，Sogrape 已经实现了可持续的竞争优势。
An additional intangible resource for Sogrape is its strong brand image, which is based on its history, cultural connections and innovative practices. This resource is valuable because it is highly recognizable in the global market, especially with internationally well-known brands such as Mateus Rosé. They not only meet the demands of a diversified market, but also promoted by a number of celebrities, which enhances their presence in the global market. The rarity of this brand resource is reflected in its unique design and broad product portfolio, while its historical and cultural heritage makes it highly inimitable and irreplaceable. Furthermore, Sogrape has successfully leveraged its brand image through global expansion, a premiumisation strategy and a sustainability initiative to solidify its leadership position in the wine industry. This provides Sogrape with a sustained competitive advantage.
Sogrape 的另一项无形资源是其基于历史、文化联系和创新实践的强大品牌形象。这一资源十分宝贵，因为它在全球市场上具有很高的知名度，尤其是像 Mateus Rosé 这样的国际知名品牌。它们不仅满足了多元化市场的需求，还得到了众多名人的推广，从而提高了其在全球市场的影响力。这一品牌资源的稀缺性体现在其独特的设计和广泛的产品组合上，而其历史和文化底蕴则使其具有高度的不可模仿性和不可替代性。此外，通过全球扩张、高端化战略和可持续发展计划，Sogrape 成功地利用了其品牌形象，巩固了其在葡萄酒行业的领导地位。这为 Sogrape 带来了持续的竞争优势。
Diamond strategy
钻石战略
Arenas
竞技场
In terms of product categories, Sogrape offers a diverse portfolio of wines, including iconic brands such as Mateus Rosé and Barca-Velha, as well as beginning to look at non-traditional products in the low-alcohol and non-alcohol categories in order to meet evolving consumer needs. For distribution channels, Sogrape utilizes traditional retail channels, and culturally inspired wine tourism venues. In addition, the company has expanded its market coverage through the establishment of distribution companies in Angola and China and the acquisition of wineries in New Zealand and Chile. With regard to geography, Sogrape is active in more than 120 markets worldwide, with a focus on Europe, the Americas and Asia. For market segmentation, Sogrape's target market ranges from traditional premium wine consumers to new consumer groups (e.g., the younger generation) who prefer lighter, more refreshing wines. Regarding its core technologies, Sogrape prioritizes sustainable production technologies, grape resilience research and digital transformation, with innovations such as i-GRAPE, which allows real-time monitoring of vine hydric, and the explorations of Web 3.0, blockchain and artificial intelligence to drive innovation in the industry.
在产品类别方面，Sogrape 提供多样化的葡萄酒产品组合，包括 Mateus Rosé 和 Barca-Velha 等标志性品牌，同时也开始关注低酒精和非酒精类的非传统产品，以满足消费者不断变化的需求。在销售渠道方面，Sogrape 利用传统零售渠道和具有文化内涵的葡萄酒旅游场所。此外，公司还通过在安哥拉和中国建立分销公司以及收购新西兰和智利的酒庄，扩大了市场覆盖范围。在地理区域方面，Sogrape 活跃在全球 120 多个市场，主要集中在欧洲、美洲和亚洲。在市场细分方面，Sogrape 的目标市场既包括传统的高端葡萄酒消费者，也包括喜欢清淡爽口葡萄酒的新消费群体（如年轻一代）。在核心技术方面，Sogrape 将可持续生产技术、葡萄抗逆性研究和数字化转型放在首位，通过 i-GRAPE 等创新技术实时监测葡萄树的水分，并探索 Web 3.0、区块链和人工智能来推动行业创新。
Vehicles
车辆
In terms of internal development, Sogrape invests heavily in R&D and sustainability projects, such as the i-GRAPE project, those projects enhance the quality and sustainability of their wines using advanced technologies and keeps the company at the forefront of innovation. Regarding alliances, Sogrape collaborates extensively with universities, start-ups and research institutions to co-develop modern technologies, promote innovation and strengthen its global presence. Through acquisitions, Sogrape has expanded its portfolio and geographic reach with the acquisitions of key wineries and brands including Sandeman and Bodegas LAN in Spain.
在内部发展方面，Sogrape 在研发和可持续发展项目上投入巨资，如 i-GRAPE 项目，这些项目利用先进技术提高葡萄酒的质量和可持续性，使公司始终走在创新的前沿。在联盟方面，Sogrape 与大学、初创企业和研究机构广泛合作，共同开发现代技术，促进创新，加强全球影响力。在收购方面，通过收购主要酒庄和品牌，包括西班牙的桑德曼（Sandeman）和兰酒庄（Bodegas LAN），Sogrape 扩大了其产品组合和地理覆盖范围。
Differentiators
与众不同之处
The differentiator of this company is reflected in its strong brand image, customization, pricing strategy, styling and product reliability. Through the combination of innovation and tradition, differentiated brand positioning, iconic products such as Mateus Rosé and Barca-Velha, and a strategy that emphasizes premiumization and sustainability, Sogrape has succeeded in creating a unique brand image. At the same time Sogrape will customize its wine products according to different markets and consumer preferences. For example, the company explores low-alcohol and non-alcoholic products, which are able to satisfy the demands of young and health-oriented consumers. With regard to price, Sogrape's strategy focuses on premiumisation. By expanding its products portfolio at the top end of the market, emphasizing high quality and luxury wines, while enhancing the value of its products to consumers through innovation, quality and strong brand promotion. Unique design styles, such as the Mateus Rosé kettle-shaped bottle, enhance the product's visibility and appeal on global markets. Finally, Sogrape enhances the reliability of its products through R&D and innovation. These strategies have assisted Sogrape in gaining reputation and market share globally.
该公司的与众不同之处体现在其强大的品牌形象、定制、定价策略、造型和产品可靠性上。通过创新与传统的结合、差异化的品牌定位、马特乌斯桃红葡萄酒和巴尔卡-维拉（Barca-Velha）等标志性产品以及强调高端化和可持续发展的战略，Sogrape 成功塑造了独特的品牌形象。同时，Sogrape 还将根据不同市场和消费者的喜好定制葡萄酒产品。例如，公司开发了低酒精和无酒精产品，以满足年轻消费者和健康型消费者的需求。在价格方面，Sogrape 的战略重点是高端化。通过扩大高端市场的产品组合，强调高品质和奢华葡萄酒，同时通过创新、质量和强有力的品牌推广，提升产品对消费者的价值。独特的设计风格，如 Mateus Rosé 水壶形酒瓶，提高了产品在全球市场的知名度和吸引力。最后，Sogrape 还通过研发和创新提高产品的可靠性。这些战略帮助 Sogrape 在全球赢得了声誉和市场份额。
Staging and Pricing
分期和定价
The current phasing and pacing strategy of Sogrape reflects a robust and strategic approach to expansion. The company prioritizes the consolidation of its position in Portugal through strategic acquisitions, such as Quinta da Romeira in 2019, before expanding into Spain with investments in key regions like Rioja, Rías Baixas, and Ribera del Duero. At the same time, the company entered Argentina, New Zealand, and Chile, further advancing Sogrape's international strategic aspirations. Signature acquisitions such as Sandeman in 2002 and Viña Mayor in 2024 exemplify its steady but ambitious growth rate. Recent initiatives of this company emphasize premiumization and sustainability, aligning with global consumer trends and solidifying Sogrape's leadership in the wine industry.
索格拉佩目前的分期和步调战略体现了稳健的战略扩张方针。公司优先考虑通过战略收购巩固其在葡萄牙的地位，例如在2019年收购Quinta da Romeira酒庄，然后通过在里奥哈、Rías Baixas和Ribera del Duero等主要地区的投资进军西班牙。与此同时，公司还进入了阿根廷、新西兰和智利，进一步推进了 Sogrape 的国际战略目标。2002 年的桑德曼和 2024 年的 Viña Mayor 等标志性收购体现了其稳定而雄心勃勃的发展速度。该公司近期的举措强调高端化和可持续性，与全球消费趋势保持一致，巩固了 Sogrape 在葡萄酒行业的领导地位。
Economic Logic
经济逻辑
Through a combination of scale, scope and premiumization strategies, Sogrape effectively achieves profitability. By operating in more than 120 markets worldwide, Sogrape realizes potential scale advantages and optimizes operating costs. Sogrape also plan to serve as a differentiator through memorable wine tourism experiences that enhance consumer loyalty and achieve premium pricing.
通过将规模、范围和溢价战略相结合，Sogrape 有效地实现了盈利。通过在全球 120 多个市场开展业务，Sogrape 实现了潜在的规模优势并优化了运营成本。此外，Sogrape 还计划通过令人难忘的葡萄酒旅游体验，提高消费者的忠诚度并实现溢价，从而实现差异化竞争。
Recommendations
建议
Connecting the above four frameworks together will result in some strategic recommendations that will enable Sogrape to maintain its competitive advantage. Sogrape should utilize its strong market position and continue to combine sustainability, innovation and premiumisation strategies to meet external challenges while capitalizing on internal strengths.
将上述四个框架联系在一起，可以得出一些战略建议，使 Sogrape 能够保持其竞争优势。Sogrape 应利用其强大的市场地位，继续将可持续发展、创新和高端化战略结合起来，在利用内部优势的同时应对外部挑战。
Arenas
竞技场
Sogrape is expected to further expand into emerging markets such as China and maintain its dominant position in Europe. This strategy will allow it to minimize the company's dependence on a single export market (e.g. the UK), and thus reduce the buyer's control. At the same time, it should focus on developing innovative low-alcohol and non-alcohol products to suit changing consumer preferences. In Portugal, wine tourism should be promoted as a key growth area, combining local wine culture with recent global market preferences for travel and culture to increase brand popularity and loyalty.
预计 Sogrape 将进一步拓展中国等新兴市场，并保持其在欧洲的主导地位。这一战略将使公司最大限度地减少对单一出口市场（如英国）的依赖，从而减少买方的控制。同时，公司应注重开发创新的低酒精和无酒精产品，以适应消费者不断变化的喜好。在葡萄牙，应将葡萄酒旅游作为主要增长点加以推广，将当地的葡萄酒文化与近期全球市场对旅游和文化的偏好相结合，提高品牌的知名度和忠诚度。
Vehicles
车辆
Sogrape should strengthen its partnerships with research organizations and technology companies to sustain its innovation capabilities. At the same time, it should continue to make strategic acquisitions in high-potential regions, such as high-quality wineries in emerging areas, while building alliances with local distributors to enhance global coverage.
Sogrape 应加强与研究机构和技术公司的合作，以保持创新能力。同时，它应继续在高潜力地区进行战略收购，如新兴地区的优质酒庄，同时与当地经销商建立联盟，扩大全球覆盖面。
Differentiators
与众不同之处
Based on its strong brand reputation, Sogrape should focus on premiumisation and product differentiation by emphasizing sustainability and innovation. The company could patent new production technologies and also be able to enhance the consumer experience with personalized products such as exclusive vineyard tours and customized wine collections.
基于其强大的品牌声誉，Sogrape 公司应通过强调可持续发展和创新，专注于高端化和产品差异化。公司可以为新的生产技术申请专利，还可以通过个性化产品（如专属葡萄园之旅和定制葡萄酒系列）来提升消费者体验。
Staging and Pacing
分期和节奏
Sogrape need to prioritize consolidating its position in its key markets before expanding into new areas actively. Before expanding into new territories aggressively, Sogrape should prioritize the consolidation of its position in key markets. A gradual investment in technology and sustainable practices will increase efficiency while minimizing risk.
在积极拓展新领域之前，Sogrape 需要优先巩固其在主要市场的地位。在积极拓展新领域之前，Sogrape 应优先巩固其在主要市场的地位。对技术和可持续发展实践的逐步投资将提高效率，同时将风险降至最低。
Economic logic
经济逻辑
To maintain profitability, Sogrape should maximize economies of scale and premium pricing strategies. Revenues from high-margin products should be reinvested in research and development for innovative solutions and sustainable practices which will further enhance brand value and customer loyalty.
为了保持盈利能力，Sogrape 应最大限度地利用规模经济和溢价策略。高利润产品的收入应重新投资于创新解决方案和可持续实践的研发，这将进一步提升品牌价值和客户忠诚度。
Testing the strategy
测试战略
The strategy was tested according to five criteria. It leverages Sogrape's resources and capabilities, including its extensive vineyard ownership and portfolio of premium brands, which are reflected in the VRINE framework. The strategy fits current industry conditions and responds to the key challenges and opportunities identified in the PESTLE and Five Forces analysis, such as high buyer bargaining power and intense competition, while taking advantage of the low threat of substitutes and new entrants. Differentiators such as signature products, premium pricing and sustainability-driven innovation are sustainable as Sogrape invests heavily in R&D, patents and adapting to market trends. The strategy is aligned with Sogrape's strategic positioning of premiumisation and innovation, and its staged approach to implementation ensures viability, which is supported by the business's strong financial resources, existing capabilities and strong market presence.
该战略根据五项标准进行了测试。该战略充分利用了 Sogrape 的资源和能力，包括其广泛的葡萄园所有权和优质品牌组合，这些都反映在 VRINE 框架中。该战略符合当前的行业条件，应对了 PESTLE 分析和五力分析中发现的主要挑战和机遇，如较高的买方议价能力和激烈的竞争，同时利用了替代品和新进入者威胁较低的优势。由于 Sogrape 在研发、专利和适应市场趋势方面进行了大量投资，因此特色产品、溢价定价和以可持续发展为导向的创新等差异化优势具有可持续性。该战略与 Sogrape 的高端化和创新战略定位相一致，其分阶段实施的方法确保了其可行性，而企业强大的财务资源、现有能力和强大的市场占有率则为其提供了支持。
