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it must be noticed that these figures seem to be lower than those of permanent employees
in the Napa valley in California found by Guthey (2008). Of the five companies he
interviews highlighted in his study 3 have a superior education. This difference in
education could be a disadvantage to cluster dynamics in Colchagua with less knowledge
entering the cluster.
One practice adding to the knowledge base of a firm is that most producers have 10 years
plus in the industry. As Guthey (2008) points out most of the actors interviewed in the
Napa valley found that practical experience was far more essential than a degree. A factor
that may increase a firm’s knowledge base is experience in varying wine regions or wine
producing countries giving knowledge of different global producers and competition.
Serrano (2008) from Montes winery was given the opportunity to study in Bordeaux,
California, and Auckland during a year long project, giving him knowledge of wine
processes and firms in all of these countries. This is a definite area for future study.
There are approximately about 36 wineries at the moment in the Colchagua Valley.
Within these there are at least twelve companies that have strong links together. For
example in the area of Vineyard Estates Managers, there is a meeting (on average about
once a month) between the 12 companies that are investing strongly in estates
management (Valenzuela, 2008). These include companies that have invested in hills
around their original properties (such as Montes, Casa Lapostolle, Luis Felipe Edwards
and Montgras) in order to start the study of how best to develop hills surrounding the
original properties. Other properties include Cono Sur (makes its locational decisions on
a nation-wide parameter), Viu Manent, Bisquertt, Caliterra, Undurraga and Los Vascos.