Agriculture Reference
In-Depth Information
perception because the best grapes are grown where public environmen-
tal concerns are quite high. The Napa and Central Coast winegrape
partnerships in particular have publicized their progress in reducing envi-
ronmental impacts. Geographic branding of wines positions the industry
to market “sustainability” directly to the public, but also increases
the risks associated with any potential environmental or food safety
controversies. Winegrape industry leaders are working to convert this
vulnerability into an economic opportunity. The winegrape industry has
a long history of close cooperation with the wine industry, and wine, the
product consumers see, has few cosmetic issues. In addition, wineries
have convinced consumers that wine should “tell a story,” and “sustain-
ability” is a popular story. Wine consumers are well educated, affluent
and generally concerned about environmental protection. 11 The wine-
grape industry has manipulated more of its advantages for marketing
“sustainability” than any other commodity, and thus circulated agroeco-
logical knowledge to the public. 12 Advocates of sustainable agriculture
laud this progress, but also note that wine is a luxury crop, without
nutritional benefits.
Winegrape partnership growers understand their need to represent
their industry to the public, and the way partnerships can accord them
legitimacy. Participants in all four local winegrape partnerships described
tensions between those who want to direct resources toward public
representation versus those who want to better verify the positive impact
partnership practices have. One Napa partnership grower said there has
to be “substance behind the perception of sustainability.” Several partic-
ipants affirmed the importance of backing up their claims about selling
the “story of sustainability” with objective information, and acknowl-
edged their efforts could backfire if not substantiated.
Leadership in the winegrape industry is diffused among its several
regions. The statewide commodity organization, the California
Association of Winegrape Growers, has worked with growers and
regional organizations to balance the impulses of competition and
cooperation. Karen Ross, CAWG's executive director, explains this coop-
eration with several factors. Many in the industry recognized the value
of local, peer-to-peer initiatives like Lodi's, and a collective realization
that that the Australian wine industry's stated intent to become the dom-
inant global supplier within 25 years (“Australia 2020”). Ross describes
 
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