Date of Conferral
Doctor of Business Administration (D.B.A.)
Some owners of small-farm wineries have moved to direct and alternative revenue management strategies to generate revenue and create brand awareness because of increased competition and regulatory changes. Research has revealed that owners of small-farm wineries remain financially reliant on direct-to-consumer sales through tasting rooms that represent an estimated 70% of their total revenue generated. This qualitative multiple case study was an exploration of how revenue management decisions of small-farm winery owners may contribute to long-term survival in a regulated industry. Dynamic capabilities concept was the conceptual framework for this study. The study population consisted of 3 small-farm winery owners in Connecticut who have operated a winery with Connecticut Grown designation for at least 10 years. Data were collected through semistructured interviews, organizational documents, observation notes, and review of each winery's website. Three themes emerged from data analysis: focus on brand and customer base, constraints consideration, and competitors' impact. The findings and recommendations from this study may further small-farm winery owners' understanding of revenue management strategies they can use to overcome constraint challenges and mitigate competitors' impact. As small-farm winery owners improve profitability and sustain long-term survival, subsequent positive social change, such as small business development and increased employment opportunities, may lead to economic prosperity for the local community and financial stability of community residents.