The first one is the business and productive model implemented by the NW, which corresponds to a mass production of varietal wines, with quality consistency, obtained by large industrial enterprises with significant economies of scale. By contrast and as previously mentioned, the productive and business model implemented by the OW was characterized by a business network of cooperatives and enterprises (mostly familiar and of small and medium size). The second one is the commercial and marketing strategy implemented by the NW, leading to better consumer information of the product characteristics; i.e. wines are sold under brands with strong investments in marketing and advertising campaigns. By contrast, the commercial tradition of the OW involved an intricate system of denominations of origin, varietal and geographic areas that were difficult to understand by a novice consumer. The last potential reason is the emergence of strong governmental support in the NW during the '90s and the beginning of this century. This support, known in the specialized literature as the "National
Brand Plans", had the primary aim of improving the wine export performance in the long
Term. Australia was the pioneer in the development of such national scope plans in June1996, launching its celebrated plan called "Strategy 2025". Its aim was to reach an export turnover of 4.5 billion Australian dollars by the year 2025. The resounding success of the plan meant that in 2005, 20 years earlier than planned, the target was achieved. The Australian plan was an inspiration for the national plans of the United States and Chile, followed soon after by Argentina and South Africa (Parcero & Villanueva , 2011).