However, in order to improve the competitiveness and visibility of the entire Prosecco System, before the leaps forward and excessive bell tower love weaken and dry up the numerous and interesting initiatives, it is necessary to start a real collaboration between the Prosecco DOCG consortium and the other consortia (Doc and Asolo): this is a key strategy to obtain greater recognition at a global level and to benefit from the sharing of resources, experience and knowledge, as well as greater negotiating strength with respect to international markets.
It is important that the collaboration is managed in a fair and transparent way, with a focus on positive synergies and with the aim of promoting the quality and authenticity of Prosecco DOCG, DOC and Asolo: surely obstacles may arise in balancing the interests of different territories and producers, but - if well managed - these challenges can be overcome to the benefit of all those involved.
In the foreground is the definition of common and shared objectives, in order to solidly plan and allocate resources: above all, it is a question of identifying areas in which the skills and resources of the consortia complement each other.
It is also essential to establish open and transparent communication channels, to prevent misunderstandings and conflicts, define roles and responsibilities for an efficient use of resources, create a decision-making structure to avoid disputes and delays, share resources (intellectual and material) and collectively monitor the activity progress.
The strategy of collaboration between the Prosecco consortia is promising and can lead to greater competitiveness and visibility on a global level, provided there is a willingness on the part of all to practice open communication, to adapt to changing market conditions and to maintain aim of promoting the quality and authenticity of the Prosecco system.
