The emerging wine market in North Carolina constitutes an organizational field that has become institutionalized and, within that field, a set of shared meanings and operational definitions have become consolidated. Existing vineyards have ripped out some vines that fared poorly and replanted with others that either did well or were reputed to do well. Clusters also provide a framework for cooperation that sustains growth by reducing transaction costs. Many vinifera purists still either grow or buy some muscadine grapes to make into wine for sale in their wineries, realizing that the prevailing local preference for sweet wines is an opportunity to capture a reliable revenue stream that their drier wines might not provide. Agri-tourism and wine trails in particular are seen as ways of promoting the industry and building the brand. But this can divert resources and attention by focusing upon service-related activities rather than technical skill development and upgrading in actual viticulture and winemaking.