This chapter provides a detailed analysis of efforts on the part of the main players in the wine industry to simultaneously embrace black economic empowerment, economic competitiveness and environmental sustainability. It notes that while this ironically led to the spinning of a new web of certification, with associated costs, the overall consequences were favourable. The cooperative sector underwent the greatest upheaval, while the number of producing wholesalers increased greatly. There was also a marked increase in the number of private cellars, before falling off again after 2008. The reinvention of Cape was also reflected in the introduction of many new cultivars and marked improvements in quality. The most obvious success lay in a quadrupling of exports by volume in the decade after 1997, which absorbed the wine surplus in a context where domestic sales remained sluggish. The chapter ends with a comparison of different types of empowerment deal and an asssessment of how far the industry has been able to deracialise itself at the level of production, distribution and consumption.

This chapter addresses the rapid increase in the consumption of white wines in the 1950s. It traces some of the changes to the efforts of the wine companies to develop the consumer market through brand building. But the breakthrough came with the perfection of the method of cool fermentation that permitted the preservation of the aromatic character of white wines. Boosted by innovations in the cellar, in the form of temperature-controlled stainless steel tanks, it became possible to produce wine of a reliable quality on an industrial scale. The chapter argues that while the KWV criticised the merchants, they worked with selected farmers to improve the quality of the wine. This was true of Stellenbosch Farmers’ Winery (SFW) and Distillers. The greater costs involved, however, led many farmers to resort to selling their grapes to the cooperatives rather than making their own wine. The chapter focuses on specifc farms like Rustenberg where it is possible to precisely date the turn to cool femerntation The importance of brand development is underlined through an account of the meteoric wise of SFW’s Lieberstein, which was reputedly the world’s largest brand in the early 1960s.

The chapter begins with an analysis of the KWV, which mimicked the operations of the state bureaucracy but was formally distinct from it. An anatomy of the KWV regulatory system is provided In order to achieve a better sense of how the interlocking parts worked together. There is a detailed discussion of the documentation that producers were required to supply each year to comply with the quota system. This is followed by an account of minimum pricing and surplus disposal which involved the surrender of distilling wine to the KWV which it used to make brandy. There is also a discussion of the Wine of Origin (WO) system which introduced a system of appellations, and the efforts of the wine merchants to tempt aspiring independent producerrs with the offer of access to marketing channels. This leads to a discussion of the contention over the designation of ’estate wines’ and the rather more successful effort to launch the Stellenbosch Wine Route. Finally, an account is offered of KWV efforts to control access to planting material.

Chapter 3 surveys the range of zhifu (‘uniforms’) made and worn in the Mao years, showing that they quickly replaced the long gown as dress for men in urban contexts.Countering claims that there were no official laws or regulations governing dress in China, this chapter argues that protocols governing work dress constituted a regulatory system. The reorganization of the workforce provided an administrative framework within which making and wearing of zhifu was both encouraged and expected. Once major institutions in education, communications and industry were taken over by the new state, it was to be expected that dress for staff would show similarities across the spectrum of workplaces. Once planning prioritized the production of zhifu, its domination of the clothing supply was assured.

Although zhifu is a term more closely associated with men’s wear than with women’s, women’s work in the Mao years did include making zhifu. Chapter Four documents the proliferation of sewing schools for women in the 1950s, showing that they were a route by which women entered the paid workforce. Women in various contexts – in factories, sewing co-ops, and especially in their homes – were significant agents in the production of the new national wardrobe. In much of rural China, women continued to spin the yarn, weave the cloth, and make the clothes and shoes for all the family members. In this way, they reproduced a material culture not too different from that of preceding generations (although not entirely the same, either). In the towns, however, a new material culture was created, much of it at the hands of women.

The notion of “resilience” is rife with controversy, particularly when attempting to bridge theory across disciplines. In this paper, we propose one way to overcome some of the challenges with resiliency thinking that are often put forward by social scientists. We do this by applying relational theorizing to the concept. Here, we can understand resilience as the ways in which actors (human and non-human) associate into enduring, diverse, and equitable networks. We argue that diversity is an expression of capabilities for transformation and that such expressions become more possible with equity. Drawing on field work, we iteratively ground this relational approach to resilience in two co-operative network cases. It is recommended that future work continues to develop a less bounded and more relational view of resilience.

A company is a legal entity, distinct from its creators, members, directors and managers. Chapter 3 of this book discusses the separate legal status of the company in detail. For the purposes of this current chapter, we emphasise that for a company to come into existence there must be a conferral of that status by the state. Unlike some other forms of association, such as a partnership, it is not legally effective for a group of people to simply declare themselves to be a company. A company is a type of corporation. The corporate status of a company is brought into existence through a process of registration under the Corporations Act. Other types of corporate entities are created by different legislative mechanisms, and we briefly describe some of these later in this chapter.

The Epilogue explores experiences of former sent-down youth in the context of the post-Mao economic reforms, particularly their reconnection with the villages in which they had lived during the Cultural Revolution. It looks at the formation of sent-down youth associations in major cities throughout China and the organization of delegations of former sent-down youth to visit the villages. It also looks at initiatives by county leaders to cultivate financial investment by former sent-down youth, their establishment of sent-down youth museums, and the publication of memoirs by former sent-down youth in their counties.