Wine is not in crisis: the way we produce it, sell it and experience it is changing

Is Italian wine really in crisis?

Italian wine isn't experiencing a structural crisis, but rather a profound transformation. Consumers are changing, sales channels are changing, and the way we communicate about the product is changing. However, wine continues to represent one of the strongest symbols of Made in Italy around the world.

Episode 1 - From Product to Experience: The New Wine Model

For decades, a winery's success depended primarily on the quality of its products. Today, that's no longer enough.

Companies that grow are those that manage to:

• tell the story of the territory;
• build a recognizable brand;
• offer memorable experiences;
• develop direct sales channels;
• use digital tools and modern communication.

Italian exports continue to maintain a world leadership position and international interest in Italian wine remains very high.

Episode 2 - Wine tourism is the real driver of growth

One of the most obvious signs of the sector's transformation is wine tourism.

According to analyses by the ilGolosario Wine Tour Observatory, over 60% of Italian wineries have seen an increase in direct sales thanks to wine tourism activities.

The modern consumer doesn't just buy a bottle: he looks for a complete experience that combines:

• visit to the cellar;
• tasting;
• local gastronomy;
• discovery of the territory;
• relationship with the manufacturer.

Italy enjoys a unique competitive advantage thanks to its combination of landscape, culture, history, hospitality, and wine biodiversity.

Episode 3 - Young people aren't abandoning wine: they're choosing it differently.

One of the most widespread beliefs is that the new generations are moving away from wine.

The data, however, tell a different story.

Millennials today represent one of the most active segments in wine tourism experiences and wine-related activities. However, they are seeking a different approach than in the past:

• authenticity;
• simplicity;
• sustainability;
• emotions;
• shareable experiences.

Young people tend to consume less but higher quality, alternating wine, cocktails, and soft drinks more consciously. This isn't a case of abandoning wine, but rather a cultural shift in consumption.

Episode 4 - The New Renaissance of Italian Wine

A clear message emerged from the National Congress of Assoenologi: the sector must stop focusing exclusively on its difficulties and return to building the future.

Italy can count on unique assets:

• hundreds of native vines;
• unparalleled biodiversity;
• globally recognized names;
• strong international reputation;
• world leadership in wine tourism.

The challenge is to enhance this heritage through innovation, sustainability, digitalization, and internationalization.

Episode 5 - White and sparkling wines are growing, but red remains the star

Consumer preferences are evolving.

The increasing demand for white, sparkling, and bubbly wines reflects changing eating habits and contemporary dining.

This does not mean the end of red wines.

Names such as:

• Amarone
• Brunello
• Barolo
• Bolgheri
• Valpolicella
• Chianti Classico

continue to register strong interest in international markets.

Rather than a replacement, there is an expansion of consumption opportunities and preferences.

Episode 6 - Italy's true competitive advantage is its reputation

Many countries produce wine, but few have the credibility that Italy has built over decades of work.

The strengths of Italian wine remain:

• widespread quality;
• territorial identity;
• tradition;
• breadth of the offering;
• excellent value for money.

When an international consumer thinks of wine, Italy continues to occupy a privileged position in the collective imagination.

Episode 7 - Looking at the Right Numbers: Comparison with the Pre-Covid Period

Many analyses compare the current market with the years immediately following the pandemic, which were characterized by exceptional growth.

The most accurate comparison is with the pre-Covid period.

Compared to that time, the sector now has:

• greater international notoriety;
• more direct sales channels;
• growth of wine tourism;
• greater digitalization;
• better presence in foreign markets;
• more added value linked to experience.

Italian wine is no longer growing at the extraordinary rates of the post-pandemic restart, but continues to evolve and strengthen its competitive positioning.

Conclusions: the future belongs to those who create value

Italian wine is not experiencing a demand crisis, but a transformation of its business model.

Companies that understand new consumers, invest in hospitality, wine tourism, digital communications, direct sales, and local development will be the key players in the next growth cycle.

The real challenge is not to produce more, but to create more value for each bottle sold.

In this scenario, the future of Italian wine appears to be less tied to volumes and increasingly to the ability to offer experiences, identities and lasting relationships with the consumer.