1) Executive summary
In the international context, wine continues to compete with:
- global production under climatic and structural pressure ;
- dynamic but fragmented export markets , with share shifts from mature areas to emerging markets;
- changing consumption , oriented towards quality, premiumization and sustainability.
In this context, the Italian wine system maintains its leadership in premium export volumes and values , but faces challenges of price/value competitiveness in markets such as the USA and Germany, and opportunities in Asia, non-traditional North America and emerging markets.
2) Production trend
Italy
- The 2025 harvest was overall satisfactory, with balanced yields and medium-high quality in the main DOC/DOP territories.
- Areas with extreme weather conditions have shown qualitative variability, increasing the importance of climate management in the vineyard.
Global
- France and Spain are maintaining stable production, but the overall harvest remains below the historical average of the last 10 years.
- New World countries (Australia, Chile, USA) show differentiated trends due to seasonal conditions and production cost dynamics.
Operational implications
- Need to optimize end-of-harvest 2025 stocks with a focus on highly profitable segments.
- Strengthen climate resilience plans and targeted irrigation in the most valuable vineyards.
3) Export and international markets
Italy
- Italian wine exports continue to represent a pillar of growth, with a strong contribution from sparkling wines and quality DOCG/DOC wines .
- Some key markets (USA, Germany) show volatility due to tariff and currency dynamics, pushing towards geographical diversification .
- Markets such as Canada, the UK, Northeast Asia and Southeast Asia offer room for expansion for premium portfolios and niche segments.
Product Trends
- Italian sparkling wines (Prosecco and other high-end bubbles) continue to play a leading role in exports in value terms.
- Rosé and white wines with character are showing growth dynamics in young and urban markets.
Growth strategies
- Strengthen our commercial presence in high-growth markets with targeted distributor partnerships .
- Develop value proposition narratives around territorial identity and sustainability to support prices.
4) Domestic market and consumption
Consumption in Italy
- Slight contraction in volume consumption, with a shift in spending towards quality and premium wines .
- Growing interest in wine-related experiences (wine tourism, guided tastings, food pairings).
Global behaviors
- In mature markets, a trend of more selective consumption continues, while in emerging markets, appreciation for European and Italian wines is growing.
- Alternative formats (half bottles, quality bag-in-box, sustainable packaging) are gaining ground in terms of convenience and perceived sustainability.
5) Structural trends and lines of continuity (Dec 2025–Mar 2026)
🔹 Premiumization
The portfolios of Italian producers are increasingly oriented towards premium and premium-luxury segments, with a strong emphasis on storytelling, territory and authenticity.
🔹 Sustainability
Environmental and social sustainability becomes a competitive factor, with investments in green certifications, regenerative agronomic practices , and reduced packaging impact.
🔹 Digitalization & Branding
Increased digital initiatives dedicated to supply chain traceability, direct e-commerce, and targeted marketing campaigns for emerging markets.
🔹 Market diversification
Increased attention to non-traditional Asian markets, Canada and Latin America as levers to offset the economic downturn in Europe and the USA.
6) Operational recommendations for the phase
Human capital & professional coordination
- Align sales, marketing, and supply chain teams with premium export and inventory management objectives.
- Coordinate legal/tax advisors to adjust international contracts and structure exchange/tariff risk protection.
Portfolio & pricing
- Refocusing of product lines with clear segmentation by markets and channels .
- Dynamic pricing with value leverage (not just cost) and weekly competitive monitoring.
Export execution
- Dedicated business plans for key areas, with operational KPIs (volumes, price lists, conversion rate).
- Develop logistics agreements to reduce lead time costs and improve customer service.
Territorial storytelling
- Investing in narratives that connect local heritage, sustainability, and consumer experience to consolidate premium positioning.
Conclusion
The Italian wine sector enters the December 2025–March 2026 period with a solid production base and evolving markets. Continuing trends indicate that operational and commercial success will derive from:
- strong presence in high-value segments
- targeted and diversified export strategies
- concrete implementation of sustainable practices
- integrated governance of operations and professional relationships
This vision allows us to capitalize on opportunities and manage risks in a complex market phase that offers great potential for those who act with strategic precision.
