Wine Trends in Italy - Week of April 20-24, 2026

The central message is clear: the sector can no longer grow simply by increasing bottles and volumes. It must produce less and better, strengthen brand value, address niche markets, better understand consumers, and build more structured businesses.

Female leadership: stronger and more future-oriented companies

One of the most significant findings comes from the research presented at Vinitaly on the role of women in the governance of wineries. Women-led businesses display more advanced organizational models, with clear roles, greater delegation capacity, long-term planning, and a focus on human capital.

Over 75% of those interviewed cite sustainability as a priority, approximately 70% consider the local area a strategic asset, and over 80% adopt a long-term vision. Female leadership therefore appears not just a matter of representation, but a concrete lever for corporate effectiveness.

However, the issue of access to top management roles remains unresolved, especially in the cooperative world, where the female presence in leadership positions is still limited.

Exports in difficulty: January 2026 starts in the red

The most worrying data concerns exports. In January 2026, Italian wine recorded an 18.7% decline in value, stopping at approximately €470 million, with volumes down 13.3%.

The decline is particularly severe in the United States, where exports fell by 35.2% in value. Germany, the United Kingdom, Switzerland, Belgium, and Sweden also fared poorly. Japan and France held up better, while positive signs came from Russia, Brazil, and China, albeit from even more modest bases.

The decline is also influenced by the rush to purchase in 2025 to anticipate American tariffs, but the signal remains strong: exports are no longer an automatic driver of growth.

The new recipe: less volume, more value

From the Vinitaly discussions, a shared vision emerges: the future lies in a more limited, more qualified offering with greater added value.

Italy still sells a relatively small share of premium wines. Increasing this share from at least 17% to 20% would already be a significant step towards protecting value and margins. The key, therefore, is selection: less quantity, more identity, better positioning.

Companies will also need to better understand markets. "Exporting" is no longer enough: they need to understand people, cultures, consumer communities, and niches. In the United States, for example, Italian wine is still highly concentrated in the Northeast, while segments such as Hispanic communities and the new multicultural America remain to be explored.

Wine tourism: the winery sells experience and bottles

Wine tourism continues to be a key driver. In 2025, 77.4% of winery visitors purchased wine after their experience. The average receipt was €147, with approximately 7.3 bottles purchased.

This data illustrates a crucial shift: the winery is no longer just a production site, but a space for sales, relationships, and storytelling. Experience builds trust, strengthens the brand, and encourages direct sales.

E-commerce is also interesting: the average online order rises to €197.90, despite fewer bottles purchased. Foreigners spend significantly more than Italians, averaging €317 versus €159.90.

Organic: Italy leads the world

Italy confirms an important record: a quarter of the world's organic vineyards are located in our country. The organic vineyard area exceeds 132,000 hectares, almost double the amount of ten years ago, with approximately 3 million hectoliters of organic wine produced each year.

Organic farming offers a competitive advantage, but requires clear rules and effective pest management tools. Copper remains a key issue: without equally reliable alternatives, organic viticulture would face significant operational challenges.

No-Lo, Asia and new consumption

There's growing interest in No-Lo wines, meaning those with low or no alcohol content. The segment is already worth $2.4 billion and could reach $3.3 billion by 2028. Even in Italy, some companies are starting to believe in it, while awaiting definitive regulatory clarification.

At the same time, Italian wine is increasingly interested in Asian cuisines. India, China, and Japan represent markets and gastronomic cultures that must be addressed with communication, education, and targeted pairings. It's no longer enough to simply link Italian wine to Italian cuisine: it needs to be made credible alongside the world's great cuisines.

Digital Consumers: Sustainability, Experience, and Identity

The PwC Italia and Meregalli Group analysis of digital consumers confirms some key trends. Wine is associated with territoriality, conviviality, sustainability, quality, and pairing with food.

Traditional channels still account for 70% of the total, while online accounts for about 30%. Online shoppers are looking for experience, loyalty, variety, and sustainability. Price matters less than you might think: only 10% cite promotions and discounts as the main factor.

This means that the consumer must not be pursued only with offers, but engaged with content, relationships, belonging and services.

Large groups and the aggregation phase

2025 also saw a slowdown among large operators. The sector with revenues above €100 million is worth €5.9 billion, equal to 42% of the national value, but many groups have seen a decline.

Cooperatives remain crucial, with a turnover of €2.7 billion and approximately 100,000 winemakers involved, but here too there is a need to increase value, strengthen distribution, focus on premium segments, and improve governance.

Looking ahead, mergers, alliances, acquisitions, and direct market presence will become increasingly important tools.