The week of February 9–13, 2026, captures a sector moving on two parallel tracks: on one side, the global “showcase” (Olympics, major events, exports, and international promotion), on the other, the daily industrial reality of more selective consumption, pressure on margins, and a structural issue that is once again central: inventories.

In the meantime, a third, increasingly crucial route to business profitability is gaining ground: wine tourism, now seen as a countercyclical asset

1) Milan Cortina 2026: Prosecco DOC uses the Games as a global megaphone

The most symbolically powerful event of the week is the activation of the Prosecco DOC Consortium as the Official Sparkling Wine of the Milan Cortina 2026 Olympic and Paralympic Winter Games, defined by the Consortium as the most important partnership in the history of the denomination , with the declared aim of bringing the Veneto-Friuli region before a global audience estimated at over 3 billion spectators .

The strategy is “capillary”, with the presence of:

13 race venues (family lounges) between Cortina, Milan, Val di Fiemme and Valtellina
6 Live sites / Fan villages (Milan, Bormio, Livigno, Cortina, Predazzo, Brunico)
Casa Italia (Milan Triennale, Cortina, Livigno) and related projects such as the “Musa” wine selection
a proprietary hub with high media impact: Prosecco Doc Sparkling Hub (a 600 m2 lounge in Milan’s San Babila area), designed for media and opinion leaders, with content that intersects haute cuisine, mixology, art, and technology.

Sixteen DOC companies involved in official activities are participating in the operational management, while the visibility campaign will reach strategic hubs (airports, ski resorts, tourist destinations) with very high exposure estimates (e.g., 23 ski lift stations and an estimated 6.6 million impressions ). Completing the plan: educational tours with operators and journalists from the USA, UK, Canada, Japan, China, and Germany, to transform the sporting event into a commercial and narrative bridge to the markets.

Key message: Prosecco DOC is pushing for a positioning that is not “just wine”, but territorial identity, a productive community, a global story , using the Olympics as an accelerator of reputation and demand.

2) Out-of-home consumption: 2.2 billion and a changing beverage market

On the domestic front, out-of-home consumption of alcoholic and non-alcoholic beverages has returned to the pre-pandemic level of €2.2 billion . The most interesting data is not just the recovery, but the composition of this growth , which reflects a more “hybrid” consumer:

24% carbonated soft drink
alcoholic cocktails : purchases from 69 to 91 million (32%)
liqueurs and spirits : from 58 to 76 million (30%), with a 23% acceleration over the last year.

The “low & no alcohol” theme is firmly on the radar: non-alcoholic beers reach 49 million purchases (18% compared to 2025 and 79% compared to pre-Covid), and the system event Beer & Food Attraction 2026 (Rimini, 15–17 February) is positioning itself as an evolutionary observatory, with the debut of Mixology Attraction dedicated to spirits, cocktails, soft drinks and low/no alcohol products.

Implication for wine: competition for “consumption occasions” in the out-of-home market is growing. Wine must better address contemporary social gatherings (evolving aperitifs, smart pairings, more “dynamic” glasses), because growth is driven by alternative categories that are more agile and narrative.

3) USA: consumption in structural decline, Italy “holds up” thanks to three denominations – still

The US market continues to lose ground: wine consumption has fallen for the fifth consecutive year , with sales in distribution (horeca retail) down 7% in value and around 9% in volume .

In this context, Italy does better than average , but remains in the red:

Italian wine: -3% in value, -5% in volume
the denominations that support the estate are above all:
Chianti Classico (strong growth, 12% in value; in the other reading also 12% and 17.2% in volume)
Prosecco (approximately 3% in value; with growth in volumes as well)
Brunello di Montalcino (2% in value; with increasing volumes)

The rest of the basket shows widespread suffering (with explicit mentions of Moscato d’Asti, Pinot Grigio delle Venezie, and Valpolicella). The UIV analysis adds a crucial industrial point: the five-year decline should be interpreted as a coherent and structural phenomenon , aggravated by market saturation and inventory accumulation along the supply chain, with prices also affected by tariffs (a trend increase of around 4% in December) while producers have already “sacrificed” average price lists (quoted cuts of 10% in the six-month period).

Key message: In the US, wine isn’t “collapse” due to a single factor, but rather to a shift in the landscape: less automatic, more selective demand, and channels that absorb less inventory. Those who grow do so because they have a strong category (bubbles) or a denomination with a very clear premium identity .

4) Export and business models: the case of Edoardo Freddi International

In a period of global complexity (geopolitics, inflation, barriers), emerging players confirm that the issue isn’t “wine in crisis” in general, but rather the marketing model . Edoardo Freddi International closes 2025 with:

6% in value and 9% in volume
over 38 million bottles
presence in 112 markets , with a focus on Europe (approximately 45% of exports) and stability in the USA (indicated at -1% in their perimeter).

Among the trends cited for 2026: resistant/climate-adapted varieties, lighter and more gastronomic wines, and growing interest in no- and low-alcohol options . Also interesting is the “anti-obvious” approach to packaging/format: for example, the 500 ml Amarone in Denmark (a market with a high share of singles), to increase rotation and willingness to purchase.

Key message: you win not only with “good” wine, but with formats, channels, storytelling, and positioning designed around real consumer behavior.

5) Italy, large-scale retail trade: 2025 negative but not falling, bubbles bucking the trend

The large-scale retail channel remains central to volumes and shows a “resistance” dynamic:

2025 sales: 618 million liters ( -3.1% ), value 2.3 billion euros ( -0.5% )
average price: €3.77/litre ( 2.6% )

Within the general data, a polarization can be seen:

0.75 l bottle (including bubbles): 1.8 billion (0.2%) but volumes -1.9%
sparkling wines : 3.6% in value and 3.1% in volume , average price €7.29/litre (0.4%)

Market analysis: Large-scale retail trade emphasizes the “less quantity, more value where there’s desirability” mix. Sparkling wines remain the category that best captures social interaction and attendance.

6) Cantina Italia: high and concentrated stocks, with the North (and Veneto) at the forefront

The structural data that weighs on the bargaining power of companies is the snapshot of inventory:

as of January 31, 2026 : 60.9 million hectoliters in stock
2.4% on 31 December 2025 (1.4 million hl)
5.9% on 31 January 2025 (3.3 million hl)

Added to these are:

6.4 million hl of must
601,663 hl of VNAIF (new wine still fermenting)

Territorial and qualitative concentration:

56.8% of the stocks are in the North, with Veneto at 26%
53.5% of the stocks are DOP (32.5 million hl), 26.7% IGP (16.2 million hl)
strong concentration by denomination: 20 denominations out of 531 make up 58.5% of the GI stocks
Prosecco DOP accounts for 11.7% of stocks (5.7 million hl), followed by several significant IGP and DOC/DOCG wines (including Chianti DOCG 1.45 million hl).

Key message: Inventories aren’t just “a number”: they represent commercial pressure , promotional risk, and a brake on investment. Supply management (even with crisis measures) is once again a key issue for industrial policy.

7) Rules and Politics: EU Wine Package, Transparency on Alcohol-Dealcoholized Products and Crisis Levers

On the regulatory-institutional level, the week saw a strong push from the European Parliament towards a new package for the sector (broad approval: 625 in favour), with measures ranging from:

support for promotion in third countries (EU co-financing up to 60% )
Clearer definitions for dealcoholized wines :
“non-alcoholic” with the wording “0.0%” only up to 0.05% vol
“reduced alcohol content” for wines over 0.5% vol with a reduction of at least 30% compared to the origin
Recognition and support for wine tourism (projects up to three years, renewable up to nine)
uniform crisis measures, and the possibility of drastic interventions such as eradication in the event of a structural oversupply
25% cap on the national budget for crisis distillation and green harvesting.

Coldiretti emphasizes that simplification and transparency are steps forward, but that adequate resources are now needed to make the reform truly effective, noting the economic size of the sector (estimated turnover of €14.5 billion, 241,000 businesses, 681,000 hectares).

8) Wine tourism: countercyclical lever, potential 1 billion with more incoming visitors

Contrary to the slowdown in wine consumption, wine tourism continues to grow and is being described as a strategic asset . Key points that emerged:

Global wine tourism market: $46.5 billion , Europe at 51%
In Italy, the foreign component is still relatively low (around 32% ), with room for growth compared to other benchmarks
77% of companies have invested in wine tourism (2022–2024), with average investments exceeding 14% of turnover ; for 2025–2027, over half plan new investments (digital, sustainability, accessibility, quality of experience)
Each tourist presence generates over 150 euros of added value in the area (broad supply chain: catering, services, crafts, culture)
Estimate: with 5% international tourist presence, approximately 1 billion euros could be generated as an additional result.

The main obstacle remains fragmented governance (many non-integrated local actors), but there is a growing willingness to “work as a system” with public-private consortia for territorial marketing.

Key message: for many wineries, wine tourism is no longer “hospitality”, but a business unit : margins, direct sales, loyalty and deseasonalization.

9) Culture and communication: Cotarella pushes for an offensive and responsible narrative

In terms of public discourse, Riccardo Cotarella’s appeal stands out: enough defending ourselves, we need to make ourselves heard again . The key point is the distinction between moderate consumption and abuse, and the shift in international language toward “harmful use of alcohol” rather than generalized demonization. In this context, the Irish postponement of health labels is also cited as a political and cultural signal that “the issue is complex” and cannot be reduced to uniform messages.

Key message: Demand is rekindled not only by discounts or increased production, but also by cultural legitimacy , clarity, responsibility, and coordinated communication.

In 2026, Italian wine is entering a phase that is no longer cyclical but structural. The key is not the crisis itself, but rather the changing rules of the game.

As observers and leading international players have pointed out, “uncertainty is the new normal”: unstable markets, selective consumption, pressure on margins, and a growing gap between those who govern change and those who endure it.

Exports: record behind us, adjustment underway

2024 closed with an all-time high in Italian exports of €8.1 billion (up 5.5%) . However, 2025 saw a slowdown: -2.2% in value and -1% in volume , with a global scenario in which volume growth no longer guarantees value. Dependence on mature markets, primarily the US, exposes the economy to systemic risks (tariffs, inflation, and declining purchasing power). Hence the growing focus on new geographies: Mercosur and India are no longer theoretical options but mandatory trajectories, even if the implementation timelines remain long.

Prices and margins: the unresolved issue

Wine is suffering from an increasingly evident disconnect between price and perceived value. In key markets, particularly the United Kingdom and the United States, production, logistics, and bureaucratic costs are squeezing the trade’s profitability. The entry-level segment is shrinking, while the compression of margins is leading to reduced product assortments, lower investment, and job losses. Without a rethinking of business models, the “race for volume” risks turning into a systemic devaluation of the product.

US consumption: structural decline, Italy more resilient

In the United States—the world’s largest market by value—wine consumption is declining for the fifth consecutive year ( -8.8% in volume in 2025 ). Italy is holding up better than its competitors ( -5.2% in volume, -3% in value ), thanks primarily to sparkling wines. According to the Italian Wine Union , Prosecco remains the true driver, while denominations like Chianti Classico and Brunello maintain a defensive position. The structural trend is clear: in the US, people are drinking less wine, but they are seeking recognizable, consistent products that can justify their price.

Prosecco vs. Champagne: A Historic Watershed

2025 marks a symbolic and substantial leap forward: the Prosecco system surpasses Champagne in terms of market dynamics. While Champagne production has fallen to 266 million bottles, Prosecco approaches 800 million , embodying a model of “accessible luxury.” It’s not just a question of numbers: it’s a clash between two visions. On the one hand, defensive premiumization; on the other, the ability to interpret consumption, sociality, and immediacy. The market has chosen the latter.

Communication and the consumer: the real enabling factor

Wine isn’t rejected: it’s often poorly communicated. New generations are curious, but demand simpler language, immediate experiences, and authentic stories. The cultural and relational value of wine remains intact, but it needs to be revitalized with less self-referential communication and more connected to real life. In this sense, the new Italian institutional campaign on conscious consumption represents a significant political and cultural signal.

Overproduction and system under stress

The most critical data comes from the wineries: over 8 billion bottles in storage . This surplus fuels dumping, price pressures, and imbalances throughout the supply chain. The selection process has already begun: small, fragile producers, undercapitalized models, and confused positioning are at risk of being forced out of the market. This isn’t a collapse, but a fracture. And like any fracture, it redraws the perimeter of the survivors.

Strategic conclusion

Italian wine is not in decline, but in transformation. Those who manage inventory, margins, and positioning are the winners; those who invest even in difficult times; those who build value before even selling volume. 2026 will not reward inertia or nostalgia. It will reward industrial vision, product line clarity, market presence, and the ability to speak to today’s consumer. In an uncertain world, wine remains a powerful economic and cultural tool. Provided it is used wisely.