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2025 Report on the Economic Situation of the Veneto Agri-food Sector

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Veneto Agricoltura’s 2025 report has been published: prices and production volumes are rising.

Viticulture and livestock farming are driving growth, and business employment is rising.
Veneto’s gross agricultural production in 2025 is expected to be worth €8.5 billion, an increase of €590 million compared to the previous year (7.4%). This is confirmed by the 2025 report on the agri-food sector, published by Veneto Agricoltura .

In this sense, the increase in prices (5.1%) and in production volumes (2.2%) were decisive, with different balances between the sectors of the primary sector in Veneto.

Specifically, agricultural crops , characterised by an increase in value of 5.2%, benefited more from the growth in quantities produced (4.1%) than from the increase in prices (1%), thanks above all to the good yields of some of the flagship products of Veneto agriculture.

During the 2025 harvest , almost 15 million quintals of grapes were harvested, an increase of 6.8% compared to 2024. Among the leading industrial crops in the country, soybeans and tobacco recorded 4.1% and 16% respectively of the 2024 quantities.

Vegetable crops also performed strongly (up 14%, with 875,000 tons produced), which, together with the recovery in corn , the region’s main cereal crop (14.3%), offset the complex autumn-winter cereal season and helped mitigate the production contraction recorded by fruit crops (-9.9% compared to 2024). The horticultural sector remained stable with 1.8 billion units produced.

Livestock farming also performed well, with a 12.4% increase in generated value. Unlike agricultural crops, however, the increase in prices outweighed production volumes, which are essentially unchanged from 2024.

Looking at Veneto’s livestock farms in detail, the pig sector was the only one to record a decline in production value at basic prices, falling to €264 million (-3.7%). All other sectors showed significant increases, particularly beef cattle (19.7%) and poultry (13.1%). The value of cow’s milk , which includes milk intended for cheese production, also rose by 10.4% (€687 million).

Fish production also saw an increase in the average price of fish sold in the six regional markets (12.5%), which, despite a 7.5% drop in production, were able to count on a higher turnover (€54.8 million in total, 4.2% less than in 2024). Difficulties continue for the sea clam sector , however, with the hydraulic dredges of the Veneto Co.Ge.Vo remaining in port throughout 2025, but set to restart in 2026 thanks to an agreement signed by Veneto Agricoltura with the same Co.Ge.Vo last April.

Shifting the focus, however, to the employment and commercial context experienced by agricultural companies in 2025, an ambivalent picture emerges: the number of agricultural companies registered with the Chamber of Commerce, in line with the general trend in Veneto, decreased by 2.1% (56,553 total units), while employment , with 58,000 workers, increased by 5.3%.

Finally, the foreign trade balance of agri-food products was negative (-423 million euros), due to a growth in imports (10.8 billion, 12.5%) which was more significant than that of exports (10.5 billion, 4.8%).

Further specific insights into this data can be found in the report published on the Veneto Agricoltura website.

Trends for the Week of July 13 – 17 – 2026

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Italian wine is changing its paradigm: less quantity, more strategy.

The Italian wine sector continues to undergo a phase of profound transformation.
This week’s data confirms a slowdown affecting consumption, exports, and margins, but at the same time highlights how the most dynamic companies are already building for the next growth cycle.

More than a wine crisis, we are facing a crisis of traditional business models.

The most important signal comes from the protagonists of the sector

From the VinoVip Cortina 2026 summit emerges a message shared by four figures who have written the history of Italian wine: Piero Antinori, Angelo Gaja, Sandro Boscaini and Fausto Maculan .

Their analysis is clear: Italian wine still possesses a unique heritage of quality, reputation, and culture, but it will need to evolve more rapidly.

We need to better communicate the value of wine, invest in new generations, continually innovate, and open up to emerging markets without losing our connection to the region.

Exports: the United States is no longer enough

The main cause for concern continues to be the American market.

In the first four months of 2026, Italian exports to the United States recorded a drop of more than 15%, while the overall value of European wine exports also decreased by 5%.

Tariffs, the euro-dollar exchange rate, declining consumption, and the demographic transformation of the American market are profoundly altering a scenario that for over twenty years has supported the growth of Italian wine.

For this reason, it becomes strategic to accelerate commercial diversification towards Europe, Asia, India, South America and Africa.

Record inventories and price pressure

The most economically sensitive figure concerns the increase in inventories.

Italian cellars hold over 53 million hectolitres of wine and must , a quantity greater than the entire national annual production.

Excess product is generating:

increase in downgrading of DOC and DOCG products;
reduction in bulk wine prices;
compression of corporate margins;
immobilization of capital.

This is a signal that requires reflection on the balance between production and market demand.

The premium market becomes more selective

Even the fine wine segment is no longer immune.

The slowdown in international prices for Bordeaux and other iconic wines demonstrates that consumers today are more carefully evaluating the relationship between price and perceived value.

Historical reputation remains fundamental, but by itself it no longer guarantees growth.

Brand, experience, wine tourism, communication, and direct customer relationships become as crucial as the quality of the wine itself.

Distribution changes face

The wine trade is also evolving.

In the United States, the main operators are introducing distribution models increasingly based on:

Artificial intelligence;
data analysis;
hybrid sale;
digital platforms;
direct-to-consumer logistics.

At the same time, new logistics hubs dedicated to Italian producers are being built, enabling much faster shipments to the American market.

Competitiveness will increasingly depend less on simple commercial presence and more on the ability to manage data, technology, and relationships with the end customer.

Health, regulation and competitiveness

The dialogue between the wine sector and international institutions continues.

The WHO continues to promote increasingly restrictive policies towards alcoholic beverages, while Italy, France, and Spain are calling on the European Union to defend the competitiveness of the supply chain through an adequately funded CAP, less bureaucracy, and concrete tools to support innovation, exports, and adaptation to climate change.

Strategic reading of QUIDQUID News

The week confirms a trend that is now evident.

The problem with Italian wine is not its quality.

The problem is the evolution of the market.

Consumers, distribution, communications and purchasing models are changing much faster than companies.

Anyone who continues to think with the same patterns as the last twenty years will feel pressure on their margins.

Those who invest in innovation, digitalization, internationalization, local development, and wine tourism will be able to transform this period of change into a significant growth opportunity.

Italian wine remains one of the strongest symbols of Made in Italy in the world. Today, more than ever, however, the difference will not be made solely by what is produced in the vineyard, but by the ability of companies to anticipate new market trends.

The indicators of the week

⬇ EU wine exports: -5%

⬇ Italian exports to the USA: -15.4%

⬆ Stocks in Italian cellars: over 53 million hectoliters

Bulk wine prices: further decreasing

➡ Strategic priorities: market diversification, innovation, communication, Artificial Intelligence, wine tourism, and strengthening brand value.

Wine Trends in Italy July 6–10 – 2026

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This week confirms that the Italian wine sector is undergoing a profound transformation.

On the one hand, positive signs are emerging in premium segments and high-value-added markets; on the other, challenges related to declining consumption, reduced exports to the United States, oversupply, and the squeeze on corporate profitability remain evident.
In terms of fine wines , Italy is the country with the best performance in the first half of 2026 according to the Liv-Ex indices, with the Italy 100 growing by 1.9% , supported by major labels such as Barolo, Barbaresco, Masseto, Sassicaia, Soldera, and Tignanello. The collectible wine market therefore shows renewed confidence in major Italian brands.

However, the situation remains more complex for consumer wine. According to Nomisma Wine Monitor, the sector remains “in the lurch”: the recovery is not yet consolidated and it will take time to regain equilibrium. The importance of new markets such as India, Australia, and Mercosur is growing, while sustainability certifications are becoming a strategic requirement for accessing Northern European markets.

The Italian cooperative model also received important recognition. Cantina Terlano was named the best winemaking cooperative in the world, and Cavit took second place globally, confirming the value of cooperation based on quality, local territory, and innovation.

Great attention is also paid to European policies with the new Wine Package , which aims to make the sector more competitive through investments, innovation, wine tourism, greater production flexibility and the development of dealcoholized and low-alcohol wines.

Among the most discussed topics is the need to rebalance the supply chain. Riccardo Cotarella and Lamberto Frescobaldi call for a reduction in commercial markups and a better balance between production and demand. Frescobaldi also proposes a temporary halt to new vineyard plantings, a reduction in yields, and a strategy focused on quality rather than volume.

The ready-to-drink segment continues to grow, driven primarily by younger consumers and low- and no-alcohol products. At the same time, opportunities offered by wine tourism, summer consumption at beach clubs, and local experiences are increasing.

However, critical issues remain in organic viticulture. After years of growth, many companies are reconsidering certification due to high costs, increased pest control, bureaucracy, and insufficient margins.

Internationally, the United States remains the most sensitive market. In addition to declining consumption, the American distribution system is undergoing a profound reorganization, while tariffs and economic uncertainty continue to weigh on Italian exports.

The study presented in Verona also highlights how the wine crisis affects the entire regional economic system: a 5% reduction in exports could generate over €260 million in economic benefits for the entire province, confirming that wine represents a key economic driver for many Italian regions.

Overall, a clear message emerges: Italian wine maintains an enormous legacy of value, reputation, and quality, but the future will require more strategic production management, greater market diversification, commercial innovation, the development of wine tourism, and communication capable of engaging with new generations.

Wine Trends in Italy (June 29 – July 3, 2026)

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Wine is changing: less quantity, more value, experiences and new markets.

The week of June 29 to July 3, 2026, confirms a now clear picture: the Italian wine sector is not simply experiencing a slowdown, but rather a profound transformation affecting consumption, markets, business models, and consumer behavior.
Challenges abound. Global consumption continues to slow, US tariffs keep uncertainty high, Italian wineries are recording higher inventories than last year, and price pressure continues to squeeze business margins. However, alongside these challenges, significant opportunities are emerging that could reshape the future of Italian wine.

Prosecco continues to drive exports

In the American market, which remains the main commercial outlet for Italian wine, Prosecco confirms its position as the most resilient denomination.

While overall wine consumption in the United States continues to decline, Italian sparkling wines are maintaining positive growth, allowing Italy to limit its losses to its main international competitors.

Prosecco is now perceived by American consumers as an accessible, recognizable product, suited to new consumption occasions. This is also confirmed by the Italian tourism market, where places like Jesolo are seeing a rise in Prosecco consumption, with particular interest also in Prosecco Rosé.

The United States is changing its face

The American market, however, is experiencing a much more profound change.

For the first time in the last twenty-five years, spirits have surpassed wine in the preferences of U.S. consumers.

At the same time, there is a growing belief, especially among young people, that even moderate wine consumption can have negative effects on health.

This evolution demonstrates that the future of wine will not depend solely on tariffs or the economy, but on the ability of companies to engage with new generations seeking products consistent with a lifestyle focused on well-being, moderation, and experience.

The tastes of Italian consumers are also changing

Summer 2026 confirms a clear evolution in preferences.

Consumers are increasingly rewarding:

native white wines;
pure single-varietal;
fresh and gastronomic wines;
productions strongly linked to the territory;
tasting and consumption experiences.

Wine is becoming less and less a simple product and more and more an experience to be lived, described, and shared.

Wineries have to manage the inventory problem

The sector is approaching the new harvest with approximately 49 million hectoliters still present in Italian cellars.

Such high availability risks putting further pressure on prices and companies’ profitability.

For this reason, there is a growing debate on the need for:

temporarily suspend new vineyard plantings;
better manage production yields;
use supply regulation tools;
strengthen commercial aggregations and joint promotion.

The goal is not to produce less indiscriminately, but to produce better and more in tune with real market demand.

Europe prepares the future of the sector

Great attention is also paid to the new Common Agricultural Policy and the implementation of the new European Wine Package.

The industry calls for maintaining resources dedicated exclusively to the wine sector, supporting international competitiveness, fostering innovation, promoting wine tourism, and providing businesses with more effective tools to address market crises.

The European comparison also confirms the need to develop differentiated strategies for the various territories, avoiding one-size-fits-all solutions for profoundly different production realities.

Innovation and new consumption models

Among the main opportunities, two directions emerge.

The first concerns the development of wines with a low natural alcohol content, obtained through agronomic practices directly in the vineyard and not through dealcoholization processes.

The second concerns the growth of wine tourism, today one of the main drivers of development in the sector.

Winery experiences, hospitality, catering, and direct customer relationships are becoming central to value creation and represent an important addition to traditional wine sales revenues.

Prices still under pressure

Despite the return of general inflation, wine prices continue to decline.

Companies are struggling to pass on increases in energy, logistics, and production costs to the market, resulting in a reduction in profitability.

This scenario makes it increasingly essential to invest in quality, differentiation, positioning, and added value, avoiding competition based exclusively on price.

The strategic vision

Italian wine is not entering an irreversible crisis.

It’s changing.

Consumers change, markets change, distribution models change, and product expectations change.

Companies that continue to compete solely on volume will face increasing difficulties.

On the contrary, those companies that can build value through identity, quality, innovation, internationalization, economic sustainability, and wine tourism will be the protagonists.

The real challenge of the coming years will not be to produce more wine, but to create more value around each bottle. This is where the competitiveness of Italian wine worldwide will depend.

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