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.
The week of January 26–30, 2026, captures an Italian wine sector undergoing a transition from a “mature system”: demand is slowing and changing, while supply remains high and generates financial and commercial pressure.
In the middle, two opposing forces coexist: enormous market potential (India and Southeast Asia, global digital interest) and a structural problem of surpluses (record inventories, stressed prices and margins).
The result is clear: in 2026, the winner is not the one who produces the most, but the one who controls the portfolio, channels, and positioning.
1) Export: India is opening up, but speed (and direction) are needed
The strategic event of the week is the EU-India free trade agreement, which is set to change the export landscape in the medium term. Currently, India has very little impact on Italian wine (exports are still marginal compared to the total value of over €8 billion ), largely due to a 150% federal tariff that has so far made entry prohibitive.
With the agreement, the trajectory changes: tariffs will be halved immediately and gradually reduced to 30% within seven years (down to 20% for wines over €10 a bottle). This doesn’t mean a “boom tomorrow morning,” but it does create minimum competitive conditions for quality European products for the first time, with a potential impact beyond India and potentially extending to Southeast Asia (Thailand, Indonesia, Vietnam), where wine culture is still low but the market is enormous.
Operational message: those who move first can “seize positions” (importers, channels, premium on-trade, hotels, training) before the market becomes crowded. But reducing tariffs alone isn’t enough: a promotional plan, distribution adaptation, and systemic efforts are needed (also because education and communication costs, in young markets, are the real barriers).
2) Italy: too many inventories, too much immobilization (end of 2025)
The other big data point of the week is domestic and very concrete: extremely high cellar inventories . 2025 closes with nearly 60 million hectoliters of wine in stock ; including musts and fermenting wines, the total exceeds 70 million hectoliters . This quantity, in a less than buoyant market, becomes a systemic problem: stagnant capital, pressure on prices, increased “discount” competition, and tensions along the supply chain.
The composition of stocks indicates that the issue isn’t limited to ordinary wine: over half is DOP , followed by IGP , and a significant portion is table wine. The territorial concentration is dominated by the North (with Veneto in particular), but there are also significant presences in key regions of Central and Southern Italy.
Operational message: in a surplus, the market rewards those who have good supply governance (production choices, inventory management, high-value channels) and penalizes those who remain tied to volume inertia. The risk is entering a “tank-emptying” spiral that burns margins and reputation.
3) From surplus to project: the crisis is not episodic, it is structural
This week’s cultural theme is powerful: the surplus isn’t just “too much wine,” it’s a sign that demand is demanding a different kind of wine and a more credible project. In the background, global data are pushing all producers to rethink the balance: global consumption, estimated by the OIV, will decline to 214 million hectoliters in 2024 (an all-time low), while in Europe, debate is growing over supply management tools (green harvesting, distillation, grubbing-up).
A clear line emerges here: simply “marketing” isn’t enough; we need simplification and consistency . More legible portfolios, fewer filler labels, greater alignment between style, alcohol content, and occasion of use. And above all, a push toward channels that transform value rather than chasing volume: hospitality, direct sales, clubs, experiences , transparent communication, and measurable sustainability.
4) Global digital interest on the rise: the “Italian Wine” brand remains strong
Despite market tensions, signs of desirability remain strong. In 2025, global online searches for “Italian Wine” are expected to grow by approximately 20% , with interesting dynamics:
- Reds still central to the imagination (more contained growth),
- Whites on the rise as a symbol of freshness and drinkability,
- surge in searches for “best Italian wine” and curiosities about “most expensive Italian wine,” with pop influences (including from video games and digital culture).
At the same time, the more established wineries are working on websites, social media, and (with a cautious resurgence) e-commerce. LinkedIn is emerging as a platform with strong community growth: a sign that the wine industry is also experiencing a growing demand for more “professional” content (business, hospitality, investments, reputation).
Operational message: digital doesn’t replace the market, but it enhances the ability to manage demand and storytelling. In 2026, those who “find themselves online” with a clear and credible message will reduce the commercial cost of each channel.
5) Consumption and channels: “less, but better” (with a changing map)
This week’s debate confirms a shift in grammar: in mature markets, wine prices aren’t necessarily “collapses,” but rather the composition of shopping carts and the logic behind purchasing decisions are changing. The premium segment is holding up better, while segments that combine high prices with heavy styles and high alcohol content, no longer aligned with new consumers, are struggling.
The testimonies from the United States (a difficult but not collapsing market) are consistent:
- the great iconic denominations can hold their own in fine wine,
- growing interest in white wines and sparkling wines ,
- “rotating” price range often between $15 and $25 ,
- and the principle remains: fewer bottles, but better .
6) Wine and spirits: the ecosystem is changing in the out-of-home dining space (and wine must adapt)
From the distribution and Horeca side, trends are emerging that should be interpreted as competition based on “occasion of use”, not just on category:
- slowdown in high-end Champagne ,
- difficulties for large, “important” red wines in restaurants (price and alcohol),
- interest in “cleaner” natural wines (fewer defects, higher sensorial quality),
- and in the spirits world: strong growth, with the return of Vermouth , gin still on the rise but towards selection, and growth of brown spirits .
This picture tells us one thing: the contemporary consumer increasingly chooses by moment (aperitif, light dinner, after-dinner, socializing), and wine must preside over those moments with coherent offerings, not just with “textbook” names.
The week of January 12–16, 2026, captures an Italy of wine in the midst of a structural transition: on the one hand, the Prosecco “locomotive” continues to grind out volumes and value, on the other, the system as a whole must manage high inventories, more selective consumption and a 2026 that will reward those who defend margins, channels and identity.
In the middle, three decisive levers are at work: exports (with new opportunities but also tougher rules), repositioning towards value (not volume), and industrial adaptation to the climate.
1) Prosecco DOC: growth, resilience, and momentum 2026 (Milan-Cortina as a global showcase)
Prosecco DOC confirms its role as the driving force of Italian wine: 667 million bottles produced in 2025 (1.1% compared to 2024) , of which 60.3 million are Rosé (10% of the category) , for a total value of 3.6 billion euros . The denomination remains strongly oriented abroad: over 82% exports to 164 countries . The winning narrative is clear: an “easy” product in the best sense of the word (pleasantness, lightness, versatility, accessibility), supported by a consortium that links the brand to popular and high-visibility events.
Differentiated trajectories emerge in international markets (January–September 2025):
- USA is the leading market (23.8% of exports) and 8% , albeit with volatility linked to duties.
- UK 1.1% .
- France accelerates and becomes the third market with 21.1% , overtaking Germany.
- Germany 3.1% .
- Strong signals also from “less obvious” markets such as Greece (22.4%) and Mexico (14.5%) , while other countries are slowing down for economic and geopolitical reasons.
On the promotional front, the Consortium indicates campaigns in 39 countries with 2.1 billion impressions . For 2026, the symbolic card is powerful: Official Sparkling Wine Sponsor of the Milan Cortina 2026 Olympic and Paralympic Games , an opportunity to consolidate value and positioning.
Two textbook strategic directions for 2026:
- supply chain profitability (not just volume growth);
- measurable sustainability , with the aim of obtaining Sustainable Community certification according to ISO 37101 and the development of a Low Alcohol Prosecco (8–9 degrees) , consistent with new styles of consumption and responsible consumption.
2) Fine Wines Market: Liv-ex Power 100 2025 and the Return of Rationality
The Liv-ex Power 100 2025 indicates a fine wine market that isn’t “rebounding,” but rather stabilizing : prices appear to have found a floor, more orderly bids/offers, and greater interest in solid, correctly priced brands. Demand stops asking “how much further will it go?” and starts asking “what’s best to buy today?”, signaling a return to selectivity.
Key trends:
- Bordeaux is regaining its central role thanks to more consistent pricing policies: Cheval Blanc takes the top spot; Yquem remains in the top ten; cases like La Conseillante demonstrate the cost of a less “speculative” release and positioning strategy.
- Burgundy remains dynamic but more unstable (many entries/exits), with growing interest in more “drinkable” and less extreme price ranges.
- Champagne is experiencing one of its best results: 9 brands in the ranking, with Krug at the top and new entries such as Selosse and Salon .
Italy : Confirms its importance, but with clear internal differences. San Guido/Sassicaia soars (no. 2 overall), strengthening the role of Super Tuscans as “liquid assets” on the secondary market: global image, recognized quality, sufficient volumes, and still reasonable perceived prices. Some traditional big names, however, tied to a strong historical dependence on the US (Chianti Classico and Brunello), are struggling more, despite brands that are holding up (Ornellaia, Masseto, Tignanello, Solaia, and icons like Biondi-Santi/Soldera). In other words: in fine wine , price consistency, liquidity, and reputation are prized, not just aura.
3) 2026 Italian wine: less volume, more value (and clearer choices)
The strategic message running through all of this week’s content is one: 2026 will be a year of competitive maturity . The market no longer rewards indiscriminate offerings; it rewards those who can defend margins, manage channels, and sustain a credible identity.
Main drivers:
- Polarized demand in Italy : accessibility and simplicity in large-scale retail, while the willingness to spend on experiences and wines with a “reason” is growing when perceived quality, service, and brand are consistent.
- Horeca and wine tourism as platforms for loyalty and direct relationships (not just revenue).
- Exports remain the center of gravity, but with “strict rules”: mature markets sensitive to price; emerging markets requiring continuity and long-term investments.
- Financial management : bloated warehouses and slow turnover require planning and, where necessary, aggregation or more stringent supply chain agreements.
- Vineyards as an industrial variable : water management, rootstocks, shading, precision farming. Sustainability only works if it becomes a measurable benefit , not greenwashing.
- Product and language innovation : low/no-alcohol, new consumption opportunities, DTC and digital not as fashion, but as tools to reach different generations without losing authority.
4) Spirits: Vermouth returns to the forefront in 2026 (and gin risks natural selection)
Proposta Vini’s forecasts place the beverage market in a period of consolidation in 2026: wine is growing moderately, but the most dynamic trends are in spirits. The Proposta Spirits division closed 2025 with a 34% share of sales and identified Vermouth as the big bet for 2026: a bridge between winemaking and mixology, capable of appealing to diverse audiences (tradition for the over-50s, cocktail appeal for the younger crowd). Gin remains central and growing, but shows signs of saturation: too many brands, a potential bias toward those who can showcase local traditions and authentic foundations. The after-dinner segment is more challenging, also penalized by the regulatory and media climate surrounding consumption, while brown spirits (rum, whisky, brandy, cognac) are holding up.
5) Export and trade policy: EU–Mercosur as an “unlockable” opportunity
UIV welcomes the green light to the EU-Mercosur agreement: the South American region (over 250 million consumers) is seen as a potentially receptive market. The economic point is clear: currently, tariffs weigh up to 27% on still wines and 35% on sparkling wines exported to Brazil; their gradual elimination over eight years could improve Italian competitiveness. The Brazilian market imports nearly €500 million worth of wine annually , but Italy’s imports are worth approximately €40 million (8%) : real untapped potential, to be tapped with brand strategy, distribution continuity, and promotion.
6) EU Rules: “Wine Package” nears final approval (anti-crisis measures and No-Lo definitions)
The EU Parliament’s Agriculture Committee unanimously approved the text of the EU Wine Package (final vote expected in plenary session in February). The objective: to support a struggling sector with measures to rebalance production and demand, climate resilience, simpler labeling, wine tourism, definitions for No-Lo wines, export flexibility, plant diseases, and opportunities for aromatized wines.
Operational highlights:
- tools to manage excesses (including eradications);
- ten-year review of the plant authorization regime;
- more funds for climate-related investments;
- more streamlined labeling;
- clear definitions: alcohol-free <0.5% , 0.0% <0.05% , reduced-alcohol with a reduction of at least 30% compared to the standard;
- For exports outside the EU, exemption from the requirement to provide ingredients/nutritional values required for the domestic market (bureaucratic simplification).
7) “Cantina Italia”: high inventories, pressure on prices and need for commercial discipline
The most “heavy” figure for 2026 management is that of stocks: as of December 31, 2025, wine stocks reach 59.5 million hectolitres ( 11.6% compared to the end of November 2025 and 4.4% compared to December 31, 2024). To these are added 7.7 million hectolitres of musts and 2.8 million hectolitres of Vnaif . Stocks are concentrated in the North (58.6%), especially Veneto (27.3%) . In terms of “types”, the wine in stock is 54.2% DOP , 26.4% IGP , 1.6% varietals , 17.9% other wines .
Denominations with the greatest weight in stock: Prosecco Dop alone is worth 5.8 million hectolitres (12.2%) , followed by Igp Puglia (2.0 million hl) , Igp Toscana (1.75%) , Doc Delle Venezie (1.72%) , Igp Terre Siciliane (1.71%) , Igp Veneto (1.6%) , Doc Sicilia (1.5%) , Igp Salento (1.4%) , Chianti Docg (1.39%) , Igp Rubicone (1.3%) . This is the classic scenario in which “making wine” is not enough: channel discipline , rotation and commercial policies consistent with the inventory are needed, otherwise the warehouse becomes a financial brake.
8) Prices and consumption: Italy is the “cheapest” in Europe, but it’s not enough to increase consumption
A Destatis study reports that Italy is the EU country with the lowest wine/alcohol prices (about 19% below the EU average, October 2025). Yet, the issue isn’t just price: consumption is declining due to cultural dynamics, health concerns, competition from other beverages, and changing lifestyles. This data is useful because it refutes the simplistic idea that “increase the price and consumption falls” is the only lever: behaviors in different markets are not linear.
9) Quality-price and reputation: signs that the market wants “credible wines”
Two reputation indicators complete the picture:
- Wine Spectator Top 10 Values 2025 : Italian presence with labels with high perceived value at an accessible price (e.g. Chianti Classico Tenuta di Arceno, Barbera d’Asti Michele Chiarlo), a sign that the quality-price range is a strategic area, especially for sensitive markets.
- BWW 2025 : international awards and rankings (Petrus 2020 best wine; among the Italians cited Masseto 2020, Sassicaia 2021, Solaia 2020, Barolo Sperss 2018; Monteverro “Best New Winery”) reinforce the narrative: high-end wines thrive on reputation, but they work when supported by consistency and the market.