Numbers and business models of Italian wineries
An evidence-based analysis that offers an updated picture of wine tourism in Italy, highlighting organisational models, governance structures, economic performance and investment dynamics within Italian wineries.
The report examines wine tourism as a structural component of the wine business model and as a strategic lever for business competitiveness and territorial development, in a context shaped by slowing wine consumption and rising demand for authentic, sustainable, high-value experiences.
The research is enriched by international benchmarks and an integrated reading of digitalisation, sustainability, accessibility and public-private coordination.
Technical details
Author and research coordinator
Roberta Garibaldi
President of the Italian Food & Wine Tourism Association and lecturer at the University of Bergamo.
Scientific partner
SRM – Research Centre
Contents
1 | Organisation and offer of winery tourism activities
- Wine tourism shifting from ancillary activity to structural business component
- Organisational set-ups and management models, with direct management still prevailing
- Company size and offer structuring
- Dedicated teams, seasonality and organisational flexibility
- Types of experiences offered and the enhancement of vineyards and production sites
- Duration, pricing and service standards: beyond the free tasting model
2 | Visitor profile, communication channels and sales
- Visitor volumes and size differences across businesses
- Origin of flows: domestic market centrality and limits to internationalisation
- Seasonality and concentration of visitor flows
- Communication of the offer: online presence and weaknesses in digital booking
- Promotion channels: social media, events and traditional tools
- Sales channels: prevalence of direct contact and the still limited role of intermediaries
3 | Investments
- High propensity to invest in wine tourism
- Different levels of economic commitment by geography and company size
- Investment areas: from the wine core business to experience quality
- Digital, sustainability, accessibility and inclusion as emerging fields
- Factors that drive investment choices
- Investment outlook for the 2025–2027 period
4 | Economic performance and governance
- The contribution of wine tourism to company profitability
- The relationship between investments and economic performance
- Profiles and clusters of wine tourism businesses
- Territorial governance models: fragmentation and the need for coordination
- Interest in public-private consortia for destination marketing
5 | The value of tourism for territories
- Wine tourism as a generator of added value per visitor
- Activation of local supply chains and economic and social impacts
- Its role in reducing tourism seasonality
- Opportunities for rural and less central areas
- The need for integrated governance between businesses, destinations and institutions