Germany remains one of the world’s largest wine import markets and has held its position as the second most important foreign market for Italian wine for years. In 2025, imports from Italy reached €1.14 billion, according to Istat data. However, the German wine market is not easy to navigate. René Sorrentino, CEO of Ges Sorrentino—one of the leading and historic importers and distributors of Italian wine in Germany—shared his insights at the Wine Market Forum held at Accademia Intrecci in Castiglione in Teverina. The event was organized by the Cotarella family and promoted by the Chiasso-Cotarella Oenological Consulting Company under the theme “Rethinking Wine: Moments and Strategies for Growth in a Changing Market.”
Sorrentino, who runs the company with his father Francesco Sorrentino, oversees an operation that moves 13 million bottles annually and generates €47 million in revenue. He described Germany as both a major global importer and one of the most price-sensitive wine markets worldwide. Over 50% of Germany’s total wine market—estimated between 10 and 20 million hectoliters—is made up of imports, with Italy accounting for about one-third of those imports. Germany ranks third globally for wine imports, and 64% of all wine sales occur through organized retail distribution.
The relationship between Germany and Italy is unique. Italian food products like pizza, pasta, mozzarella, and even cappuccino have become staples in German households. The idea of “my Italian restaurant” is common among German consumers, reflecting a cultural closeness that France, Spain, or the United States cannot easily replicate. This emotional connection gives Italy a strategic advantage, but Sorrentino warns that emotion alone does not replace price strategy.
Wine consumption per capita in Germany has been declining since its peak during the pandemic. According to DWI’s 2024/2025 consumption report, per capita consumption rose from 23 liters in 2019 to 24.3 liters in 2020 due to increased home drinking during COVID-19 lockdowns. Since then, it has steadily dropped to 21.5 liters in 2025—lower than pre-pandemic levels. The main causes are inflation, growing health awareness, anti-alcohol campaigns, demographic changes, rising costs, and shifting consumer habits.
German consumers are highly price-sensitive and show little brand loyalty. Sorrentino summarized this attitude with a common phrase: “I spend €6.99 on my favorite wine. If the price goes up, I’ll find a new favorite at €6.99.” This means shelf price strategy is more important than image-based marketing in Germany’s rational market environment.
Current trends show white wine gaining ground over red wine: white now accounts for 45% of sales compared to red’s 39%, with rosé at 16%. There is also growing demand for lower-alcohol beverages and more conscious consumption patterns—fewer impulse purchases but higher expectations for quality.
Italy’s best-known categories—Primitivo, Prosecco, Pinot Grigio—are no longer passing trends but established segments within the German market. However, Sorrentino notes that tradition alone is not enough; it must be paired with innovative communication and a clear value proposition.
A significant challenge for Italian producers is the low- and no-alcohol segment. Due to regulatory restrictions, Italian dealcoholized wines can only be sold as table wines without grape variety indication—a disadvantage compared to German and Spanish producers who can label their dealcoholized wines by grape variety. As a result, Italian products are nearly absent from this growing segment.
Despite these challenges, Sorrentino believes it is still possible to build successful business in Germany—but not by relying on old methods. Today’s market requires suppliers to act as strategic partners rather than just product providers. Communication, support services, flexibility, and unique selling points are now essential alongside product quality.
Sorrentino advocates for a multi-channel approach tailored to each winery’s strengths: specialized retailers, wholesalers, brick-and-mortar stores, online shops, and restaurants all require different strategies for portfolio management, pricing, and communication. Long-term partnerships are preferred over short-term opportunism.
German customers now expect a complete offering—from everyday wines to highly awarded labels—and strong service support from their suppliers. For Sorrentino’s group, multi-channel distribution is not just a growth strategy but also risk management in an evolving market.
In summary, Germany remains a strong market for those who adapt quickly to its changing rules and consumer behaviors. Success depends on understanding psychological price thresholds, mastering multi-channel distribution, leveraging Italy’s cultural appeal strategically rather than relying on it passively, and building sustainable partnerships based on service and reliability rather than short-term gains. The future of Italian wine in Germany will depend on how well producers adjust their strategies to meet these new realities.
Dining and Cooking