The Italian wine industry is under growing pressure from shrinking margins, tougher export conditions and changing consumer habits, according to a new outlook from Michael Page, the recruiting firm. The report says wineries are moving toward a more managerial and data-driven model, where strategy, analytics and brand positioning are becoming central to competitiveness.
The findings point to a sector moving at different speeds depending on company size. Smaller wineries, especially those with annual revenue below €10 million, are focusing on raising average value and repositioning their brands to defend against price pressure. Larger groups, with revenue above €100 million, are concentrating on scale, volume growth and tighter organizational processes. That split is also shaping hiring needs, as companies look for managers who can handle finance, sales and operations in more complex settings. Michael Page said 33% of companies identified margin pressure as a structural problem.
Export remains one of the biggest sources of strain. The report says the traditional export model for Italian wine is losing some of its stability because of economic pressure, weak distribution channels and new trade barriers. Price competition is affecting companies across all revenue bands and is squeezing profitability throughout the supply chain. Tariffs are now a concern for 25% of companies overall, rising to 30% among firms with revenue above €30 million and to 33.3% among those above €100 million. Smaller wineries are more likely to struggle with importers: 36.8% of companies below €10 million in revenue cited that as a problem, compared with an overall average of 22%.
Digital investment is becoming a defensive tool rather than just a sign of innovation. Michael Page said 85% of the companies surveyed plan to invest in digitalization over the next 24 months. For smaller firms, the priority is controlling margins and improving efficiency. Mid-sized companies are focusing on customer and distributor management through CRM systems. Larger groups are moving toward business intelligence tools, sales forecasting and decision support systems.
Pierluigi Catello, executive manager at Michael Page, said wineries are increasingly investing in digital tools to gain better control over direct and indirect costs. He said the goal is not only efficiency but also using data to identify savings and build commercial strategies that improve margins. He added that this is especially important for larger groups operating across multiple markets and distribution channels, where performance must be tracked by market, customer and even individual product.
The report also identifies five skills it expects to be most in demand over the next five years: strategic vision and decision-making at 26%, margin management at 18%, brand building and positioning at 16%, leadership at 12% and data management at 11%. Michael Page said these capabilities will be needed as wineries shift from a product-led approach to one centered more on consumers and value creation.
Innovation is also changing shape. For smaller wineries, it is increasingly about simplifying product lines, reducing complexity and making sure price matches perceived value. For larger companies, innovation is more market-facing and includes low- and no-alcohol wines as well as new formats such as cans and bag-in-box packaging.
Catello said the wineries most likely to compete successfully in the future will be those that adopt a truly data-driven approach and hire people who can interpret information and turn it into strategy. He said the key shift is starting from consumer needs rather than from tradition or product history alone.
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