The International Wine & Spirits Research (IWSR) warns in its latest 2025 industry outlook —— the world’s major wine markets are facing a growing “Generational Disconnect.”

In the recent 3 years, global wine drinkers dropped by five million — even as the adult population kept rising. Wine is losing ground with younger generations, forcing the industry to confront a pressing question: how can  the industry rebuild a real connection with them?

As young consumers keep their distance, the wine world remains stuck in an old dilemma — the fear that innovation might erode tradition. The real challenge is not just survival, but relevance: how will wine speak to the next generation

WINWSA invited three leading female voices in wine — representing a global beverage leader, wine tourism & experiences, and wine education. Through conversations that span product innovation, de-elitized education, and immersive experience design, they reveal how wine can evolve, from traditional to young, in an industry searching for renewal.

Martina Obregon:

“To truly connect with Gen Z and Millennials, we focus on helping them celebrate in their own way.”

Martina Obregón serves as Global Chief Marketing Officer of Henkell Freixenet, one of the world’s leading sparkling wine producers. At Freixenet, she oversees the brand’s global strategy — spanning innovative communications, digital transformation, and experience design. Her mission is to create brands that delight and inspire emotional connection with a new generation of wine lovers, while staying true to Freixenet’s enduring heritage of quality and celebration.

 

Q: Freixenet has enjoyed double-digit growth despite of the slowdown of wine market. What are the key shifts in consumer behavior that drives this growth?

We have seen consumers gravitate toward products that offer a sense of optimism, versatility, and celebration — even in small, everyday moments. Sparkling wine uniquely delivers on that emotional need, which has given it more resilience than other segments.

Q: We note the recent launch of new packaging for Freixenet Cordon Negro. How does this product precisely align with the expectation of younger consumers?

Younger consumers are looking for brands that reflect their values and aesthetics — not just in product quality, but in how they show up in the world.

The new design of Cordon Negro is bolder, more contemporary, and significantly elevated in texture. Design is just the beginning. To truly connect with Gen Z and Millennials, we focus on helping them celebrate in their own way.

From digital-first marketing campaigns to offline experiential activations, the brand is creating touchpoints filled with emotion, fun, and meaning.

Q: What is the core strategy sustaining this growth? Existing premium markets, or expansion into new price segments and consumption occasions?

The foundation of our growth lies in understanding how — and why — people are celebrating today.

Our strategy focuses on premiumization, but not in an exclusive way — rather, in how we elevate the everyday. Whether it’s a weeknight dinner or a big milestone, Freixenet is there to enhance the moment. We’re building our portfolio around these diverse consumer occasions, and ensuring that every product feels relevant, aspirational, and accessible at the same time.

Q: How is the brand driving engagement through emotional resonance, distinct flavors, and unique experiences? Is sustainability translating into tangible value for consumers?

Now more than ever, people seek emotional value in the brands they choose — and that’s where storytelling becomes essential. At Freixenet, our brand is rooted in joy, connection, and the idea of “cheers to life.” That positive energy runs through our communications, our packaging, and the experiences we create.

We also never compromise on taste. Delivering a flavor profile that truly delights consumers is non-negotiable — it’s one of the reasons our wines remain so widely loved.

Q: Which market currently represents Freixenet’s strongest market globally? How is the brand performing there? Facing local challenges, what targeted strategies are in place? What is your long/term outlook for the Chinese market?

Freixenet is the No.1 international sparkling wine brand, present in over 100 countries. Germany remains our strongest market today, where we’ve built long-standing trust and loyalty. The challenge now is continuing to renew that connection with younger generations — which we’re doing through innovation and new ways to engage.

In China, we see tremendous long-term potential. It’s a dynamic, evolving market with an increasingly sophisticated consumer base that is open to discovering new styles of wine. We’re optimistic and committed to growing in China, by listening closely to local consumers and tailoring our presence to match their expectations — always bringing the Freixenet spirit of celebration and quality.

Q: Drawing on Freixenet’s success and your market insights, what underrated growth opportunities do you observe for the sparkling wine category and broader wine industry amid current challenges? How will Freixenet capture these opportunities? What are your predictions for future wine market trends?

One of the biggest untapped opportunities is expanding the idea of when and how sparkling wine can be enjoyed. For too long, it’s been reserved for formal occasions. Today, consumers are redefining that — and we’re encouraging them to see sparkling wine as something to be enjoyed in everyday moments, big or small.

There’s also significant opportunity in alternative formats and alcohol-free offerings. Freixenet has already made strong strides here, and we’ll continue to innovate in ways that help consumers celebrate their way.

Looking ahead, the future of the wine industry will be shaped by how well brands can blend emotional connection with real innovation. That’s where we’re focused: building the next chapter of Freixenet by staying close to our consumers and staying bold in how we evolve.

 

 

Cristina Mercuri

“The global wine industry is facing an identity crisis, driven by a widening cultural gap with the new generation.”

 

Cristina Mercuri is a wine educator, DipWSET holder, and founder of Mercuri Wine Club Academy, a platform dedicated to advancing wine education and culture. She is widely recognised for her contribution to promoting Italian wine both at home and abroad. Combining technical expertise with an engaging and accessible teaching style, Cristina makes the complexities of wine approachable for learners of all levels.

 

Q: The communication messages shall be revolutionized ，or the wine industry needs to have a fundamental change to re-win these TA?

I believe it’s not a matter of choosing one or the other—it’s both. The way we communicate wine must evolve radically, but communication alone won’t solve the structural disconnect.

Younger consumers are asking for transparency, inclusivity, and health-conscious products. If wine continues to appear rigid, coded in jargon, and detached from their values, communication will ring hollow. The industry must rethink its practices—from sustainability to accessibility—while also reshaping its language and narratives to align with modern cultural codes.

Q: How can the wine industry effectively modernize brand positioning to appeal to younger consumers without compromising its fundamental identity?

The challenge is not to abandon heritage but to reframe it. Wine has deep cultural and agricultural roots, which are core strengths, but they need to be expressed in a way that resonates with contemporary lifestyles.

Key principles should guide this: authenticity (telling true stories of place and people), accessibility (simplifying without dumbing down), and relevance (connecting with current cultural and social trends). Brands that succeed will preserve their DNA while adopting formats, language, and aesthetics that feel alive and relevant to new generations. 

Q: NOLO attracts the new generation, but the industry sees them as “niche,” “questionable quality,” or “against traditional winemaking.” How would you respond to these concerns?

NoLo is not an enemy of wine—it’s a complementary category that responds to evolving consumer needs. Dismissing it as niche or low quality is a missed opportunity.

The wine industry should focus on elevating quality in NoLo products and communicating them as lifestyle choices rather than compromises. If we ignore this space, others will take ownership of it.

Q: As founder of Mercuri Wine Club, What challenges have you faced when you initiate experimental approaches, and how did you respond to them?

Some traditionalists view accessibility as a threat to seriousness, but I see it differently: democratizing language doesn’t lower quality — it builds new pathways for people to engage with wine on their own terms.

Our commitment to social sustainability also extends beyond education. In partnership with an Italian association, we launched a program offering 20 WSET Level 2 scholarships to women survivors of violence — turning opportunity and empowerment into the truest form of hospitality.

Q: To transition from “nostalgic farmers” to “agri-tech entrepreneurs,” what are the key obstacles, and what actions should be prioritized?

This transformation will not happen overnight; realistically, it will take a generation. The bottlenecks are cultural conservatism, fragmented structures of production, and lack of long-term investment in research.

However, there are concrete actions that must begin now: integrating data-driven viticulture, prioritizing biodiversity as a value and not just a slogan, and developing collaborative models that share innovation across regions. If the industry embraces this shift with urgency, it can future-proof itself against climate change and market disruption.

Q: Could you share your practices with Mercuri Wine Club?

We’ve borrowed heavily from digital culture: creating communities rather than audiences, valuing transparency in pricing and sourcing, and using content as a way to educate and engage rather than to sell.

At Mercuri Wine Club, this means curated masterclasses that mix global benchmarks with local wines, interactive social media storytelling, and consultancy that helps producers position themselves with clarity and authenticity. In short, we use the same tools that fashion, music, or design industries use to remain culturally relevant, but with wine at the center. 

 

 

Cristina Mascanzoni Kaise:

“We should start digitally, finish physically, inspiring young consumers  walk into the nature.”

 

At WineHo Italy, Cristina Mascanzoni Kaise has built one of Europe’s most forward-thinking academies dedicated to wine hospitality education, training a new generation of professionals who bridge culture, service, and experience.

A recognized voice at international wine tourism conferences, she articulates a unique vision for “wine hospitality,” highlighting its strategic market potential and pioneering forward-thinking concepts in experience-driven service.

 

Q: What are the primary reasons behind the slowdown of wine market?

The slowdown is a multi factor issue. Demographics are shifting, with mature consumers moderating intake and younger cohorts fragmenting their choices across many beverage categories； Affordability and value perceptions tightened under inflation, while on trade traffic recovered unevenly；Regulations on alcohol communication and health awareness rose.

In China and parts of Europe the mid tier imported segment suffered from weaker gifting and less business travel. The picture is not uniform. Markets with strong domestic brands or experiential tourism have been more resilient.

Q: Capturing younger consumers (Gen Z/Millennials) holds the key to industry revitalization. Which wine industry innovations are most effectively engaging younger demographics? What pitfalls should we avoid?

What works: products that meet new occasions and values, such as lower alcohol and zero alcohol options, lighter styles, single serve formats, and clear sustainability claims that are evidenced, not slogans. Digital storytelling that feels human, creator partnerships, and gaming or music crossovers convert attention into trial. Transparent origin and responsible farming matter. What to avoid: complexity that intimidates, greenwashing, elitist codes, and pricing that signals exclusion. Younger consumers buy into communities before they buy bottles.

Q: What distinct advantages does experience-driven model offer over traditional wine sales in addressing industry challenges?

Experience creates memory, and memory builds preference and advocacy. Immersion translates abstract quality into felt value, which protects pricing power when retail demand softens. It generates first party data and repeat visitation, while enabling premium direct sales and limited releases. It also de risks reliance on intermediaries by diversifying revenue with tastings, hospitality, and culture. In a noisy marketplace, experience is the moat and the amplifier.

 Q: How should the core idea of ‘Hospitality’ transform to make heritage wineries resonate with the next generation?

Hospitality should move from service to belonging. Heritage must be presented as living culture, not as a museum. Curate shorter, modular moments, more interactive, multilingual, inclusive, and shareable. Offer learning by doing, from micro blending to food pairing and art. Keep price ladders transparent and accessible, while reserving intimate moments for depth. Respect tradition, speak a contemporary language, and design for community.

Q: As digital natives, how can Gen Z be drawn away from their screens and into the physical world of wine and nature?

Start digitally, finish physically. Use short form video, virtual behind the scenes, and creator led previews to spark curiosity. Make booking instant, payments easy, and itineraries mobile native. On site, design scenes that reward presence over screens, with sensory rituals, time boxed challenges, and collectible content unlocked only in place. Extend the visit with a digital membership that carries benefits, education, and drops through the year. The journey becomes a loop, not a one off.

The global wine industry stands at a pivotal crossroads — where new expectations collide with long-entrenched habits.

Young drinkers haven’t turned away from wine itself; they’ve turned away from the jargon, exclusivity, and outdated codes that make them feel shut out. The future of wine won’t be defined by choosing between heritage and innovation, but by translating tradition into relevance — through a zero-alcohol cuvée that still speaks of terroir, an AR label that revives a century-old story, or a vineyard experience designed for the digital age.

As all three women leaders observe, the true power of wine has never rested on hierarchy, but on connection — between people, between place, and between emotion. If the industry can hold on to that essence while learning to speak the language of a new generation, the story of wine and its audience won’t end. It will begin again.

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