Toso: evolving consumption, recovering exports and sustainability at the heart of the strategy

Amid changing consumption patterns, international markets still affected by geopolitical tensions and growing attention towards products with low or no alcohol content, the wine sector is going through a period of profound transformation. In this context, Toso continues to focus on the enhancement and diversification of its offering, product innovation and a sustainability journey involving the entire production chain.

The person taking stock of market trends, the company’s strategies and its growth prospects is Mr Gianfranco Toso.

The wine sector is going through a period of change. How is the end consumer’s taste evolving, and how is Toso positioning itself in this scenario?

One of the clearest trends we are observing is the decline in the consumption of red wines, against the backdrop of continued growth in white wines and sparkling wines. This change is mainly linked to the evolution of consumption habits. People go out less for traditional dinners and favour occasions such as aperitifs; moreover, they follow lighter diets and consume less red meat. All these factors inevitably also affect the choice of wine. Climate change is also having an impact on consumption. Increasingly hot summers are prompting consumers to prefer refreshing drinks: white wines and sparkling wines, served at low temperatures, are more suitable than reds. Another highly topical issue is no alcohol. In the Fiorelli range, we offer no-alcohol products obtained directly from grape must, without resorting to the de-alcoholisation of wine: we use the must as it is, without starting the fermentation process. This is a different approach from that adopted by other Italian companies and in many European countries, where the wine is produced first and the alcohol is subsequently removed.

Why did you choose this approach?

We carried out some tests with de-alcoholised wines, but the results did not satisfy us. Removing the alcohol also means losing an important part of the wine’s aromatic profile and structure, inevitably diminishing the quality of the product. In my opinion, consumers also associate wine with the presence of alcohol and the resulting organoleptic balance. For this reason, we believe it is more interesting to work with unfermented must, which fully preserves the characteristics of the grapes, their aromas and their quality. Naturally, this is a drink that cannot be directly compared with wine, but it is nevertheless extremely pleasant to taste and represents an interesting option for those seeking a quality non-alcoholic alternative.

Can you take stock of the past year?

2025 was a complex year for Toso, particularly in terms of exports. The war between Russia and Ukraine continues to have a significant impact: Russia has practically stopped purchasing our products, while Ukraine, for obvious reasons, is still recording volumes far below those of the period before the conflict. The repercussions have also been felt in Europe. Important markets such as France and Germany, which have always been some of our main commercial outlets, have shown no significant growth. Added to this was uncertainty in the US market, where in 2025 the issue of tariffs and the trade policies of the Trump administration further restricted trade. The only signs of growth came from certain Asian countries, but these are markets that, at least for us, are still too small to offset the losses recorded elsewhere. The Italian market remained substantially stable, despite the difficulties linked to price pressures and a less-than-favourable context. 2025, therefore, closed for us slightly down on the previous year, with turnover of 40 million euros.

Is 2026 following the same trend?

2026 is showing considerably more encouraging signs and is enabling us to fully recover what was lost. However, some structural difficulties remain: Russia has not yet recovered, Ukraine is improving but is still a long way from its pre-2022 levels, and the United States—although showing signs of recovery—remain below the volumes we recorded in the past.

Are you looking with interest at other countries abroad?

Toso’s turnover is concentrated mainly in the European Union. However, we are very interested in Asia, because that is where we see the greatest growth prospects. Western Europe remains very important, but it is also a mature market in which it is difficult to imagine significant increases in consumption. Rather than overall growth in demand, we are seeing a shift in consumer preferences. As I mentioned, the decline in red wines is partly offset by the increased demand for white wines, sparkling wines and other products that are better suited to new consumption occasions. In Asia, on the other hand, the situation is different. In many countries, the consumption of wine and sparkling wines is not yet as well established as in Europe, but there is growing curiosity about these products and more and more consumers are discovering Italy’s wine culture. There is also a decisive factor: the size of the market. The population figures in Asia are such as to offer, in the long term, development opportunities that would be difficult to find in other parts of the world.

How is your turnover composed?

Today, the Italian market accounts for approximately 35% of our turnover, while the remaining 65% comes from exports. As regards sales channels, modern retail accounts for approximately 50% of business in Italy and, more or less, the same proportion is also found internationally. In recent years, however, we have seen growth in the wholesalers and distributors channel, driven by the steady growth of our Gamondi aperitif range, while the share of large-scale retail has declined slightly. My impression is that modern retail is increasingly focused exclusively on the price lever. To differentiate and position ourselves, therefore, we have invested in making our operations increasingly sustainable, obtaining important certifications such as Sustainable Winery Equalitas.

Which segments do you cover in modern retail?

In modern retail, we are present with sparkling wines, still wines and Amaro Toccasana, in particular with the Fiocco di Vite range, but pricing dynamics end up penalising products such as ours, made with a very specific quality positioning. We use materials and production methods that affect the final product and form part of its identity. One example is the characteristic string tying, carried out entirely by hand: a process that requires more labour than a traditional screw-cap closure and makes the bottle recognisable. Over time it has become a distinctive element of the brand, because it conveys craftsmanship, care and quality. If we decided to replace it, the cost of the bottle would fall by as much as 20%, but it would no longer be the same product. For us, it is a choice based on non-negotiable values.

Speaking of Fiocco di Vite, what does the range comprise and which consumer needs does it meet?

These are high-quality sparkling wines for all occasions of conviviality at home. In modern retail, the use of promotions is very widespread and this inevitably also influences consumer behaviour. Often, the choice falls on the product that is on offer, leading consumers to alternate between different types of wine: one day they buy a Prosecco, the next a Piedmontese white, following the opportunities offered on the shelves. The situation is different for sweet wines, such as Brachetto and Moscato, which are part of the same range but respond to different consumption dynamics. They are highly seasonal products, associated above all with festive occasions.

You previously mentioned Fiocco di Vite’s distinctive packaging. How important is design in attracting and guiding consumer choice along modern retail aisles?

In my view, the screw cap is the most standardised solution on the market and, in the minds of many consumers, is still associated with a lower-quality positioning. The Fiocco di Vite range, on the other hand, stands out precisely because of its refined, handmade packaging, which immediately captures attention and conveys the craftsmanship behind the product. In this way, the bottle acquires a strong personality and manages to convey added value even before tasting. The market research we have conducted confirms that consumers clearly perceive this value and that it is also well regarded by large-scale retail, which nevertheless, at this time of stagnant consumption, mistakenly regards price as the main lever for supporting sell-out.

In terms of distribution, are you present throughout Italy?

We are present throughout the country, but distribution varies depending on the area and interest in the different types of product. Some sparkling wines have a very broad distribution. One example is Prosecco, which is consumed throughout Italy. Other products, however, have a strong regional character: Pinot bianco, for example, is more widespread in certain specific areas, while red wines such as Barbera and Bonarda are more concentrated in regions such as Piedmont and Lombardy, although they also perform well in other parts of the country. In general terms, our presence is stronger in northern Italy, especially in Area 1 and partly in Area 2 NielsenIQ, but we are active throughout the country, including the south.

Are you open to contract production?

This is a business area that interests us and that we are monitoring closely, especially with a view to exports, where volumes are considerably more significant and enable us to work with greater continuity. In the Italian market, on the other hand, we have never invested in a particularly structured way, precisely because of the limited size of demand.

As regards sustainability, what results have you achieved over the past year and which projects are you pursuing?

For us, sustainability is a concrete journey in which we continue to invest steadily. Several years ago, we began a series of structural measures. First of all, we do not use fossil fuels: the thermal energy we use comes from woody biomass sourced from within a maximum radius of 30 kilometres of the plant, with a view to a short supply chain. We have also installed a photovoltaic system with a capacity of 600 kW, which covers approximately 30% of our energy needs. In terms of water, we recover wastewater and reuse it in production cycles, for example in cooling systems and for external washing, thus significantly reducing waste. Our progress also continues in other areas: we are working to reduce consumption further through more efficient heating systems and are assessing the introduction of an electric company fleet, using self-generated energy. Alongside infrastructure investments, we have obtained various certifications related to sustainability and energy efficiency. Over time, we have replaced all traditional lamps with LED systems and adopted energy-saving solutions. This is an ongoing commitment, involving progressive measures and continuous improvements as part of a long-term strategy.

What objectives have you set for the near future?

In the short term, being able to maintain our positions and defend our market presence would represent an important result for us. International uncertainties, linked to conflicts and the geopolitical situation, continue to have a significant impact on consumption. In these circumstances, households tend to reduce spending, and this inevitably also affects non-essential consumption. For this reason, the main objective in the short term is stability. Looking further ahead, however, the strategy remains one of growth, based on product quality and effective marketing strategies, particularly in the product categories that are showing the best performance, both in modern retail and in the out-of-home channel.

This article was translated from the original Italian version with the assistance of artificial intelligence. In case of discrepancies, please refer to the original Italian version.