conclusions

CONCLUSIONS OF THE 5TH WORLD WINE FORUM

1.- A consensus within the sector and with local governments is essential if the Spanish wine industry is to consolidate its position as a leader in Europe and the world. Private interests should be left aside and common ground found in order for the Spanish wine sector to be as competitive as possible.

2.- The future of the wine sector also requires strategic planning, in accordance with the model outlined by the La Rioja Regulatory Council and Interprofessional Association, enabling targets, media and strategies to be defined for the sector. Delaying this initiative will only have negative consequences, as any lack of direction in Spanish wine policy could seriously hinder the consolidation and improvement of our wine industry model.

3.- The challenges posed by climate change must be faced, with research being undertaken in all its areas of influence, even though viticulture, and consequently vineyard operations, represent the best way to avoid the effects of climate change. This is achieved through the use of the most efficient vineyard management tools, always with the aim of finding the right balance.

4.- Preservation of the organoleptic qualities of future wines should be based on effective vineyard management and the application of the best oenological technologies.

5.- The general agreement adopted in the CMO for wine, to maintain the definition of the term “geographical identification” as a form of protection granted by each state, in accordance with the origin of each wine, is a further step in the defence of the European wine industry model. However, more efforts must be made to reduce differences of opinion between member states, thereby enabling compromises to be reached.

6.- No radical changes would appear to be necessary with regard to wine industry policy. Any suggested proposals should include an alternative approach based on the definition of a sustainable agricultural model, the basis of which will be professionalism, research and added value. Quality should always form an essential part of any model.

7.- Differentiation and consumer orientation have been confirmed as two of the most effective ways to penetrate markets. The singularity of certain varieties can mean that some regions become a global benchmark for the wines that they produce, and as a result enjoy excellent market competitiveness. Research into these markets and competitors is a key factor for success.

8.- Over the last year Spanish wines have experienced the highest growth rates in the North American market. The relationship of wines with food, and the concepts of relaxation and health are among the most important factors in the US market. In Spain we therefore have good reason to be optimistic about the opportunities offered by this market.

9.- Since Spain has been a member of the European Union, exports of Spanish wines have been particularly focused on this continent. This focus should be changed to take into account new added value markets where there are increasing levels of consumption.

10.- The United States is set to become the world’s main wine consumer in less than 5 years. It would be reasonable to suppose that Spain has a more promising future than many other countries given the exceptional quality of its wines and its current market penetration.

11.- Consumption trends among young people are changing in favour of quality wines. There is therefore a need to adapt wines to these changing social habits. This means that advertising methods and restrictions should be reviewed, and the wine sector should be perceived as a responsible sector.

12.- A commitment should also be made to sensorial education in childhood. Later in life people can then be taught to recognise sensations and to critically appreciate and discern sensorial characteristics. This will hopefully lead to them becoming involved in gastronomy and increasing their knowledge of wine.

13.- Associating wine with related businesses may be an effective way of enabling the wine sector to obtain the investment necessary to achieve a high level of brand awareness in markets.

14.- Comprehensive development of wine regions should be particularly focused on adapting to the local area, urban management and the landscape. The potential of these regions and the image conveyed to people and companies through the aforementioned marketing of wine regions should also be considered.

15.- New regional management methods should make use of expertise from the business sector in both the design of strategies and operational global market positioning.

16.- Examples of good regional branding should be used, differentiating regions from other areas and generating a sense of regional belonging by providing an accurate representation of identity values.

17.- Research and development should continue to be promoted as an excellent tool for continuous improvement. This should be accompanied by the necessary specific academic training, with particular emphasis on oenology and viticulture and all areas relating to the efficient development of intellectual capital.

18.- The WORLD WINE FORUM has become a permanent place from which to observe the sector. In addition to being a meeting point where the future of the wine industry can be defined, it also sets out the steps to be taken in the coming years for the economic and social development of the wine sector.