Sweet. Price-sensitive. Diverse. But full of opportunity: The German Market

The German wine market is one of the world’s most important – but also one of its most complex. Success requires more than market data; it demands a deep understanding of consumer behaviour, retail structures, and evolving trends. Berlin-based wine journalist Felix Bodmann has been analysing the German market for years. In his interview with ProWein, he shares practical insights and expert perspectives that go beyond the numbers, helping international producers better navigate the market and unlock new business opportunities.

Watch Felix Bodmann’s ProWein Agora 2026 session on the German market:

“#NewMarkets: How to Sell More Wine in Mature Markets” (starting at 50:55).

Felix, let’s start with a quick one: describe the German market in three words.

Sweeter than the rest of the world. Highly price-sensitive. And incredibly diverse.

By “diverse,” you’re referring to everything from discount retailers to Michelin-starred restaurants, as well as the wide range of importers and agencies. Does this diversity create opportunities for new market entrants?

Absolutely. I believe this diversity is one of the German market’s greatest strengths. If you combine the right product with the right story and place it in the right channels, there is still plenty of room to create trends and generate real attention. Success comes with the right partners and thorough preparation. The great advantage of the German market is that there’s a target audience for virtually every product – and there’s still a genuine enthusiasm for wine.

Who should I approach: an importer or an agency?

As a producer, you should understand every step your wine takes before it reaches the consumer. Then look for a route to market with one or two fewer intermediaries. In Germany, many importers also work with agencies. While you may not have direct influence over that, it’s essential to know where your wines are sold and how they are brought to market.

What does that mean in practice? A large importer, for example, might cover the Berlin market through an agency while managing western Germany with its own sales team. Fewer intermediaries usually mean healthier margins and greater control over your brand in the market.

What trends are currently shaping the German market?

One trend that is clearly visible in the data—but surprisingly absent from many market strategies—is the rise of rosé. Its market share has been growing steadily for four or five years, yet many producers still seem to underestimate its long-term potential. What’s particularly striking is that the decline in red wine consumption hasn’t translated into higher demand for white wine—it has benefited rosé instead.

The second major trend is Crémant. It’s widely discussed across the industry, yet still underrepresented in marketing and communication. In other words, both rosé and Crémant are performing more strongly than the market narrative suggests. That creates significant opportunities for producers looking to enter the German market.

And one more thing: Germany has a sweeter palate than most other wine markets. While this isn’t a new trend, it remains an important factor for anyone planning a successful market entry.

Which communication measures should producers focus on? And how much should they invest?

The first step is simple: test your product to find out who actually likes it. That means getting into the market, pouring your wines, and meeting consumers where they are. For entry-level wines, that could mean tastings in supermarkets. For premium wines, national or regional wine fairs and collaborations with restaurants are often the better choice. These activities help define your target audience and provide valuable feedback on how your wines are received.

The next question is always the same: How much should this cost? To generate enough meaningful contacts and reliable market insights, producers should be prepared to invest at least a low five-figure amount.

Unlike most major wine markets, Germany is highly decentralised. There isn’t one dominant capital where everything happens, as in Paris or London. Instead, key markets are spread across cities such as Munich, Düsseldorf, Hamburg, and Berlin. To succeed, producers need to understand where to start—and how regional preferences differ.

Take Lugana as an example. There’s still a common belief that it only sells in Munich. That may have been true in the beginning, but not anymore. From its early success there, driven by a slightly sweeter style and its association with the Dolce Vita lifestyle, Lugana has grown into a nationwide success story.

Not every wine can be linked to a lifestyle. So what matters more: storytelling or price?

I’m convinced it’s storytelling. Take Grillo as an example. For years, it has enjoyed stable sales in Italian restaurants across Germany. It’s an affordable wine, often served by the glass. Yet it rarely makes the leap into supermarkets or specialist wine shops. To me, that’s because no one is telling the story of Grillo. Instead, the focus is on the story of the Italian restaurant. That’s the wrong narrative. Tell the right story, and Grillo can move beyond restaurants and onto retail shelves. There are many wines with exactly that kind of untapped storytelling potential.

Speaking of experiences: consumers increasingly expect more than just a product. Does that apply to the German market as well?

Absolutely. In fact, I think Germany is still underutilising this opportunity. One retailer I wrote about converted an old food truck into a mobile wine bar, took it to local markets, and generated outstanding sales.

That’s why I always recommend asking potential importers or agencies: What kinds of events do you organise? How do you engage with consumers? And what activities can we create together? Many producers worry that running their own local activations might upset their distributors. In my view, that concern is largely unfounded. Small-scale initiatives—such as market stalls or regional events—complement existing sales channels rather than compete with them.

In your Agora session, you say: “Have your numbers straight!” Which numbers are you referring to?

The first is, of course, your ex-works price. But don’t stop there. Make sure you understand—and communicate transparently—what will be added along the way, from excise duties and customs to logistics costs. Also consider what flexibility you can offer. Could your wines, for example, be collected from a central logistics hub rather than directly from the winery? Small adjustments like these can make doing business much easier.

Next come the technical details for every wine: alcohol, acidity, and residual sugar.

Another critical point is your QR code. It must be accurate. Pre-built templates can sometimes populate incorrect information, and before you know it, a retailer’s website claims your wine contains gum arabic when it doesn’t. Mistakes like that can quickly damage customer trust. Remember: once your wines are in the market, you’re not there to monitor every product listing.

That’s why you should regularly check how online retailers present your wines and correct any inaccuracies. Work closely with your importer or agency to ensure the right information and documentation are being shared throughout the trade.

And finally, know your numbers when it comes to supply. Be ready to explain how much you can deliver and which volume discounts you can offer. One thing you should never say in a pricing discussion is, “I’ll have to calculate that first.” It can easily create the impression that you’re making up the price as you go—and that undermines trust before the conversation has really begun.

At the end of your Agora session, you recommend choosing a good place for lunch. Why?

Let’s assume you’ve made a strong first impression with potential partners at ProWein. The next step is that they visit your winery. But Germans tend to be sceptical. They often expect a polished winery tour designed to impress them rather than an honest business conversation backed by solid numbers.

That’s where psychology comes in. Don’t start with the figures. Show them your winery, your people, and your philosophy. But make one thing clear from the beginning: “At 3 p.m., our Finance Director will join us, and if you’d like, we’ll take a deep dive into the numbers.”

Once they know the business discussion is coming, they’ll be happy to enjoy lunch with you first, have a relaxed conversation, and talk about football, travel, or whatever comes naturally. They know the serious part comes afterwards.

That’s German efficiency.

Interview by Alexandra Wrann.