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The Italian wine supply chain has performed well in recent decades both in terms of profitability and success on the domestic and international markets. This is despite the fact that it is fragmented in terms of products, prices and consumption context, and, in particular, despite the fact that it is characterised by an organisation that hinders the full exploitation of economies of scale. This paradox has not been investigated in literature. We propose several elements in support of the hypothesis that the Italian wine sector’s success is linked to favourable elements of the Porter Diamond Model (5 out of 6) but also to the “district” nature of a large part of the sector. The presence of numerous networks, some of which are formal and others informal, gives most Italian local production systems specialising in grapes and wine the characteristics of industrial districts, due to the local social capital that is stratified there. These networks include operators such as Cooperatives and Consorzi di Tutela, upstream and downstream industries and services, tourism, research and educational bodies. Such networks can overcome the weakness represented by the low concentration and small average size of the operators. To support this hypothesis, we analyse the historical evolution of the sector and its drivers, the structural features of the different phases of the wine chain (grape growing, winemaking, bottling and distribution), the market relationships within the chain and the national and European policies favouring the sector. This analysis also underlines the differences between the Italian sector and its competitors from the Old and New World.

The Italian Wine Sector: Evolution, Structure, Competitiveness and Future Challenges of an Enduring Leader