2026年直接面向消费者葡萄酒报告

2026 Direct-to-ConsumerWine Report June2026 Author: Rob McMillan,EVP & Founder Silicon Valley BankWine DivisionSupport: Paul Dugoni, Senior Credit Analyst Contents 1The vision for success42Direct-to-consumerchannel123Tastingroommodelandvisitation184Tastingroomwinepurchases (AOV)285Wine club performance346Wineclubmembertenure437Survey respondent profile47 Preface–finding next The way I see it, we are past the worst of the downturn. That's what the emerging datasuggest. So why doesn't it feel that way? Rob McMillan Since the COVID lockdowns, the industry has been on a dizzying roller coaster ride; a ridewithout tracks, a ride searching for a stopping point, while the people on the ride are seeing EVP & Founder,SVB Wine Divisionrmcmillan@svb.com Today there arequalitative and quantitative signals that the steepest part of this correction isbehind us. Notably, the rate of the decline in total sales seems to be slowing–it’s still negative,but the rate of decline is slowing. The market is showing early indications of stabilizing. But… Rob McMillanis one of the top wine-businessanalysts in the United States and the author ofSilicon Valley Bank’s highly regarded annualState of the Wine Industry Report, described by Within the same wine industry though, individual outcomes are diverging, increasingly so by theday. Upper-quartile wineries are growing and developing solutions. Lower-quartile wineriesaren't. Many are holding flat, working harder for the same result. The gap between the upper With Rob’s decades of experience researchingthe industry and working with winery clients, hisviews are sought after and trusted by winery As we forecasted in theJanuary 2026 State of the US Wine Industry Report, we are ina phase where the underlying market truths are finally being nearly universally accepted. As Ioften say, you can't fix what you can’t or don’t identify. Agreeing on what needs to be fixedaligns employees and empowers solutioning. This is an optimal time to reexamine tactics and He is a prominent speaker, domestically andinternationally, and you will find him extensively While the preference is otherwise, the industry needs to shrink to match demand, and the lowerquartile is the likely group that will go offline in some form, setting the stage for a recovery. So, the environment for success is improving. We can feel it, but things aren't better—not The vision for success The direct-to-consumer model is still intact and envied across the broad alcohol beveragelandscape. Tasting rooms and wine clubs continue to represent the core of the premiumwine business, but the channel is under pressure by declining visitation and shrinking clubmembership. The model that drove growth over the last 30 was built for a different The 15th annual Direct-to- You’re reading the 15th annual Direct-to-ConsumerReport. The report is based on the SVB DtC surveyresponses from 450 family wineries navigating thistransition in real time. Those who responded When asked about plans for the year ahead, wineries responding to the survey tell us theyare using the playbook from the past 30 years: making facility investments, re-uppingtraining and creating new experiences to attract visitors. They are experimenting withtargeted discounts and variable tasting fee structures. But these efforts miss one criticalpoint: That approach is doubling-down on a diminishing opportunity and that isn’t a typical “Next” means thinking in new ways to find new sources of revenue with upside;opportunities that can grow your top line without relying solely on the consumer walkingthrough the front door or expecting distributors with their own issues to agree to take you on By fully understanding today’s options and opportunities, our industry can evolve. “Next” willbesomething that retains who we are and what we represent and find the turning points in Our vision for success must widen and, at the same time, we must support the existingbusiness and be sharp with decision-making, aware of product dead ends, evaluate time to The central question To solve for this year’s objective, we created a Success Index usingrespondents’ survey answers, weighting them based on a subjectiveassessment of each question's proximity to success. For instance, salesincreases are considered a strong indicator of success. Inventory balance isalso a good measure of success, but not as strong an indicator as sales We were looking for inspiration with this survey, so we scoured the industrythinking looking for change leadership. The central question we set out toanswer is straightforward: In a market where the median winery had no We hope this report confirms instinct, spurs out-of-the-box innovation, anddrives a part of the conversation as we seek more collaboration and, most Throughout this narrative, we let the industry participants tell their story intheir own words. To bring in perspectives from people working on the frontlines, we included select quotes throughou