Wine tourism projects: why do some models still struggle to create value?

The development of wine tourism has established itself, in just a few years, as one of the most structuring movements in the wine industry. Long considered a complementary activity, linked to cellar visits, tastings and direct sales, it now occupies a central place in the strategies of estates, cooperative wineries and wine regions.

This momentum is accompanied by an acceleration of projects. Investments are multiplying, programs are diversifying, project leaders are organizing themselves, and wine tourism is now fully recognized as a strategic sector by public authorities. The French Interministerial Committee for Tourism 2025 explicitly confirms this, by incorporating a national roadmap prepared with the Higher Council for Wine Tourism (CSO).

However, behind this progress, one question remains: why do some wine tourism projects still struggle to produce the expected value?

The discrepancies observed on the ground are not due to a lack of commitment or insufficient investment. They generally reflect deeper imbalances in how projects are designed. A significant portion of the projects developed in recent years are still conceived as mere landscaping or business expansion , whereas wine tourism requires a systemic approach that integrates economic model, uses, operation, and local integration.

A wine tourism project designed based on the place rather than the model

The starting point of many projects is a primary source of vulnerability. The planning process often begins with an available space: a cellar to be transformed, a building to be renovated, a site to be developed. Attention is then focused on the visible aspects of the project, particularly the architecture, design, and scenography. This approach addresses a genuine need for a more upscale experience. However, it becomes insufficient when it precedes the definition of the operating model.

A wine tourism project is not simply a place; rather, it relies on the ability to generate traffic, structure uses, and produce long-term value. This requires defining clear assumptions upfront regarding visitor numbers, target audiences, usage patterns, and revenue streams. In many cases, these parameters are addressed only after investment decisions have been made. This delay severely limits flexibility and leads to facilities whose actual operation does not match actual usage. The consequences are evident: underutilized spaces during the off-season, difficulty adapting the offerings, and dependence on concentrated tourist flows.

Conversely, projects that start from user needs adopt a different logic. The domain Blacailloux. This approach is illustrated by structuring its development around a combination of activities: production, hospitality, events, workshops, and community life. This structure allows for the activation of several drivers of visitor numbers and smooths out activity over time.

A rapidly increasing level of demand in the market

Public access is no longer a differentiating factor in itself. The market has become more competitive, offerings have become more professional, and visitors now have numerous points of comparison, both nationally and internationally. In this context, a project's success hinges on its ability to offer a structured experience, embedded in a comprehensive and coherent framework. Wine is no longer the sole point of entry. It is integrated into a broader offering, combining location, narrative, hospitality, and practices.

International examples reflect this evolution. In the Douro Valley, Quinta de Pacheca has developed an immersive approach that seamlessly blends accommodation, landscape, and experience. In Chile, VIK Chile has designed its estate as a destination in its own right, combining architecture, art, and hospitality. These models are based on an overall coherence that transcends the simple logic of tourism.

This transformation changes the performance criteria. The challenge is no longer limited to attracting visitors. It concerns the ability to generate economic value , to structure the customer relationship , and to integrate the project into a more sustainable dynamic.

A structural underestimation of the operational dimension

Another recurring weakness lies in how wine tourism is still perceived in many projects. It is often viewed as a complementary activity, one that can be absorbed by the existing organization without major changes to the estate's operations. In reality, it is an independent activity, relying on a complete operational chain: managing visitor flow , organizing tours, handling reservations, coordinating teams, customer follow-up, and sales promotion. Each of these links directly impacts the quality of the experience and the project's economic performance.

The disconnect typically becomes apparent during the operational phase. Human resources are neither adequately sized nor structured to handle the activity. Roles are poorly defined, responsibilities overlap, and customer service relies on constant adjustments. The most common symptoms include inconsistent service, difficulty managing peak periods, uncontrolled wait times, and inconsistent customer experience. This is often compounded by a lack of visitor follow-up, which hinders the development of relationships and the building of customer loyalty.

This point introduces a cumulative effect. An unstable organization affects satisfaction, reduces recommendations, and limits sales conversion, gradually weakening the model. Conversely, projects that integrate this dimension from the outset define realistic capacity, structure roles, and equip themselves with appropriate tools. Performance then relies on the quality of the organization, and not solely on the mobilization of the teams.

Positioning, a structuring variable that is still insufficiently controlled

The question of positioning also represents a major point of weakness. In many projects, it remains implicit or is inferred from the location and existing offerings, without clear formalization. This lack of a framework has direct consequences. Projects attempt to cater to a wide range of clientele and uses, without prioritizing them. They accumulate intentions without establishing a guiding principle, resulting in an offering that is difficult to understand.

In a competitive environment, this uncertainty limits the project's ability to emerge. Clarity becomes a key performance factor. It relies on defining a comprehensible promise , a type of experience , and a specific way of bringing the space to life.

The strongest projects are those that embrace this approach and use it as a framework for all decisions. Positioning, and ultimately storytelling, then structure choices regarding layout, uses, and operation. This allows for the creation of a coherent, identifiable, and unique offering, which is truly essential given that the standardization and homogenization of experiences across different sectors is often cited as a significant deterrent to bookings.

Models still too dependent on a tourist flow logic

Finally, a significant portion of the observed weaknesses stems from a still-restrictive understanding of wine tourism, often viewed as an activity dependent on transient tourism. This approach leads to structuring projects around seasonal flows, concentrated in a few specific periods. The economic model then relies on a sporadic intensity, difficult to stabilize. Limitations quickly become apparent: operational strain during peak periods, underutilization of facilities during off-peak periods, and a lack of sustained momentum. Data on the French relationship with wine provides further insight, clearly demonstrating that wine remains a major cultural marker, thus opening up perspectives beyond the purely touristic realm.

The most resilient models are those that integrate this dimension by developing recurring uses , linked to local audiences and territorial dynamics. This diversification helps to smooth out visitor numbers and strengthen the project's economic stability.

Conclusion. Structure rather than arrange

Wine tourism has reached a stage of maturity where approximations are more costly than before. Projects can no longer be considered simple extensions of winemaking activities. They must be designed as ecosystems, integrating economic model, positioning, operation, and local integration. The discrepancies observed today are not due to the quality of the locations, but more often to the ability to ensure their long-term viability.

It is precisely with this in mind that we at Calice Hospitality & Wines have structured support modules dedicated to the design and development of wine tourism projects . They provide a framework, operational tools and a directly applicable method, based on concrete situations observed in the field.

These modules are aimed at estates, cooperative wineries and project leaders who wish to secure their investments, structure their offering and build a truly efficient model, independently.

More information on: https://www.calicehospitality.com/formation-oenotourisme