In 2024, the gains and losses among wine cooperatives are balanced. Five cooperatives are feeling the effects of the decline in wine consumption and are evidently having to make concessions, especially in the price- and volume-sensitive food retail sector. Even in the discount segment, business does not seem to be running smoothly for all cooperatives active there.
However, some successful cooperative concepts are impressive and range from marketing measures for young target groups—the Württembergische Weingärtner-Zentralgenossenschaft, for example, sought more proximity to youngsters at the 'Glücksgefühle' (Feeling Happy) festival with its 'Sprizz & Fruchtig' (Spritz & Fruity) line—to a focus on the export business to avoid competition in the domestic market. This step was chosen, for example, by the 'Ruppertsberger Weinkeller.' For the 'Zentralgenossenschaft Badischer Winzerkeller,' the perseverance of recent years paid off this year. The company was able to write black numbers again for the first time in years. Among other things, it was the strong brands on supermarket shelves that helped the Baden-based cooperative return to profitability.
The 'Markgräfler Winzer' demonstrate how important image and design are for consumer perception, as they continue to achieve very positive results with their contemporary 'MRKGRFLR' line.
And even the wine cooperatives cannot avoid a current trend—non-alcoholic products are finding their way into their portfolios. Some, such as Deutsches Weintor, were even first movers.
What currently distinguishes successful wine cooperatives is their willingness to innovate, to develop new products and modern brand identities. The wine world is a dynamic one. Those who recognize this have a future.
The top ten wine cooperatives in detail:
Moselland
The Moselland cooperative remains the revenue leader by a wide margin in 2024. The cooperative generated €94m (as of June 30, 2024) in revenue last year. This represents a 2.4% increase over the previous year. For Moselland, with its 1,750 members who are based not only on the Moselle but also in the Palatinate, in Rheinhessen and on the Nahe, premium is the current guiding principle. Furthermore, they want to adapt to the new demands of consumers and their cautious approach to alcohol.
"In 2024, we initiated new beverage concepts that we want to establish as a mainstay," says Managing Director Marc Felten. "We want to reach new target groups with these." Felten described consumers' reluctance to buy as "noticeable." The industry is now being asked to realign its offerings.
Moselland has also increased staffing for the sparkling wine manufactory in Wiltingen on the Saar. "A young, motivated team is now responsible for expanding contract sparkling wine production and private labels in the area of traditional bottle fermentation, i.e., premium and also Crémants," says Felten.
The product innovations in the still wine sector are also characterized by high quality: "In spring 2025, our web shop will launch its own premium range, which will also be available in our wine shops. We want to reposition direct marketing with this," says Felten.
The classic lines, such as Moselland-Riesling and Akzente, are also to be strengthened, partially relaunched, and developed more towards a brand.
"For us to be able to pay our member winegrowers a grape price that secures the future of their businesses, retailers would have to be willing to pay higher prices," says Felten. In times of premiumisation on the one hand, German cooperatives are still underrepresented in this area. This could easily be changed with premium quality products at fair prices. Moselland is working on it.
"For us to be able to pay our member winegrowers a grape price that secures the future of their businesses, retailers would have to be willing to pay higher prices."#
Württembergische Weingärtner-Zentralgenossenschaft (WZG)
Since 1946, the Württemberg cooperatives have been working together under the Württembergische Weingärtner-Zentralgenossenschaft (WZG). Depending on requirements, the WZG handles wine production, wine care, and wine marketing. It also breaks new ground—for example, it participated in the Glücksgefühle (Feeling Happy) festival last year as a wine sponsor to reach new, young customer groups.
"Basically, we have to ensure first and foremost that consumers choose our wines. Nevertheless, I would like the often-cited support of local agriculture to be reflected in a larger shelf presence for our wines," says Chairman of the Board Uwe Kämpfer.
Due to the economic environment, price has become even more important for many consumers. "This has led, for example, to increased sales of litre bottles, as consumers get more wine for their money here," says Kämpfer. However, the savings behaviour still affected sales in 2023 (the 2024 figures were not yet available at the time of going to press). WZG generated €64.8m in revenue, which was around 8% below the previous year's level.
"We assume that we will win new consumers in 2025 through further product innovations. In combination with our sales activities, we should be able to develop better than the market."
"We assume that we will win new consumers in 2025 through further product innovations. In combination with our sales activities, we should be able to develop better than the market," says Kämpfer.
WZG has already strengthened its sales activities in 2024 with new, additional sales representatives in North Rhine-Westphalia and Lower Saxony. In addition, Sprizz & Fruchtig (Spritz & Fruity), two Seccos in cans and later in 0.75-liter bottles, were launched for the first time.
An important initiative of the WZG is the Weinregionen (Wine Regions) series in the 0.75-litre reusable bottle. In addition to enjoyment, it is also about responsibility and the commitment to making viticulture more environmentally friendly. "By using reusable bottles, we show our respect for nature and our environment," says Kämpfer.
Badischer Winzerkeller (BWK)
At the Badischer Winzerkeller's annual general meeting in mid-2024, there was a celebratory mood regarding the 2023 financial year: for the first time in years, the large Baden-based central cooperative was able to close the year with a balanced budget. Sales revenue was €40.65m. For 2024, the Breisach-based cooperative even anticipates a further increase, forecasting revenue of just over €41m. This allows them to rise from 5th to 3rd place. "In the course of 2024, we were able to continue to develop positively in marketing against the general market trend and close with sales revenue above the previous year and the plan," says Chairman of the Board André Weltz. The compass for marketing activities is three success factors: people, market, and brands.
The Martin Schongauer brand, in particular, has been able to gain ground in food retail in recent years. Other important names are Schloss Munzingen as a sparkling wine series, the Gosch, Junge Winzer, Heinrich Hansjakob brands in the litre segment, and the new Ralf Schumacher wines.
"For 2025, I expect the market to remain under pressure, as demand continues to be lower than the supply of wine on the market," says André Weltz, looking ahead to the near future.
"We are particularly proud of our many awards for our products and outstanding producer performance," says Weltz. For example, the Junge Winzer Weißburgunder won 1st place at the Weinwirtschaft cooperative tasting in Baden. In addition, the BWK was honored as the best cooperative in Baden in the same tasting contest.
"We plan to continue to grow against the market trend in 2025 and rely on our existing partnerships, develop new business relationships, particularly in specialist retail, continue our Baden product concepts, and expand the presence of our licensed brands," says Weltz.
In addition, the service sector now makes an important contribution to the business result. At the moment, the Baden producer landscape is undergoing a transformation. The path from tradition to modernity is the greatest challenge in Baden's rather fragmented wine production. For this reason, since the beginning of 2024, BWK has offered a comprehensive service package for both regional and national wine producers—from bottling to marketing and logistics.
Deutsches Weintor
Deutsches Weintor eG can defend its position despite a revenue decline this year, also because the market environment is quite challenging, not just for the Ilbesheim-based cooperative. After generating €37m in the previous year, the cooperative achieved revenue of €32m in 2023 (-13.5%). "Even in times of continuing consumer reluctance to buy, we consistently rely on the strength of our carefully established brands, which are a quality promise to consumers and stand for security and reliability," says Frank Jentzer, who rose from Managing Director to Chairman of the Board last year, succeeding Thomas Weiter, who retired after four decades of service to the cooperative.
The Palatinate cooperative's strategy has been based on three pillars since its inception, not just since 2024: authenticity, quality, and innovative strength. "At the same time, we see ourselves as innovation leaders, identify social trends early on, and set standards in the market," says Jentzer.
"Even in times of continuing consumer reluctance to buy, we consistently rely on the strength of our carefully established brands, which are a quality promise to consumers and stand for security and reliability."
For example, Deutsches Weintor recognized the trend towards healthy eating and conscious abstinence from alcohol early on, created a successful non-alcoholic line, and recently added a white Secco. "Our customers can look forward to further line extensions," says Jentzer.
He emphasizes that despite continued consumer reluctance, Deutsches Weintor wines have a firm place on many shopping lists. The wines are very present in the grocery retail sector.
To provide its customers with high-quality and in-demand wines, Deutsches Weintor develops its product and marketing concepts closely aligned with the needs of retailers. For example, they create an action plan for the entire year, in which seasonal occasions are addressed and suitable marketing campaigns are planned. These include not only raffles but also regularly attractive secondary placement displays, with which retailers can enhance their space and create additional purchasing incentives. "This naturally promotes the sale of our products but also offers retailers significant added value. A win for both sides," says Jentzer.
Winzergemeinschaft Franken (GWF)
The past fiscal year was not rosy for GWF either. Revenue decreased by almost a quarter, from €39m to €30m, which was also due to reduced production from the difficult past two growing seasons.
There were significant changes in management last year. Martin Geißler replaced former Chairman of the Board Andreas Oehm. Martin Deutsch came on board as managing director, replacing Cornelius Lauter. Deutsch's appointment, in particular, caused a stir. He comes from the beer industry and is considered a sales and marketing professional in the beverage sector. Given the numbers, this is exactly what the largest Franconian cooperative needs. So, we can certainly expect a lot of new things from the Franconians in the coming years. The new leadership team also expresses "cautious optimism despite the difficult market situation." They expect retailers to promote and advertise German wines more strongly.
Markgräfler Winzer
The Markgräfler Winzer are clearly on a successful course. The Efringen-Kirchen-based cooperative was able to increase its revenue to €26.1m. This allows the Markgräfler to rise from 8th to 6th place. Production also increased slightly year-on-year, reaching 8.7 million liters. However, this figure is quite weather-dependent.A significant factor in the cooperative's success is its MRKGRFLR brand line, which has a modern design and diverse label colours. In 2024, it achieved double-digit sales growth, according to the Markgräfler Winzer. And this against a shrinking market.
"Consumers trust our established branded wine lines MRKGRFLR and G’meinwerk and know that they can rely on the good price/performance ratio. Recognisable and honest wines at competitive prices will also ensure stable sales in 2025," the company states.
Furthermore, it has been known since December 2024 that the first Markgräfler Winzergenossenschaft Schliengen-Mülheim will merge with the Markgräfler Winzern. The members of both cooperatives voted for a common future in separate ballots.
Genossenschaftskellerei Heilbronn
Genossenschaft Heilbronn slipped one place, from 6th to 7th. According to their own statements, the Heilbronn cooperative sold and generated slightly less revenue in 2024. Revenue for the year was €21m. The reason for the dip is the reluctance to buy in the grocery retail sector, in the catering trade and in specialist retail, according to the winery.
To counteract the new customer needs with suitable offers, the 1,140-hectare cooperative is focusing on non-alcoholic products. New introductions are the 'Zero Sauvignon Blanc' and the 'Zero Cabernet Cubin'. In addition, the cooperative is also committed to the introduction of sustainable packaging, such as the 0.75-liter reusable bottle developed by Wein-Mehrweg eG, but also modernly designed pouches containing a semi-dry wine line with names such as Fast Monkey (Vernatsch), Rapid Dog (Pinot Noir Rosé) and Quick Boar (Sauvignon Blanc).
There were personnel changes in the supervisory board of the Heilbronn cooperative last year. Former advisory board chairwoman Karolin Bubeck was elected as the new supervisory board chairwoman in December. She is supported by Sebastian Burger and Heiko Winter. Bubeck's predecessor, Ulrich Drautz, left the supervisory board.
For 2025, Chairman of the Board Justin Kircher and his managing directors Rainer Weber and Daniel Drautz expect an improvement in the economic situation. They want to strengthen their activities, such as increasing their presence at trade fairs and events and improving their export activities.
Felsengartenkellerei Besigheim
The Württemberg cooperative closes the 2024 fiscal year with a slight increase in revenue. This allows the cooperative to gain a place in this top ten listing, rising from 9th to 8th place. "Sales of our branded products are very stable," says Managing Director Hans-Georg Schiller.
However, sales in the discount business are weakening. Schiller considers criticism of retailers inappropriate: "The question is, what do cooperatives have to do to make their wines successful in German retail?" he says. Retailers also live by sales, which is why they usually put the products on the shelf that the end consumer wants.
"Our new semi-sparkling wines and sparkling wines are developing well: at the turn of the year, we bottled a large number of new products that we will present at the two trade fairs in Düsseldorf and Karlsruhe," says Schiller. These include a wine spritzer in white and rosé called "Eau la la," a Crémant, Cabernet Franc in various quality categories, and the 'Frozen Gecco' granita base.
With less than one percent, the Besigheim cooperative exports rather small quantities—mainly to China.
Besigheim has strengthened its personnel again with Eberhard Wolf as its new chairman of the board. His predecessor, Joachim Kölz, had already left office in 2023 due to differences of opinion.
Ruppertsberger Weinkeller
Ruppertsberger Winzer also moves up one place, from 10th to 9th, with an increase in revenue of 6.7%. In 2023/24, the Palatinate cooperative's consolidated revenue was €20.27m.
"The market situation is tense and will remain challenging. Our strategy is therefore to free ourselves from business that is not cost-covering and to continue to operate in the markets where we can perform successfully. A particular focus is on a balanced ratio between costs and revenues," says Gerhard Brauer, Managing Director and Chairman of the Board of the cooperative.
One solution for Ruppertsberger is also to escape domestic competitive pressure by being active not only in the German market. With an export share of 60 percent, Ruppertsberger clearly leads the field of the top ten cooperatives in this area. The main markets are Sweden, Finland, and Latvia in Scandinavia and the Baltic States. "The long-term strategy of further intensifying the export business enables continued cost-covering payouts to our members," says Brauer.
"The market situation is tense and will remain challenging. Our strategy is therefore to free ourselves from business that is not cost-covering and to continue to operate in the markets where we can perform successfully."
The cooperative is also increasingly focusing on organic products for the export markets. In the 2024 harvest, more than half of the harvest was harvested with organically produced grapes. "This ever-growing share of wines from organic farming is important for us to meet the increasing demand for organically and sustainably produced products in our most important export markets," says the Chairman of the Board and Managing Director.
However, organically produced wines are also playing a growing role in Germany. Last year, the cooperative launched the "unique" line on the national market. The wines are produced organically and sustainably. Among the various grape varieties is also the PIWI Souvignier Gris.
Even though the numbers look good, Breuer mentions that the wine sales crisis has also affected Ruppertsberger's sales figures in some areas. However, the key factor is that this development accelerated the implementation of the strategic direction. The cooperatives must realize how the German retail trade works. "In a buyer's market, price decides," says Breuer. "From our point of view, viticulture must be or become economically sustainably successful in order to be viable for the future." In addition to adequate average revenues at marketable prices, this also requires an adjusted cost structure.
Lauffener Weingärtner
With consolidated revenue of €18.8m, the Württemberg cooperative Lauffener Weingärtner experienced a slight decline in revenue year-on-year. "Some price thresholds were exceeded by us or by retailers in the wine market and also for our wines in the past two years, but we have lost disproportionately in sales and revenue," says Managing Director Marian Kopp. In terms of market share and competition, the cooperative developed satisfactorily and even gained market share. "For sales in 2025, we are planning stable business and market share gains in the brand business," says Kopp.
"The wine market must remain dynamic and we want to contribute to this."
"Our brands have held up well despite the market contraction," he continues. A certain caution can be observed among consumers: " Reliable brands with a clear origin profile and a good price-performance ratio are preferred," says Kopp.
According to the cooperative, Lauffener Weingärtner wines are among the strongest wines from Württemberg in national retail and are also lucrative for retailers. The grocery retail sector ensures good distribution and should pay attention to the good profit per unit and turnover of the wines, especially in its active category management, Kopp demands.
The sales crisis is also forcing Lauffener Weingärtner to focus on strong products and brand lines that also enable good value creation for retail partners. "Without action price dumping!" Kopp emphasises.
In addition, the Württemberg cooperative is one of the innovation drivers in the industry. "The wine market must remain dynamic and we want to contribute to this," says the managing director.
