Louis-Fabrice Latour who has now become the active president of the BIVB for the next two years, said: “The BIVB wants to shift its priority up the value chain towards production,” he said, before underlining that there is much to do in the areas of safeguarding plant stocks, monitoring land prices, the handing down of family businesses, and the balance between red and white wines to be in tune with national and international demand.
“We also have to remain vigilant in the area of marketing, and think about our market share. These days, we no longer have many wines at less than €10, £10, or $10 a bottle. We should not be abandoning certain market sectors,” he said.
The Plan Bourgogne 2020, presented by Frédéric Gueguen, BIVB general secretary, is the continuation of the Plan Amplitude 2015. It aims to make Bourgogne wines more than ever the global reference for great wines produced from sustainable practices.
Its ambition is to refocus the BIVB’s activities on five transversal projects, with the objective of ensuring the future of the wine region, and boosting its development and renown throughout the world. The strategy aims to sustainably manage production potential and to consolidate the correct positioning for Bourgogne wines within their range, especially the less-well-known Régionale and Village AOCs.
These five coherent projects will interact and overlap, making the most of the BIVB’s technical, economic and promotional expertise. They are both strategic and operational:
* Two main thrusts in terms of production:
- Restoring and sustainably managing production potential, notably by encouraging the deployment of sustainable development in all its aspects across the whole territory (environment, economy, social), and by ensuring the fight against decline.
- Improving the profitability of the lesser-known Régionale and Village AOCs to underpin production: This point will involve, among other things, a good understanding and control of production costs, better positioning for the appellations that sell for lower prices, and a balance in the plantation and production of white wines, red wines and Crémant de Bourgogne.
* Two main thrusts in terms of marketing:
- Reposition the region’s wines in the face of fierce competition: First by prioritising the markets to focus on in the next five years, but also by better anticipating needs in terms of supply and the potential yields, thanks to improved relations between the négoce trade and winemakers. The constant quest for excellence in terms of quality will remain a priority.
- Enhancing the appeal of Bourgogne wines: With their wide diversity, Bourgogne wines can sometimes seem rather daunting to consumers. Training will be a priority area, enabling all potential consumers to appreciate this variety and get back to the simple pleasure of enjoying wine.
* A single thrust for the sector as a whole:
- Creating a bond between wine industry professionals and their trade body: This internal aspect of the Plan Bourgogne 2020 aims to allow every winemaker and négociant to get the very best out of what the BIVB has to offer. It will also encourage solidarity between the appellations, through such well-targeted events as the Grands Jours de Bourgogne, and the deployment of the Cités des Vins de Bourgogne in multiple sites across the region.
