Taking over an iconic estate can be both exciting and terrifying. When EPI purchased the iconic Brunello di Montalcino producer Biondi Santi in 2017, they asked Giampiero Bertolini to take over as CEO. Giampiero was excited to join the “Champions League” of wine but also had to convince the local community that this outside investment would be good. He delves into how Biondi Santi has been pushing toward creating more value for the brand while maintaining its core essence.

Detailed Show Notes:

Biondi Santi’s history

• Family invented Brunello di Montalcino
• Founded in 1888 - Ferruccio Biondi Santi had a vision of quality wine with longevity during a time when people focused on quantity with wine as part of the diet
• Bottled in Bordeaux-shaped glass (a sign of quality) vs. standard Tuscan fiasco
• Tancredi Biondi Santi - one of the top consulting winemakers of the time, was asked to write appellation rules in 1967
• Franco Biondi Santi (“the doctor”) - selected the BBS11 clone in the ‘70s and organized a 100-year vertical tasting (1888-1988) in 1994 with important wine writers that boosted the image of Brunello. One writer gave the 1891 vintage 100 points

La Storica (wine library) - has all vintages since 1888, releases one old Riserva with a current Riserva each year

Path to Iconic Status

• The vision of the family - be good winemakers, high-quality
• In the global market regularly → elevated the Biondi Santi to a different level
• The wine offered to Queen Elizabeth II in 1967 was a favorite of Frank Sinatra’s

EPI acquired Biondi Santi in 2017 and installed Giampiero as CEO; the community was skeptical of French owners for an iconic estate had to convince neighbors by being transparent about what they were doing at the estate

• Before the takeover, prior 20 years, the business was not run well
• Rebuilt global distribution, did not have US distribution
• Re-connected with trade, critics, and consumers/collectors

What they kept the same

• Reinforced market position
• Style of the wines
• What they changed
• New vineyard philosophy (regenerative), replanted vineyards to improve quality, conducted soil studies
• Increased communications and more selective to the right people and thproperht channels
• Managed pricing to reposition the brand to increase demand

Keeping the brand fresh

• want s to be closer to the trade and consumer, spend more time in the market
• Storytelling of what is happening at the estate, not just the history, but today’s actions that protect the future
• La Voce di Biondi Santi - started 3 years ago, selects one word each year that is part of their philosophy (this year is “respect”); creates novel/audiobook based on a keyword (e.g., Joanne Harris, author of Chocolat) and podcasts with winemaker and Giampiero around the keyword

The most effective initiative so far - repositioning the brand by increasing price → gave higher credibility and put the brand up another step, old vintages increasing in price on the secondary market, high demand on Liv-ex (one of few growing while price increasing), one of the top 35 wines in the world on Liv-ex

Growth for Biondi Santi = value growth; volume is complex to grow

Value-driven by increasing distribution globally to rarify the brand further, not just taking price, but increasing value, which is a consequence of many conditions, and not rushing value creation in the market

Biondi Santi is now in 2.0 after 1st five years, and the next step is to increase the quality of its presence in the world and be closer to partners and consumers

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