A systematic approach to promoting and marketing Bulgarian wine was presented by BAWP
Ekaterina HristovaThe Bulgarian Association of Wine Professionals participated in a meeting with the management of the Ministry of Agriculture and Food, dedicated to the current challenges facing the viticulture and winemaking sector and the need for a more consistent policy for its development, positioning and public presentation.
The meeting was attended by the Minister of Agriculture and Food, Ivan Hristanov; the Deputy Minister, Ivana Murdzheva; the Executive Director of the Executive Agency for Wine and Grapes, Nikolay Paunov; experts from the institutions; and representatives from the sector.
The main topics discussed were the preparation of a clear and up-to-date budget framework, market implementation, competitiveness and the need for a more active presence of Bulgarian wines on both the domestic and international markets. The possibility of developing a sectoral marketing plan to increase the visibility of Bulgarian wine as a quality national product was also discussed.
BAWP welcomes the focus on wine marketing in the sectoral discussion. For the association, this is an important step, as the problems facing Bulgarian wine cannot be solved through individual campaigns, short-term initiatives or one-off participation in exhibitions. A systematic, long-term and professionally managed approach is needed to link public support with real market results, a clearer identity and sustainable international positioning.
The proposals of the BAWP: from campaigning to a systematic approach
During the meeting, BAWP presented a working document with ideas for a systematic approach to the promotion and marketing of Bulgarian wine. The document considers wine marketing as a matter of market logic, institutional coordination, regional identity, market access and long-term competitiveness.
The main BAWP's idea is that the Bulgarian wine sector needs a model that connects four key levels: regulatory framework, market analysis, strategic vision and continuous institutional capacity. Only in this way can publicly supported wine marketing activities be planned, managed and evaluated in view of their real impact on the sector.
1. Legislation analysis of marketing interventions
The first proposal of the BAWP is for a targeted legislation analysis of the existing rules and administrative practices related to interventions for the promotion and popularisation of wine.
Currently, Bulgarian winemakers have access to the "Information in Member States" and "Promotion in Third Countries" interventions, but in practice, this resource is not used effectively enough to build markets, reputation and recognition. Therefore, BAWP proposes that the national framework should be analysed to identify where it creates unnecessary administrative burden, is more restrictive than necessary, and lacks sufficient flexibility for market-oriented projects.
Such an analysis should consider the rules for admission, budgeting and redistribution of funds, eligible candidates and activities, advance payments, guarantees, accountability and control, as well as the relationship between the evaluation criteria and real marketing objectives.
According to BAWP, this process should be led by a working group comprising the Ministry of Agriculture and Food, industry associations and independent experts in law, economics and marketing. The aim is to consider the legal feasibility, administrative applicability and market logic together, rather than separately.
2. Marketing analysis of possible markets, target groups and channels
The second suggestion is to aim for a professional marketing analysis to determine where the real opportunities lie for Bulgarian wine and how it can be successfully positioned.
BAWP proposes that this analysis should not be structured according to the calendar of events, but according to markets, target groups, segments and channels. This means considering the domestic market, the EU market and third countries; consumers, professionals, traders, distributors, the HoReCa sector, wine educators, the media, travel agents and other key audiences.
It is necessary to analyse the different market segments – by price, style, occasion for consumption, region, local varieties, organic and sustainable wines, premium, natural and biodynamic wines. The channels for sales and communication are particularly important: trade, catering, e-commerce, wine tourism, exhibitions, masterclasses, specialised media and professional formats.
The analysis should provide special attention to the topic of regions, local varieties, protected geographical indications and protected designations of origin. For BAWP, this is not just a technical or regulatory issue. It is the basis for the future marketing narrative of Bulgaria as a wine-producing country. The regions, origins and local varieties must be translated into a language that is understandable to consumers, traders, the media and tourist audiences.
3. A permanent public-private marketing body
The BAWP's third proposal is to discuss the creation of a permanent public-private mechanism or organisation with a clear mandate for wine marketing.
The association emphasises that analyses and strategies should not remain one-off documents. A permanent capacity is needed to work on the internal market, external markets, the national and international brand, training, professional development, export policy, regulatory monitoring, wine tourism and communication of origin.
Such a structure should not replace the regulatory role of the state or the commercial initiative of individual cooperatives. Its function is to be a stable carrier of the collective interest where consistency, market intelligence, training, professional coordination and an overall communication strategy are required.
BAWP proposes a marketing body with a mixed financing model, operational independence, transparent reporting and balanced state participation as a guarantor of public interest, without limiting the structure's professional autonomy.
4. Long-term vision with 15-20 years of a time horizon
The fourth proposal is the development of a long-term vision and strategy for Bulgarian wine with a time horizon of at least 15–20 years.
Wine marketing is a process of building trust, reputation and brand recognition. It cannot be managed sustainably through one-year project cycles without an overall framework for identity, markets, priorities and success criteria.
According to BAWP, the future strategy should define the role of the domestic market, external priorities, the relationship between the national brand and regional identities, the place of local varieties, the link with wine tourism, and the way public support is transformed into measurable results.
A key part of this strategy must be inter-institutional and inter-sectoral cooperation between the state, producers, professional organisations, the tourism sector, educational institutions, the media and the expert community.
Proposed sequence of actions
BAWP proposes that the process should begin not with the selection of a specific campaign, but with the establishment of a systematic framework for work. The sequence of actions may include:
1. Setting up an expanded working group with a clear mandate, deadlines and objectives.
2. Conducting a normative analysis of marketing interventions and administrative practices.
3. Conducting a marketing analysis of markets, target groups, segments and channels, with a special focus on regions and PDO/PGI.
4. Discussion of a model for a permanent public-private marketing body.
5. Preparing a framework for a long-term vision and strategy with a time horizon of 15–20 years.
6. Implementating a system of indicators for annual monitoring, reporting and corrections.
Bulgarian wine needs a vision, continuity and consistency.
The meeting at the Ministry of Agriculture and Food emphasised the importance of a clearer budget framework, stronger public visibility and more targeted efforts to promote Bulgarian wine.
For BAWP, the next important step is to turn this discussion into a structured process with specific tasks, expert participation and a long-term mandate. The Bulgarian wine industry needs a consistent policy that links production, the market, origin, regions, tourism and cultural identity in a coherent and compelling way.
Only through such an approach Bulgaria can build a stronger image as a wine-producing country, support its producers more effectively and turn the quality, variety and authenticity of Bulgarian wines into a sustainable competitive advantage.
