Glass Wine Sales Reached 40% of Revenue: The Antica Bottega del Vino Model

One of the toughest questions regarding wine sales in restaurants has been the same for years: How can spending in the wine category be increased without forcing guests to buy a whole bottle?

The 2026 performance of Antica Bottega del Vino, one of Verona's historic wine establishments, shows that glass service can provide a strong answer to this question. According to information provided to Gambero Rosso by President Giacomo Boscaini and Director Luca Nicolis, glass wine service conducted through the bar accounts for approximately 40% of total revenue. The Verona location increased its revenue by 6% in the first half of 2026.

The establishment's collection of about 20,000 bottles makes the picture even more interesting. Glass sales here are not just a limited "house wine" option; they are one of the main commercial tools that allow customers to explore a wide wine portfolio with a lower purchasing barrier.

Why is glass service not just a low-priced option?

In restaurants, glass wine is often seen as an economical alternative for customers who do not want to buy a whole bottle. However, in Antica Bottega del Vino's approach, the function of the product is broader.

According to the management, a glass is a discovery tool used to introduce customers to different wines and regions. This approach is particularly important for restaurants with extensive wine lists.

Expecting a customer to make a choice alone from a list with hundreds or even thousands of labels can complicate the decision-making process. Having a sommelier or service staff suggest a few options and then offering the chance to try the product by the glass reduces the purchasing risk.

Thus, glass service becomes not just a method of portioning but a sales mechanism that transports the customer into the wine portfolio.

Behind the 40% revenue share is service

The management of Antica Bottega del Vino states that bar service accounts for about 40% of revenue share. However, the same statement emphasizes that this system requires careful and complex management.

The operational economics of glass wine is different from bottle sales.

The oxidation process begins as soon as a bottle is opened. If the product cannot be sold within a specified time, there is waste. A few unused glasses of a premium or low-rotation wine can completely change the product's profitability.

Therefore, the establishment needs to look not only at the question of "which wines should be sold by the glass?" but also at daily sales velocity for each label, the number of opened bottles, remaining quantities, and waste rates.

When determining the glass price, simply dividing the purchase cost of the bottle by the number of glasses is not sufficient. Service time, capital tied up in stock, storage technology, and potential product loss are also part of the calculation.

A large wine list requires more training

Antica Bottega del Vino's current restaurant menu also presents traditional and contemporary Italian dishes that pair well with wine. For example, risotto made with Amarone is one of the items on the current menu.

However, turning a collection of about 20,000 bottles into commercial value is not possible solely by creating a good stock.

The management emphasizes in the Gambero Rosso interview that employee training is one of the key elements. The sommelier's role is not just to convey product knowledge but to listen to the customer, understand their expectations, and guide them to the appropriate option.

This distinction is important for HORECA businesses.

Employees may know hundreds of grape varieties by heart, but if they cannot understand the customer's budget, meal choice, or preferred flavor profile, that knowledge may not translate into sales.

Therefore, wine education needs to include sales communication alongside technical knowledge.

A "wide selection" in the wine list is not an advantage by itself

The scale of Antica Bottega del Vino is not directly comparable to an ordinary restaurant. The historic establishment operates in Verona and Cortina d'Ampezzo and manages a very large wine collection at its main location. Its official website currently lists both locations.

Nevertheless, the model poses a question for smaller restaurants: How many products on the wine list are actually sold?

Having a list of 150 labels does not necessarily mean it is better than a list of 40 labels. If the stock turnover rate is low, the business may be holding its money on the shelf for months or even years.

Therefore, the success of the wine list should be monitored not only by the number of labels but also by:

• bottle turnover rate,

• gross profit per glass,

• waste rate,

• average stock age,

• category-based sales,

• wine spending per customer

and other indicators.

Glass service can create an advantage during low consumption periods

The Italian wine sector has recently been discussing the pressure on domestic consumption and changing consumer behaviors. The management of Antica Bottega del Vino also notes that customers are behaving more cautiously, especially regarding post-meal wines, while interest in exploring different labels continues.

Glass service is one of the tools that can adapt to this change.

A guest can try different wines without being tied to a bottle. The restaurant, in turn, has the opportunity to sell multiple categories to a single customer throughout the meal.

If a white wine is suggested with the starter, red with the main course, and then a different premium glass, the total wine spending can take on a different structure than a whole bottle sale.

However, for this to happen, the service team needs to focus on making the right pairings rather than aggressive selling.

The unseen side of pricing discussions

A frequently debated topic regarding wine prices in restaurants is high markups. The management of Antica Bottega del Vino argues that the final price does not only include the purchase cost of the bottle; it also incurs costs for selection, cellar management, capital tied up in stock, service, glassware, and employee expertise.

This approach does not automatically justify every price level. However, it shows that merely looking at the purchase invoice is insufficient when calculating the wine cost for the business.

Especially for aged or low-rotation premium wines, the duration of capital tied up in stock is significant.

The restaurant manager's goal should be to establish a sustainable balance between the perceived value by the customer and the actual cost to the business, rather than applying the highest possible markup.

Applicable model for restaurants in Turkey

In Turkey, wine service operates under different conditions than Italy due to alcoholic beverage regulations, tax structures, costs, and consumption habits. Nevertheless, the glass service model can be operationally evaluated, especially for restaurants, hotel restaurants, and wine bars.

Instead of opening every wine by the glass, a layered list can be created based on sales volume.

High-rotation products can be kept continuously by the glass. More expensive or low-rotation products can be offered on certain days or using appropriate storage equipment.

Regularly changing the glass list can also make employee training more manageable. The team can focus on a selected small portfolio instead of actively selling hundreds of products at once.

Stafflink's view

In our opinion, the main importance of the Antica Bottega del Vino example is not that glass wine has reached 40% of revenue; it is how this sale is supported by a system.

A wide stock alone does not generate revenue. The wine must be opened, preserved, explained to the customer, paired with the right food, and priced correctly.

For restaurants, glass sales can be a powerful tool to reduce the purchasing barrier for customers during periods of slow consumption. However, uncontrolled opening of many bottles can quickly create waste and stock costs.

Therefore, the foundation of a successful glass program is not "opening more wine" but rather establishing a selection that turns faster, is measured, and is accurately communicated by the staff.

The 2026 performance of Antica Bottega del Vino also shows that wine in a restaurant can be more than just a product; when served correctly, it can be an experience and a revenue category in its own right.