"The wine sector talks a lot internally". António Soares Franco, from José Maria da Fonseca, in the first personPhoto by Chorengel on Pexels
Business

"The wine sector talks a lot internally". António Soares Franco, from José Maria da Fonseca, in the first person

Eco7 September 2026 at 13:50

António Soares Franco took over the marketing direction of José Maria da Fonseca in April of this year, becoming a member of the seventh generation of the family to join the executive management. The position, which he classifies as a childhood dream, was preceded by a selection process conducted by an external entity, in a bet on the professionalization of family businesses. Educated in Hungary, with experience in the restaurant industry in London and at AICEP at the Embassy of Kazakhstan, he brings to the company a vision shaped by international experiences.

Coming from companies outside the wine sector such as Nos, Samy Iberia and Fullsix, the new marketing director warns of a problem in the wine sector that, according to him, "talks a lot to itself," using English terms and excessively complex language. He argues that only 1% of the public really understands grape varieties and wines with intellectual depth, so simplifying the narrative and clarity in communication are essential to engage consumers.

One of his first measures was to analyze the profitability of the approximately 60 brands in the company's portfolio, which has nearly 200 years of history. The diagnosis made it possible to identify that brands such as Periquita and João Pires continue to grow, while others face challenges related to saturated image and declining consumption, also attributed to the post-Covid correction and pressure on purchasing power. In the non-alcoholic wine segment, there is significant growth, although with a residual value of approximately 250,000 euros in national billing.

With his arrival, national and international marketing was unified in a strategy to standardize communication and simplify value propositions, aiming for greater brand equity. The approach focuses on "Portugueseness" and the family relevance of the brands, adapting execution to local markets. In Brazil, for example, the company developed specific transport cases to meet the local habit of bringing wine from home to the restaurant. The internal team of five people works in coordination with a commercial team of approximately 30 people and an ecosystem of specialized agencies.

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