A guest asks for something lighter. Another wants to try three different wines during dinner. A younger diner opens their phone and shows the sommelier photographs of bottles they have enjoyed.

These interactions reveal opportunities for wine professionals to rethink how they select, present, and serve wine.

During the Sommeliers Choice Awards webinar, “On-Premise Wine Trends of USA,” moderated by Sid Patel, Founder and CEO of Beverage Trade Network, Master Sommeliers Jesse Becker and Mark Guillaudeu joined hospitality wine professional Michelle Federschmidt to discuss what they are seeing in the market.

For sommeliers and beverage directors, their observations offer practical ideas for building relevant lists, improving staff confidence and helping guests feel comfortable exploring wine.

Lighter Wines Reflect a Changing Dining Experience

Guillaudeu, who works at Eleven Madison Park, described an increasing preference for lighter reds alongside more explicit requests for lower-alcohol and dealcoholized wines.

“But never before in my career have I had so many people asking explicitly for de-alcoholized wine,” he said.

He also described a shift in the restaurant’s red wine selection.

“We now have a majority of our red wines that I would consider light-bodied reds,” Guillaudeu explained, pointing to styles such as Grenache and a broader selection of Pinot Noir.

Becker, whose work focuses on German wines, sees these preferences aligning with the Riesling and Pinot Noir he represents.

“I suppose we’re the beneficiary of this demand for lighter styles,” he said.

A recent wine bar visit in Chicago reinforced that observation.

“What I saw from the red wine list was a whole lot of Pinot Noir, Gamay, light, fresh reds from Italy,” Becker recalled.

Federschmidt similarly highlighted interest in chillable reds and aromatic whites.

“I think, like, crisp, chillable reds are a category we’re seeing, like, move a lot,” she said.

For sommeliers, this is also a conversation about food. Guillaudeu connected lighter wine preferences with menus featuring smaller portions, lighter proteins, and less emphasis on richness.

The practical question is how closely a wine program follows the kitchen. As dishes evolve, the balance of styles on the list may need to evolve with them.

Guests Value the Setting Around the Glass

Wine forms part of the reason people choose a venue, but it shares that role with atmosphere, comfort and the opportunity to gather.

Becker identified casual dining and all-day cafés as concepts that interest him: spaces where guests can spend time during the day and return—or remain—for wine in the evening.

“These casual dining concepts, or this all-day café concept, are really interesting,” he said.

Guillaudeu described a New York venue combining books, coffee and evening wine service. Such concepts can introduce wine through a setting guests already enjoy.

“We have to meet people where they are,” he said.

Federschmidt emphasized the strength of a cohesive hospitality concept.

“I think people really want to walk into a space that’s thought through top to bottom,” she explained.

For beverage directors, that means wine selection, menu language, glassware, and service should contribute to the same experience. A technically impressive list becomes more effective when guests understand how to engage with it.

By-the-Glass Ordering Can Be About Curiosity

A preference for glass pours does not always indicate a lower spending limit.

Guillaudeu described younger guests moving between cocktails and several wines during a meal. Their interest lies partly in the freedom to keep exploring.

“For them, the premium is in the ability to have a lot of these different sort of micro experiences,” he said.

This changes how a sommelier might interpret the phrase, “We don’t want to commit to a bottle.” The guest may be seeking variety rather than expressing concern about price.

It also affects how teams judge satisfaction. When Sid Patel asked whether a second glass was a useful indicator of a wine’s success, Federschmidt offered a qualification.

“Sometimes people are enjoying glass pours because it gives them a little variety,” she explained.

A guest might enjoy a white with seafood before moving to a red with another course. That progression can indicate an engaged diner making deliberate choices.

The service opportunity is to understand the guest’s intentions early. Some tables want one bottle to accompany the evening; others want a sequence of discoveries.

Smaller Pours Can Make Service More Flexible

Guillaudeu encouraged restaurants to consider half-glasses, including options available on request.

“The ability to always say yes” was central to his approach.

A guest may have one more course to enjoy with a white wine but prefer to avoid another full glass. A smaller pour allows the sommelier to accommodate that moment.

For operators, this introduces practical considerations around pricing, portion control and clear communication. For the guest, it can make the experience feel more responsive.

Becker also emphasized the ongoing commercial importance of glass pours.

“From my side, the glass pour is still very important in terms of volume,” he said.

A strong by-the-glass program therefore needs to balance accessibility, variety and the realities of service.

Curation Gives a Wine List Its Purpose

The panel described greater intentionality in wine list construction, driven by both financial pressures and guest expectations.

“In these eras of volatility, you have to minimize your risk, and that means minimizing the stock that you have tied up,” Guillaudeu said.

He also sees guests placing value on a selection that feels specific to the restaurant.

“They value curation,” he explained.

Federschmidt described planning the scope and pricing structure of a new restaurant’s wine program before meeting suppliers.

“Before we’re even taking appointments with suppliers, we’re actually, like, gridding out a strategy,” she said.

For beverage directors, this approach establishes a framework for purchasing. Each wine should contribute something identifiable: a useful pairing, a price point, a stylistic contrast, or a meaningful expression of the restaurant’s identity.

A focused list also gives the service team a more manageable body of knowledge to learn and communicate.

Premium Glass Pours Benefit from Familiar Reference Points

Guillaudeu’s experience with premium glass pours illustrated the influence of regional recognition.

He described guests readily ordering expensive red Burgundy without knowing the producer, while California Pinot Noir at comparable prices could receive a different response.

“They’re more willing to tolerate not knowing the producer in a category that is that kind of established premium,” he said.

His observations were specific to the segment he serves, but the buying consideration is useful: what gives the guest confidence at a particular price?

For a sommelier, selecting a premium pour involves assessing more than quality. It also means considering recognition, the explanation required, and the team’s ability to make a convincing recommendation.

A less familiar wine may need a stronger introduction or a different place in the program to find its audience.

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Younger Guests Bring Their Own Wine Vocabulary

Guillaudeu described younger guests communicating through experiences, feelings and images of bottles they have enjoyed.

“They don’t think about it at all the way that wine education works,” he said. “They think really about what their sensory experience will be.”

For trained wine professionals, this requires translation. A guest’s description may not follow conventional tasting language, but it can still contain useful information about texture, mood and preference.

Federschmidt welcomed guests sharing their wine histories through photographs or apps. Those references help her understand what they enjoy.

Her emphasis was on creating confidence.

“Let’s enjoy this, and if you don’t like it, let me find you something else you’re gonna love,” she said.

That approach gives guests permission to explore without feeling that they are being tested.

Becker sees a related opportunity in younger drinkers’ openness to German wines.

“For the wines that I work with, there’s just no preconceived notion about what German wine is,” he said.

For sommeliers, curiosity can be a productive starting point. Familiar language and a welcoming response help turn it into an enjoyable discovery.

Staff Education Determines How a Listing Performs

A buyer’s enthusiasm needs to reach the people serving the wine.

Federschmidt described the first month of a new listing as a foundation-building period.

“That initial phase is all about knowledge and excitement,” she said.

The team tastes the wine, learns its position on the list and understands how it compares with nearby options. Repeated exposure helps staff move from remembering facts to making confident recommendations.

Supplier participation can strengthen that process.

“The staff loves to hear things from a different voice,” Federschmidt explained.

A pre-shift tasting or a memorable detail about the producer can give servers something useful to share. The goal is to help them recognize the guest or dish for which that wine makes sense.

“Engagement with my team is where it all begins,” she said.

Evaluate Performance Beyond the Launch

A new wine can benefit from an initial burst of attention. Its longer-term value becomes clearer after that excitement settles.

Federschmidt described looking more closely at performance during the following months.

“I’m looking at depletions. I’m looking at reorders,” she said.

Guest satisfaction, bottle consistency, and reliable availability also contribute to her assessment.

She recalled a Bordeaux blend that performed well in one restaurant before expanding into additional concepts. Staff confidence grew as guests responded positively, helping the wine become a dependable part of the program.

For beverage directors, the lesson is to connect sales information with feedback from the floor. Numbers show movement; the team can help explain what drives it.

Build Supplier Relationships Around the Program

The panel also discussed what makes a supplier useful to a restaurant.

Guillaudeu emphasized preparation.

“For me, the biggest thing in working with somebody was always the amount of research they had done, and how well they already knew my program,” he said.

Federschmidt cautioned against sales conversations that begin by assuming the buyer’s list needs correction.

“I think the language you use is important because sometimes it can feel like someone is telling me what I need,” she said.

Becker supported a collaborative approach.

“We need to look at it like that, like it’s going to be a collaborative effort,” he explained.

For sommeliers and beverage directors, communicating the program’s priorities can make these relationships more productive. Suppliers who understand the menu, pricing structure, and sourcing requirements are better positioned to bring relevant opportunities.

The discussion pointed toward a wine program built around attentive hospitality: selections that suit the food, service that responds to the guest, and education that gives the team confidence. Those decisions shape what happens after a bottle earns its place on the list.

Also Read:
How Sommeliers Can Read the Room and Build Trust on a Dime
How to Build a Profitable, Guest-Focused Restaurant and Beverage Program
Konstantinos Kosmopoulos On Building Wine Programs That Balance Service, Storytelling, And Sales