“I don’t just want to adapt to the future of wine. I want to belong to the generation that helps shape it”
INTERVIEW – RAPHAEL CHAILLOU, WINE & MORE CYPRUS
At just 20, Raphael Chaillou is actively and substantially involved in the continuity and development of Wine & More Cyprus, the family business built by Kalia and Christophe Chaillou since 2010. He represents the family’s second generation, which is called on to give the company a longer-term outlook in the trade and distribution of wines, spirits and fine food products.
At a time when the attitude of some young consumers towards alcohol is changing, Raphael believes the business must adapt and take part in that change, and he sees it as an exciting business challenge.
We often hear that Gen Z is “the generation that doesn’t drink”. Is it giving up alcohol, or changing its drinking habits?
I genuinely believe Gen Z consumes less alcohol and that social media has accelerated this shift. The move towards exercise, healthy eating and wellbeing is a positive one. However, social media often overplays certain messages, which my generation adopts without looking at the whole picture.
What concerns me is that alcohol is increasingly treated as a single category, without distinguishing between the different cultures and reasons for drinking. Wine, for example, represents centuries of history, know-how, geography and tradition. For many people it is linked to food, discovery and companionship, not to getting drunk.
Of course, responsible drinking is essential. I don’t believe we should persuade my generation to drink more, but rather help those who choose to drink to appreciate the culture and experience of wine.
At 20, you work in an industry your generation is supposedly moving away from. Is that a challenge or a business opportunity?
Both. I believe almost all business opportunities are born out of challenges. When consumer behaviour changes, a business can either resist or adapt and take part in the change. Personally, I find the second option far more exciting.
I am part of an industry with centuries of history, but at the same time I belong to the generation that is questioning its future. That gives me a particular perspective: I am not simply trying to understand Gen Z commercially, I am part of it.
Entrepreneurship is not only about where the market is today, but also about where it is heading. I don’t just want to adapt to the future of wine. I want to belong to the generation that helps shape it.
What are younger consumers looking for in wine and spirits today? How much do quality, authenticity, image and experience matter?
One of the biggest differences with Gen Z is how quickly it forms a first impression. We often judge a book by its cover, and wine is no exception.
In the Wine & More boutiques, we see younger customers drawn first by a bottle’s label, name and overall look. Sometimes a striking bottle attracts more attention than a better-quality wine with traditional presentation.
That doesn’t mean the younger generation doesn’t care about quality. It means the way it discovers quality has changed. That is why we train our teams to explain a wine’s character and story simply, without unnecessary technical jargon.
A beautiful bottle may win the first purchase. It is the quality of what’s inside and the overall experience that will bring the customer back.
You joined the family business at 17. What difficulties did you face, and what do you think you brought to Wine & More that was different?
Joining the business at 17 was not a conventional decision. Instead of first following the traditional academic path, I found myself working alongside professionals who had more years of experience than I had years of life.
I recognise that the family business gave me an opportunity most people my age would not have had. I am deeply grateful. But being given an opportunity is one thing; proving you deserve it is another.
At first, some people naturally saw me as “the owner’s son”. To earn their trust, I had to listen, learn, take on responsibility and deliver results. My father, whom I had watched doing business since I was a child, deeply influenced the way I think.
I believe I brought new energy, ambition and a sense of pace, building on solid foundations. Over the past three years we have significantly strengthened our market presence, turnover and profitability, thanks to a collective effort.
My family gave me the opportunity. Earning respect, credibility and results was my responsibility.
What changes are you seeing in demand, and what trends will shape the market in the coming years?
I notice that consumers are spending a smaller share of the total bill for a dinner on wine. They may choose an expensive restaurant, but be more selective about the bottle they order.
At the same time, interest in non-alcoholic, natural, organic and biodynamic wines is growing. Often, though, the interest is growing faster than a real understanding of these terms. A certification can influence a first impression without guaranteeing higher quality.
I also remain optimistic about historic regions such as Bordeaux, despite their current difficulties. Trends change, but tradition, know-how and ageing potential keep their value. The future calls for a balance between new preferences and the heritage of wine.
With hard work, the right people and, God willing, I imagine Wine & More Cyprus as an international business, with a presence in new markets and activities in wine, spirits, drinks, food and possibly beyond
Is Gen Z threatening the traditional model or forcing it to evolve? Where do you see Wine & More in 2036?
I believe Gen Z genuinely threatens the traditional business model. However, it all depends on our perspective. A threat can limit our ambitions or become a reason to evolve. That, in my view, is where real entrepreneurship begins.
If the industry refuses to understand new consumer habits, it risks shrinking. Abandoning ambition in the face of uncertainty could prove a bigger threat than the change itself.
As for Wine & More in 2036, it’s hard for me to answer without sounding overly ambitious. With hard work, the right people and, God willing, I imagine it as an international business, with a presence in new markets and activities in wine, spirits, drinks, food and possibly beyond.
We don’t just want to grow. We want to build a business that keeps evolving and stays relevant for generations to come. The biggest threat is not the market changing, but losing the will to change with it.
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