A family with a tradition going back 130 years, strongly rooted in its region of origin, plus well established commercial links with sixty different countries: this is the hallmark of Mastroberardino winemakers, a company that appears not to feel the weight of the past but looks to the future with increasing confidence.

It was 1878 when Angelo’s great-grandfather left Avellino, a town in Southern Italy near Naples, to sell wine from his vineyard in Europe and America. Nowadays, with Professor Piero at the helm, bottles of Fiano di Avellino, Lacrima Christi and Taurasi are being uncorked in Tokyo and Washington. We interviewed Piero and this is what he had to say.

What is the added value of a company like yours?

Family values make the difference, along with those of the local area. The Mastrobarardino story is full of continuity and strong links with the local territory. That is why we treat our company employees as ambassadors for our values; so you could say we are like an extended family.

How has Mastroberardino changed with time?

Over the years we have added rational organisation of foreign markets to our traditional product line. The management element has also developed, which is a direct result of the increase in our exports.

Which wine represents your company best of all?

The Taurasi Radici DOCG, without a doubt. This is a red wine that ages extraordinarily well, and has for several years been awarded the prize for the best wine in Italy. We recently opened a bottle from 1934 that was given 99 out of 100 by a jury of experts.

What are the company’s most important export markets?

In this difficult economic climate, we have decided to focus our attention on established markets like the United States, Germany, Japan and Canada. Apart from that, we have solid exporting relations with sixty countries and aim to take advantage of every opportunity that comes along.

Which countries are going to present the biggest opportunities in the future?

I think emerging countries like China and India, and also very dynamic markets like the Arab Emirates.

You are at the helm of a company that has grown out of family tradition. Would you advise a young person to follow your path?

I think this question should be looked at from two points of view: on the one hand, family traditions must be kept up; but on the other hand the demands of upper management require skill and dedication. Tradition is important because, in the market, it is an extra tool, an important weapon that helps you when you go into battle. However, you must also have a proper education and training, and also be passionate about the job.