Interview, Part 2: Rick Tigner, President And CEO, Jackson Family Wines

In the second part of our interview, Jackson Family Wines president and CEO Rick Tigner discusses strategies for attracting the next generation of consumers to wine, the marked expansion of the Jackson family’s California distribution business, and the need for industry collaboration to secure a vibrant future for the wine category.

SND: A lot has been made of the need for wine to recruit younger drinkers. What’s your take on how best to accomplish that?

Tigner: The key is to make wine fun and accessible, and to meet consumers where they already are rather than waiting for them to come to us. We have created Thursday social hours at our tasting room properties, La Crema tours with wine bar experiences at targeted venues, and Kendall-Jackson wine bars inside NBA arenas. The goal is to show up in spaces where wine is not traditionally poured but where people are already enjoying themselves.

The “Field of Dreams” idea—“if you build it, they will come”—was a great movie, but it is a terrible marketing strategy. If you build it today, consumers may not even know you are there. You have to reach out to them, tell your story, and invite them in. The answer is not to hesitate but to keep experimenting. My philosophy is simple: keep taking shots and keep making plays.

You cannot wait for younger consumers to find wine; you have to show up where they are and give them a reason to care.

SND: The Jackson-owned California distribution company Regal Wine Co. has made a number of supplier pickups lately. Do you see further growth opportunity for that business?

Tigner: The momentum has been significant. Regal Wine Company now represents 350-plus wine and spirits brands from 16 countries. We’ve added producers including Austin Hope, Michael David Winery, Scheid Family Wines, Jean-Charles Boisset, Union Wine Company, and WX Brands.

Since RNDC announced their closure, we’ve received approximately 100 inquiries from wine and spirits brands. We’ve been very intentional about partnerships, meeting with only a small fraction of those inquiries and handpicking producers that are a strategic fit and aligned with our portfolio standards.

We focus on family businesses that share our values and approach to quality. The emphasis is on strategic—not expeditious—growth with partners that complement our existing strengths.

SND: What broader impacts on the California market are you anticipating as a result of RNDC’s exit?

Tigner: The RNDC exit perfectly illustrates the consolidation challenge. When a major distributor walks away, smaller producers get squeezed out as retailers simply replace their products with brands from remaining distributors. In 30-plus years, we went from approximately 1,800 wineries and 3,000 distributors nationwide to 12,000 wineries and 1,000 distributors today.

Distributor consolidation will accelerate as companies become comprehensive beverage partners—wine, spirits, beer, soft drinks, energy drinks, everything—because that’s their survival strategy. They’re branching out into all the beverage spaces with less specialization. However, the disruption is creating openings. Smaller distributors and regional players are also picking up displaced brands, not just mega-distributors. When there’s a gap in the market, someone will fill it, and companies like Regal may be more aligned with smaller family wineries than larger, national distributor companies.

SND: Looking ahead, what’s your outlook for Jackson Family Wines and the industry?

Tigner: The industry needs to move away from the panic-button mentality. I am an optimist and believe wine is well positioned with the next generation. Wine is more than a drink; it is an experience that brings people together around food, culture, and conversation. It offers variety, discovery, and connection in ways other categories cannot match.

At Jackson Family Wines, our greatest advantage is authenticity and multi-generational leadership, which brings together deep experience with fresh perspective.

Right now the fight is for market share. The fact that Kendall-Jackson Vintner’s Reserve Chardonnay has been the number-one wine in America for more than 30 years speaks to staying power. It is rare for any product in any category to remain number-one for that long.

We are also investing heavily in the future. That means scaling consumer marketing with a sharp focus on digital engagement, enhancing our direct-to-consumer experiences, and strengthening our sales and distribution network across the U.S. and globally. Consumers today live online. It is where they discover, research, and connect with brands, so we have to meet them there just as much as we do in our tasting rooms and in-store. Being present in both spaces is essential to building loyalty and long-term growth.

Ultimately, we need to come together. The industry’s future depends on collaboration, not division. There is plenty of room for all of us to succeed if we focus on elevating wine rather than fueling negative narratives or getting complacent. Our real competition is not each other, it is every other alcohol category fighting for consumer attention. If we unite around the uniqueness of wine, we can inspire the next generation of consumers and ensure the category thrives. When we rise together, we all win.

Tagged : Jackson Family Wines, kendall-jackson, La Crema, Regal Wine Co.

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