{"id":25941,"date":"2025-10-30T13:36:36","date_gmt":"2025-10-30T13:36:36","guid":{"rendered":"https:\/\/insidelaplace.rcassocies.com\/?p=25941"},"modified":"2025-10-30T15:30:47","modified_gmt":"2025-10-30T15:30:47","slug":"chateau-angelus-between-heritage-and-innovation","status":"publish","type":"post","link":"https:\/\/insidelaplace.rcassocies.com\/en\/2025\/10\/30\/chateau-angelus-between-heritage-and-innovation\/","title":{"rendered":"Ch\u00e2teau Ang\u00e9lus : between heritage and innovation"},"content":{"rendered":"\t\t
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St\u00e9phanie de Bo\u00fcard-Rivoal<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Co-owner and Managing Director<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Introduction<\/b><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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GB : You\u2019re at the head of a major enterprise \u2014 130 hectares, three restaurants, 170 employees. How do you handle that level of responsibility on a daily basis?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong>You have to keep things in perspective, but in the world of wine, it\u2019s certainly a significant structure, and managing the teams is particularly stimulating. We\u2019ve grown from 25 to 170 employees, and from 30 to 130 hectares in just over ten years. That\u2019s considerable growth \u2014 one that had to be guided and supported. It requires stepping back and keeping an overall perspective to manage everything with a well-thought-out and clearly communicated strategy. It also demands method and rigor.<\/span><\/p>

We\u2019ve established departments that work closely together \u2014 both within the vineyard and alongside our restaurants and hotels. Some functions, such as communications and accounting, are transversal.<\/p>

I\u2019m fortunate to rely on a strong team, with department heads I meet every week. We communicate as often as needed, but these regular meetings help ensure that the framework and direction I\u2019ve set remain clear. The vision I carry must be understood and shared in order to be implemented effectively.<\/p>

I often ask myself, when something goes off track: \u201cWas I clear enough?\u201d That question is essential, because communication is the key. Everyone must understand the vision, embrace it, and feel fully part of the project.<\/p>

So when I travel \u2014 which happens very often \u2014 I can do so with peace of mind. I know everything is in good hands, that I can rely on capable and trustworthy colleagues who are fully aligned with my standards and expectations for the estate.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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The brand Building <\/b><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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GB : Among all your strategic decisions, which one has had the biggest impact on you and made you the proudest?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>Among all my strategic decisions, I believe I\u2019m particularly proud of the ones I made for Carillon. Originally, Carillon was the second wine \u2014 and often, the second wine is seen as the \u201cdefault\u201d wine. That bothered me. I found this label limiting compared to the potential I saw in Carillon.<\/span><\/p>

So, I set myself the mission of transforming Carillon d\u2019Ang\u00e9lus \u2014 to make it evolve and give it a true identity. Between 2016 and 2019, we began a new era: with vineyards 100% dedicated to Carillon, acquired across the Saint-\u00c9milion appellation, Carillon became independent from its elder sibling. These vines come from prestigious areas \u2014 Figeac\u2013Cheval Blanc, Saint-Christophe-des-Bardes, and the outskirts of Ang\u00e9lus \u2014 offering three types of soils and terroirs, a true mosaic of Saint-\u00c9milion.<\/p>

Today, Carillon has its own identity, its own style: a crisp, clean attack, a full and elegant mid-palate, and a fresh, delicate, lingering finish. We gave ourselves the means to fully realize this ambition with the construction of the Carillon cellar \u2014 a spectacular investment in scale, architecture, and its gravity-flow design.<\/p>

I\u2019m proud to have led this transformation \u2014 to have helped Carillon step out of the shadows and become a major wine in its own right, crafted with the same care and precision as Ang\u00e9lus. It\u2019s a small revolution, a success that, in my view, has changed the perception of this wine \u2014 and, more broadly, of the wine world itself.<\/p>

GB :\u00a0Is it important to have a brand like Carillon d\u2019Ang\u00e9lus as part of everything you do \u2014 for brand building and image \u2014 beyond, of course, the quality of the wine itself?<\/strong><\/em><\/p>

SBR :<\/strong>\u00a0You\u2019re right \u2014 quality always comes first. It\u2019s the driving force, even before anything else is imagined. That said, the world of wine is evolving rapidly, and in recent years it has clearly shifted toward an environment defined by strong brands.<\/span><\/p>

This wasn\u2019t a premeditated strategy on our part; it\u2019s more a natural consequence of our pursuit of excellence. The name Ang\u00e9lus \u2014 that of the grand vin \u2014 shines brightly, but this reputation, both fragile and precious, must be built and protected every single day.<\/p>

Today, Ang\u00e9lus represents an entire galaxy, where alongside the grand vin orbit Carillon d\u2019Ang\u00e9lus, Num\u00e9ro 3 d\u2019Ang\u00e9lus, Tempo d\u2019Ang\u00e9lus, and Hommage \u00e0 \u00c9lisabeth Bouchet. Consumers need trust and clear reference points \u2014 whether they are from the new generation, perhaps even more sensitive to this, or long-time enthusiasts who already know us. These brands, both strong and coherent, are essential in guiding them.<\/p>

A wine that is recognized \u2014 with a distinctive label, thoughtful design, elegant packaging, and presentation \u2014 that matters. Consumers perceive these wines as expressions of the same family \u2014 an umbrella brand, Ang\u00e9lus, with a structured, coherent, and easily identifiable universe. All of this serves as a guarantee of trust and quality.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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The challenges of the Bordeaux market and the Place de Bordeaux<\/b><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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GB : How do you see the current state of the fine wine market in Bordeaux?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>It\u2019s a market currently going through a period of crisis \u2014 one that needs to reinvent and renew itself, especially around the en primeur campaigns. Preparation and anticipation are now essential: we must know our clients, go out to meet them, be present in the markets, talk about Bordeaux, talk about our wines. Because there is savoir-faire, but as Paul Bocuse used to say, there\u2019s also faire-savoir \u2014 the art of making it known. And in times of crisis, it\u2019s more important than ever to show, to make people discover or rediscover our wines, and to educate and inspire \u2014 particularly among the younger generations.<\/p>

This educational mission is absolutely essential. Through the tastings we organize in wine clubs, business schools, and universities, we aim to prevent a generational disconnect in wine culture. People often say young consumers are turning away from wine \u2014 it\u2019s our role to ensure this transfer of knowledge, of taste, and of culture.<\/p>

We must also stand up \u2014 or at least remain vigilant \u2014 so that the discourse of health lobbies and anti-wine activists doesn\u2019t dominate. We must remind people that wine cannot be equated with alcohol in the simplistic way they portray it. Of course, there is alcohol in wine, but wine cannot be reduced to alcohol alone, nor compared to pornography or tobacco. It\u2019s essential to say this, to communicate it clearly. I often quote Pasteur, who said that \u201cwine is the most healthful and hygienic of beverages.\u201d Louis Pasteur, a chemist by training, knew exactly what he was talking about. And I\u2019ve seen it in my own family \u2014 my grandparents lived to 96 and 97 years old, and they shared a bottle of wine every day for nearly 75 years.<\/p>

So yes, we have a major mission of education, communication, and advocacy ahead of us. That includes using social media. We must multiply the channels and platforms to share our passion, to fight against misconceptions and caricatures. It\u2019s a subject I feel very strongly about.<\/p>

GB : Bernard Burtschy recently said that major brands are trying to regain control over their distribution. Do you agree with him, or do you still believe in the Place de Bordeaux system?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>I can only observe \u2014 and regret \u2014 that the Place de Bordeaux has weakened and now needs, as I mentioned earlier, to reinvent itself. For the moment, I don\u2019t know of a more efficient system than the Place, which still has many strengths \u2014 as proven by the growing interest of major international producers in recent years. That said, I believe a deep, honest, and rigorous reflection is needed \u2014 particularly regarding the en primeur system \u2014 and that reflection must be collective.<\/span><\/p>

Perhaps there are too many players, too many n\u00e9gociants, too many wines released to the market. Certain behaviors \u2014 such as some n\u00e9gociants not respecting price guidelines \u2014 weaken the entire chain. It creates imbalance and a negative spiral that drags the whole system downward.<\/p>

Better control over one\u2019s distribution is certainly one possible path. But the Place de Bordeaux has a long history and a proven model. Even if it\u2019s showing signs of fatigue today, I don\u2019t believe we should dismantle such an extraordinarily efficient tool. Instead, we must work with the Place to find solutions that ensure qualitative distribution and an economically sustainable model for everyone. However, each estate has its own identity and business model, and the Place, by nature, offers a generic framework that doesn\u2019t always take these specificities sufficiently into account.<\/p>

At present, I find the situation worrying: the sector is weakening, and collective, non-partisan action has become an urgent necessity. On our end, we plan to act on our distribution in the coming months to make it more qualitative. If it is, it will better serve those partners who work seriously \u2014 many of whom have been penalized by the instability caused by less scrupulous players. Certain behaviors have a lasting negative impact on the entire community that is the Place.<\/p>

GB : Do you think there\u2019s still a future for the en primeur system? People increasingly live in cities without cellars, and the younger generation doesn\u2019t like to wait before consuming.<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>I do believe there\u2019s still a future \u2014 but only if Bordeaux succeeds in restoring the prestige of the en primeur system, and not just through a few isolated successes, such as perhaps Ang\u00e9lus in 2024. Bordeaux as a whole must become attractive again during en primeur. The younger generation, in particular, tends to be impatient and doesn\u2019t want to buy wines to drink decades later. But if they understand that by buying now they\u2019re making a smart purchase, they can be persuaded.<\/span><\/p>

Of course, that requires trust. If the message is unclear, trust will be hard to build. That\u2019s why Bordeaux as a whole must make smart, deliberate choices. And price is not the only factor. We saw it clearly in 2024: prices were very attractive, but demand overall did not follow. The market environment was difficult, the geopolitical context uncertain, and the vintage unfairly criticized by parts of the press \u2014 none of which helped promote 2024.<\/p>

We now have a real opportunity with 2025 to bounce back. It could be a breath of fresh air \u2014 but if 2026 turns out to be more difficult, the relapse could be harsh.<\/p>

We must therefore be very cautious. It\u2019s normal for 2025 prices to rise somewhat \u2014 but this increase must be measured and controlled, so as not to break the fragile market dynamic or lose the trust of consumers. Collectively, we have a chance to chart a more positive and inspiring trajectory for the next campaign. We absolutely must not miss it. It may not save the en primeur system entirely, but it could help move it in the right direction.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Distribution: today and tomorrow<\/b><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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GB : Because of these strong price fluctuations, consumers are getting lost too.<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>Yes, I don\u2019t think that\u2019s a good thing. I\u2019ve always believed it\u2019s better to be more consistent, more stable. Not everyone agrees \u2014 some think it\u2019s wonderful to be able to go very high, very fast\u2026 I\u2019m not so sure. Consumer habits have changed a lot, and I don\u2019t think today\u2019s clients are willing to pay much more for a vintage, even an exceptional one.<\/span><\/p>

Above all, when prices drop sharply, it damages the brand and worries consumers. It creates a negative expectation \u2014 \u201chow low will it go?\u201d Conversely, when prices rise, it can build confidence, yes \u2014 but we mustn\u2019t go too far either. When the declines are too steep, they send a signal of anxiety to the market, which then goes into a holding pattern.<\/p>

I believe it would be beneficial for the entire Place de Bordeaux if price variations were more moderate and better controlled.<\/p>

GB : But are we really managing to work together?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>Once you know your distribution network well \u2014 I mean the first circle \u2014 and there\u2019s good communication and transparency in the exchanges, then yes, we can. N\u00e9gociants need to inform us precisely about the markets where they sell our wines, and in return, we must share our intentions: to strengthen some markets or, on the contrary, to avoid being overly present in others.<\/span><\/p>

I think we\u2019ve made great progress on this point. There\u2019s a real relationship of trust \u2014 but it needs to be renewed every year. As long as the n\u00e9gociant is satisfied with their sales and the estate is as well, the relationship remains balanced. It\u2019s a mutual relationship, one that must be valued and reassessed annually as the market evolves.<\/p>

GB : Speaking of markets, I saw in the statistics you sent us that Europe and Asia are very important for you?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>Yes, Europe currently represents around 50% of our sales. As for Asia, the situation has been mixed: China has seen a significant slowdown, but other Asian markets \u2014 Japan, Singapore, the Philippines, Malaysia, Thailand, Korea, and Taiwan \u2014 are performing remarkably well. Cambodia too, where we have a strong presence, even though the current context there is more complex. Asia remains a major strategic focus.<\/span><\/p>

At the same time, we\u2019re seeing strong progress in the United States. Despite a challenging environment and trade tariffs, we\u2019re building our presence methodically: three team members are dedicated to the U.S. market \u2014 Victoire carries out field missions there, while two others are based locally. I had noticed that our wines were somewhat underrepresented there, and we\u2019re now beginning to close that gap.<\/p>

In Asia, we have a representative based in China, while Bong, based in Bordeaux, oversees the rest of the region. In Europe, two team members focus specifically on France, and Anna manages the entire continent. Every market is covered so that our wines are represented in the best possible way \u2014 we want to stay close to our distributors and our consumers.<\/p>

GB : Those are major investments for 130 hectares of vines.<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>Yes, but I believe our strength lies precisely in being on the ground, speaking about our wines. The estate has a very human dimension, and we must continue to ensure that people keep those touchpoints alive \u2014 that they taste our wines, stay informed about our developments and projects. Many come to visit the estate, but I think it\u2019s just as important for us to go to them. It moves them; they appreciate that personal attention \u2014 and above all, it immerses them in the world of Ang\u00e9lus.<\/span><\/p>

GB :\u00a0You have to hold your place.<\/strong><\/em><\/p>

SBR <\/strong><\/span>:\u00a0<\/strong><\/span>Absolutely. It\u2019s key right now. With social media, everything moves so fast.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Conclusion<\/b><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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GB : Can you tell us a few words about the 2025 vintage?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>You\u2019re the first \u2014 the first n\u00e9gociant \u2014 to whom I\u2019m revealing the name: L\u2019Irr\u00e9sistible. The name had to reflect the character of the vintage while carrying a certain resonance. Translation never quite conveys its full meaning.<\/span><\/p>

We harvested over a relatively short period \u2014 barely ten days. The Merlots reached maturity almost simultaneously across some twenty hectares, very quickly. The Cabernets were picked a little later, but still within a tight window. Although this vintage differs from 2022, the Cabernet Francs once again showed remarkable resilience and strength, aided by surface cover crops that preserved freshness and moisture. The grapes reached perfect ripeness, with beautifully thick skins.<\/p>

We benefited from a very sunny, dry summer, yet the vines never suffered: the deep clay and limestone soils retained enough water and minerals despite the drought. We observed virtually no scorching or shriveling, except slightly on the youngest vines, and density sorting allowed us to select an exceptional harvest.<\/p>

Yields are not high, but they remain perfectly respectable given the conditions \u2014 around 35 hectoliters per hectare. In short, the 2025 vintage is precise, concentrated, and full of promise \u2014 perfectly aligned with the high standards that guide our estate.<\/p>

GB : Can you tell me a few words about the construction of the new cellar at Ang\u00e9lus?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>The cellar is still under construction. It should be completed during 2026, which will likely be the first vintage produced in this new space. It\u2019s a rather revolutionary cellar, truly unique in its design: everything is suspended. Only three materials have been used \u2014 wood, stainless steel, and concrete \u2014 in a remarkable architectural feat. Across a vast surface, there are no beams, no girders, no supporting pillars. The structure is inspired by cathedral architecture, with a thick floor supporting the vaulted ceiling above. It will be unveiled in 2026 \u2014 an extraordinary and truly spectacular creation.<\/span><\/p>

GB : You left the Saint-\u00c9milion classification. How do you feel about that, three years later?<\/strong><\/em><\/p>

SBR :\u00a0<\/strong><\/span>A great sense of freedom. <\/span>We\u2019ve never been as demanding or as precise about the quality of our wines as we are now. But stepping away has allowed us to focus entirely on the essence \u2014 on crafting the wines themselves \u2014 without the distractions of rivalry, jealousy, or criticism. I\u2019m convinced the market has fully understood and accepted this. I\u2019m genuinely happy that we now have this freedom for Ang\u00e9lus.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

In July 2022, I met with St\u00e9phanie de Bo\u00fcard-Rivoal for an interview you can find on our website:\u00a0Inside La Place \u2013 A Family Story.<\/p>\n

Two years later, we had the pleasure of welcoming her to our offices for the fourth edition of Regards Crois\u00e9s by Roland Coiffe & Associ\u00e9s, alongside wine critic Alexandre Ma and our sales team. Before the tasting, St\u00e9phanie took the time to answer a few questions \u2014 and, as always at Ang\u00e9lus, there is no shortage of exciting projects.<\/p>\n","protected":false},"author":10,"featured_media":25985,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[635,812],"tags":[1522,1523,1526],"appellation":[1047],"profession":[942],"propriete":[1534],"personnalite":[],"class_list":["post-25941","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-635","category-812","tag-chateau-angelus","tag-stephanie-de-bouard-rivoal","tag-stephanie-de-bouard-rivoal-2","appellation-saint-emilion-grand-cru-classe-en","profession-wine-professional","propriete-chateau-angelus-4-en"],"yoast_head":"\nCh\u00e2teau Ang\u00e9lus : between heritage and innovation - Inside La Place<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/insidelaplace.rcassocies.com\/en\/2025\/10\/30\/chateau-angelus-between-heritage-and-innovation\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Ch\u00e2teau Ang\u00e9lus : between heritage and innovation - Inside La Place\" \/>\n<meta property=\"og:description\" content=\"In July 2022, I met with St\u00e9phanie de Bo\u00fcard-Rivoal for an interview you can find on our website:\u00a0Inside La Place \u2013 A Family Story. Two years later, we had the pleasure of welcoming her to our offices for the fourth edition of Regards Crois\u00e9s by Roland Coiffe & Associ\u00e9s, alongside wine critic Alexandre Ma and our sales team. 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