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막걸리·소주 아니었다…올해 최고 '우리술'은 포도와인_我的网站

A |     영동 캠벨얼리로 빚은 ‘베리와인 1168CS’ 대통령상딸기·꽃향에 산도·탄닌 조화…옛 집포도주 맛 재현요거트 닮은 탁주부터 토마토바질 막걸리까지 눈길294개 업체 472개 제품 경쟁…6개 부문 18점 선정[세종=이데일리 박순엽 기자] 우리술 하면 막걸리나 소주부터 떠올리기 쉽지만, 올해 대한민국 우리술 품평회 최고상은 충북 영동 포도로 빚은 와인에 돌아갔다. 선명한 자주빛에 딸기와 꽃향을 품은 ‘베리와인 1168CS’가 대통령상을 차지했다. 농림축산식품부는 ‘2026년 대한민국 우리술 품평회’에서 블루와인컴퍼니의 베리와인 1168CS를 대통령상으로 선정했다고 26일 밝혔다. 저도·고도 탁주와 약·청주, 과실주, 증류주, 기타주류 등 6개 부문에선 모두 18개 제품이 수상작으로 이름을 올렸다.

올해 대통령상을 받은 '베리와인 1168CS' (사진=농림축산식품부)

올해 품평회엔 294개 업체가 472개 제품을 출품했다. 지난해 출품작 402개보다 70개 늘었다. 전문가와 국민평가단이 맛과 향, 색, 질감, 완성도를 평가했으며 해외 소비자의 입맛과 수출 가능성을 살피기 위해 외국인 평가단도 참여했다. 대통령상을 받은 베리와인 1168CS는 충북 영동에서 재배한 당도 14브릭스 이상의 캠벨얼리 포도로 만든 알코올 도수 13도의 과실주다. 포도를 낮은 온도에서 침용한 뒤 짧게 1차 발효하고, 착즙 후 다시 발효해 포도 본연의 신선한 풍미를 살렸다. 예전에 집에서 빚어 마시던 포도주의 맛을 현대적으로 재현한 점도 특징이다. 선명한 자주빛을 띠며 딸기향과 꽃향, 신선한 산도와 탄닌이 균형을 이룬다는 평가를 받았다. 제조업체는 3대째 가족이 운영하는 와이너리로, 와인 양조학 전공 인력이 원료 입고부터 생산까지 품질을 관리하고 있다. 부문별 대상작도 이름과 맛에서 개성이 뚜렷했다. 저도탁주 대상인 ‘산정호수 동정춘 막걸리’는 조선시대 3대 명주로 알려진 동정춘을 현대적으로 되살렸다. 물을 적게 넣어 진하게 발효해 풍성한 과일향과 달콤한 맛을 냈다. 고도탁주 대상 ‘우리첫술 청설’은 바닐라 요거트를 연상시키는 부드럽고 크리미한 질감이 특징이다. 약·청주 대상 ‘담 골드’는 경기미를 5주간 발효하고 10주간 숙성해 은은한 황금빛과 산뜻한 신맛을 구현했다. 수상작의 도수는 6도부터 42도까지 취향만큼 다양했다. 증류주 대상 ‘이도42’는 청주산 유기농 쌀로 만든 42도 증류식 소주다. 높은 도수에도 깔끔한 맛과 부드러운 목 넘김이 좋은 평가를 받았다. 기타주류 대상 ‘복도만취 6도’는 예천 쌀로 만든 증류주에 복분자 과즙을 더한 6도 리큐르로, 가볍고 산뜻한 술을 선호하는 젊은 소비자의 취향을 겨냥했다. 수상작 가운데는 우리술의 익숙한 공식을 깬 제품도 눈에 띈다. 볶은 토마토와 생바질을 넣어 서양 음식과 곁들이도록 만든 ‘토마토바질’ 막걸리, 제주 감귤과 한라봉에 감귤꽃꿀을 더한 ‘마셔블랑 스프링’, 세 종류의 꿀을 섞어 만든 ‘허니와인 프로포즈’ 등이 최우수상과 우수상을 받았다.농식품부는 오는 9월 서울 북촌과 동대문 전통주 갤러리에서 수상작 시음·판매 행사를 열고, 10월에는 백화점 팝업스토어를 운영한다. 시상식은 11월 13일 서울 aT센터에서 열리며 대통령상 수상작에는 상금 1000만원이 수여된다. 정경석 농식품부 식품산업정책관은 “수상작들이 우리 농산물의 가치와 각 지역의 개성을 잘 보여주고 있다”며 “소비자가 우수한 우리 전통주를 더 쉽게 접하고 수상업체가 국내외 시장으로 진출할 수 있도록 홍보와 판로 지원을 강화하겠다”고 말했다.。         Staff members train a robot to work in a retail scenario at Maniformer, a physical AI data service platform, in Shanghai, east China, Aug. 5, 2026. In Shanghai's tech companies like AGIBOT and Maniformer, embodied intelligence robots are trained in household, retail, sorting, production and other real-world scenarios, to advance their AI capabilities for real-life use. (Xinhua/Chen Haoming)
Nation's value added in the service sector grew 5.2 percent year-on-year, 0.5 percentage points faster than overall economic growth. Retail sales of services rose 5.3 percent year-on-year. In the first half of the year, the service sector expanded steadily, playing an important role in supporting industrial upgrading and meeting people's livelihood needs.
A meeting of the Political Bureau of the Communist Party of China (CPC) Central Committee held on July 30 called for effectively expanding domestic demand and optimizing supply.
From April 7 to 8, a national conference on the service sector was held in Beijing — the first national gathering in the new era devoted to the service sector.
General Secretary Xi Jinping called for advancing producer services toward greater specialization and the higher end of the value chain, fostering high-quality, diverse and accessible consumer services, and building more "China Services" brands, as well as striving to break new ground in the high-quality development of China's service sector.
Beijing convened a municipal service sector conference and pledged to actively shape the "Beijing Services" brand.
Shanghai released its 15th Five-Year Plan (2026-30) for service sector development, aiming to comprehensively enhance the global reach and international competitiveness of "Shanghai Services."
Southwest China's Chongqing Municipality set out to build a modern service industry system and burnish "golden calling cards" of service development such as "Chongqing Trade Global."
Since the national conference, regions and departments have coordinated their planning and accelerated the building of service brands. By 2030, China's service sector is expected to top 100 trillion yuan ($14.6 trillion) in total scale, with higher quality, a better structure and improved standards.
With that target in sight, the Chinese economy is undergoing a fresh "system upgrade."
I
Building more "China Services" brands is an inevitable choice that follows the laws of economic development and drives economic transformation and upgrading.
China's service sector has steadily expanded in scale and continuously improved in quality and efficiency since the 18th National Congress of the CPC, playing an important role in supporting industrial upgrading, meeting people's livelihood needs and driving job growth, according to Xi.
Scale is the most direct yardstick. In the first half of this year, the service sector accounted for 59.5 percent of GDP, making it the largest sector of the national economy, and contributed 66.1 percent to economic growth, emerging as the main engine of expansion. The figures reflect the sector's weight in high-quality development and in Chinese modernization as a whole.
The Chinese economy sits at a critical window as it shifts from factor-driven to innovation-driven growth, and from investment-led to consumption-led expansion. Projections show that during the 15th Five-Year Plan period, the service sector's contribution to GDP growth will rise steadily, making it the economy's main engine in every sense.
This is also where the key lies in answering people's expectations for a better life and in expanding domestic demand.
The changing Engel coefficient traces the leap in household consumption. At the start of reform and opening-up, the Engel coefficient for Chinese households exceeded 60 percent; in 2025 it stood at just 29.3 percent. The sharp drop in the share of spending on food has freed up vast room for consumption of services such as education, health, culture and tourism.
Global experience shows that once a country's per capita GDP passes $10,000, its consumption structure typically shifts markedly, with services taking a rapidly rising share. China is now in that critical transition. Consumption is moving from "subsistence consumption," geared mainly to basic needs, toward "development-oriented consumption" that seeks quality, experience and self-fulfilment.
From the breakout popularity of the Jiangsu Football City League and the Village Super League to the growing craze for "traveling to catch a show"; from the rapid spread of service points for the elderly and young children to 30-minute delivery of just about anything becoming the norm — service consumption is no longer an optional garnish but a necessity of a better life. With a middle-income group of more than 400 million, China is entering a golden period for expanding the capacity and quality of its service sector.
It is also a key step toward raising total factor productivity and developing new quality productive forces.
Take a garment company. In R&D, AI-assisted design can shorten development cycles. In production, intelligent transformation and digital upgrading can sharply lift efficiency. In distribution, modern logistics can cut overall costs. In sales, market analytics can match products precisely to customer segments.
Globally, as industries divide labor more deeply and integrate faster, leading manufacturers are broadly shifting toward service-oriented manufacturing, drawing on strengths in information, finance, R&D and design to dominate the construction of global value chains. Producer services play an increasingly prominent role in production networks, and largely determine whether product value can extend toward both ends of the "smile curve."
As the world's largest manufacturing nation, China still sees producer services account for less than 35 percent of GDP in value added, leaving gaps in scale, quality and efficiency compared with advanced international levels. Upgrading the service sector is key to moving from a manufacturer of quantity to one of quality.
II
In building more "China Services" brands, tailoring measures to local conditions and applying targeted policies is the basic methodology.
Underscoring demand-driven development, reform breakthroughs, technology empowerment as well as opening-up and cooperation, Xi called for carrying out capacity-expanding and quality-upgrading initiatives in the service sector.
The service sector spans many categories and takes many forms; its subsectors differ in their levels of development and the challenges they face.
Start with producer services, these must serve enterprises across the full span of production and operations, with the aim of firmly supporting industrial transformation and upgrading by shoring up weak links along the entire chain.
Among these, the deep integration of advanced manufacturing and modern services — the so-called integration of the two sectors — is one of the core propositions of current industrial policy. For a long time, manufacturing and services have operated on parallel tracks, belonging to different policy systems, statistical classifications and regulatory frameworks.
Breaking down this divide requires embedding services into every pore of manufacturing, and the breakthrough lies in data and policy. On one hand, the industrial internet should serve as the link that connects data silos, drawing service firms to develop specialized, manufacturing-oriented services on a data foundation and forming an ecosystem of "data flow — embedded services — value creation." On the other, statistical and policy systems need reform: drawing on international experience, service units inside manufacturers should be able to keep separate accounts and enjoy service-sector policy benefits, giving the integration of the two sectors a clear policy foothold.
Turn to consumer services. At their core, these address people's needs across the full life cycle, with the aim of better meeting aspirations for a better life by raising the development level of key consumer service areas.
Take elderly care and childcare. Demand is moving up from basic provision toward inclusive and even mid- to high-end services, and it is broadening: expectations now span facilities, services, and material and emotional needs alike. Supply-side structural strains are equally acute. In some big cities, beds at high-quality elderly care institutions are nearly impossible to secure, while many beds sit empty at township homes for the elderly. Places at standardized chain childcare centers are hard to come by, even as some small childcare providers struggle to stay in business.
Faced with strains that are multilayered and varied, only precise disaggregation and tiered policies can deliver genuine quality upgrades.
At the baseline, the government should take the lead in improving the three-tier elderly care network across counties, townships and villages, reinforcing the social safety net. At the middle tier, the government should guide the way — using investment, tax and fee incentives, resource guarantees and institutional reform to mobilize more social forces, so that more families can access elderly care and childcare that is affordable, reliable in quality and safe. At the upper tier, industrial policy and a better business environment should support market players in providing personalized and customized services.
III
Building more "China Services" brands means seizing the initiative through the newness of innovation and winning reputation through the substance of quality.
Building more "China Services" brands requires deepening institutional opening-up.
Brands are forged only in open competition. However, barriers in goods trade sit mainly "at the border" — tariffs and customs clearance — while barriers in services trade are more often hidden "behind the border," in market access rules, regulatory systems, qualification recognition and the mutual recognition of professional credentials.
China needs to keep refining the negative list for the service sector and further trim its scope, so that it becomes a genuinely predictable and workable opening-up commitment. It also needs to improve regulatory transparency and consistency, align regulatory rules with prevailing international practice, and reduce hidden barriers. At the same time, cross-border mutual recognition of professional credentials for engineers, physicians and others should be actively advanced, allowing high-end service talent to move freely.
Building more "China Services" brands also means that, as the saying goes, it takes a good blacksmith to forge good iron.
A recent piece of news drew global attention: Mixue Ice Cream & Tea has grown to nearly 60,000 stores worldwide, becoming a food and beverage chain of broad global influence.
Behind Mixue's success lies an intelligent supply chain system. At the front end, it converts consumption data into planting data, guiding farmers to produce to order. In the middle, an intelligent scheduling system coordinates nearly 30 warehouses nationwide, with cold chain coverage reaching more than 97 percent of stores. At the tail end, algorithms provide precise support for choosing store locations. Foreign media have remarked that the chain store's mascot "Snow King" will turn up in your city sooner or later.
Differentiated competition among service brands, in the end, comes down to a contest of innovation capability. For "China Services" brands to truly stand firm, make a name and travel far, they must seize the initiative through the newness of innovation, pushing continuous breakthroughs in service models, technologies and consumption scenarios, and win reputation through the substance of quality.
From selling products to selling services, from "Made in China" to "China Services" — as a 100-trillion-yuan service landscape slowly unfolds, there is reason to believe that these gleaming "China Services" calling cards will converge into powerful momentum for the high-quality development of the Chinese economy.
This was compiled from an article originally published on the front page of the People's Daily on August 13, 2026.
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