Maison Louis Latour is one of Burgundy's oldest and most respected family-owned wine businesses, combining more than two centuries of winemaking, innovation, and international entrepreneurship. While the company was formally established in 1797, the Latour family's involvement in viticulture dates to 1731, when the family acquired its first vineyard holdings in the Côte de Beaune.
Over eleven generations, the family has transformed a local vineyard operation into one of Burgundy's leading wine houses while maintaining family ownership and stewardship.
Today, Maison Louis Latour owns one of the largest vineyard estates in Burgundy, operates vineyards and wineries beyond Burgundy, exports worldwide, and remains under family leadership. Its history reflects a recurring theme that has defined the company for over 225 years: respect for tradition combined with a willingness to innovate for future generations.
Origins of the Family and Early Vineyard Holdings (1731–1797)
The Latour family's roots in Burgundy wine began in 1731, when the family acquired vineyard parcels in the Côte de Beaune, one of France's most prestigious wine-growing regions. At the time, the family was also involved in cooperage, the craft of making oak barrels, providing them with expertise in an essential part of the wine industry.
A defining moment came in 1768, when Mr. Jean Latour settled in Aloxe-Corton and established his own cooperage business. He gradually expanded the family's vineyard holdings through acquisitions of notable parcels including:
Many of these vineyards remain in family ownership today, giving the company an exceptionally long connection to Burgundy terroir.
The French Revolution further opened access to vineyard ownership and encouraged entrepreneurial activity, creating the conditions for the formal establishment of the family business.
Foundation of Maison Louis Latour (1797–1867)
Maison Louis Latour was formally established in 1797, marking the beginning of the wine house as a commercial enterprise.
By 1815, Louis Latour wines were being exported to Great Britain, one of the earliest examples of Burgundy wine reaching international markets. During the nineteenth century, the company continued to acquire premium vineyard sites, especially around Corton, while strengthening its reputation abroad.
By 1860, the family estate had expanded to approximately ten hectares, and Louis Latour wines were being exported to markets including: Great Britain, the United States, Belgium, Romania, Argentina and the Dutch East Indies (Java).
A major strategic shift occurred in 1867, when the company expanded beyond estate production and became a négociant, purchasing and marketing wines from other growers. The company established offices in Beaune at 18 Rue des Tonneliers, France, where it remains today. This move significantly increased scale while preserving quality control.
Innovation During Crisis: Phylloxera and Vineyard Expansion (1870–1931)
Like much of the French wine industry, Louis Latour was severely affected by the Phylloxera epidemic, which devastated vineyards across France in the late nineteenth century.
Rather than retreat, the family invested heavily in replanting and restoration. One of the most important strategic decisions came during the 1890s, when the fifth Louis Latour replaced Aligoté and old Gamay vines with Chardonnay in vineyards south of Corton. This decision contributed to the creation and development of what became the world-famous Corton-Charlemagne Grand Cru (the highest quality designation in the Burgundy wine classification system). Corton-Charlemagne Grand Cru became a symbol of the Louis Latour family's foresight and innovation after the Phylloxera crisis.
Corton Grancey Cuverie
Another landmark acquisition occurred in 1891, when Maison Louis Latour acquired:
The company also expanded into the Côte de Nuits (French wine region), acquiring prestigious Grand Cru parcels (top-tier vineyard plots) including Romanée-Saint-Vivant and Chambertin.
At the beginning of the twentieth century, luxury hotels and fine-dining establishments such as the Ritz Paris, Hotel de Paris Monte Carlo, and Beau-Rivage Geneva became important customers, helping elevate the brand's international prestige.
Modernization and International Expansion (1931–1999)
In 1931, Mr. Louis-Noël Latour, a young agricultural engineer, played an important role in combating the lingering effects of Phylloxera by promoting Pinot Noir grafted onto resistant American rootstocks.
Following World War II, rising global demand for fine wines accelerated the company's growth. Maison Louis Latour strengthened its position in export markets and became one of Burgundy's most visible international brands.
The sixth Louis Latour embraced modernization while preserving traditional winemaking. During the 1970s, the company invested in modern production facilities at Clos Chameroy near Beaune, integrating production, bottling, labelling, cooperage, and logistics.
The company also began expanding beyond Burgundy:
These initiatives diversified production while bringing Burgundy expertise to new regions.
(*It is widely recognized as the first winery in France specifically designed and built for winemaking operations, rather than being adapted from another structure. The winery is built over five levels into the hillside. Grapes and wine move naturally from one stage to the next using gravity rather than pumps. This minimizes handling and mechanical intervention, helping preserve the quality, texture, and character of the wine. In the 1830s, designing an entire winery around gravity was a highly innovative concept. Many modern premium wineries worldwide now use gravity-flow systems, but the Corton Grancey Cuverie pioneered this approach almost two centuries ago.)
Leadership Across the Eleventh and Twelfth Generations
A defining feature of Maison Louis Latour has been its continuity of leadership through the family line.
In 1999, Mr. Louis-Fabrice Latour, the seventh Louis Latour and eleventh generation family member, assumed leadership of the House. His philosophy reflected a longstanding family principle:
"Each generation must innovate for the generations to come."
Under his leadership, the company combined tradition with sustainable development, technical modernization, and international growth.
A major sustainability milestone came in 2003, when Maison Louis Latour obtained ISO 14001 Environmental Certification, demonstrating its commitment to responsible viticulture and environmental management.
Following the passing of Louis-Fabrice Latour in 2022, Florent Latour assumed leadership of the Maison in 2023, continuing the family's long tradition of stewardship. He works closely with family shareholders, the management board, and employees while preparing the twelfth generation for future leadership.
Maison Louis Latour illustrates how a family business can preserve its identity across centuries while continuously adapting to changing markets and technologies. From vineyard acquisitions in 1731 to global wine exports today, the company has survived revolution, disease, world wars, and industry transformation through disciplined stewardship and long-term thinking.
Family Governance and Continuity
Although Maison Louis Latour discloses little about its formal governance mechanisms, publicly available information points to several principles that have supported continuity across eleven generations:
The succession from Louis-Fabrice Latour to Florent Latour in 2022-23, along with the emergence of twelfth-generation family members in executive roles, suggests a governance philosophy focused on continuity, stewardship, and long-term preservation of the family's legacy.
Conclusion
Maison Louis Latour demonstrates that exceptional longevity is not the result of preserving tradition alone. Its success stems from a combination of patient stewardship, entrepreneurial adaptation, disciplined reinvestment, and a willingness to innovate while remaining anchored to family values. Across eleven generations and more than two centuries, the family's guiding principle has remained remarkably consistent: each generation must leave the business stronger for the next.
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