{"id":46081,"date":"2026-09-18T13:17:33","date_gmt":"2026-09-18T11:17:33","guid":{"rendered":"https:\/\/www.vinexposium.com\/?p=46081"},"modified":"2026-09-18T14:12:03","modified_gmt":"2026-09-18T12:12:03","slug":"sonal-holland-mws-full-circle-moment","status":"publish","type":"post","link":"https:\/\/www.vinexposium.com\/en\/actus\/market-pulse\/lessons-for-success-in-asia\/","title":{"rendered":"Lessons for success in Asia"},"content":{"rendered":"

Author: <\/strong>Jean-Charles Letellier \u2013 VINIFIELD<\/p>\n

For decades, exporting to Asia was often seen as a simple equation: Find an importer, ship the wines and wait for sales to grow. Jean-Charles Letellier explains why that model does not work.<\/strong><\/p>\n

My first negotiation in China was a disaster, but I did not realise it at the time.<\/span><\/p>\n

In 2010, I travelled there representing a Bordeaux winery. Like many young export managers, I believed that good wine, a competitive price, and a professional presentation would naturally lead to a deal.<\/span><\/p>\n

The meeting seemed to go exactly as I had hoped \u2014 the importer complimented the wines, asked detailed questions and appeared genuinely interested in the portfolio \u2014 and I was convinced an order would come within days. But it never did.<\/span><\/p>\n

A few weeks later, I realised that we had spent the meeting discussing two completely different subjects. I was explaining the quality of the wines while the importer was evaluating whether I was someone he could trust and work with over the long term. I was focused on the product. He was focused on the relationship.\u00a0<\/span><\/p>\n

After more than 15 years and hundreds of meetings across China, Japan, South Korea, Singapore, Vietnam and other Asian markets, that lesson has stayed with me. Yet I still see many wine and spirits producers making that same mistake. Even today, the biggest challenge in Asia is not finding an importer but building a market \u2014 and those are two very different tasks.<\/span><\/p>\n

\"Portrait \u00a9 Vinifield<\/p>\n

Asia today<\/strong><\/span><\/h2>\n
\n

‘Today, the challenge is not to gain access to the market but to earn a place within it’<\/span><\/strong><\/p>\n

\n

Between March and May 2026, I spent nearly three weeks on the ground in Asia, attending Tang Jiu Hui in Chengdu, China, ProWine Singapore and Vinexpo Hong Kong.<\/span><\/p>\n

In Chengdu, I met importers actively searching for value. Many were looking for products capable of performing in a challenging economic environment. Conversations quickly focused on pricing, margins and commercial viability rather than brand prestige alone.<\/span><\/p>\n

In Singapore, discussions were often centred on premium positioning, hospitality opportunities and regional distribution. Many buyers were not simply evaluating products. They were evaluating whether a producer could support long-term development across Southeast Asia.<\/span><\/p>\n

Hong Kong presented yet another reality. Burgundy allocations, collectable wines and products targeting private clients attracted considerable attention. Yet regardless of the market, conversations repeatedly returned to the same topics: target consumers, retail pricing, brand activation and the producer’s willingness to invest over the long term.<\/span><\/p>\n

Although the three exhibitions reflected very different market realities, one thing struck me<\/strong>: Very few importers were looking for another supplier. Most were looking for partners who could help them grow their businesses. That distinction is important because it explains why some producers leave Asia with orders while others leave with only business cards.<\/span><\/p>\n

Asia remains one of the world’s most dynamic regions for wine and spirits, and opportunities there remain significant. But the environment is no longer what it was 10 years ago. The market has become smaller, more premium and more selective.<\/span><\/p>\n

Today, the challenge is not to gain access to the market but to earn a place within it<\/strong>. That requires choosing the right market, understanding the final consumer price, selecting the right local partner, investing in brand activation and committing to long-term market development.<\/span><\/p>\n

\"Poign\u00e9e \u00a9 Vinifield<\/p>\n

Choosing the right market <\/span><\/strong><\/span><\/h2>\n

Asia is not one market<\/strong>; a strategy that works in Tokyo may fail completely in Shanghai. A product that succeeds in Singapore may find no audience in Vietnam.\u00a0 So when producers tell me they want to develop in Asia, my first question is always the same: Which market exactly?<\/span><\/p>\n

This decision may have a greater impact on success than the choice of distributor itself. Rather, the strongest export projects start with market selection. Before speaking to a single importer, producers should be able to explain why they are targeting a specific market, why the timing is right and why their brand deserves attention now.<\/span><\/p>\n

Understanding the final consumer price<\/strong><\/span><\/h2>\n

In my experience, every export project should start with a simple question: What will the consumer actually pay?\u00a0<\/strong><\/span><\/p>\n

At a trade fair several years ago, I presented a Bordeaux wine to an importer who genuinely liked the product. Everything seemed positive until we calculated the final consumer price; once we added logistics costs, taxes and the various margins required throughout the distribution chain, the wine found itself competing directly with stronger, more established brands. The importer smiled at me and said, “Good wine. Wrong price.” The conversation ended there.<\/span><\/p>\n

Consumers do not buy ex-cellar prices; they buy retail prices<\/strong>. And they compare your product with every alternative available on the shelf.<\/span><\/p>\n

The producers who work backwards from the target retail price generally build stronger and more sustainable export strategies than those who focus only on their cellar price.<\/span><\/p>\n

Finding the right local partner <\/strong><\/span><\/h2>\n

While finding an importer is not the main objective, choosing the wrong importer can be more damaging than having no importer at all. A good importer is more than a customer; it is a partner capable of developing a brand and building a market over the long term.\u00a0<\/span><\/p>\n

Before signing an agreement, producers should ask a few questions<\/strong>: Does the importer already sell products with a similar positioning? Do they have access to the right distribution channels? Are they investing in sales and marketing, or simply adding another label to an already crowded portfolio? How often do they launch new brands successfully? Are they looking for a supplier or for a long-term partner? And can they successfully sell the product?<\/span><\/p>\n

These questions rarely appear in technical sheets or price lists. Yet they often determine whether a brand succeeds or disappears.<\/span><\/p>\n

In my experience, the best importers may not be the largest ones,<\/strong> but they genuinely believe in the product, understand its commercial potential and are prepared to invest time and resources into developing it. They cannot create demand alone, but they can transform a good product into a sustainable business by selecting the right channels, defining the right positioning and building relationships with customers.\u00a0<\/span><\/p>\n

The most successful partnerships begin with aligned expectations, shared objectives and a long-term commitment from both sides.<\/span><\/p>\n

Investing in brand activation<\/strong><\/span><\/h2>\n

One of the biggest misconceptions in Asia is that distribution alone generates sales; it does not. Consumers rarely buy wine or spirits simply because they are available. They buy brands they recognise, understand and trust. That means brand activation is essential.<\/strong><\/span><\/p>\n

Regular market visits, tastings, masterclasses, restaurant partnerships, trade fairs, social media, key opinion leaders and consumer education all contribute to creating visibility and demand.<\/span><\/p>\n

The producers who succeed are those who remain present long<\/strong> after the first shipment has arrived.\u00a0 Products do not sell because they are imported. They sell because consumers know them. The future belongs to brands capable of creating relevance rather than simply offering availability.<\/span><\/p>\n

Developing markets over the long term <\/strong><\/span><\/h2>\n

Asia rewards active patience.<\/strong> That is the patience required to visit markets repeatedly, support distributors before significant orders arrive and build trust over time.<\/span><\/p>\n

Over the years, I have seen excellent wines and spirits fail in Asia. I have also seen relatively unknown brands achieve remarkable success. The difference was rarely the liquid inside the bottle. More often, it was the clarity of the strategy behind the product.<\/span><\/p>\n

Today, importers across Asia already have access to excellent wines<\/strong>, prestigious appellations and compelling stories. What they increasingly look for are committed partners who understand their market, are willing to invest alongside them and are building a brand<\/strong> rather than chasing a shipment.<\/span><\/p>\n

The future belongs to the brands that understand a simple reality: Finding an importer is only the beginning. Building a market is what creates lasting success.<\/span><\/p>\n

About Jean-Charles Letellier<\/strong><\/span><\/h2>\n

\"Portrait \u00a9 Vinifield<\/p>\n

Jean-Charles Letellier<\/b> is an international wine and spirits business development specialist with more than 15 years of experience across China, Japan, South Korea and Southeast Asia. He is the founder of <\/span>Vinifield<\/b>, a consultancy specialising in helping wine, Champagne and spirits producers build sustainable growth across Asian markets through market entry strategy, importer partnerships and commercial development.<\/span><\/p>\n

He holds a Master’s degree in Wine & Champagne Business and an HEC Paris Business Strategy Certification. Fluent in French, English and Mandarin Chinese, he is the author of <\/span>China & Business: Secrets of Success<\/span><\/i> and lectures in Wine Marketing at <\/span>Le Cordon Bleu Paris<\/b>, where he teaches international wine business and Asian market development.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Author: Jean-Charles Letellier \u2013 VINIFIELD For decades, exporting to Asia was often seen as a simple equation: Find an importer, ship the wines and wait for sales to grow. 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