Exporting wine to Asia: choosing your first market

Asia export guides · Market strategy · Published 22 October 2026 · Lire en français

Choose your first Asian wine market by testing four things: product fit, the final selling price, access to suitable distribution channels and your ability to follow up with buyers. Then select one priority market and a limited commercial test, with clear criteria for continuing or stopping.

A country’s total wine imports cannot tell you whether it is the right destination for your estate. The more useful question is where buyers can sell your particular wines at a viable price, through a relationship you can actively support. This guide turns a broad ambition to export to Asia into a practical market-selection process.

1. Use market figures as context

The OIV reports wine imports of 2.3 million hectolitres for Japan and 2.1 million for China in 2025, with volumes down in both markets. Source: OIV, May 2026, page 23.

Those figures do not establish demand for your appellation, style or price bracket. Examine comparable wines actually offered in your intended sales channel. Growth in the wider market does not replace that check; a wider decline does not rule out a specific, well-supported opportunity.

2. Define an export-ready offer

Prepare an internal decision sheet covering available wines and vintages, exportable volumes, pricing and delivery terms, minimum orders, preparation lead times and replenishment capacity. Identify the references you would lead with and explain the role of each wine in the range.

Be specific about the intended outlet: specialist retail, restaurants, hotels, online sales or another channel. A restaurant-focused cuvée needs a different buyer network and sales argument from a wine designed for regular retail turnover. Champagne and spirits also require their own category assessment; wine statistics should not automatically be applied to them.

3. Compare three markets using the same questions

Shortlist three plausible destinations and document six factors for each:

• Product fit: which comparable wines are sold, and at what price points?

• Distribution: which importers serve the outlets you want to reach?

• Economics: does the proposition still work after local costs and distribution margins?

• Execution: can the product information, labelling, transport and storage arrangements be prepared with local partners?

• Buyer access: can you arrange conversations with identified, relevant buyers?

• Follow-up: who will answer questions, pursue next steps and support initial sales?

A simple working score can run from 0 to 3: undocumented, weak, plausible or confirmed. This is a planning tool proposed here, rather than a statistical forecast. A blocking compliance or profitability issue should not be hidden by a favourable average across the other factors.

4. Work back from a realistic final price

Ask a prospective partner to explain the route from your cellar to the customer. Separate your selling price, logistics, applicable duties and taxes, local services and successive distribution margins. Specify the currency, payment terms and responsibilities for transport.

Then work backwards from a realistic final price in the intended channel. If the calculation removes your margin or moves the wine outside its positioning, reconsider the reference, channel or market. Confirm the assumptions with the importer and logistics professional before committing to a quotation.

5. Match the route to your stage of development

Trade show representation can introduce a range to several professional buyers, provided qualification and follow-up are planned. A commercial tour supports a series of meetings built around identified targets. Outsourced export management provides continuity when the project needs structured prospecting and ongoing oversight.

Unclear buyer targets call for research first. Several engaged prospects may justify an in-market visit. Explore Vinifield’s trade show representation, commercial tours and outsourced export management.

6. Set up a 90-day commercial test

The following is an indicative working schedule. Adapt it to buying cycles and shipping constraints:

• Days 1–30: compare markets, check positioning, assemble the sales pack and select importer targets.

• Days 31–60: make contact, assess responses and arrange relevant tastings.

• Days 61–90: collect feedback, clarify terms and decide whether to continue, adjust or stop.

Track qualified conversations, completed tastings, objections, agreed next steps and any orders. The schedule is not a promise of sales within three months. It gives the test a review point and makes learning visible.

Frequently asked questions

Which Asian country is best for a first wine export project?

There is no universal best market. Look for a fit between your wines, viable pricing, accessible importers and the resources available for follow-up. Compare those factors before choosing a destination.

Should a producer approach several countries at once?

Comparing several destinations initially is useful. For a first test with limited resources, concentrating execution on one priority market makes follow-up and interpretation of results easier.

How much does it cost to start exporting wine to Asia?

Build a budget around the actual actions: preparation, samples, shipping, prospecting, trade shows or travel, commercial support and follow-up. Obtain a country-specific quotation for the scope you need; one figure for all of Asia would offer little practical guidance.

Turn market selection into a commercial plan

Vinifield supports wine estates, champagne houses and spirits brands developing sales in Asia. Share your range, current markets and timetable to assess a suitable approach.

Assess my export project in Asia →

Continue with finding and assessing an importer, preparing your entry into Japan or learning about Jean-Charles Letellier and Vinifield.

Source and approach

Market figures: OIV, State of the World Wine Sector in 2025, published May 2026, page 23; accessed 22 October 2026. The selection framework and schedule are planning tools proposed by Vinifield, rather than a country ranking or sales forecast.

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