You may have an excellent wine, carefully designed packaging, and a price that fits the market. The tasting at the fair went well, the buyer seemed interested, and a first order even arrived a few weeks later. Yet after the first exchanges of emails or the first shipments, something in the relationship slowly begins to change. Responses take longer, orders become less frequent, and the contact that initially seemed promising gradually loses priority. From the winery’s perspective this shift can be difficult to understand. The wine has not changed, the story behind it is still there, and the market initially appeared interested. In many cases, however, the issue has little to do with the wine itself. What gradually weakens the relationship is something less visible: what in international trade is often referred to as commercial friction.
Commercial friction rarely appears through dramatic disagreements. More often it develops quietly, through the accumulation of small operational complications that make a collaboration harder than it should be. Individually these issues may seem minor, but together they create a constant sense of inefficiency. A distributor operating internationally typically manages hundreds of references and suppliers from different countries. A normal working day is a continuous flow of emails from producers, calls from restaurants and retailers, discussions with the sales team, and coordination with logistics partners or warehouses. In that environment, every additional supplier requires attention and operational clarity.
Adding a new winery to the portfolio is therefore not simply a matter of liking the wine. It means updating price lists, presenting the product to the sales force, preparing materials for clients, checking margins, planning stock levels, and understanding how that reference fits within the existing portfolio. Each new producer introduced into the range also represents a commercial commitment: the wine must be explained, positioned, and supported in the market. For this reason experienced buyers often evaluate something producers tend to underestimate: how easy it will be to work together over time.
Many collaborations start with genuine enthusiasm. A meeting at a trade fair such as ProWein or Vinitaly goes well, the wine stands out during the tasting, and the conversation is promising. The commercial partner decides to place a first order. The real test, however, begins after that moment, when the relationship moves from tasting tables to everyday operations.
Sometimes friction starts with basic information: price lists that are difficult to interpret, technical sheets missing key analytical data, or simple questions that take several days to receive an answer. None of these issues is dramatic on their own, but in a working environment where decisions are made quickly, unclear information slows everything down.
In other situations friction appears once the relationship becomes operational. Shipments may leave later than expected without prior notice, export documents may have to be requested more than once, and information discussed during negotiations may not perfectly match what the winery can actually deliver. For the producer these may seem like normal adjustments, but for the distribution partner they accumulate. A sales representative presenting wines to restaurants does not want surprises. When a wine introduced to a sommelier suddenly becomes unavailable, the sales team is the first to deal with the consequences.
This is where another form of friction appears: commercial unpredictability. When a wine is added to a portfolio, the investment goes beyond the purchase itself. Time, attention, and professional credibility are involved. Sales teams learn how to present the product, clients begin to recognize it, and the wine gradually finds its place in the market. If after a few months the price changes suddenly or availability becomes uncertain without warning, the work built around that reference loses stability.
In international trade dissatisfaction is rarely expressed openly. When a collaboration requires too much effort to manage, the simplest solution is often to gradually reduce orders. The wine may remain in the portfolio, but it slowly moves toward the margins. From the winery’s perspective this change can feel sudden, yet it is usually the result of many small frictions accumulated over time.
This is also where understanding the market becomes essential. Many producers focus mainly on finding importers, but fewer take the time to understand which partners are actually suitable for their wines, their production capacity, and their positioning. Contacting twenty importers randomly often creates more friction than opportunity, while approaching a smaller number of carefully selected partners whose portfolio logic matches the winery’s identity can lead to a very different dynamic.
In the wine business quality still opens the door. But once that door is open, what determines the longevity of the relationship is something far more practical: reliability, clarity, and operational ease. The wineries that grow steadily in international markets are not always the largest or the most awarded. Very often they are simply the easiest partners to work with. Clear information, predictable logistics, and timely communication allow distributors to focus on what truly matters: selling the wine.
Sources & Further Reading
As a writer working closely with wineries, export managers, and professionals across the wine trade, my primary source remains direct observation of market dynamics and everyday interactions between producers, importers, and distributors.
To complement these field-based insights with broader industry perspectives — from distribution structures and logistics challenges to buyer expectations and portfolio strategies — I regularly consult a selection of professional publications, technical reports, and trade resources focused on the international wine business.
• Vinitaly Magazine – How to Choose the Right Importer for Success in the US Market
Insights on evaluating commercial partners and understanding the strategic importance of importer selection when entering complex export markets.
• Hillebrand Gori – Wine Distribution: How to Get Your Wines into the Market
An overview of the operational and logistical aspects of international wine distribution, including supply chain coordination, documentation, and market access.
• Vinerra – The Crucial Role of Wine Importers in the Industry: Paving the Path to Global Markets
A general industry perspective on how importers operate within international wine markets and their role in connecting producers with distribution channels.
• Mueller, Loose & Szolnoki – Trade and Logistics in the Wine Industry
Academic research examining the complexity of wine trade logistics and how operational inefficiencies can affect commercial relationships.
• Wine Australia – Understanding Your Routes to Market
A technical guide explaining how different distribution models operate in export markets and why careful partner selection is essential for long-term success.
