Let’s have a virtual coffee and set aside the brochure language.
You’re at a trade fair in Düsseldorf or Verona. The stand looks sharp, the bottles are perfectly aligned, your story is polished. A buyer stops, tastes, nods. You think you’ve secured something. In reality, you’ve simply done what’s expected: present a good wine. Today, that’s the baseline. The producers next to you also have quality wines, credible stories and attractive packaging. And yet, the real difference lies elsewhere.
A buyer working an international market doesn’t think like a wine lover, they think like a business operator. There’s inventory to manage, a sales team to support, customers demanding punctual deliveries and clear pricing. When they evaluate a new wine, they’re not focused on tasting notes. They’re asking where it fits, what margin it allows, how quickly it will move. In practical terms, they’re deciding whether that bottle will simplify their business or complicate it.
Now picture a typical Monday morning in an office in London or Chicago, with a full inbox waiting to be cleared, sample requests to answer, a shipment about to arrive and a restaurant calling for promotional support. In that context, new proposals are reviewed quickly and often instinctively. If an offer is clear, commercially coherent and easy to navigate, it remains on the table. If it raises operational doubts or requires too much back-and-forth, it gradually loses priority. Quality is taken for granted. Without it, there is no conversation to begin with. But quality alone no longer sets you apart. What makes the real difference is reliability and the ease with which someone can work with you.
Operational simplicity is concrete. It means responding promptly, sending updated price lists, defining terms clearly, communicating annual availability. It means accurate documents, respected lead times, straightforward communication. None of this sounds glamorous, but it directly impacts daily work. A distributor manages dozens of suppliers and hundreds of SKUs. Every extra complication absorbs time and attention.
Portfolio structure is another decisive factor. A catalogue is not a random mix of labels; it’s a balanced system of price points, origins, styles and volume drivers. If a segment is already covered, adding something similar requires a solid commercial reason. Being “different” isn’t enough. The wine must serve a clear function within that structure.
This is why preparation matters before any contact is made. Study the company’s positioning, the type of clients they serve, whether their focus is high-end horeca, specialist retail or broader distribution. Look at which countries and regions are already represented. Much of this information is public. Using it well demonstrates professionalism and respect for the other side’s time.
Market data, applied intelligently, is not abstract theory. It’s a filter. Knowing that a specific market is growing in fresh whites under a certain price threshold is more useful than repeating a family narrative. It allows you to present a proposal aligned with demand rather than hoping someone adapts their strategy to accommodate you.
When the first order arrives, the real test begins. Reputation is built on alignment between what was promised and what is delivered. Stable pricing over a season. Clear communication about vintages. Consistency in supply. These details accumulate and define the relationship over time. Trust develops through repetition without friction. A shipment that arrives on schedule. A clear answer to a technical question. Documents that are correct the first time. No unnecessary complications. Consistency is more persuasive than enthusiasm.
Many wineries invest most of their energy in production, assuming that’s the core of export success. In international trade, management carries equal weight. Delivering the product intact, on time and with correct documentation is part of the value proposition. Winemaking and execution cannot be separated. Commercial approach also requires discipline. Leading with your most prestigious wine is not always the right move. Often it’s wiser to start with a product that integrates naturally into the existing range, building the relationship gradually. Partnerships in export tend to grow step by step, based on compatibility and measurable results rather than immediate ambition.
Collaboration goes beyond pricing discussions. It involves supporting the partner in their market: providing clear materials, being available for training when needed, participating at key moments. Professional presence and reliability send a strong signal. Knowing that you are reachable and solution-oriented reduces perceived risk.
Ultimately, distributors look for predictability. They want to know that twelve months from now the wine will still be available, with consistent characteristics and stable conditions. They need to commit to their own customers without fearing disruptions.
So, the next time you prepare for a trade fair or plan a market visit, shift your perspective:
- Don’t start with your wine.
- Start with the needs of the person who might list it.
- Consider which segment it fits, what role it can play, and how it strengthens the existing portfolio.
Good wine is the foundation. The real competitive advantage lies in making the other side’s work clearer, simpler and more secure. When that happens, a partnership begins not with temporary enthusiasm but with mutual convenience. That is when export stops being an attempt and becomes a structured, sustainable business process.
Sources & Further Reading
As a writer working closely with wineries and trade professionals, my primary source remains direct observation of market dynamics.
To support these field-based insights with objective data — from market trends and logistics costs to buyer expectations and portfolio strategies — I regularly consult a selection of authoritative, industry-focused sources.
- Wine Meridian – Vi racconto come ragiona un distributore
https://www.winemeridian.com/news/vi_racconto_come_ragiona_un_distributore_/ - Enora – How an importer chooses a wine: five key questions for wineries
https://www.enora.wine/it/2020/02/05/come-importatore-sceglie-vino-cinque-domande-alle-cantine/ - International Organisation of Vine and Wine (OIV) – Global wine market data and trade analysis
https://www.oiv.int - Wine Intelligence – Consumer trends, export markets, and buyer behaviour insights
https://www.wineintelligence.com - IWSR – Global beverage alcohol market data and analytics
https://www.theiwsr.com
