What several economic missions taught us about drinks markets

But it can sometimes accelerate a meeting, open a door or, quite simply, help us understand a market better. Since 2022, I have had the opportunity to take part in several Belgian economic missions, notably to Japan, Norway and the United States, as well as events organised around the Osaka World Expo. Each time, the commercial objective was of course important. But looking back, what stays with me most are the lessons about the markets themselves. What works in one country can never be transferred exactly to another. But observing different markets helps us better understand the changes shaping our sector.

Japan was one of the first markets to show me just how much building a relationship can matter as much as the product itself. During the Belgian economic mission to Japan in 2022, meetings organised as part of the delegation helped accelerate discussions with local partners. They notably led to a distribution agreement that enabled Vintense to strengthen its presence in the Japanese market. But the lesson goes far beyond the contract. The Japanese market reminded us of something simple: trust is built over time. Partners want to understand the product, its origin, its consistency and the company’s ability to deliver on its commitments. In that context, innovation is not enough. It must be backed by coherence and consistency. That is a lesson that applies far beyond Japan.

Norway presents a very different environment. The distribution of alcoholic beverages is tightly regulated and attitudes towards alcohol consumption differ from those in Belgium. During the 2024 economic mission, Vintense strengthened its partnership with Flaaten Wines, an importer with whom the relationship had already existed for several years. That point matters. An economic mission does not necessarily create a relationship from scratch. It can also help consolidate an existing partnership, demonstrate commitment and create time to better understand the realities of the market. Norway also reminded us that there is no single European consumer. Habits, regulation, purchasing power, distribution channels and perceptions of non-alcoholic products vary considerably from one country to another. To succeed in export, it is therefore important not to simply replicate what works in the domestic market. A good product is essential. But the way it is brought to market must be designed locally.

The Osaka World Expo 2025 offered a different kind of perspective. Vintense and Bière des Amis were served at the Belgian Pavilion to an international audience. The programme also included moments dedicated to gastronomy and non-alcoholic drinks. What interested me was less the visibility itself than the context in which the products were being tasted. For a long time, non-alcoholic drinks were mainly presented as functional alternatives: something to drink when you did not want alcohol. Seeing them now integrated into gastronomic experiences, food pairings and international events tells a different story. Non-alcoholic drinks are beginning to be judged by the same questions as any other beverage: Is the product good? Does it belong at the table? Does it add something to the experience? That is a level of expectation we believe is healthy for the category as a whole.

The United States represents another reality again. California, in particular, is a market where new propositions around wellness, moderation and functional drinks are numerous. During an economic mission in 2025, the objective was both commercial and exploratory: to meet partners, deepen certain relationships and observe how local distributors and consumers approach new drinks categories. This kind of market is interesting not because it allows us to predict exactly what will happen in Europe, but because it lets us observe certain experiments earlier. Some will remain local. Others will disappear. And a few may eventually have a lasting influence on drinking habits elsewhere. The value lies less in copying than in watching, listening and understanding.

• Markets do not all mature at the same pace.
  A category may be established in one country and still emerging in another. Understanding these differences helps avoid judging an opportunity solely through the lens of one’s own market.
• Trust remains fundamental in export.
  An institutional meeting can facilitate a first discussion or accelerate a relationship, but it replaces neither commercial work nor the trust built over time.
• Local relevance matters as much as international ambition.
  A distributor knows its market, channels and consumers far better than a foreign brand does. Choosing the right partner is therefore decisive.
• Quality always finds its way back into the conversation.
  Story, positioning and marketing can open doors. But in drinks, there always comes a moment when someone tastes the product. And at that point, words are no longer enough.

These experiences now shape the way we approach international markets. We are not simply looking to add more countries to a map. We look for partners who understand their markets, build brands for the long term and help us adapt our approach when needed. With Vintense, but also with the other brands developed or distributed by Maison 1895, our ambition is to build relationships that go beyond simply securing a listing. After several years of working across very different markets, one thing has become clear: exporting a product is relatively simple. Building a brand in a foreign market is much harder. And that is precisely what makes the work interesting.

Anne Stassen is COO of Maison 1895.
She supports the development of the company and its brands in Belgium and internationally, particularly in the areas of distribution, business development and the evolution of drinks markets.