Kweichow Moutai Co.,Ltd. is demonstrating both rapid growth and qualitative transformation in its international operations, with a strategic shift toward becoming "consumer-driven" by 2026. True internationalization is marked by entering mainstream consumption scenarios, becoming a daily choice for mainstream consumers, and gaining recognition within mainstream cultures.
On March 16, the Kweichow Moutai 2026 International Distributor Conference was held in Guiyang under the theme of fostering cultural resonance and building an international ecosystem. The event gathered over 180 distributors and representatives from 66 countries and regions. Key terms such as "consumer-driven," "market-oriented transformation," "system," "ecosystem," and "breakthrough" dominated the discussions, highlighting the company's international achievements over the past year and outlining a strategic roadmap moving from "scale expansion" to "systematic cultivation."
Huang Jie, Party Branch Secretary and Chairman of Moutai's Import and Export Company, summarized the past year's performance as "achieving positive results in the construction of six major systems." A set of structural growth indicators illustrates the new face of its international business: duty-free channel sales doubled, Southeast Asian market sales saw an over four-fold leap, and sales of the Zodiac series grew by 135.5% year-on-year. More than 20 new distributors were added, covering taxable offline channels in multiple regions, while the brand also entered online platforms such as Costco in the U.S. and JD.com in the UK. Moutai's overseas "6+1" new media matrix surpassed 4.47 million followers, with over 21.83 million interactions. Fourteen new products from the "Cultural" and "Heritage" series were successfully launched. Over 300 tasting events were held, reaching an audience of more than 10,000 people, transforming the "Visit Moutai" experience into a deeply engaging "super factory tour" that effectively boosted customer conversion.
Behind these figures lies Moutai's evolution from achieving "individual breakthroughs" to waging "systematic operations." In 2025, the Import and Export Company focused on six core systems—brand expression, product portfolio, pricing, distribution, compliance, and policy—working in synergy to form a comprehensive and mutually supportive international operational framework. For instance, the brand expression system involved hosting "Moutai Night" events in countries like the U.S., Japan, and Singapore. A notable highlight was the commemoration of the 110th anniversary of the Panama-Pacific International Exposition and the 10th anniversary of "San Francisco Moutai Day," integrating brand storytelling into historical milestones. This high-level narrative, combined with a robust new media strategy, created an integrated communication approach blending traditional and digital channels.
The distribution system evolved with a clear strategy to "reduce layers and expand reach," establishing a presence in diverse settings such as duty-free shops, major supermarkets, and online platforms. Meanwhile, enhancements to the compliance system strengthened risk management and supported orderly global expansion. Thus, the "doubling" and "breakthroughs" of 2025 were natural outcomes of Moutai's shift from being "opportunity-driven" to "system-driven," accumulating momentum for qualitative transformation.
Looking ahead to 2026, the focus will be on a consumer-centric approach and cultural outreach. If 2025 was a year of laying the groundwork for the "six systems," 2026 is poised to be a critical turning point from "accumulation" to "breakthrough." Huang Jie emphasized that the company will adhere to a consumer-first, market-oriented strategy, led by "cultural outreach" and focused on end-consumer demand. The goal is to fully advance the international business from being "channel-driven" to "consumer-driven," solidifying the implementation path of the six systems.
This signals a profound shift in Moutai's international logic: no longer relying solely on distributors' resources, but extending directly to end-users, allowing market demand to guide optimization across product, pricing, and channel operations. Chen Hua, Party Committee Secretary and Chairman of Moutai Group, outlined a clearer transformation roadmap, stating that international development is both an inevitable response to global trends and national strategy, and a strategic choice for building a "world-class enterprise and brand." He stressed the need to act proactively and win the "tough battle" of market-oriented transformation in the international arena.
Chen identified three key priorities for this transformation: First, optimize the product structure to move beyond reliance on a single product. The aim is to build a "pyramid" matrix with the 53-degree Feitian Moutai as the base, and premium and cultural products at the top. This includes exploring international versions of lower-alcohol Moutai and promoting the overseas expansion of the series liquor portfolio to meet diverse consumer needs. Second, improve the pricing system to align domestic and international prices. Guided by principles of value-price alignment, market orientation, channel collaboration, and resale management, a dynamic adjustment mechanism will be established to regulate channel behavior and protect brand value. Third, restructure the channel network to create benchmark markets. Southeast Asia and East Asia will be developed as replicable models, with new distributors selected meticulously to avoid disorderly expansion. Partnerships with leading international e-commerce platforms will be strengthened online, while offline efforts will deepen presence in duty-free, retail, food service, and private client sectors to enhance consumer reach.
Beyond these three areas, Chen highlighted five supporting dimensions: refocusing the Import and Export Company's functions on market development; cultivating international talent through the "Global Vision Plan"; leveraging high-end platforms to share cultural stories; penetrating local circles through overseas Chinese communities; and improving the end-to-end consumer service experience. Overall, Moutai's 2026 international strategy represents a strict, consumer-centric value cycle—responding to local demand, respecting market dynamics, and connecting directly with end-users. Functional transformation, team building, brand culture, consumer cultivation, and service quality together form a complete framework for Moutai's global evolution.
In the broader context of Chinese liquor's globalization, Moutai's current strategy serves as a bellwether. Historically, the company has progressed beyond the initial "going out" phase. Since entering the Japanese market in 1956, establishing an import-export company in 1993, and integrating into the Belt and Road Initiative after 2016, Moutai has spent nearly seven decades building a preliminary global footprint. From an industry perspective, Moutai is now pioneering a new model of "systematic global expansion" for Chinese baijiu. While earlier efforts often involved isolated breakthroughs—a single product, event, or distributor—the current "six-system" approach integrates product, brand, channel, operations, supply chain, and cultural communication into a cohesive whole, enabling comprehensive "systematic operations."
After years of accumulation, Moutai is bridging the gap from "going out" to "going deep"—integrating into mainstream consumption occasions, becoming a daily choice for mainstream consumers, and earning recognition within mainstream cultures. This constitutes the true "qualitative transformation" of internationalization. In a letter to global distributors, Moutai stated: "Looking ahead, our internationalization is entering a critical period of simultaneous deconstruction and construction, focused on transformation. We will continue to deepen key markets, optimize the product matrix, and enhance brand influence, building a stronger platform for your market expansion." The phrase "simultaneous deconstruction and construction" captures the complexity and difficulty of this transition. Moving from "channel-driven" to "consumer-driven," from "product export" to "ecosystem co-creation," and from "scale expansion" to "value cultivation," requires patience and determination. For Moutai, internationalization is no longer an option but a mandatory task to be executed excellently. Each step it takes also paves the way for the broader globalization of Chinese baijiu.
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