Succeeding in China is a plan (or a dream) for many brands. The market is huge and the numbers sound staggering on the face of it. For selling successfully in China though, it needs a bit more than a “put it on the shelf and they will buy” mentality.
Episode 32 of International Expansion Explained was one of those conversations that stays with you. Not because China is a new topic, or because the opportunities are suddenly bigger than they were last year, but because the discussion cut straight through the noise.
Too many food and beverage brands still approach China emotionally. Either with starry eyes and unrealistic optimism, or with deep suspicion that it is a black hole for money and time. What became very clear in my conversation with Lina Bartuseviciute is that neither position is particularly helpful.
China is not a gamble, and it is not a mystery. It is a market that responds extremely well to structure, data, and cultural intelligence, and very badly to ego, shortcuts, and inherited European assumptions. Entering new markets always comes with inherent risks, but with a clear plan you can at least mitigate many of those.
This article draws on the conversation I had with Lina and turns it into a practical, experience-led roadmap for companies who want to enter China deliberately, not on a “wish and a prayer”.
Table of Contents
Who is Lina Bartuseviciute and why should you listen to her?
Lina works at the sharp end of China market entry. She supports brands with strategy, partner selection, product positioning, and execution on the ground. She is not selling theory or recycled conference slides. She is dealing with Chinese buyers, platforms, importers, and consumers on a daily basis.
Having lived, studied and worked in the market for over 15 years, Lina really understands what it takes for succeeding in China.
What I value most about Lina’s perspective is that she never sugar coats the market. She is optimistic, but not naive. She understands where European companies trip themselves up, often without realising it, and she is very clear about what China expects from brands today.
From gambling to strategy
For many European companies, China has historically felt like a casino. You show up at a trade fair, collect a big pile of business cards, sign something that looks like a contract, and hope for the best. Sometimes it works, but more often it doesn’t and frustration is pretty much the only outcome.
Our shared view is that this mindset is the biggest risk of all. China is not completely unpredictable – it is simply different. Once you accept that difference and stop trying to force European logic onto the market, patterns emerge and those patterns can be planned for.
We framed our conversation around six key pillars.
Pillar 1: Cultural mindset and philosophy
From telling to listening
There was a time when European companies could afford to tell China how things would be done. That time has long passed. China is no longer “the junior partner” in the room (not that it was ever junior in the sense of less, but simply inexperienced). It is now one of the most powerful consumer markets in the world.
Entering China today (like entering new markets anywhere!) requires listening first. Listening to consumers, to partners, to platforms, and to what is actually happening on the ground rather than what we assume should be happening.
Embodied truth versus absolute truth
One of the most interesting parts of our discussion was the contrast between European and Chinese ideas of truth. In much of Europe, we are trained to believe in absolute truth. Something is correct because it fits a logical framework.
In China, truth is embodied. Something is true because it works. Because it can be demonstrated. Because it delivers results in practice.
For brands, this means claims are meaningless without proof. You cannot talk your way into the market, selling successfully in China means you have to show that your product performs, sells, and resonates.
(c) Kathryn Read
Letting go of (arrogant) European assumptions
European companies often arrive with a whole list of unspoken assumptions. That senior Chinese executives will speak fluent English (they may, but might also choose not to show this). That sophistication looks the same everywhere. That cultural references such as theatre, literature, or heritage automatically signal quality and that their brand will be recognised for the superior quality that it is regarded with in the home market.
These assumptions are not just wrong. They are extremely limiting. Succeeding in China requires curiosity, humility, and a willingness to question your own definitions of premium, modern, and desirable.
(Assumptions of this kind are seriously risky entering new markets, wherever they are!)
Pillar 2: Market strategy and brand positioning
The power of niche thinking for selling successfully in China
China is vast – a niche in China can mean 100 million potential consumers. That scale changes how you should think about focus, and you have to be careful not to be blinded by the huge numbers.
Rather than trying to appeal to everyone, successful brands identify a very specific narrow audience and serve them exceptionally well. Precision beats breadth every time.
What is unlikely to work is this kind of logic up front:
If just 1% of consumers are interested in our products, that means a TAM (totally addressable market) of 140 million. If we can get 1% of that niche buying our products regularly that’s 1.4 million loyal customers. If they buy one product per month in the first year that’s a volume of 16.8 million units, at a price of 10 yuan, meaning 168 million yuan or €20.16 million.
It would be nice if it were that easy, but honestly, you have to think more in micro-niches in the beginning. I have had people present these kinds of plans to me in the past and whilst it all sounds good, and very logical, it simply doesn’t translate to reality on the ground. Selling successfully in China is about more than just a theoretical business plan.
Moving beyond “Made in” storytelling
Country of origin still matters, but it is no longer enough on its own to determine a buying decision. A label saying “Made in Italy” or “Made in France” does not explain why a Chinese consumer should care. These days China can produce high quality goods by themselves, so just because you’re imported isn’t a guarantee of success. These days the pull of heritage isn’t even a reliable sales driver in the automotive industry, where “made in Germany” was a guarantee for years…
Brands need a clear, relevant story that links the product to everyday life. What problem does it solve? What experience does it enhance? Why is it worth choosing again and again?
The rise of the ingredient geek
Chinese consumers are increasingly analytical and often research particular functional ingredients in depth. So remember: Ingredients matter. Percentages matter. Function matters.
Lina shared an example of a Portuguese beer brand that succeeded not by selling a lifestyle fantasy, but by clearly communicating ingredient composition and quality. This kind of rational transparency builds trust and credibility.
Talking to Gen Alpha
Gen Alpha in China is not interested in preserving tradition for tradition’s sake. They are rewriting the rules. Getting married in McDonald’s. Drinking beer on pavements. Rejecting inherited narratives.
Brands that rely too heavily on heritage risk sounding irrelevant. The challenge is to connect with authenticity as lived today, not as remembered from the past.
Pillar 3: Product adaptation and localisation
Reformulation is not optional for China
Localisation is not just about translating packaging. In many cases, it requires changing the product itself, and not only for regulatory reasons.
A striking example we discussed was a mayonnaise brand that adjusted its formulation to be sweeter and higher in fat for the Chinese palate, resulting in commercial success. Without that change, the brand would have failed.
Respect local expertise when entering new markets, China especially
In categories such as rice or tea, Chinese consumers have extraordinary sensory knowledge. They notice tiny differences in aroma, texture, and aftertaste that many Europeans simply do not register.
When I worked in infant nutrition, we would receive comments (& sometimes complaints) from Chinese mums when we moved from one rice harvest or supplier to another because they noticed immediately that the taste was different. It wasn’t necessarily bad, but the difference led them to question whether it was a genuine branded product or perhaps a locally produced fake…
Assuming your product is “good enough” without local validation is a fast route to disappointment.
The 15 second rule
On platforms like Tmall, customer service expectations are ruthless. If a consumer does not receive a response within 15 seconds, they move on. No second chances.
This is not about being polite. It is about understanding platform behaviour and staffing accordingly.
Pillar 4: Relationship management and partnerships
Importers as brand builders
In China, your importer is not just moving boxes across the country and taking care of warehousing. They are shaping your brand so treating them as a passive distributor is a mistake.
The strongest partnerships are built with a shared understanding of brand building, not just sales targets. This is quite a balancing act and easier to get wrong than right: you need to respect the local expertise of the importer whilst ensuring that the core of your brand remains intact.
Contracts as leverage, not comfort
European companies often see contracts as security, but in China, a contract is leverage. It sets the framework, but the relationship and your ongoing relevance determine how it plays out. (This is the source of many misunderstandings between companies where the Europeans resent the fact that the Chinese side appear to begin renegotiating the terms before the ink of the stamp is even fully dry)
Knowing how to maintain leverage over time is as important as negotiating the initial deal.
The importance of presence
Technology helps, but it does not replace human interaction. Showing up in person REALLY matters. Demonstrating interest in people and culture matters. Trust is built through presence, not PowerPoint & Zoom, and you need to clearly demonstrate to your partner that they are a priority for your company.
Pillar 5: Sales and distribution tactics
Why advanced payment matters
One of the most attractive aspects of exporting to China is the expectation of 100 percent advanced payment. Goods are often paid for before production, which dramatically improves cash flow.
For financially disciplined exporters, this is a significant strategic advantage.
Why B2B tastings beat trade fairs when entering new markets
Drawing on our discussion, Lina is of the opinion that B2B tastings offer a far more strategic alternative to traditional exhibitions.
Focused quality over unqualified quantity
Trade fairs reward volume. Business cards are collected, but only very few of those companies are actually qualified. A B2B tasting invites a small, targeted group, often around ten decision makers, who are genuinely relevant.
Strategic value demonstration
Rather than relying on untrained booth staff, tastings allow expert led demonstrations. An alcohol brand, for example, can work with an award winning bartender to show real applications and trade opportunities.
Emotional environment and energy efficiency
Trade fairs are exhausting. Bad air, long days, and a sense of wasted energy. Tastings are enjoyable. They create positive associations and use time far more effectively.
Building trust through human interaction
In a tasting environment, brands can walk the talk and the feedback is immediate and meaningful. This is far more effective than fleeting conversations in an exhibition hall.
Integration with social commerce
Tastings generate content: Live streams, feedback clips, behind the scenes moments. This kind of showstopping content signals real China experience and travels far beyond the room itself.
Showrooming and social commerce
Physical retail is increasingly a showroom. Consumers see products offline and buy online for delivery. Marketing needs to focus on lifestyle and social proof, not just product listings.
Pillar 6: Technology and future proofing
AI and international expansion
New tools are emerging that automate parts of international expansion when entering new markets. From processing leads after exhibitions to managing follow ups, AI is reducing friction and human error.
Simplifying operations
Technology is also streamlining customs processes. Documentation can be collected, checked, and translated automatically, reducing mistakes, delays and misunderstandings.
Rethinking GACC registration
GACC registration is often treated by companies as a terrifying hurdle.
In reality, it is a manageable administrative step. With clear guidance, most companies can handle it themselves. The exceptions to this are in general meat, dairy, seafood or infant formula which are more complex and potentially need assistance – you can find more details in my blog article here.
Succeeding in China is not easy, but also far from impossible
China in 2026 is not a market for hopeful experiments or rushed decisions. It rewards companies that are willing to listen before they speak, adapt before they insist, and invest before they expect returns.
As Lina and I discussed, selling successfully in China comes from replacing gambling with strategy. From understanding that contracts are not safety nets, partners are not order-takers, and localisation is not a cosmetic exercise.
For food and beverage brands that are prepared to do the work properly, China remains one of the most commercially exciting and intellectually challenging markets in the world. Not because it is unpredictable, but because it demands that you become better at what you do.
Watch the full discussion here:
Thinking that working with a consultant would accelerate your international expansion?
If you’d like to learn more about working with me for support on your internationalisation projects or personal export knowledge, you can book a 30 minute international clarity call here.
If you haven’t already signed up for my free e-book about how to select which international market to enter next, you can do so here, or using the form below.
If you enjoyed this content please share it on social media or recommend it to your network.
Pin this post for later!
If you are interested in selling in China, you might also find these posts interesting:
- Successful Selling in China Part 1: The Background
- Successful Selling in China Part 2: Do the Due Diligence
- Successful Selling in China Part 3: Building Guanxi for Success
- China Challenges Part 1: Underestimating China
- China Challenges Part 2: Understanding Chinese Business Culture
- China Challenges Part 3: Keeping up with “China Speed”
- China Challenges Part 4: Finding the Right Partner
- China Registration Regulations for Overseas Food Manufacturers from 2022
- New Trends in China, new Opportunities in Trade
- Top Basic Concepts of Cross Border E-Commerce in China
- Alberto Antinucci: Preparing the Best Market Entry Strategy
- Julia Bingel: Top Tips for Entering the Market
- Laura Cortes: Custom Product Development and Sourcing
- Food and Beverages Trends You Should be Evolving with
- A Sweet Business Opportunity? Entering the Chocolate market
- Get the Scoop on the Ice Cream Market in China
Marketing in China:
- What is Zhihu? How can you use this for your B2B Marketing in China?
- Have you thought about using Kuaishou for China Marketing?
- Using Bilibili marketing in your China Strategy
- Livestreaming driven social commerce in China as the future growth engine?
- Leverage Toutiao’s AI to target Chinese consumers for your brand
- What are the Differences between Douyin & TikTok?
- How Double 11 online shopping festival evolved in 2022
- Trends to Focus on in Chinese Consumer Behaviour
- China’s Pet Market Trends & Consumer Behaviour
- Strategies for Successful CNY ads
- Chinese Marketing Calendar for the Year of the Dragon
- Analysing the Phenomenal Success of Jellycat in the Chinese Market
Other relevant posts:
- The 2022 Beijing Winter Olympics: Sustainable & Digital
- A Short Guide to Navigating the New China Data Privacy Laws
- Lunar New Year Traditions around Asia
- What is the story of the Chinese Zodiac Animals?
- Year of the Tiger 2022: what can you expect working with Tigers?
- 2023 Year of the Rabbit Characteristics: what is your benmingnian year?
Kathryn firmly believes that business is done between people, and therefore places her focus on building strong relationships that form a solid foundation for doing business.
When she's not travelling around the world, Kathryn enjoys playing clarinet in her town's wind orchestra or sharing her love of the outdoors with her Scout group.
Success in China requires strategy, cultural insight, and careful planning — it’s not about luck, but about understanding the market and acting thoughtfully.