Moutai cannot always think about making easy money.

Question AI · How can Chinese Baijiu break through cultural differences and enter the mainstream high-end market?

Recently, Moutai announced that it will further strengthen its international strategy.

One point was particularly well articulated: to fully promote the shift from “channel-driven” to “consumer-driven” business. But how to transform into a “consumer-driven” approach? The emphasis placed on this was somewhat disappointing.

Moutai said it would strengthen connections within the Chinese community, sponsor global Chinese business conferences, and advertise at key landmarks.

The internationalization of Baijiu is an old issue. For Baijiu companies like Moutai, it’s also an essential solution for renewed growth.

Many smart people have repeatedly advised Baijiu companies that focusing on the Chinese market abroad is a natural opportunity, as millions of overseas Chinese present a significant market. I used to think so too. After traveling abroad more often, I realized this is an easy path to follow, but also a dead-end with little future. If Baijiu companies only focus on the Chinese community abroad for internationalization, even if their products reach all Chinese gathering areas, it’s a false internationalization, a pseudo-internationalization—just circling within the old Chinese Baijiu circles.

If considering the Chinese market, brands like Moutai, Wuliangye, and Langjiu are already highly internationalized. For example, in the U.S., from New York to Los Angeles, and in Chinese-majority towns, these brands can be seen in Chinese supermarkets. Last winter, I drove along Route 66 in the U.S. for two weeks and surprisingly saw Langjiu’s Shunpin Lang in a Chinese supermarket in Sedona, Arizona. Similar situations exist in Southeast Asia and other regions with large Chinese populations.

However, to penetrate the local mainstream society and high-end consumer markets—especially in Europe and America, where cultural and taste differences in alcohol consumption are significant—Chinese Baijiu, including Moutai, has yet to reach the edges of internationalization. For instance, in the U.S., Chinese Baijiu is nonexistent in national chain supermarkets, department stores, or other major channels.

Moreover, everyone knows that Chinese Baijiu’s pseudo-internationalization has been ongoing for many years. When Baijiu companies talk about internationalization, they mainly mean expanding within the Chinese community abroad. In reality, from my observation, most Chinese who still enjoy Baijiu have some connection to China; domestic markets are a reflection of overseas Chinese markets. If you do well domestically, you’re also doing well among overseas Chinese. But if several generations have little contact with China and don’t enjoy Baijiu, no matter how well you develop the Chinese market, you won’t reach them.

The conclusion is that for Chinese Baijiu to truly succeed internationally and make the world love Chinese liquor, the Chinese community should not be the main focus. It’s like Pernod Ricard or Penfolds entering China—they shouldn’t be working hard to win over blue-eyed, fair-skinned consumers.

To truly penetrate the international market, Baijiu must dare to tackle tough challenges. For example, in the U.S., it should start from Wall Street, Silicon Valley, Hollywood, and even the White House—top mainstream and high-end venues. The same applies elsewhere.

Why start from mainstream or even top-tier markets? Because our premium liquor prices, combined with tariffs, mean only the top-tier high-end consumers can afford them. Remy Martin, Hennessy—aren’t they developed this way? They don’t go off to entertain themselves in obscure corners and claim cultural confidence. We need to respond with equal strength.

Of course, Baijiu companies like Moutai are also making efforts, such as Wuliangye’s Global Harmony campaign, collaborating with Michelin to promote in top European and American restaurants, and Langjiu’s “Chinese Lang’s Global Hospitality” initiative, as well as alliances with Pernod Ricard and Penfolds. Although in the true international high-end market, our efforts are still somewhat unilateral and the results are not very promising—hard bones to chew. But only by biting down can there be hope; biting is the way forward.

As for Moutai, it should pursue higher goals and responsibilities in expanding internationally, undertaking difficult but correct actions, and building real new achievements. It shouldn’t always rely on old reputation or seek easy profits.