Food & Drink Exports: Why Finding a Distributor Is Only the Beginning

UK food and drink continues to enjoy a strong international reputation.

In 2025, UK food and drink exports reached a record £25.6 billion in value, up 4.8% year-on-year. Yet the latest figures also show how challenging the environment has become: in Q1 2026, exports fell 4.8% year-on-year, while export volumes dropped 8.9%.

That combination tells an important story.

The opportunity is still there. But winning overseas business is becoming more competitive, and simply identifying a distributor is no longer enough.

For many food and drink companies, one of the first questions asked when considering a new market is:

"Can you find us a distributor?"

It sounds straightforward. In reality, finding a name is often the easy part.

Finding the right partner, in the right market, with the right commercial fit — and then turning that relationship into sustainable sales — is much harder.

The distributor is not the strategy

A distributor can be an important part of an export strategy. But appointing one does not automatically create demand.

Before approaching potential distributors, businesses need to understand whether the market genuinely fits the product.

That means asking questions such as:

• Is there consumer or buyer demand for this type of product?
• Where would it sit in the market?
• Who are the established competitors?
• What price point is realistic?
• Are there import, certification or labelling requirements?
• How long is the product's shelf life?
• What are the logistics and storage requirements?
• Which sales channels are most appropriate?
• Can the margins support the distributor, retailer and other intermediaries?

These questions matter because a distributor will ultimately be asking something very similar: "Can I make money from this product?"

If the commercial proposition is weak, even the best distributor relationship is unlikely to succeed.

Market fit comes before partner selection

Different food and drink products require very different routes to market.

• A premium confectionery brand may require specialist retail positioning and carefully selected importers.
• A chilled or frozen product may face additional logistics and shelf-life considerations.
• Meat products can involve certification, veterinary and market-access requirements.
• Beverages may need to consider packaging formats, excise arrangements, storage, local tastes and channel selection.
• A premium spirits producer will often require a very different partner from a mainstream food manufacturer.

The market therefore needs to be assessed before building a long list of potential distributors.

At JEMCO, we tend to look first at the commercial environment around the product, then identify the organisations most likely to fit that environment.

That generally produces a much better result than simply searching for "food distributors" in a particular country.

Not every distributor is equal

One of the biggest mistakes exporters can make is assuming that a distributor with an impressive website and a long list of brands must automatically be a good partner.

It may be. But there are more important questions to ask.

• Does the distributor already handle competing products?
• Which sales channels does it actually serve?
• Does it sell into supermarkets, foodservice, hotels, independent retailers or online platforms?
• How large is its sales team?
• Which regions does it cover?
• How does it introduce new products?
• What marketing investment does it expect from suppliers?
• What payment terms does it operate?

And perhaps most importantly: How important would your product actually be to them?

Being one relatively small brand in a very large distributor's portfolio can sometimes be less effective than working with a smaller organisation that sees genuine potential in the product.

Qualification therefore matters just as much as identification.

The first order is not the objective

Export success should not be judged simply by whether a distributor places an initial order. The real objective is repeat business and sustainable market development.

• That normally requires ongoing engagement.
• Samples may need to be provided.
• Buyer meetings need to be arranged.
• Product positioning may need to be adjusted.
• Pricing may need to be reviewed.
• Retailers, hospitality groups, wholesalers or other end users may need to be approached.
• Trade events can help open doors.
• Distributor sales teams may need product information and support.

And after the initial enthusiasm of signing an agreement, somebody still needs to maintain momentum.

This is where many export relationships begin to stall. The exporter assumes the distributor will now "sell the product".

The distributor assumes the exporter will support market development. Neither side does enough.

Relationships still matter in food and drink

International food and drink trade remains highly relationship-driven.

That is particularly true in markets where personal credibility, introductions and consistent follow-up are important parts of the commercial process.

Email and LinkedIn can identify potential buyers and distributors quickly. They cannot replace trust.

• A distributor may want to understand whether the supplier is committed to the market.
• A retailer may want evidence that supply will be reliable.
• An importer may need quick responses when an issue arises.
• A buyer may simply prefer to deal with companies that have taken the time to understand how their market works.

These factors become increasingly important as competition grows.

Recent UK trade figures underline that pressure. Despite the record export value achieved in 2025, food and drink export volumes remain significantly below pre-Brexit levels, and Q1 2026 saw particularly sharp weakness in some non-EU markets.

There is therefore a strong case for being more selective, not less selective, about where and how companies invest their export resources.

Trade agreements create opportunity — but businesses still have to develop the market

Trade agreements can improve access, reduce tariffs and remove barriers.

But they do not create customers automatically.

The UK's full access to the CPTPP trading bloc is a good example. As of September 2026, UK businesses have access to the full group of 11 CPTPP member countries, creating opportunities across a very substantial group of economies.

That is strategically important.

But food and drink companies still need to decide:

• Which markets actually suit the product?
• Which partners should they work with?
• Which channels offer the strongest opportunity?
• What local adaptation may be required?
• What resources are needed to develop the market properly?

A trade agreement can open the door. Someone still has to walk through it. Different products need different strategies

Over recent years, JEMCO has worked with businesses across a wide range of food and drink categories.

The lesson is consistently the same: 

• There is no universal export model.
• A premium food producer may need carefully targeted importers.
• A drinks business may need a specialist distributor with the right licences and channels.
• A meat producer may need to solve certification and supply-chain issues before meaningful sales discussions can begin.
• A niche brand may need market education before it needs distribution.

In some cases, the best route may initially involve approaching buyers directly rather than appointing a distributor immediately.

The right structure depends on the product, market and commercial objective.

From distributor search to market development

A good export programme should therefore go further than producing a spreadsheet of potential partners.

The process is more likely to look like this:

Market assessment → Route-to-market strategy → Partner identification → Qualification → Engagement → Meetings → Sampling → Buyer development → Follow-up → Commercial negotiation → Ongoing market development

That is a very different proposition from simply "finding a distributor".

It also reflects the way JEMCO approaches international business development.

We help companies identify the markets that deserve attention, understand the practical route to market, engage potential importers and distributors, develop customer relationships and, where appropriate, provide continuing market-development support.

Looking to grow your food or drink brand internationally?

The right distributor can be extremely valuable.

But the distributor is only one part of the route to market.

Successful export development depends on understanding the market, choosing the right commercial partners and maintaining momentum after the first introduction.

If you're exploring a new market, looking for importers or distributors, or trying to re-energise an existing export relationship, JEMCO would be pleased to have an initial conversation.

Start a conversation with JEMCO.