Asia: Routes to market

To access and sustain trade with Asian buyers, find out what matters to them.

As UK exporters look to grow red meat and dairy trade across Asia, they will encounter markets that are diverse, fast-moving and, above all, relationship-driven.

The opportunities are significant, but each market has its own nuances. To stand out, it pays to consider where a product will end up, who handles it along the way and what matters to the buyers in that supply chain.

Insights from our International Trade Development team and in-market contacts point to four recurring themes:

• The value of long-term relationships and trust
• The importance of carcase balance and the fifth quarter
• Market-by-market certification requirements
• The soft-power pull of British provenance

We address these below, first for red meat, then for dairy exports.

• Asia is relationship-driven − trust and time invested in a market matter as much as price
• Pork is the dominant meat across much of the region; beef and lamb occupy premium and niche positions
• Carcase balance and the fifth quarter are central to making Asian country markets pay
• Market access is country-specific − approved processing listings, paperwork and export health certificates (EHCs) vary widely
• British provenance and soft power are a genuine commercial advantage

Each of these is explored below.

Pork is the cost-effective, culturally embedded staple across much of Asia.

Beef holds premium demand in pockets: whether premium cuts in Hong Kong, beef tongues in Japan or beef fats in the Philippines.

Steak sells at a high price point to higher earners; Australia’s proximity to Asia and easier market access make it a tough competitor.

Lamb has modest demand in Hong Kong and Japan, concentrated in high-end hotels rather than retail, as it remains a niche choice.

Henry Glover, Senior Trade Development Manager, said:

“The UK can’t compete with Australia or New Zealand on price, but we win on the specific cuts premium buyers can’t get elsewhere.”

Asian markets often open opportunities for full carcase balance: profitable markets exist for every part of the animal. UK pork imported to China is a clear example, with bones and fifth-quarter products finding ready demand there.

Taiwan and the Philippines have also absorbed high volumes of UK pork following recent outbreaks of African swine fever there. The Philippines also have strong processing capability.

South Korea’s domestic supply cannot keep pace with foodservice demand for neck and spine bones for gamjatang, and hock for jokbal.

Henry Glover commented:

"Asia is where a British carcase can unlock its full value. With strong fifth-quarter demand, previously low-value cuts can be fully utilised."

Market access varies from country to country.

Hong Kong and Singapore are comparatively simple to enter, while China can be far more challenging.

Japan and Taiwan require plant listings, paperwork and form-filling.

Buyers want a choice of approved suppliers so they can rely on a steady supply. Importers in Vietnam and South Korea have pointed out that fewer UK meat-processing plants are approved to export to their markets than plants from the EU and USA.

Asian demand can move fast, and perceptions can shift quickly in either direction.

None of these obstacles is impossible to overcome, but it takes time, effort and resources. Exporters should therefore be selective and strategic about which markets to pursue.

Susan Stewart, Head of International Trade Development, said:

“China, Japan and Taiwan are highly valuable destinations, but they’re not a quick solution. Proper due diligence is required to capitalise on potential growth. Commit, review and focus where the return justifies the work.”

In Asia, interest in UK dairy centres on cheese. This is supported by British cultural ties and strong demand, both from expatriate communities and affluent consumers seeking premium products.

Increasing Westernisation in foodservice is also fuelling demand for foodservice products in bakery goods, pizzas and toasties.

Cheese, the UK’s largest dairy export category in Asia, is sold into high-end retail and hospitality. Other categories, such as butter and cream, are growing.

Certifications and country-specific requirements shape what is possible, and demand is genuinely premium. This is driven in part by British cultural affinity and a wealthy expat base willing to pay for it.

Dairy products are sold largely through retail. At the same time, foodservice is increasingly Westernised, with the rise of pizzas, toasties and paninis shaping dairy consumption in Asia.

Deli counters in department stores are an important retail-facing route, though ones selling British dairy are likely to be in a Harrods-style premium store rather than a typical supermarket.

These deli counters cater to wealthy consumers looking to explore high-end products where British dairy positions itself well, with buyers appreciating the heritage and quality of British dairy.

While dairy consumption is growing, smaller pack sizes of 20-50 g can be the norm in these markets.

There is a need to educate buyers on how to correctly store and handle cheese to maintain its integrity.

Shelf life drives logistics. Yogurts and short shelf-life products exported to Singapore and Hong Kong need to be air freighted. Longer shelf-life products are suited to larger shipping routes.

Products such as creams and butters can be shipped frozen. This means additional costs but can gain benefits from maximising shelf life.

Care must be taken to find an import partner who properly understands how to defrost the product to maintain the integrity of the goods.

Labelling is country-specific − language and nutrition-score requirements vary. Product may either be UK-packaged or packed in the destination market.

Across Asia, selling is built on relationships rather than transactions.

In Japan, exporters are encouraged to visit foreign suppliers and invest time in building reciprocal trust, with importer exclusivity and long-term loyalty highly prized. South Korea is similar, with trust at the heart of a durable partnership.

China can be more transactional, with buyers willing to chop and change, so loyalty carries less weight. In Vietnam, loyalty tends to attach to individual products once they have proven they can sell.

Understanding which model applies in each market shapes how exporters should approach it. 

Susan Stewart commented:

“In Japan and Korea, trust is built over years and loyalty runs deep, where exclusivity can be important. China moves faster and more transactionally, and in Vietnam loyalty attaches to the product once it's proven itself.

“One approach doesn’t fit all.”

British branding carries real commercial weight in Asia. The soft power of British provenance is a significant draw, though mostly in consumer-facing channels. Pork and offal importers in Vietnam and South Korea, however, have told us that consistent specification, smooth paperwork and reliable supply count for more than origin storytelling.

There is always space for new products and new niches, depending on the company and the product. However, the Britishness of a product can get lost along the supply chain. Therefore, protecting and communicating provenance needs to form part of any opportunity.

Susan Stewart said:

“British provenance creates opportunities, but it can drop out of the story between the port and the plate. Protecting it is a commercial job.”

An EHC is a prerequisite for exporting food and drink products, and sanitary and phytosanitary (SPS) standards must be complied with. SPS requirements are notified through the World Trade Organization (WTO) daily.

Singapore is comparatively straightforward to enter, as it imports most of its food. Other countries, such as Thailand, require more extensive registration processes.

Registration requirements vary by market. In Thailand and the Philippines, each importing company must register. In South Korea and China, the manufacturer of the product being exported must complete the registration process.

Halal compliance is important where regional religious requirements apply.

The consistent message is to work on a country-by-country basis, focusing on the specifics of each market to minimise cost and friction.

Ouafa Doxon, Head of Market Access, said:

“There’s no single rulebook. Working country by country is the only way to keep cost and friction under control.”

A consistent message we hear is the need to think long term. For exporters weighing Asian markets, that means:

• Get to market − visit, see how selling and distribution work, and invest in developing trust
• Be selective and strategic about which markets justify the time, effort and resources
• Understand tariffs, tariff rate quotas (TRQs), shipping rules, EHC requirements and the plant listing process for each country
• Lean into carcase balance and the fifth quarter rather than only high-value cuts
• Harness British provenance and unique reputational factors, such as grass-fed and hormone-free, to stand out in a crowded marketplace

Meticulous attention to detail in paperwork is needed to comply with country-specific requirements.

Our International Trade Development team and in-market contacts can help exporters connect with key buyers, navigate logistics and certification and adapt their offer to each market’s expectations.