Catalunya Exporta Roadmap: the free guide to getting started with exporting in a structured way

barcelonaexportadmin on October 23, 2026

Hoja de Ruta Catalunya Exporta desde un punto de origen hasta un globo terráqueo, con los logos de Catalunya Exporta, ACCIÓ y Foment del Treball

The Catalunya Exporta roadmap is a free diagnostic service funded by ACCIÓ that assesses a company’s starting point and defines the key elements of its export strategy. It is prepared by an accredited internationalisation support agent and is designed for companies that do not yet sell abroad or have only recently started exporting. Its objective is simple: to ensure that a company’s first step into international markets is guided by a plan rather than intuition.

In this article, we explain what the programme is, what the roadmap assesses, who prepares it and how to get the most out of it.

What is Catalunya Exporta?

Catalunya Exporta is ACCIÓ’s export initiation programme. ACCIÓ is the agency for business competitiveness of the Government of Catalonia. The programme is part of the Responem plan and, according to information published in February 2026, aims to help up to 2,000 companies that have never sold abroad start exporting within three years. The goal is for half of them to become regular exporters before 2030. The programme has a budget of €3 million.

The programme is organised into three phases:

  1. Training sessions. Free sessions covering the fundamentals of international trade, including Incoterms, digitalisation and international sales management.
  2. Catalunya Exporta roadmap. A personalised assessment of the company’s export potential, which we explain below.
  3. Tools and support schemes. Once the assessment has been completed, ACCIÓ helps identify the grants, services and tools best suited to each company’s project.
The three phases of Catalunya Exporta: training, the Catalunya Exporta roadmap, and tools and support schemes.

Who prepares the Catalunya Exporta roadmap?

The Catalunya Exporta roadmap is prepared by an internationalisation support agent accredited by ACCIÓ. These agents include chambers of commerce, business associations and specialist consultancies. Companies can choose the agent that best matches their sector and working methods. If they are unsure which one to select, they can submit a form and ACCIÓ will assign an agent.

The service is free for the company because it is funded by ACCIÓ. The process combines interviews with management, a review of company information and an analysis of its existing channels.

What does a Catalunya Exporta roadmap assess? The 12 sections

The Catalunya Exporta roadmap follows a clearly defined structure. These are the sections it typically includes and what each one is designed to achieve:

  1. Company profile. Basic details, sector and contact person.
  2. Company description. Products or services, customers and current markets. This section often reveals that a company is already selling to foreign customers without leaving its domestic market, for example through tourism.
  3. International experience. Countries already explored, previous contacts, distributors or partners, and certifications required to sell abroad.
  4. Organisational structure. Who could take responsibility for the international project and how much time they could dedicate to it.
  5. Financial capacity. Available resources for travel, product adaptation or promotional investment, and the sources of the company’s revenue.
  6. Communication channels and customer access. Website, social media, newsletter and catalogues. This usually includes a basic website audit covering indexing, page titles, meta descriptions, image alt text, versions in other languages and security.
  7. Preliminary Business Model Canvas. A concise business model outlining the value proposition and the customer segments the company could target abroad.
  8. SWOT analysis. The company’s strengths, weaknesses, opportunities and threats in relation to internationalisation.
  9. Sustainability and gender equality. Environmental and social measures, as well as equality initiatives, which are increasingly valued by international customers and distributors.
  10. Reflection. The company’s objectives and underlying reasons for expanding abroad: diversifying risk, growing, increasing brand recognition or innovating.
  11. Final recommendations. Specific next steps and public-sector resources suited to the company.
  12. Conclusions. An overall assessment of the company’s export potential.
Checklist of what the Catalunya Exporta roadmap assesses: value proposition, resources, channels, SWOT analysis and recommendations.

Why internal reflection comes before market selection

Many companies begin their international journey by asking which country they should target. The Catalunya Exporta roadmap reverses this order, first asking what makes the company’s offering different and what resources it has available.

This reflection helps prevent common mistakes, such as entering a market without a translated website, sufficient stock or anyone on the team with time to dedicate to the project. It also helps turn what already works in the domestic market into a compelling export sales proposition. Once a business model has been validated at home, the challenge is no longer simply to “sell more abroad” but to “replicate abroad what already works at home”.

The Business Model Canvas and SWOT analysis are the two key tools in this phase. The first requires the company to articulate its value proposition in a clear sentence. The second brings potential risks to light, such as dependence on a small number of sales channels, rising raw material and logistics costs, or the risk of copycat products in digital markets.

What recommendations does the Catalunya Exporta roadmap typically include?

The Catalunya Exporta roadmap does not end with a diagnosis: it provides a way forward. Its recommendations often connect companies with the public and private ecosystem supporting exports, which is extensive in Catalonia:

  • ACCIÓ’s Internationalisation Voucher, which helps fund services such as an internationalisation plan, market research for priority countries, or the implementation of an export strategy through active sales prospecting carried out by expert advisers accredited by ACCIÓ.
  • ICEX Next, ICEX’s programme for structuring the international strategy of SMEs starting to export.
  • Chambers of commerce and business associations such as PIMEC, which offer training, trade missions and B2B networking events.
  • Enterprise Europe Network, which helps companies find partners, distributors and commercial agents in Europe.

These support schemes are complemented by practical recommendations, such as improving website visibility in other languages, preparing a B2B sales presentation in English, or identifying the two or three priority markets to target first.

How to get the most out of the Catalunya Exporta roadmap

The quality of the Catalunya Exporta roadmap depends largely on the information the company provides. The following tips can help:

  • Prepare your figures before the interview: revenue by channel, key customers and any previous international contacts.
  • Be realistic about your resources: team availability, budget and production capacity.
  • Involve senior management: exporting is a strategic decision and requires a clearly designated person in charge.
  • Set priorities: it is better to start with one or two carefully selected markets than to target ten at once.
  • Turn the document into an action plan, with deadlines, responsibilities and a budget, and review it again after a few months.

Frequently asked questions about the Catalunya Exporta roadmap

How much does the Catalunya Exporta roadmap cost?

Nothing. The service is free for the company because it is funded by ACCIÓ.

Who can apply?

It is intended for companies that do not yet export or are taking their first steps into international markets and want to establish a stable export activity.

How do you apply?

Through the Catalunya Exporta page on ACCIÓ’s website, selecting Foment del Treball as the organisation.

Take the first step: apply for a completely free Catalunya Exporta roadmap

Exporting is about more than increasing sales. It is a strategic decision that can diversify risk, strengthen your brand and open up new business opportunities. The Catalunya Exporta roadmap offers a free, structured way to get started.

If you are considering taking the next step, Barcelona Export can support you in preparing your roadmap and planning the steps that follow. Contact us.

B2B Marketplaces for Exporting

barcelonaexportadmin on October 15, 2026

Aerial view of a night market with hundreds of stalls, symbolising a B2B marketplace for exporting.

B2B Marketplaces for exporting help SMEs connect with international buyers, discover new business opportunities and test demand in overseas markets without immediately investing in trade fairs, business trips or a local sales office.

For Catalan and other European SMEs looking to enter the international markets, B2B marketplaces can provide access to international importers, wholesalers, distributors, retailers and industrial buyers. However, choosing the right platform is only the first step. To generate qualified enquiries and profitable orders, businesses need effective product listings, competitive pricing, fast responses and a clear understanding of UK import requirements.

In this guide, we explore the different types of B2B marketplaces for exporting, the platforms worth considering by sector, how to create a product listing that attracts buyers, the mistakes to avoid and the export support that may be available.

What Are B2B Marketplaces for Exporting?

B2B marketplaces for exporting are online platforms that help businesses promote and sell their products or services to other companies in international markets. Their users include importers, distributors, wholesalers, retailers, manufacturers and procurement teams.

Not all platforms operate in the same way. They generally fall into four categories:

Type of platformHow it worksExamples
General B2B marketplacesConnect suppliers with buyers across multiple industries and countries.Alibaba.com, Amazon Business UK, Global Sources, Made-in-China.com
Specialist B2B marketplacesFocus on specific industries, helping suppliers reach more relevant buyers.DirectIndustry, Archiproducts, Knowde
B2B directoriesHelp businesses showcase their products and generate commercial enquiries rather than necessarily completing transactions online.Europages, Kompass UK, wlw
Wholesale marketplacesConnect brands with retailers, particularly independent shops looking for new products and suppliers.Faire, Ankorstore

Benefits of Using Marketplaces B2B for Exporting

  • International visibility: Reach buyers who may not otherwise discover your business.
  • Lower initial investment: Test demand in a new market before establishing a local sales presence.
  • New commercial contacts: Generate enquiries from importers, distributors and potential business partners.
  • Market intelligence: Understand buyer preferences, product demand and competitive positioning.
  • Measurable performance: Track enquiries, quotations, orders and margins to assess your return on investment.

Risks to Consider Before Joining a B2B Marketplace for exporting

  • Subscriptions and commissions can reduce profitability.
  • Price competition may put pressure on margins.
  • Platform dependency can expose your business to changes in fees, rules and search rankings.
  • Fraud and counterfeiting can affect suppliers operating in international markets.
  • UK import requirements may involve customs declarations, VAT and product-specific compliance obligations.

Before joining a platform, verify its commercial terms, the quality of its buyers and its payment procedures. Consider protecting your trademark in the new markets and check the import requirements applicable to your products.

For businesses exporting from the EU to Great Britain, customs formalities may apply. Northern Ireland can be subject to different arrangements.

The Best Marketplaces B2B for Exporting by Industry

The most suitable platform depends on your product category, target buyers and export strategy. The following options are worth exploring when targeting the UK market.

IndustryPlatforms to considerPotential buyers
Food, wine and beveragesFaire, Alibaba.com, Tridge, RangeMeImporters, food wholesalers, independent retailers and specialist distributors
Fashion, textiles, footwear and accessoriesJOOR, NuORDER, Fibre2Fashion, FaireBoutiques, retail chains, distributors and private-label buyers
Machinery, equipment and componentsDirectIndustry, IndustryStock, Europages, Global SourcesTechnical distributors, manufacturers and procurement teams
Construction, interiors and furnitureArchiproducts, ArchiExpo, Europages, Alibaba.comImporters, architects, interior designers and trade buyers
Cosmetics and personal careFaire, RangeMe, Alibaba.com, EuropagesBeauty distributors, specialist retailers and contract manufacturers
Electronics and componentsGlobal Sources, Octopart, Alibaba.com, EuropagesComponent buyers, engineers and electronics manufacturers
Chemicals, ingredients and materialsKnowde, CheMondis, Alibaba.com, EuropagesIndustrial buyers, manufacturers and ingredient procurement teams

Platform suitability varies by product and market. Octopart, for example, is primarily an electronic component search and comparison platform rather than a conventional export marketplace.

Before investing in a paid membership, ask each provider about its active UK buyer base, supplier eligibility, pricing and expected lead generation.

Practical Examples of Marketplaces B2B for Exporting

  • Industrial components: An SME uses Europages to showcase its technical catalogue and identify potential distributors in the UK and other European markets.
  • Premium olive oil: A producer targets British importers and specialist food retailers, presenting its packaging options, certifications, minimum order quantities and delivery terms.
  • Agricultural machinery: A manufacturer uses Agriaffaires to showcase equipment and attract enquiries from agricultural professionals.
  • Natural cosmetics: A manufacturer lists private-label products on Alibaba.com, specifying minimum order quantities (MOQs), customisation options and available certifications.
SME managing its olive oil product listing on an international B2B marketplace, with enquiries from buyers.

How to Use Marketplaces B2B for Exporting in Six Steps

1. Choose One or Two Platforms

Avoid spreading your resources across too many marketplaces at the beginning. Check how many active buyers each platform attracts in your sector and whether its audience includes UK importers, distributors or retailers.

2. Protect Your Brand Before Expanding Internationally

Consider registering your trademark in the UK before publishing your products. Check existing registrations and procedures through the UK Intellectual Property Office.

3. Create a Product Listing That Converts

B2B buyers need clear, accurate information to evaluate suppliers. Your product listing should include:

  • A descriptive title containing relevant search keywords.
  • Professional product photographs.
  • Technical specifications and product descriptions.
  • Available certifications and compliance information.
  • Pricing or a clear quotation process.
  • Minimum order quantity (MOQ).
  • Production and delivery lead times.
  • Applicable Incoterms and agreed delivery locations.

Use clear English and terminology suited to international buyers. Depending on your product category, you may also need to address UK labelling, safety, conformity or import documentation requirements.

Example of an effective product title:

Extra Virgin Olive Oil 5L – Private Label Available – MOQ 500 Units – Delivery to the UK

This title communicates the product, pack size, private-label option and minimum order quantity. The full listing should also explain pricing, certifications, delivery terms and product availability.

4. Respond to Buyer Enquiries Within 24 Hours Where Possible

Fast, relevant communication helps build trust. Some marketplaces, including Alibaba.com, provide supplier response metrics.

Qualify each enquiry by checking the buyer’s business, required volumes, delivery destination, expected lead times and purchasing requirements. Tailor your quotation to the opportunity rather than sending a generic reply.

5. Invest in Paid Promotion Once Your Listing Is Effective

Improve your product title, photographs and commercial information before paying for additional visibility. Then test promotional options and measure whether they generate qualified enquiries and profitable orders.

6. Measure Results Every Month

Track:

  • Product listing views.
  • Number of enquiries received.
  • Qualified leads.
  • Quotations sent.
  • Orders secured.
  • Customer acquisition costs.
  • Gross margin after marketplace and export-related costs.

Record your contacts in a CRM system and follow up consistently.

Protect your margins: include subscriptions, commissions, advertising, packaging, transport, insurance and applicable customs-related costs in your calculations. Depending on the transaction, import VAT and other charges may also affect the buyer’s total landed cost.

Four Common Mistakes When Using Marketplaces B2B for Exporting

  1. Joining too many platforms. One well-managed marketplace can be more effective than several poorly maintained accounts.
  2. Publishing incomplete listings. Missing technical specifications, poor photographs and unclear commercial terms discourage international buyers.
  3. Responding too slowly. Delayed replies can result in lost opportunities when buyers are comparing several suppliers.
  4. Ignoring the true cost of exporting. Commissions, advertising, transport and compliance costs can turn apparently successful sales into unprofitable transactions.
A miniature shopping cart with coins in front of sales charts, illustrating profitability when selling through B2B marketplaces.

FAQ: Marketplaces B2B for Exporting

What are the best marketplaces B2B for exporting?

The answer depends on your industry and target buyers. Alibaba.com provides broad international reach, while Europages and Kompass can help identify potential distributors and business partners. Faire focuses on wholesale trade with retailers, while specialist platforms serve particular industries.

Before subscribing, check the platform’s active UK buyer base, eligibility requirements and pricing structure.

How much do marketplaces B2B for exporting cost?

Costs vary by platform and may include annual subscriptions, transaction commissions, advertising and additional services. Calculate the total cost of acquiring a customer, including logistics, before setting your export prices.

How many B2B marketplaces should an SME use?

Start with one or two. Optimise your listings, respond promptly to enquiries and measure results before expanding to additional platforms.

What language should I use for my product listing?

Use English for the UK market, with clear product descriptions, technical specifications, certifications, minimum order quantities and applicable Incoterms. Check whether your products require additional UK-specific labelling or compliance information.

Are there grants for using marketplaces B2B for exporting?

Potential support depends on where your business is established, the type of activity and the funding programmes currently available.

For Catalan SMEs

  • ACCIÓ: The Catalan Government’s business competitiveness agency offers internationalisation services and programmes. Check current calls and eligible expenditure before assuming marketplace subscriptions or advertising costs qualify.
  • Chambers of commerce and export organisations: These may provide market information, international trade advice and business development support.
  • Regional and European programmes: Certain initiatives may support international expansion or digital transformation, depending on eligibility and the applicable rules.

For UK-based SMEs

Always confirm eligibility, deadlines and eligible expenses with the relevant organisation before committing expenditure.

Conclusion: Make B2B Marketplaces for Exporting Part of Your International Growth Strategy

B2B Marketplaces for exporting can help SMEs identify overseas buyers, test demand and develop new commercial relationships without immediately investing in a local sales operation.

To achieve sustainable results, choose platforms that match your industry, publish detailed product listings in English, respond quickly to enquiries, understand UK import requirements and calculate the profitability of each order.

At Barcelona Export, we help businesses assess their export potential, identify suitable markets and sales channels, select relevant B2B marketplaces and develop a tailored international business development plan.

Would you like to identify the most suitable B2B marketplaces for exporting your products? Contact Barcelona Export to explore the options for your sector and export objectives.

The ICO Export Growth Line Is Back: Public Financing for SMEs Selling Abroad

barcelonaexportadmin on October 9, 2026

Header – ICO Export Growth Line

The ICO Export Growth Line is a direct loan from the Instituto de Crédito Oficial (ICO) for Spanish SMEs with international activity, featuring a non-repayable component of up to 30% (maximum €200,000), an interest rate of Euribor + 0.75%, and a repayment period of up to 10 years. Its first call closed on 1 July 2026, and many companies missed out because they did not have enough time to prepare their applications.

If your company exports or imports and is feeling the impact of tariffs, the ICO Export Growth Line is probably one of the most interesting public financing opportunities of the year. In this article, we explain what the scheme is, who can apply, what it covers and how to prepare so you are ready in time for the next call.

What is the ICO Export Growth Line and why was it created?

The ICO Export Growth Line is a €750 million financing line launched on 9 February 2026 by the Spanish Ministry of Economy, Trade and Enterprise, through the Secretary of State for Trade and the ICO (official ICO announcement).

Its objective is to finance investment and modernisation projects carried out by SMEs affected by changes in the global tariff environment.

The key feature is its support component: €181 million from the Next Generation EU funds, which the ICO applies in two ways. One is a non-repayable component within the loan; the other is a partial interest-rate subsidy (La Moncloa).

Unlike ICO intermediary financing schemes, there is no need to apply through a bank: the application is submitted directly to the ICO, entirely online. This is an important difference for SMEs whose banks are reluctant to finance their exposure to markets affected by trade tensions.

List of the Conditions of the ICO Export Growth Loans

ICO Export Growth Line loan conditions

The following were the conditions of the 2026 call, according to the summary of the General Conditions Document published by Impulso and FEDA:

ItemCondition
Minimum amount€50,000
Maximum amountUp to 80% of the eligible investment
Interest rate1-year Euribor + 0.75% (100 basis-point subsidy)
Term5 to 10 years, with up to 2 years’ grace period
Non-repayable componentUp to 30% of the loan, with a maximum of €200,000
Arrangement fee0.5% of the contracted amount
Working capitalUp to 30% of the project, always linked to the investment
AllocationOn a first-come, first-served basis, until funds are exhausted

The non-repayable component is not paid out in cash: it is used to repay the final instalments of the loan if the relevant conditions are met.

The first-come, first-served allocation system therefore has a very practical implication: companies that have their application ready from day one have an advantage.

Requirements: who can apply for the ICO Export Growth Line?

The scheme is open to commercial companies that qualify as SMEs, have their registered office or business activity in Spain and have been operating for at least four years (ICO Online).

In addition, applicants must fall into one of the following two categories:

  • Directly affected: exporting or importing SMEs whose international activity represents more than 5% of their turnover.
  • Indirectly affected: relevant suppliers to Spanish companies in affected sectors, or SMEs integrated into global value chains (FER).

There is one requirement that excludes many companies: the accounts for the last two financial years must have been audited, either mandatorily or voluntarily.

If they have not been audited, this requirement can be offset by a guarantee: from an SGR covering 100% of the loan, a public guarantee covering at least 50%, or a bank guarantee covering at least 75%.

List of the Main Requirements of the ICO Export Growth Line

What expenses and investments does The ICO Export Growth Line finance?

The financing line prioritises investment in intangible assets, but covers a broad range of eligible expenditure:

  • Tangible assets: industrial premises, facilities, machinery, ICT equipment, industrial vehicles and renewable energy installations of up to 30 MWp.
  • Intangible assets: R&D, patents and designs, software, trademark registration, training and market research for new markets.
  • Business acquisitions or equity interests: to increase production capacity, secure supplies or facilitate business succession.
  • Working capital: up to 30% of the project.
  • Consulting and credit-rating services required to prepare the application, up to 100%.

For exporters, one of the most interesting aspects is what the non-repayable component covers. It includes 50% of the expenditure on international trade fairs and 50% of ICEX internationalisation services.

It also covers 10% of tangible investment by SMEs and 20% by microenterprises.

How to apply for the ICO Export Growth Line: step by step

  1. Check your eligibility. Calculate the percentage of your turnover generated internationally during the last financial year and gather the customs declarations (DUAs) or invoices that provide evidence.
  2. Review your financial statements. If they have not been audited, arrange a voluntary audit or start negotiating the required guarantee with an SGR (in Catalonia, for example, Avalis de Catalunya).
  3. Define your project. Describe the investment, target markets and how the project will reduce your exposure to tariffs.
  4. Do not start the investment too early. The ICO may require expenditure to be incurred after the application has been submitted in order to preserve the incentive effect of the financing.
  5. Submit the application through ICO Online using a digital certificate.
  6. Provide evidence of project implementation so that the non-repayable component can be applied.

Since funding is awarded on a first-come, first-served basis, it is advisable to have steps 1 to 3 completed before the application window opens.

An opportunity for exporting SMEs in Barcelona and Catalonia

Catalonia accounts for a significant share of Spain’s exports and has a strong industrial SME base in sectors such as chemicals, food, textiles, machinery and automotive.

Many of these companies sell to the United States or form part of the supply chains of major European groups — precisely the type of businesses this financing line aims to support.

For an SME based in Barcelona, Vallès or Baix Llobregat, the scheme is particularly relevant in three situations:

  • Diversifying markets when a key customer or country becomes more expensive due to tariffs.
  • Financing international trade fairs, with 50% of the expenditure covered by the non-repayable component.
  • Modernising production facilities to remain competitive on price against new competitors.

If you also use programmes from ACCIÓ or the Barcelona Chamber of Commerce, check the total amount of public aid received. The ICO Export Growth Lineline is subject to the de minimis aid regime, meaning that all relevant aid received counts towards the applicable ceiling.

Frequently asked questions about the ICO Export Growth Line

How much non-repayable funding can I receive?
Up to 30% of the loan, with a maximum of €200,000 per transaction. It is applied to repay the final instalments of the loan.

Do I need to apply through my bank?
No. This is direct financing from the ICO and the application is submitted online. A bank is only involved if it provides a guarantee or co-finances the transaction.

What percentage of exports do I need?
More than 5% of the previous year’s turnover if the company is directly affected. Suppliers in affected sectors may qualify through the indirect route.

Can a self-employed person or a start-up apply?
No. The applicant must be a commercial company, qualify as an SME and have been operating for at least four years.

Can I finance my participation in an international trade fair?
Yes. The non-repayable component covers 50% of eligible expenditure on trade fairs.

How long can I apply for the financing?
The first call closed on 1 July 2026. Check the ICO website for the opening date of the next call: funds are allocated on a first-come, first-served basis.

Conclusion: prepare before the funds run out

The ICO Export Growth Line combines three advantages that are difficult to find together: a low interest rate, a long repayment period and a non-repayable component.

For an exporting SME affected by tariffs, it can help finance market diversification, international trade fairs and modernisation projects that might otherwise be postponed.

The experience of the first call provides a clear lesson: the companies that are ready to apply are the ones that have their financial statements, guarantee and project prepared in advance.

At Barcelona Export, we support Catalan SMEs with their internationalisation strategies, from market selection to the preparation of financeable projects. Contact us and we will assess whether your company could qualify for this financing line.

How to use LinkedIn to attract international clients

barcelonaexportadmin on September 14, 2026

- LinkedIn para mercados internacionales - LinkedIn per a mercats internacionals - LinkedIn for international markets - LinkedIn pour les marchés internacionaux

When we think about tools for attracting clients abroad, most companies first think of international trade fairs, sales agents or digital advertising campaigns. However, there is a tool already in the pocket of almost every purchasing decision-maker in the world that many Catalan SMEs still do not fully leverage: LinkedIn. When used properly, a LinkedIn profile can generate more business opportunities than months of cold prospecting by email or phone. In this guide, we explain step by step how to turn LinkedIn into a powerful international sales prospecting tool.

Why LinkedIn is key to international business expansion

LinkedIn is not just a professional social network: today, it is the world’s largest accessible B2B database, with profiles of buyers, distributors, purchasing managers and decision-makers from virtually every industry and country. Unlike a cold email or sales call, a well-crafted LinkedIn message reaches recipients in a professional context where they are already more receptive to evaluating business proposals.

For a company looking to start or consolidate its export process, this translates into a very concrete advantage: you can identify, contact and qualify potential customers in international markets without travelling, without relying exclusively on the trade fair calendar, and at a much lower acquisition cost than with other channels.

Step 1: Optimise your profile before prospecting

Before sending a single message, your LinkedIn profile must be ready to make a strong international first impression. First impressions are formed in just three seconds, so these elements are essential:

  • Professional photo and banner with an international message. A polished image and a banner that clearly communicates what you do and which markets you target convey professionalism at first glance.
  • Clear headline focused on international markets. A specific headline, in English if required by your target market, helps buyers who are already looking for your product or service find you.
  • About section focused on the customer, not on you. Explain what problem you solve and what value you provide, rather than focusing only on your background. Write it in English and for an international reader who does not know your company.
  • Experience with export figures and results. Markets where you already sell, volumes, certifications or key customers immediately build trust with a contact who knows nothing about you.
  • Recommendations from international customers or partners. They provide social proof: if other foreign buyers already trust you, it becomes much easier for a new prospect to take the first step.
- LinkedIn para mercados internacionales - LinkedIn per a mercats internacionals - LinkedIn for international markets - LinkedIn pour les marchés internacionaux

Step 2: Identify your potential customers

Once your profile is ready, the next step is knowing who to target. This is where LinkedIn Sales Navigator becomes an essential ally: it allows you to filter contacts by industry, country, company size and job title, so you can build lists of real decision-makers instead of contacting people blindly.

Some practices make a real difference at this stage:

  • Combine several filters (industry, country, job title) to narrow the list to genuinely relevant contacts and save hours of manual prospecting.
  • Analyse who follows and interacts with your competitors: these people are often direct potential customers for your own offer.
  • Follow key companies and decision-makers to detect job changes, posts or signals of interest that may open a door.
  • Participate in international industry groups and communities, bringing you closer to decision-makers and building visibility organically without having to cold-contact everyone.

Step 3: Define your outreach strategy

Having an optimised profile and the right contact list is useless if your outreach message fails. This is probably where the most companies lose opportunities by moving too quickly.

The golden rule is simple: do not sell in the first message. Offering your product directly before building trust often closes the door before you have even opened it. Instead:

  • Send a short, personalised connection message, with a specific reference to the contact’s profile or company. This significantly increases acceptance rates compared with a generic request.
  • Provide value before selling: share content, a market insight or an observation relevant to their business.
  • Plan a follow-up sequence. Without consistency, most contacts are lost simply because nobody writes again.
  • Reserve InMail for decision-makers who are difficult to reach through a direct connection, when the contact genuinely justifies it.

An example of an effective first message could be: “Hi [Name], I saw that you lead purchasing at [company] in the [industry] sector. I’d like to connect and share how we help companies similar to yours achieve [goal].” It is short, personalised and does not ask for anything in return at the first contact.

Step 4: Generate leads consistently

LinkedIn is not only useful for cold outreach: when managed properly, it becomes a consistent source of inbound leads. Publishing valuable content about your industry turns your profile into a magnet for qualified contacts, without having to find them one by one.

To make lead generation sustainable over time, it is essential to:

  • Qualify incoming leads (for example, using a simple A/B/C system based on interest and purchasing potential), because not every contact deserves the same follow-up priority.
  • Integrate LinkedIn with your CRM so you do not lose opportunities and can measure the real results of your activity on the platform.
  • Measure results consistently: new connections, response rate and meetings booked are the key indicators for knowing whether your strategy is working or needs adjustment.

Most common LinkedIn mistakes

Before getting started, it is worth keeping in mind the mistakes that most often cause an international LinkedIn prospecting strategy to fail:

  1. Sending a sales pitch in the first message. This creates almost automatic rejection.
  2. Having an incomplete or unoptimised profile. Without a professional photo, clear headline or well-written About section, credibility with an international contact drops sharply.
  3. Failing to follow up with connections. An accepted connection with no subsequent message is simply a missed opportunity.
  4. Not measuring or qualifying leads. Without a follow-up system, it is impossible to know which contacts are worth prioritising.
- LinkedIn para mercados internacionales - LinkedIn per a mercats internacionals - LinkedIn for international markets - LinkedIn pour les marchés internacionaux

Grants available to take the next step

If your company wants to invest in digitalising its international prospecting, public funding programmes can help facilitate the process:

  • ACCIÓ vouchers to start exporting: grants of up to €10,500 to pay for advice from an ACCIÓ-accredited expert, which may include designing a digital prospecting strategy such as LinkedIn.
  • International Promotion Grant: grants of up to €30,000 that can cover digital marketing and international promotion campaigns, including the use of professional social networks such as LinkedIn as part of a broader international communications strategy.

Conclusion

LinkedIn is no longer simply a professional networking platform; it has become a genuine international sales prospecting tool, accessible to any SME regardless of its marketing budget. The key is to manage the entire process in an organised way: optimise your profile, identify the right potential customers, define an outreach strategy that builds trust before sales, and measure results to continuously improve.

Would you like to analyse together how to apply this strategy to your company? At Barcelona Export, we help you design your international LinkedIn prospecting plan, adapted to your sector and target markets. Contact us.

How to Identify the best International Markets for Your Business

barcelonaexportadmin on September 7, 2026

Cómo identificar los mercados internacionales con más oportunidades para tu empresa Com seleccionar els mercats internacionals amb més oportunitats per a la teva empresa How to Identify the International Markets with the Greatest Opportunities for Your Company Comment identifier les marchés internationaux offrant le plus d'opportunités pour votre entreprise


Choosing where to sell is just as important as deciding what to sell. Selecting the wrong market consumes time, money and resources without delivering results, while choosing the right one can significantly increase your company’s growth opportunities. In this article, we explain, step by step, how to identify the international markets with the greatest potential to successfully launch or strengthen your export strategy.

Why It Is Essential to Prioritise International Markets Before Exporting

Before expanding into international markets, it is worth answering a few fundamental questions:

  • What is your company’s real export potential? (product, pricing, production capacity and available resources)
  • Which markets are genuinely accessible and profitable for your product?
  • How many markets can you realistically focus on without spreading your resources too thin?

Not all international markets offer the same level of accessibility or profitability. That is why it is essential to evaluate them based on market attractiveness, accessibility and strategic fit with your product. Prioritising international markets allows you to concentrate your efforts where your company has the highest probability of success instead of trying to enter too many countries at once. Today, free digital tools make it possible to move from intuition to data-driven decision-making quickly and reliably.

First Step: Define Your Product and Value Proposition

Before analysing potential countries, your company should have a clear understanding of:

  • The problem your product solves.
  • Your competitive advantage and whether your product is genuinely innovative.
  • Your market positioning (economy, mid-range or premium).
  • The type of customer and industry that purchase your product.

Without this initial definition, selecting the most suitable international markets becomes extremely difficult.

Criteria for Identifying the Best International Markets for Your SME

To compare countries objectively, it is advisable to analyse four main groups of criteria:

  1. Quantitative criteria (market size and growth): import volumes for your product, GDP, annual economic growth and consumption trends over the past five years.
  2. Market accessibility criteria (entry barriers): tariffs, technical regulations, required certifications, geographical distance and language.
  3. Competitive criteria: the presence of local and international competitors, pricing levels and market positioning.
  4. Strategic fit criteria: local consumer habits, market trends and the cultural fit between your product and the target market.

The ideal combination is market size + accessibility + strategic fit + manageable competition. A large market that is difficult to access or highly saturated may offer fewer opportunities than a smaller market that is better suited to your company’s capabilities.

Cómo identificar los mercados internacionales con más oportunidades para tu empresa 2 Com seleccionar els mercats internacionals amb més oportunitats per a la teva empresa 2 How to Identify the International Markets with the Greatest Opportunities for Your Company 2 Comment identifier les marchés internationaux offrant le plus d'opportunités pour votre entreprise 2

Free Digital Tools for Prioritising International Markets

There are numerous free tools that can help you analyse and compare international markets more efficiently:

  • Trade Map (ITC) — https://www.trademap.org: probably the world’s leading international trade database. It provides import and export statistics, identifies the main supplying countries, shows annual growth rates and market shares, and is ideal for comparing 20 to 30 countries in just a few minutes.
  • UN Comtrade — https://comtradeplus.un.org: the United Nations’ international trade database, particularly useful for obtaining highly detailed trade statistics.
  • Google Market Finder — https://marketfinder.thinkwithgoogle.com: provides insights into product search demand by country, market competitiveness and each market’s level of digital readiness.
  • Eurostat — https://ec.europa.eu/eurostat: offers consumption, production and sector-specific statistics, making it particularly valuable for analysing European markets.
  • Observatory of Economic Complexity (OEC) — https://oec.world: enables you to identify who buys and sells specific products, discover emerging markets and analyse global trade trends through highly visual data, making it an excellent tool for identifying new export opportunities.

Additional Recommended Sources for Prioritising International Markets

  • ICEX (Spain) and ACCIÓ (Catalonia): extensive international office networks providing free market reports, sector analyses and commercial contacts.
  • Santander Trade Portal (https://santandertrade.com): country profiles featuring economic indicators, business environment information and trade barriers.
  • LinkedIn and industry-specific professional networks: valuable sources for qualitative insights into competitors, trade fairs and potential buyers.
  • Alibaba, Amazon and international marketplaces: useful for analysing sales volumes, pricing, customer reviews and active competitors.
  • ACCIÓ Export Observatory (Catalonia Trade Portal): sector reports, market intelligence and personalised support for Catalan exporters.

What You Should Analyse When Evaluating International Markets

Market Size

Knowing that a country imports your product is not enough. You should analyse the number of potential customers, the market value, the size of the industry and its expected future growth.

Recommended sources include Statista, Mordor Intelligence, Grand View Research, MarketsandMarkets, as well as sector reports published by ACCIÓ and ICEX.

Competition

The key question is: Who is already selling in this market?

Analyse local manufacturers, importers, leading brands, competing products, price ranges and competitive advantages.

Useful sources include Google, LinkedIn, Kompass, Europages, Alibaba, Made-in-China, Thomasnet and Global Sources.

Market Entry Barriers

Even a large market may be impossible to enter if you fail to evaluate tariffs, product approvals, certifications, regulations, technical requirements, labelling rules, taxation, logistics, language and local business culture.

Ease of Market Access

Not every market operates in the same way. Analyse how easy it is to identify distributors, importers, international trade fairs, digital sales channels, marketplaces and commercial agents.

Country Risk

Key factors to assess include political stability, country risk, financial risk, payment risk, inflation and currency fluctuations.

Recommended sources include Coface, Allianz Trade (formerly Euler Hermes), Crédito y Caución, the World Bank and the OECD.

Compatibility with Your Company

This is one of the most common mistakes exporters make: the largest market is not always the best one.

Ask yourself whether your company has staff who speak the local language, sufficient budget to visit the market regularly, the ability to provide after-sales service, enough production capacity and all the certifications required to compete successfully.

Cómo identificar los mercados internacionales con más oportunidades para tu empresa 1 Com seleccionar els mercats internacionals amb més oportunitats per a la teva empresa 1 How to Identify the International Markets with the Greatest Opportunities for Your Company 1 Comment identifier les marchés internationaux offrant le plus d'opportunités pour votre entreprise 1

How to Build a Matrix to Prioritise International Markets

  1. Define the criteria that matter most to your business, such as market size, growth potential, tariffs, competition, cultural fit and logistical accessibility.
  2. Score each potential market (for example, from 1 to 5 for each criterion) using data from sources such as Trade Map, Access2Markets, Google Market Finder and other reliable databases.
  3. Assign a weighting to each criterion according to your international strategy. Not all factors carry the same importance; for example, a market with high tariffs may be ruled out even if it is very large.
  4. Select two or three priority markets and one or two reserve markets, concentrating your initial export efforts where they are most likely to generate results and valuable learning.

A typical weighting model could be: import volume (20%), market growth (15%), competitive intensity (15%), entry barriers (15%), country risk (10%), logistics (10%), ease of doing business (10%) and compatibility with your company (5%).

Applying this scoring system produces an objective ranking that typically identifies three priority markets, one or two secondary markets, and five markets to monitor for future opportunities.

Common Mistakes When Selecting International Markets

  1. Entering the first market that shows interest without carrying out a proper analysis. An unsolicited enquiry is not, by itself, proof of genuine market potential.
  2. Choosing the largest market without assessing accessibility. Large markets such as the United States or Germany are not always the best first export destination for an SME.
  3. Failing to update market data after making your initial selection. International markets evolve continuously, so your market prioritisation should be reviewed every 12 to 18 months.
  4. Relying on a single source of information. Combine quantitative data (such as Trade Map) with qualitative insights from sources such as ACCIÓ’s international offices, LinkedIn and international trade fairs.

Characteristics of an Attractive Target Market

A well-selected target market typically shares several key characteristics: strong and steadily growing imports of your product, low to moderate supplier concentration, manageable technical and administrative barriers, the presence of specialised distributors or system integrators, price levels that match your market positioning, political and financial stability, reasonable logistics costs, and a degree of cultural affinity or previous export experience that facilitates market entry.

Practical Recommendation for Identifying the Best International Markets

  • Quantitative screening: analyse between 30 and 50 countries using data from Trade Map, OEC and Access2Markets.
  • Qualitative assessment: shortlist the 10 most promising markets and evaluate their competitive landscape, distribution channels, regulatory requirements and sector trends.
  • Strategic prioritisation: select three or four priority markets and develop a dedicated market entry plan for each one.

Identifying the international markets with the greatest opportunities is not a matter of intuition—it requires a structured approach. Define your product clearly, apply objective selection criteria, make use of free digital market intelligence tools, and build a prioritisation matrix that combines both quantitative and qualitative data. This methodology will help you focus your resources on the two or three markets where your company has the highest probability of success.

Would you like a personalised international market analysis for your business? At Barcelona Export, we can help you identify your priority export markets and develop an internationalisation action plan tailored to your company’s specific needs.

How to Successfully Participate in International Trade Shows: The Complete Guide for SMEs

barcelonaexportadmin on September 1, 2026

Participar en ferias internacionales Participar en fires internacionals

Why Participating in International Trade Shows Remains a Key Driver of International Growth

Participating in international trade shows remains one of the most effective ways for companies to expand into foreign markets. In just three or four days, an SME can meet dozens of buyers, distributors and commercial agents that would otherwise take months to reach through conventional sales activities. No other commercial initiative concentrates so many business opportunities in such a short period of time and in a single physical location.

However, there is one key factor that distinguishes companies that achieve real business results from those that return home with nothing more than a bag full of business cards: successful trade showsparticipation is never the result of improvisation. It requires careful preparation, clear objectives, a well-trained team and, above all, a structured follow-up process after the event. Without this final step, even the best trade fair quickly becomes an expense with little or no return on investment.

At Barcelona Export, in collaboration with Foment del Treball, we support dozens of Catalan companies every year throughout this entire process, from selecting the most appropriate trade show to evaluating the results several months later. This guide explains, step by step, the essential aspects to consider before, during and after participating in international trade shows.

Before Participating in an International Trade Shows: Preparation Makes the Difference

Most of the mistakes companies make when exhibiting at international trade shows happen before they even arrive at the exhibition venue. Ironically, this preparation phase often receives the least attention, even though it determines much of the event’s eventual success.

1. Define Clear and Measurable Objectives

Participating in a trade fair to generate new customers, find a distributor or commercial agent, launch a new product, or simply conduct market research and analyse competitors are completely different objectives. Each one determines your budget, the promotional material you need to prepare and the profile of the team attending the event.

A company looking for distributors requires a very different sales pitch and documentation from one selling directly to end consumers. Defining your objectives clearly from the outset prevents wasting valuable time and resources on activities that do not contribute to your real business goals.

2. Choose the Right International Trade shows for Your Sector and Business Stage

Not every exhibition within your industry offers the same value for your specific product or service. You should evaluate the size and international reputation of the event, the profile of visitors and buyers, the presence—or absence—of your direct competitors and, above all, the cost of participating in relation to the expected return on investment.

In many cases, a smaller but highly specialised trade fair focused on your niche market will generate far more business opportunities than a large, general exhibition.

3. Build a Realistic Budget

A professional trade show budget should include stand rental and construction, travel and accommodation for your team, promotional materials and product samples, freight and logistics costs, as well as a contingency budget for unexpected expenses.

Underestimating these costs is one of the most common mistakes made by companies starting to export. It often results in cutting back on precisely those elements that have the greatest commercial impact, such as an attractive stand design or high-quality marketing materials translated into the language of the target market.

4. Schedule Meetings Before The International trade shows

Pre-event prospecting—using the organiser’s B2B platform, LinkedIn, or ACCIÓ’s international trade offices in the target country—can dramatically increase the return on your participation.

Waiting until the exhibition opens before trying to generate contacts means missing the opportunity to arrange meetings with the most promising prospects, many of whom will already have fully booked schedules before the event even begins.

Participar en ferias internacionales 1 Participar en fires internacionals 1 Participating in International Trade Shows 1 Participer à des salons internationaux 1

During International Trade Shows Participation: Qualify Contacts and Do Not Simply “Show Up”

Once you are at the stand, the challenge is no longer attracting attention, but managing each interaction effectively. This means qualifying every contact using a simple system (for example, A/B/C depending on their level of interest and purchasing potential) and collecting structured information from each one: company name, product of interest, estimated purchasing volume and, most importantly, the next agreed step with that person.

Observing competitors exhibiting nearby—their prices, sales message, stand design and the type of visitors they attract—is also part of a smart trade show strategy, as it provides valuable market intelligence that is difficult to obtain in any other context. The additional activities organised by the trade fair, such as sector conferences or networking sessions, often go unnoticed but can generate high-value contacts that would never visit your stand.

After Participating in International Trade Shows: Where the Real Return on Investment Is Decided

This is the moment of truth: most of the real value generated by a trade fair happens after the event, not during the exhibition days. The companies that achieve the best results are those that carry out immediate follow-up with the contacts they have generated. The first 48 hours after the trade fair are critical, as this is when prospects still clearly remember the conversation they had with you.

Leads should be classified according to priority (combining decision urgency with business potential) and followed up with personalised proposals that explicitly refer to the conversation held at the stand. A generic email sent two weeks later rarely generates a response.

Finally, always measure the return on investment (ROI) of the trade fair using a simple formula:

Trade fair ROI = (Net profit generated − Total participation cost) / Total participation cost

Documenting the key learnings in a brief post-trade fair report—what worked, what did not, and the actual budget spent—will allow you to make decisions based on objective data rather than assumptions. This will help you determine whether it is worth participating again the following year and identify how to improve the results of future editions.

Participar en ferias internacionales 2 Participar en fires internacionals 2 Participating in International Trade Shows 2 Participer à des salons internationaux 2

Financial Support for Participating in International Trade Shows: ACCIÓ’s International Promotion Grants

ACCIÓ’s International Promotion Grants provide Catalan companies with funding covering up to 50% of the eligible costs of participating in international trade shows, among other internationalisation activities.

These grants are specifically designed for SMEs looking to accelerate or strengthen their export strategy and that often see the initial investment required to exhibit at an international trade fair as a significant barrier to entry. If your company meets the programme’s eligibility requirements, this financial support can substantially reduce the economic risk associated with your first—or next—international trade fair participation.

Would You Like to Participate in International Trade Fairs with a Solid Plan?

At Barcelona Export, we help you choose the right international trade fairs, prepare your sales and marketing materials, and implement an effective post-event follow-up strategy so that every euro you invest delivers measurable business results.

Contact our team and discover how we can support your international trade fair strategy while helping you access the ACCIÓ International Promotion grants, which can cover up to 50% of your eligible participation costs, for your next international trade fair.

How to Negotiate with International Clients: A Practical Guide for Exporters

barcelonaexportadmin on July 28, 2026

Negociar con clientes internacionales Negociar amb clients internacionals Negotiate with international customers Négotier avec des clients internationaux

Trying to negotiate with international clients is not the same as negotiating with local clients. Cultural codes, decision-making rhythms, and expectations about how a business conversation should develop all change. A company that negotiates successfully in its domestic market can fail dramatically abroad simply because it applies the same communication style without adapting it to the person sitting across the table.

Negotiating successfully in international markets requires working on five key areas: preparation, adapting to the counterpart’s cultural style, building a strong value proposition, defining clear commercial conditions, and having a solid strategy for closing and follow-up. Below, we review each of these areas and highlight the most common mistakes that should be avoided.

1. Preparation: the foundation for negotiating with international clients

Before sitting down to negotiate — whether in person or virtually — you need to answer several key questions:

  • What information do we need before negotiating with international clients? Data about the client, the market, and the competition. Entering a negotiation without thoroughly researching your counterpart is the fastest way to lose leverage from the very first minute.
  • What are our real negotiation margins? The minimum acceptable price, payment terms we can realistically assume, and achievable delivery times. Without these limits clearly defined, it is easy to concede more than the deal can support.
  • What objectives do we want to achieve in this negotiation? It is advisable to define three levels: the ideal objective, the acceptable objective, and the limit below which the agreement will not be closed.
  • Do we know the profile and culture of our counterpart? Understanding whether the other party has a direct, relationship-oriented, or hierarchical style completely changes how the conversation should be approached.
Negociar con clientes internacionales1 Negociar amb clients internacionals1 Negotiate with international customers1 Négotier avec des clients internationaux1

2. Adapting the international negotiation to the market’s culture

One of the most common mistakes when negotiating with international clients is assuming that the style that works in your home market will work everywhere. The reality is far more nuanced:

  • Direct-style cultures (United States, Germany, Nordic countries): negotiations tend to be fast and focused on data and concrete facts. Long social introductions are not highly valued; what matters is the proposal and the numbers.
  • Relationship-oriented cultures (Latin America, Southern Europe, Middle East): trust is built before discussing price. Jumping straight into commercial negotiations without investing time in the personal relationship can be perceived as cold or even impolite.
  • Hierarchical cultures (Asia, especially Japan and Korea): rank, protocol, and patience are critical. Decisions are rarely made in the first meeting, and pushing for a quick close can be counterproductive.
  • High-contact vs. low-contact cultures: physical distance, level of formality, and the use of silence vary greatly from one market to another. Misinterpreting these elements can create unnecessary tension.

The most common mistake at this stage is applying our own cultural style to every counterpart without adapting it. The key is not to change the content of the proposal, but the tone and the way it is delivered.

3. Building a strong value proposition before negotiating with international clients

Once the cultural context has been properly established, it is time to explain why the client should buy from us instead of from a local competitor or another international supplier. This requires preparing in advance:

  • Functional benefits: quality, reliability, technical support, and production capacity. These are the rational arguments that underpin any B2B purchasing decision.
  • Emotional or brand benefits: origin, design, reputation, and sustainability. In many industries, these factors carry as much weight as price or technical quality.
  • Handling the most common objections: price, delivery times, geographical distance, and lack of local references. Having answers prepared before these objections arise conveys confidence and professionalism.

4. Clearly defining commercial conditions when negotiating with international clients

Price is not the only variable when negotiating with international clients. Delivery times, payment terms, exclusivity, and volumes are also part of the discussion and often provide more room for negotiation than the price itself:

  • Payment terms: it is essential to understand what is customary in the target market — advance payment, letter of credit, deferred payment — before proposing terms that may seem inappropriate.
  • Incoterm: each Incoterm allocates risks and costs differently between buyer and seller, so choosing the right one is an integral part of the negotiation, not just a logistics issue.
  • Territorial exclusivity: if granted, it should be linked to clear commitments such as minimum guaranteed volumes, local brand investment, or contract duration to ensure the operation remains profitable.
  • Delivery times: it is crucial not to promise deadlines that actual production capacity cannot guarantee. Few things damage an international business relationship more than failing to meet delivery commitments during the first operations.

5. Closing the deal and managing the follow-up after negotiating with international clients

Knowing when to close is just as important as knowing how to prepare the negotiation. Pay attention to buying signals and to the points that have already been agreed upon, without unnecessarily extending the conversation once both parties are aligned.

Once the agreement is reached, certain elements should always be put in writing: price, payment terms, Incoterm, delivery times, and penalties in case of non-compliance. Relying on verbal agreements is one of the most common sources of international commercial disputes.

And perhaps most importantly: negotiating with international clients does not end with the signature. Managing the period after the first agreement — follow-up, after-sales support, and preparation of the next order — is what turns a one-off transaction into a long-term business relationship. The real goal of any international negotiation is not simply to close a sale, but to build a lasting partnership.

Negociar con clientes internacionales2 Negociar amb clients internacionals2 Negotiate with international customers2 Négotier avec des clients internationaux2

The most common mistakes when negotiating with international clients

  • Failing to prepare the negotiation properly: arriving without market data or clear objectives.
  • Conceding on price too quickly: this conveys weakness and reduces your leverage in future negotiations.
  • Ignoring cultural differences: this creates distrust and can damage the relationship before it even begins.
  • Not putting verbal agreements in writing: this is the source of a large proportion of international commercial disputes.
  • Focusing only on the first order: forgetting about the relationship and long-term customer loyalty, where the real value of an international client lies.

Negotiating with international clients requires much more than mastering the product and the price. It demands rigorous preparation, cultural sensitivity, a clear value proposition, well-designed commercial conditions, and a long-term vision that goes beyond the first order. Companies that treat each international negotiation as an opportunity to build a relationship — not just close a sale — are the ones that achieve sustainable international growth.

If you would like help preparing your next international negotiation, Barcelona Export can provide a personalized analysis and an action plan tailored to your business reality.

How to Build a Realistic Export Strategy | Step-by-Step Guide

barcelonaexportadmin on July 21, 2026

estrategia de exportación Estratègia d'exportació Export strategy Stratégie d'exportation

Many companies embark on exporting without a clear export strategy, without first answering the basic questions: Which products genuinely have potential abroad? Who are our ideal customers in international markets? Which markets should we prioritise, and why? Without this preliminary work, internationalisation becomes a series of disconnected attempts, with no clear direction or meaningful measurement of results.

Building a realistic export strategy requires a structured process divided into three main stages: an internal analysis of the company, an external analysis of the market and competition, and finally, the definition of the strategy and action plan. Below, we explain each stage and the key questions you need to answer.

1. Internal analysis: Where are we starting from?

The first step is to honestly assess the company’s current export strategy, its level of development and its degree of penetration in the markets where it is already present. At this stage, it is useful to consider a clear distinction: is export activity occasional, or is the company genuinely working to build loyalty among international customers?

Analysing products and services for internationalisation

It is not always possible—or advisable—to export the entire product range. The key questions at thi De s stage are:

  • Which products or services have the greatest potential in international markets?
  • Do products need to be adapted for each target market for cultural, climatic, technological or religious reasons?
  • What competitive advantage do our products have internationally? A thorough competitor analysis will be essential here.
  • What are the costs of adapting or certifying products for new markets? It is important to establish whether certification is required and how much it will cost.

Current customers

Before looking for new customers abroad, it is worth understanding the ones we already have:

  • Which sectors do our current customers operate in?
  • How many customers do we have, and how large are they?
  • What are the profiles of the decision-makers involved in purchasing?
  • Which factors do these customers value most?
  • What are their concerns or reservations?
  • Does our current strategy genuinely help us acquire new customers?

Current markets

  • Which markets are currently our priorities?
  • How do we sell in these markets?
  • Is our digital strategy geared towards them?

Value proposition

Every export strategy needs a clear value proposition: why a product or service is attractive to international markets and how it differs from the competition. This means identifying the key benefits for international customers, including functional advantages, economic benefits, emotional or brand-related impact, and regulatory compliance. It also means assessing the company’s ability to adapt to local needs through market-specific customisation, technical support, after-sales service and specialised training for international customers.

Auditing digital and physical channels: essential to developing a sound export strategy

Finally, as part of the internal analysis, the company needs to audit its current action plan:

  • Which channels is the company present on?
  • What specific activities are being carried out?
  • How much is being invested in marketing?
  • How effective are current activities?
  • What human resources are available?
  • Is the current action plan sufficiently customer- and market-oriented?
  • And, specifically, what does a website audit reveal about SEO, mobile responsiveness, traffic and technical errors?
estrategia de exportación1 Estratègia d'exportació1 Export strategy1 Stratégie d'exportation1

2. External analysis: What is happening in the market?

Once the internal assessment for our export strategy is complete, it is time to look outwards at the industry, target markets and competition.

Industry trends

  • How is the industry evolving globally?
  • Have new business models emerged?
  • Are there industry studies related to these changes that we should be aware of?

Market prioritisation

This is probably the most delicate stage of any export strategy, and decisions should be based on objective criteria:

  • What criteria can be used to select priority markets?
  • What is the potential demand for our products or services in each market?
  • What barriers to entry exist—legal, tariff-related, regulatory, logistical or cultural—and how do they affect each market?
  • Which payment methods are most commonly used in each market?
  • Which sales and distribution channels are most effective for reaching customers in each market?

Competitor analysis: key to a sound export strategy

It is impossible to enter a new market without understanding who you will be competing against:

  • Who are the main competitors, both offline and online, in the target markets?
  • Which competitors have the strongest market presence?
  • What strategies do they follow?
  • Which channels are they active on?
  • What are the strengths and weaknesses of their websites?
  • Which keywords are they competing for in search engines?

Target sectors

  • Which sectors have the greatest demand for our products or services?
  • Which sectors are growing fastest internationally?
  • What is the profile of potential customers in each target sector?
  • How can we adapt our offering to better meet the needs of each sector?

SWOT and CAME analysis

All this internal and external analysis should be brought together in a SWOT analysis (strengths, weaknesses, opportunities and threats) and its corresponding CAME analysis (correct weaknesses, address threats, maintain strengths and exploit opportunities). Together, these provide a direct bridge to defining the export strategy.

3. Export strategy and action plan

Once the assessment is complete, it is time to make decisions and take action.

Business model

  • Will new business models be developed for online and offline channels?
  • Which markets will be prioritised in the internationalisation strategy?
  • Which sectors and industries will be prioritised?
  • What will the sales model look like, both online and offline, and is there a risk of channel conflict?
  • If channel conflict arises, how will we address it?

Buyer personas

Precisely defining international buyer personas, using tools such as LinkedIn to identify them, is essential to ensuring that sales and marketing activities are properly targeted.

Defining the export strategy action plan: channels, activities, resources, suppliers and investment

Every export strategy must be translated into a plan of specific actions linked to concrete channels and aligned with the agreed international strategy. This involves:

  • Scheduling activities and assigning teams responsible for each specific task.
  • Identifying suitable suppliers for each activity, along with the estimated investment required.
  • Implementing the activities and scheduling the corresponding campaigns.
estratègia d'exportació 2

Make use of available grants and subsidies

If your company is based in Catalonia, ACCIÓ’s Catalunya Exporta programme offers vouchers worth up to €8,000 per company per year to fund support from an accredited internationalisation adviser in developing an export strategy.

The vouchers are aimed at SMEs with an operational headquarters in Catalonia that generate no more than 25% of their turnover from exports, recorded at least €250,000 in revenue in the previous year, and have a website available in at least one foreign language. Companies have 18 months to implement their export strategy, and vouchers are awarded in chronological order of application, with funding typically running out quickly. This year’s application period opened on 14 May 2026.

A realistic export strategy is not based on intuition or copying what the competition does. It starts with an honest internal assessment, a rigorous external analysis of the market and competitors, and a concrete action plan with clear deadlines and assigned responsibilities. Only when these three elements are aligned does internationalisation stop being an experiment and become a driver of sustainable growth.

If you would like help developing your export strategy, Barcelona Export can provide a personalised analysis and an initial action plan tailored to your company’s specific circumstances.

How to Calculate Your Export Price | Complete Guide

barcelonaexportadmin on July 14, 2026

Cómo calcular el precio de exportación Com calcular el preu d’exportació How to Calculate Your Export Price Comment calculer votre prix à l’exportation

Calculating the export price of a product is one of the most critical—and most frequently improvised—decisions in the entire internationalisation process. Many companies simply calculate their domestic selling price, add “a little extra” to cover transport costs, and launch the product into foreign markets without any further analysis. The result is almost always the same: an export margin that is much lower than expected or a price that the target market is simply unwilling to accept.

Calculating the export price correctly requires finding the right balance between three variables that do not always point in the same direction: ensuring that the price is profitable for your company, acceptable for the distribution channel, and competitive in the target market. In this guide, we explain the complete methodology step by step, with numerical examples so that you can apply it directly to your own products.

1. Calculate the Actual Manufacturing Cost

Before you start exporting—and as the first step in calculating your export price—you need to know exactly how much it costs to manufacture one unit of your product. This manufacturing cost is made up of four elements:

  • Raw materials: the cost of purchasing the materials required to produce one unit.
  • Direct labour: the cost of the employees directly involved in the manufacturing process (machine operators, welders, production workers, etc.), excluding administrative, sales, and management staff.
  • Manufacturing overheads: energy, maintenance, quality control, indirect production staff, and general factory supplies. These costs are not linked to a specific unit but to the production process as a whole.
  • Depreciation and allocated manufacturing overhead: the depreciation of machinery and facilities over their useful life, together with the factory’s fixed costs allocated across total production.

Raw Material Example

To produce 1,000 bottles of wine, you purchase glass (€1,200), corks (€180), and labels (€120), for a total material cost of €1,500.

The raw material cost per unit is:

€1,500 / 1,000 = €1.50 per unit

Direct Labour Example

If you employ 2 production workers during one month with a total allocated labour cost of €6,400, and you manufacture 4,000 units, the direct labour cost per unit is:

€6,400 / 4,000 = €1.60 per unit

Alternatively, labour can be calculated based on production time. If manufacturing one unit takes 12 minutes (0.20 hours) and the operator’s hourly cost is €18/hour, the labour cost is:

€18 × 0.20 = €3.60 per unit

Depreciation Example

A machine costing €100,000 with a useful life of 10 years generates an annual depreciation expense of €10,000, rather than charging the entire investment to the first financial year.

The final formula for calculating the unit manufacturing cost is:

Total manufacturing costs / Number of units produced

Precio de exportación Preu d'exportació Export Price Prix d'exportation

2. Add Export-Specific Costs

This is where many companies make their first major mistake: they forget that export packaging is not the same as packaging for the domestic market. As a result, they fail to account for these costs properly when calculating their export price.

Export packaging serves several purposes: protecting the product, facilitating handling, complying with international regulations, reducing logistics-related damage, and reinforcing your brand image. It can be divided into several levels:

  • Primary packaging: packaging that is in direct contact with the product (bottle, bag, blister pack, food container, etc.).
  • Secondary packaging: groups several individual units together (cardboard boxes, dividers, retail packs, etc.).
  • Export logistics packaging: the most specialised level, including pallets, stretch film, corner protectors, reinforced cartons, and moisture protection.
  • International labelling: labels adapted to the destination market, including the local language, barcodes, CE marking where applicable, nutritional information, and logistics labels.

Practical Example

For an export shipment of 1,000 units, using individual boxes (€0.18), outer cartons (€0.09), pallets (€120), stretch film and protective materials (€80), and labelling (€60):

  • Variable packaging cost per unit: €0.18 + €0.09 = €0.27
  • Additional logistics cost per unit: (€120 + €80 + €60) / 1,000 = €0.26
  • Total export packaging cost: €0.27 + €0.26 = €0.53 per unit

The mode of transport also has a significant impact on packaging requirements. Sea freight requires enhanced moisture protection and stronger structural packaging, whereas air freight prioritises reducing weight and optimising volume.

One of the most common mistakes is to include only the cost of the box and the pallet while overlooking handling costs, additional protective materials, and related logistics expenses. As a result, the actual export margin is often lower than originally expected.

3. Calculate Your Total Export Cost

Once you have calculated your manufacturing cost and your export-specific costs, simply add them together:

Total Export Cost = Manufacturing Cost + Export Costs

Example: €3.20 + €0.60 = €3.80

This is your minimum actual cost before applying any profit margin to determine the appropriate export selling price.

4. Define Your Target Margin

Your profit margin is not an arbitrary figure. It depends on several factors, including the level of commercial risk, the expected sales volume, the commercial effort required, the degree of competition, and the brand positioning you want to achieve in your target market.

The formula is:

Export Price = Total Export Cost / (1 − Desired Margin)

Example: if you want to achieve a 25% margin, your export price would be:

€3.80 / (1 − 0.25) = €5.07

Depending on the agreed Incoterm, this could be your EXW (Ex Works) price or your base selling price.

5. Choose the Right Incoterm

Incoterms® 2020 are the 11 internationally recognised trade rules published by the International Chamber of Commerce (ICC). They define the point of delivery, the transfer of risk, the allocation of costs, and the customs responsibilities between the seller and the buyer.

The most commonly used Incoterms are:

  • EXW (Ex Works): the buyer collects the goods from the seller’s premises.
  • FCA (Free Carrier): the seller delivers the goods to the carrier designated by the buyer.
  • FOB (Free On Board): the seller delivers the goods on board the vessel at the port of origin.
  • CIF (Cost, Insurance and Freight): the price includes transport and insurance up to the destination port.
  • DDP (Delivered Duty Paid): the seller delivers the goods with all costs, duties, and taxes paid.

Each Incoterm affects the final export price.

Example: if your EXW price is €5.07 and international transport costs €0.42, your CIF price becomes €5.49.

Precio de exportación2 Preu d'exportació2 Export Price2 Prix d'exportation2

6. Analyse Your Target Market

Knowing how much it costs to manufacture your product is not enough. You also need to analyse your competitors’ prices, your product’s market positioning, local customers’ price sensitivity, and the typical margins required by the distribution channel in your target market.

At this stage, pricing is validated from the outside in. In other words, your export price should not be based solely on your production costs, but also on external market conditions.

Example: if comparable products in your target market are sold for between €5.20 and €5.60, setting your export price at €6.10 may prove difficult, even if it appears profitable on paper.

7. Calculate the Distribution Channel Price

Your customer is not always the end consumer. In many international markets, the distribution chain follows this structure:

Manufacturer → Importer → Distributor → Retailer

Each intermediary adds its own margin, increasing the final selling price of the product in the target market.

Example: you sell your product for €5.07. The importer applies a 25% margin (bringing the price to €6.34), the distributor adds a 30% margin (€8.24), and the retailer applies a further 40% margin, resulting in a final retail price of €11.54.

If your target market is only willing to pay €9.90, you have a pricing mismatch that must be resolved before launching your product internationally.

LThe Two Perspectives You Must Combine to Set the Right Export Price

The key to an effective export pricing strategy is to work simultaneously with two complementary approaches:

  1. Inside-out approach: Cost → Margin → Export Price. This ensures your business remains profitable.
  2. Outside-in approach: Market Price → Distribution Channel Margins → Maximum Viable Selling Price for Your Company. This ensures your product remains competitive in the target market.

The right pricing decision is achieved when these two approaches converge. Only when the price you need to be profitable matches the price the market is willing to pay do you have a solid and sustainable export pricing strategy.

The Most Common Mistakes When Setting an Export Price

  • Using the same price as in the domestic market, which often results in insufficient export margins.
  • Failing to allocate indirect costs, creating the false impression that the business is more profitable than it actually is.
  • Not calculating the margins required by the distribution channel, which can make the product commercially unviable in the target market.
  • Trying to enter a new market solely by lowering the price—a strategy that rarely succeeds over the long term.

Calculating an export price is not simply a matter of adding a margin to your domestic selling price. It is a structured process that starts with the actual manufacturing cost and extends to the realities of the target market, taking into account export-specific costs, the chosen Incoterm, and the margins required throughout the distribution channel.

Only when the price you need to achieve profitability matches the price the market is willing to pay do you have a solid and sustainable export pricing strategy.

If you would like us to analyse your specific situation, Barcelona Export can help you with a personalised assessment and an initial action plan tailored to your company’s needs.

How to Adapt Your Product for International Markets: A Practical Guide for Catalan SMEs

barcelonaexportadmin on July 7, 2026

Adaptar tu producto Adapting your product

Exporting is not simply a matter of placing an English label on your product and expecting the world to buy it. Catalan companies that have succeeded in international markets understand this well: the key is not translation, but transformation. Adapting your product to the target market is what makes the difference between a one-off transaction and a strong, long-term international presence.

From Barcelona Export, within the framework of the Catalunya Exporta programme, promoted by the Government of Catalonia and supported by Foment del Treball, we support Catalan companies throughout this process. In this article, we outline the four fundamental pillars that every company must develop before entering a new foreign market.

Why adapting your product is essential

Ninety-five percent of the world’s consumers live outside your country. This means that the real potential of your product extends far beyond the domestic market. However, accessing that potential requires understanding that each market has its own logic: its laws, its tastes, its culture, and its expectations.

Companies that ignore this principle often face the same problem: a product that fails to gain traction—not because it is of poor quality, but because it does not speak the language of its new consumer. And by “language”, we do not refer only to words, but to everything that allows a product to truly connect with people—adapting your product to the target market.

Market diversification is also a strategy for business resilience. Exporting companies are better able to withstand local economic downturns, maintain more efficient cost structures, and enhance their brand image both internationally and domestically.

Pillar 1: Regulatory adaptation — the foundation without which nothing is possible

The first barrier to entering any international market is regulatory. Each country or economic bloc establishes its own rules regarding safety, composition, mandatory labelling, manufacturing processes, and many other aspects that directly affect the product.

In Europe, the CE marking is the minimum requirement for a wide range of industrial and consumer products. In the United States, FDA approval is essential for food, cosmetics, and pharmaceutical products. In China, the CCC (China Compulsory Certification) is mandatory for dozens of product categories. Each market has its own system, and confusion between them is a frequent and costly mistake.

In addition to certification requirements, companies must consider tax and customs regulations: tariffs, import taxes, existing free trade agreements, and rules of origin. Errors at this stage are not merely logistical issues; they can result in penalties, shipment seizure, or the inability to operate in the market.

Finally, intellectual property is an area that many Catalan SMEs overlook until it is too late. Registering trademarks, designs, or patents in the target market—not only in Catalonia or Spain—is essential protection that should be completed before launch.

Practical advice: Hire local legal expertise when adapting your product for each priority market. The initial investment quickly pays for itself by avoiding costly mistakes.

Adaptar tu producto para la export Adapting your product for exporting

Pillar 2: Packaging and labelling — the first physical contact with the consumer

Packaging is much more than a box or container. It is the first message a product conveys to the consumer and, in many cases, the decisive factor at the point of purchase. Properly adapting your product is an investment, not a cost.

Translation and language are the most obvious aspect, but also the most frequently mismanaged. A literal translation of a slogan or product description can result in confusing or even offensive outcomes. Translation must be cultural, not merely linguistic. This is only achieved by truly adapting your product.

Mandatory information varies significantly between markets. Ingredients, allergens, net weight, expiry date, country of origin, batch number—the list is extensive and regulation-dependent. Labelling that fully complies with EU rules may be illegal in North American or Asian markets.

Materials and sustainability are increasingly important in global regulations. Many European markets, as well as dynamic regions such as Japan and South Korea, either encourage or require sustainable packaging solutions. Adapting to this trend can become a real competitive advantage.

Finally, sizes and formats must be considered. Consumer preferences vary widely: the North American market tends to favour large family-sized formats, while many Asian markets prefer single-serve or individual packaging.

Practical advice: Conduct packaging tests with local consumers before full market launch. Their spontaneous reactions are more valuable than any desk research.

Pillar 3: Cultural adaptation — the connection you cannot buy

If there is one pillar companies tend to underestimate, it is this one. Culture shapes how consumers perceive, evaluate, and ultimately decide to purchase your product. Cultural differences go far beyond what is immediately visible.

Colours and symbols carry radically different meanings depending on cultural context. White, associated with purity and cleanliness in the West, is the colour of mourning in much of Asia. Red brings good luck in China but signals danger or prohibition in many European contexts.

Communication and values also vary significantly. High-context cultures, such as Japanese or Arab cultures, value subtlety, personal relationships, and what is left unsaid. Low-context cultures, such as German or American, prefer direct, clear, fact-based messaging. The same advertisement may succeed in one market and fail completely in another.

Religious and cultural taboos are particularly sensitive. An ingredient, image, or slogan that is harmless in a Catalan context may trigger a reputational crisis in markets with different sensitivities. Investing in cultural understanding beforehand is far more cost-effective than managing a crisis afterwards.

Practical advice: Always work with local partners, distributors, or consultants who understand the culture from within. No manual can replace lived experience.

Pillar 4: International differentiation — why should they choose you?

In a new market, your product competes against local brands that already know the consumer, have built trust over time, and often benefit from cost advantages. The key question is: why should they choose you?

The answer must be a clear, specific, and credible value proposition tailored to that market. There is no universal proposition. You have to adapt your product.

Four main international differentiation strategies exist:

  • Competitive pricing entry: a valid strategy for rapid market share acquisition in emerging markets, provided there is a clear plan to move towards higher value positioning over time.
  • Technological innovation: positions your product as the most advanced in the segment.
  • Local specialisation: adapts the product so closely that consumers perceive it as designed specifically for their market.
  • Premium positioning: justifies a higher price through perceived quality, recognised certifications, and prestigious origin.
Adaptar tu producto para la exportación Adapting your product for exporting

How we support your product adaptation at Barcelona Export and Catalunya Exporta

The Catalunya Exporta programme, promoted by the Government of Catalonia through ACCIÓ and with Barcelona Export as a partner of Foment del Treball, provides Catalan companies with concrete tools to navigate this process: from regulatory advisory services to support in identifying priority markets, product adaptation training, and assistance in international trade fairs and missions.

Catalan companies enjoy a real competitive advantage: a strong industrial tradition, internationally recognised design, an entrepreneurial culture, and a strategic location in the heart of the Mediterranean. Making the most of this advantage requires strategy, preparation, and the right partners. Contact us to adapt your product for exporting.

Conclusion: adapting your product is not surrender—it is winning

Viewing product adaptation as a compromise, as if you had to give up your identity to sell abroad, is a misconception.

Adaptation is, in fact, the clearest sign of business intelligence: it means understanding the consumer, respecting their culture, and building an offer that truly meets their needs.

Catalan companies that have followed this path confirm it: international markets do not reward those who arrive first, but those who arrive best prepared.

If your company is considering taking the step, Barcelona Export and the Catalunya Exporta programme are here to support you.