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.

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.

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.

Cómo Construir una Estrategia de Exportación Realista | Guía Paso a Paso

barcelonaexportadmin on July 21, 2026

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

Muchas empresas se lanzan a exportar sin edtrategia de exportación clara, sin haber respondido antes a las preguntas básicas: ¿qué productos tienen realmente potencial fuera? ¿quiénes son nuestros clientes ideales en el extranjero? ¿qué mercados priorizamos y por qué? Sin este trabajo previo, la internacionalización se convierte en una sucesión de intentos sueltos, sin dirección ni medición real de resultados.

Construir una estrategia de exportación realista exige un proceso estructurado en tres grandes bloques: un análisis interno de la empresa, un análisis externo del mercado y la competencia, y finalmente la definición de la estrategia y el plan de acción. A continuación te explicamos cada fase con las preguntas clave que debes responder.

1. Análisis interno: ¿de dónde partimos?

El primer paso es describir con honestidad la estrategia de exportación actual de la empresa, su grado de desarrollo y su nivel de penetración en los mercados donde ya está presente. Aquí conviene situarse en un eje claro: ¿la actividad exportadora es ocasional o se trabaja realmente la fidelización de clientes internacionales?

Análisis de productos y servicios para la internacionalización

No siempre se puede —ni se debe— exportar toda la gama de productos. Las preguntas clave en esta fase son:

  • ¿Qué productos o servicios tienen más potencial en mercados internacionales?
  • ¿Son necesarias adaptaciones del producto para cada mercado objetivo, por motivos culturales, climáticos, tecnológicos o religiosos?
  • ¿Qué ventaja competitiva tienen nuestros productos en el ámbito internacional? Aquí un buen estudio de la competencia será imprescindible.
  • ¿Cuál es el coste de adaptación o certificación para los nuevos mercados? Es necesario saber si el producto requiere certificación y cuál es su coste.

Clientes actuales

Antes de buscar clientes nuevos en el exterior, conviene entender bien a los que ya tenemos:

  • ¿De qué sectores son los clientes actuales?
  • ¿Cuántos son y de qué tamaño?
  • ¿Cuáles son los perfiles de los decisores de compra?
  • ¿Qué factores valoran más esos clientes?
  • ¿Cuáles son sus miedos o reticencias?
  • ¿La estrategia actual ayuda realmente a conseguir nuevos clientes?

Mercados actuales

  • ¿Cuáles son los mercados prioritarios actuales?
  • ¿Cómo se realiza la comercialización en esos mercados?
  • ¿La estrategia digital está orientada hacia ellos?

Propuesta de valor

Toda estrategia de exportación necesita una propuesta de valor clara: por qué un producto o servicio resulta atractivo para los mercados internacionales y cómo se diferencia de la competencia. Esto incluye identificar los beneficios clave para el cliente internacional —ventajas funcionales, beneficios económicos, impacto emocional o de marca, cumplimiento normativo— y la capacidad de adaptación a las necesidades locales: personalización según el mercado, soporte técnico, servicio postventa y formación específica para clientes internacionales.

Auditoría de canales digitales y físicos, clave para diseñar una buena estrategia de exportación

Por último, dentro del análisis interno, hay que auditar el plan de acción actual:

  • ¿En qué canales tiene presencia la empresa?
  • ¿Qué acciones concretas se están realizando?
  • ¿Cuál es la inversión en marketing?
  • ¿Qué rendimiento tienen las acciones actuales?
  • ¿De qué recursos humanos se dispone?
  • ¿El plan de acción actual tiene una buena orientación hacia cliente y mercado?
  • Y, de forma específica, una auditoría web: análisis SEO, responsividad, tráfico y errores técnicos.
estrategia de exportación1 Estratègia d'exportació1 Export strategy1 Stratégie d'exportation1

2. Análisis externo: ¿qué está pasando fuera?

Una vez completado el diagnóstico interno para nuestra estrategia de exportación, toca mirar hacia fuera: el sector, los mercados y la competencia.

Tendencias del sector

  • ¿Cómo se está transformando el sector a nivel global?
  • ¿Han aparecido nuevos modelos de negocio?
  • ¿Existen estudios sectoriales relacionados con esta transformación que debamos conocer?

Priorización de mercados

Esta es probablemente la fase más delicada de toda estrategia de exportación, y conviene basarla en criterios objetivos:

  • ¿Qué criterios se pueden utilizar para seleccionar los mercados prioritarios?
  • ¿Cuál es la demanda potencial de nuestros productos o servicios en cada mercado?
  • ¿Qué barreras de entrada existen —legales, arancelarias, normativas, logísticas, culturales— y cómo afectan a cada mercado?
  • ¿Cuáles son los medios de pago más utilizados en cada mercado?
  • ¿Qué canales de venta y distribución son los más efectivos para acceder a cada uno de ellos?

Análisis de la competencia, clave para una buena etrategia de exportación

No se puede entrar en un mercado nuevo sin saber a quién nos enfrentamos:

  • ¿Quiénes son los principales competidores, tanto offline como online, en los mercados objetivo?
  • ¿Cuáles tienen una presencia más destacada?
  • ¿Qué estrategias siguen?
  • ¿En qué canales están presentes?
  • ¿Qué puntos fuertes y débiles tienen sus webs?
  • ¿Por qué palabras clave compiten en los motores de búsqueda?

Sectores objetivo

  • ¿Qué sectores presentan más demanda para nuestros productos o servicios?
  • ¿Qué sectores están creciendo más rápido a nivel internacional?
  • ¿Cuál es el perfil de los clientes potenciales en cada sector objetivo?
  • ¿Cómo se puede adaptar nuestra oferta para responder mejor a las necesidades de cada sector?

DAFO y CAME

Todo este análisis interno y externo debe cristalizar en una matriz DAFO (debilidades, amenazas, fortalezas, oportunidades) y su correspondiente CAME (corregir, afrontar, mantener, explotar), que servirá de puente directo hacia la definición de la estrategia de exportación.

3. Estrategia de exportación y plan de acción

Con el diagnóstico completo, llega el momento de decidir y de pasar a la acción.

Modelo de negocio

  • ¿Se crearán nuevos modelos de negocio para los canales online y offline?
  • ¿Cuáles serán los mercados prioritarios de la estrategia de internacionalización?
  • ¿Qué sectores e industrias se priorizarán?
  • ¿Cómo será el modelo de comercialización —online y offline— y existe riesgo de conflicto de canal?
  • ¿Cómo abordaremos ese conflicto de canal, si se produce?

Buyer personas

Definir con precisión los buyer personas internacionales, apoyándose en herramientas como LinkedIn para identificarlos, es un paso imprescindible para que las acciones comerciales y de marketing tengan foco real.

Definición del plan de nuestra estrategia de exportación: canales, acciones, recursos, proveedores, inversión

Toda estrategia de exportación debe traducirse en un plan de acciones específicas, vinculadas a canales concretos y alineadas con la estrategia internacional definida. Esto implica:

  • Calendarizar las acciones y establecer los equipos responsables de cada tarea concreta.
  • Proponer proveedores específicos para cada acción, junto con la inversión económica aproximada necesaria.
  • Poner en marcha las acciones y programar las campañas correspondientes.
estrategia de exportación2 Estratègia d'exportació2 Export strategy2 Stratégie d'exportation2

Apóyate en las subvenciones disponibles

Si tu empresa está en Catalunya, el programa Catalunya Exporta de ACCIÓ ofrece cupones de hasta 8.000 euros anuales por empresa para financiar el acompañamiento de un asesor internacional acreditado en la construcción de esta estrategia de exportación.

Están dirigidos a pymes con sede operativa en Catalunya que no exporten más del 25% de su facturación, que hayan facturado un mínimo de 250.000 € el año anterior y que dispongan de una web en al menos un idioma extranjero. La empresa dispone de un año y medio para ejecutar su estrategia exportadora, y los cupones se conceden por orden cronológico de solicitud, agotándose habitualmente en poco tiempo. La convocatoria de este año se abrió el 14 de mayo de 2026.

Una estrategia de exportación realista no nace de la intuición ni de copiar lo que hace la competencia: nace de un diagnóstico interno honesto, un análisis externo riguroso del mercado y la competencia, y un plan de acción concreto, calendarizado y con responsables asignados. Solo cuando estas tres piezas están alineadas, la internacionalización deja de ser un experimento y se convierte en una palanca de crecimiento sostenible.

Si quieres que te ayudemos a construir tu estrategia de exportación, en Barcelona Export podemos ofrecerte un análisis personalizado y un plan de acción inicial adaptado a tu realidad.

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.

International Trade Agreements: How to Leverage Them to Reduce Export Costs and Risks

barcelonaexportadmin on June 27, 2026

acuerdos comerciales internacionales acords comercials internacionals international trade agreements accords comerciaux internationaux

In an increasingly globalized world, international trade has become a crucial driver of economic growth for both nations and businesses. One of the most effective mechanisms for facilitating this trade is the establishment of international trade agreements.

One of the fundamental pillars of international trade is international trade agreements.

These agreements, which may take the form of free trade agreements or bilateral and multilateral agreements, are designed to reduce trade barriers between countries and promote the exchange of goods and services. For exporters, they represent an invaluable opportunity to access foreign markets more efficiently and profitably. In this article, we will explore what international trade agreements are, how they work, and how exporters can leverage them to reduce costs, minimize risks, and expand their global reach.

Introduction: What Are International Trade Agreements and Why Do They Matter?

International trade agreements are treaties between two or more countries aimed at regulating and facilitating the trade of goods and services between their territories. Their purpose is to eliminate or reduce trade barriers such as tariffs, import quotas, regulations, and other restrictions that hinder the movement of goods across borders.

Trade agreements are essential for promoting economic exchange and creating a more open and competitive trading environment. They also provide numerous benefits for both governments and exporting and importing companies. For exporters, these agreements mean access to international markets under more favorable conditions, leading to increased sales opportunities and reduced operating costs.

acuerdos comerciales internacionales 1 acords comercials internacionals 1 international trade agreements 1 accords comerciaux internationaux 1

Types of International Trade Agreements

There are several types of trade agreements, varying in scope and the benefits they provide. The most common include:

1. Free Trade Agreements (FTAs)

A Free Trade Agreement (FTA) is an agreement between two or more countries designed to eliminate or significantly reduce tariffs and trade barriers on goods and services exchanged among the signatory countries. These agreements may also include provisions relating to intellectual property protection, labor standards, environmental regulations, and other key aspects necessary to ensure fair and sustainable trade.

FTAs enable exporting companies to access broader and more competitive markets without the limitations imposed by high tariffs or restrictive trade measures. Well-known examples include the United States–Mexico–Canada Agreement (USMCA), which replaced the former NAFTA, and the European Union–Japan Free Trade Agreement.

2. Bilateral Agreements

A bilateral agreement is a treaty between two countries establishing specific trading conditions for the exchange of goods and services. These agreements are generally less complex than FTAs because they involve only two countries, allowing for greater customization of trade terms.

Bilateral agreements typically focus on eliminating tariff barriers, reducing taxes on imports and exports, and improving conditions for foreign investment.

3. Multilateral Agreements

Unlike bilateral agreements, multilateral agreements involve several countries and seek to establish common trade rules among all signatories. These agreements tend to be more complex and cover a wider range of issues, from tariff reductions to the harmonization of labor and environmental regulations.

The General Agreement on Tariffs and Trade (GATT), which later evolved into the World Trade Organization (WTO), is a key example of a multilateral agreement. These agreements aim to promote global trade by reducing trade barriers and ensuring fair trading conditions worldwide.

4. Free Trade Areas

A Free Trade Area is a geographical region comprising several countries that have agreed to reduce or eliminate trade barriers among themselves. These areas allow for the free movement of goods and services within their territory.

A prime example is the European Union (EU), which, beyond being a free trade area, has also developed a Single Market where goods can move freely among member states.

Examples of Successful International Trade Agreements and Their Impact on Trade

International trade agreements have had a significant impact on global commerce by enabling exporters to access larger markets and reduce the costs associated with international trade. Some notable examples include:

1. The United States–Mexico–Canada Agreement (USMCA)

Signed in 2020, the USMCA is one of the most important trade agreements in North America. It replaced the North American Free Trade Agreement (NAFTA) and modernized trade rules in key areas such as digital trade, labor rights, and environmental protection.

For exporters, the USMCA offers several advantages, including the elimination of tariffs on key products, improved rules of origin for manufactured goods, and preferential access to a market of more than 500 million consumers. Companies exporting from Mexico, the United States, or Canada benefit from preferential access to all three markets without facing the high costs previously imposed on exports.

2. The European Union–Japan Free Trade Agreement

In 2019, the European Union and Japan signed a free trade agreement that eliminated tariffs on a wide range of products, including automobiles, agricultural goods, and electronics.

The agreement has been particularly beneficial for European companies exporting to Japan, allowing them to enter a highly competitive market without the trade barriers that previously existed. It has also simplified customs procedures and eliminated tariffs on numerous products, contributing to a significant increase in EU exports to Japan since its implementation.

3. The Trans-Pacific Partnership (TPP)

The Trans-Pacific Partnership (TPP), signed in 2016 by 12 countries in the Asia-Pacific region, is another major example of a trade agreement that has benefited exporters. Although the United States withdrew from the agreement in 2017, it remains highly relevant for the remaining signatories, covering a market that represents nearly 40% of the global economy.

The TPP has opened new opportunities for exporters, particularly in the agricultural and manufacturing sectors, through tariff reductions and simplified customs procedures among participating nations.

acuerdos comerciales internacionales 2 acords comercials internacionals 2 international trade agreements 2 accords comerciaux internationaux 2

How to Leverage International Trade Agreements to Reduce Costs and Risks

Exporters can use international trade agreements to significantly reduce export costs and minimize the risks associated with international commerce. Some key strategies include:

  • Understand the rules of origin: To benefit from preferential tariffs, exporters must comply with the agreement’s rules of origin. These rules specify the required percentage of value added within the exporting country. Companies must fully understand these requirements to ensure their products qualify for preferential treatment.
  • Optimize the supply chain: International trade agreements can facilitate access to lower-cost materials and components sourced from other signatory countries, helping reduce production costs and improve the competitiveness of exported products.
  • Take advantage of logistics improvements: Some trade agreements also provide logistical benefits, such as improved access to high-capacity ports or simplified customs procedures, reducing transportation costs and accelerating the export process.

Conclusion: The Importance of Staying Informed About International Trade Agreements

For exporters, understanding international trade agreements and how they work is essential to maximizing business opportunities and minimizing export-related costs. These agreements are powerful instruments that can open the door to new markets, reduce trade barriers, and enhance global competitiveness.

The key to taking full advantage of international trade agreements lies in understanding their rules and requirements, adapting business operations accordingly, and using them strategically to reduce costs, improve efficiency, and mitigate risks.

By staying well informed and properly prepared, exporters can maximize the benefits these agreements offer and achieve greater success in global trade.

At Barcelona Export, we can help you identify the most suitable markets and take advantage of trade agreements that facilitate the successful entry of your products into international markets.

Barcelona Export and Foment del Treball: working together on ACCIÓ’s Catalunya Exporta programme

barcelonaexportadmin on June 23, 2026

Catalunya-exporta

Barcelona Export designs and delivers Foment del Treball’s export training sessions as part of ACCIÓ’s Catalunya Exporta programme. These sessions are online, free of charge and take place every 15 days.

Here at Barcelona Export, we have some news that fills us with pride and which, above all, represents a great opportunity for Catalan SMEs looking to start exporting: we have been selected by Foment del Treball Nacional to design and deliver the export training sessions as part of ACCIÓ’s Catalunya Exporta programme. This is a partnership built to last: over the next three years (2026–2028), we will be bringing practical, hands-on export expertise to Catalan businesses taking their first steps into international markets.

A partnership supporting Catalan SMEs that export

The Catalunya Exporta programme is a public-private initiative launched by the Government of the Generalitat de Catalunya through ACCIÓ to help 2,000 Catalan companies start exporting or consolidate their presence in foreign markets. Foment del Treball Nacional, one of the country’s leading business organisations, is one of the Internationalisation Support Agents accredited by ACCIÓ that implements the programme on the ground.

Within this framework, Barcelona Export is responsible for designing and delivering the training sessions organised by Foment del Treball. We undertake this responsibility with a clear educational focus: to introduce the basics of exporting to companies that have international potential but do not yet know exactly where to start.

Training sessions: what they are and how they work

The sessions are designed to be accessible, streamlined and immediately applicable. These are their main features:s:

  • 100% virtual format. All sessions are delivered online, which removes any travel barriers. A company based in Vic, Manresa, Tarragona or Lleida has exactly the same access as one in central Barcelona. Exporting is a global activity, and the format of the sessions reflects this.
  • Maximum duration of 60 minutes. Each session is designed to convey the maximum amount of useful knowledge within a very limited timeframe. We know that managers and those responsible for internationalisation in an SME do not have unlimited free time. 60 minutes every 15 days is a commitment that is perfectly compatible with the day-to-day operations of any business.
  • Fortnightly sessions for 3 years. The sessions are held every 15 days and will continue for the next three years as part of the Catalunya Exporta programme. This is not a training course of limited duration: it is an ongoing support programme that will accompany Catalan SMEs throughout their entire process of entering the export market.
  • A varied and progressive range of topics. The programme of sessions covers the most relevant aspects of the export process: from product preparation and export pricing to finding international distributors, regulatory compliance, cross-cultural negotiation, international payment methods, logistics and much more.

The topics are designed to build knowledge progressively, so that each session adds value regardless of whether participants have followed the programme from the start.

Catalunya exporta con Foment del Treball

Why choose Barcelona Export to deliver these sessions?

Foment del Treball’s choice of Barcelona Export is no coincidence. We are a team of local consultants specialising in the internationalisation of Catalan SMEs, with years of experience supporting companies throughout the entire export process: from market selection to the signing of the first contract with an international distributor. We are also ACCIÓ-accredited internationalisation advisers, which means we are technically qualified to operate within the Catalunya Exporta programme ecosystem.

Our philosophy is the same as that of the programme: exporting is not the preserve of large companies. An SME with a good product, production capacity and a willingness to learn has all the tools it needs to compete in international markets. The training sessions we deliver are designed precisely to demonstrate this, session by session, topic by topic.

Beyond training: personalised assessment and roadmap

One of the key distinguishing features of this collaboration between Barcelona Export and Foment del Treball as part of the Catalunya Exporta programme is that group training is complemented by an export assessment and a personalised roadmap for each company, provided entirely free of charge.

This means that, as well as taking part in the group sessions, each company can request an individualised analysis of its situation: the export potential of its products, the markets best suited to its profile, the optimal entry channel, the necessary resources and a concrete action plan with specific steps, responsible parties and deadlines. A real roadmap, not a generic document.

In practice, this personalised assessment is the starting point for many companies to take the decisive leap: moving from training to actual export activity with a clear strategy and the support of a team of experts.

How to register for and follow the Catalunya Exporta programme

Taking part in the training sessions run by Barcelona Export on behalf of Foment del Treball as part of the Catalunya Exporta programme is straightforward. The sessions are free for companies participating in the programme and are open to Catalan SMEs wishing to start exporting or to enhance their knowledge of international trade.

To view the up-to-date schedule of sessions, the topics covered and to register, you can go directly to the Foment del Treball webpage dedicated to the programme:

👉 View the schedule and register for the Catalunya Exporta sessions

Catalunya Exporta sessions are announced well in advance so that you can plan your schedule. Please note that places on each session are limited and demand is high: register early to secure your place.

sesiones de capacitación catalunya exporta

The journey into exporting begins with an hour well spent

Exporting is not something you learn overnight: it is a continuous learning process that combines theoretical knowledge, practical experience and, above all, expert guidance at key moments. The training sessions that Barcelona Export designs and delivers for Foment del Treball as part of ACCIÓ’s Catalunya Exporta programme are structured precisely with this in mind: one hour every two weeks, for three years, to ensure that Catalan SMEs have the knowledge and tools they need to export successfully.

Catalonia is Spain’s leading exporting region. Yet there are still many SMEs with international potential that have not yet taken the plunge. This programme exists to make that step easier, safer and more successful.

Would you like to find out more about the sessions or request your free, personalised export assessment as part of the Catalunya Exporta programme? Contact us directly at Barcelona Export or register via Foment del Treball.

Opportunities in Industrial Subcontracting in Belgium

barcelonaexportadmin on June 18, 2026

Subcontratación industrial en Bélgica. Subcontractació industrial a Bèlgica. Industrial industrial subcontracting in Belgium Sous-traitance industrielle en Belgique.

Opportunities in Industrial Subcontracting in Belgium

Explore the opportunities offered by industrial subcontracting in Belgium. Discover the possibilities available from the heart of the European Union.

Although Belgium is a relatively small country in terms of size, it plays a key role in the European industrial landscape. Its location at the heart of the European Union, its outstanding logistics infrastructure, and its high level of industrial specialization make it an attractive destination for companies seeking opportunities in industrial subcontracting in Belgium.

With a transport network that connects directly to France, Germany, the Netherlands, and the United Kingdom, Belgium serves as a true logistics and production hub for Western Europe. In addition, it offers an open, innovation-driven business environment, supported by pro-industry policies and a highly diversified network of SMEs and large corporations.

1. A Market That Values Quality and Reliability

Belgium’s industrial sector is characterized by its high technical standards and its commitment to building long-term relationships with business partners. Belgian companies expect their suppliers to meet demanding requirements in terms of quality, precision, and traceability. Therefore, companies seeking to enter Industrial Subcontracting in Belgium market should be able to demonstrate:

  • Integrated production processes: machining, welding, laser cutting, assembly, and painting under one roof.
  • Flexible production capacity capable of adapting to custom orders and tight deadlines.
  • International certifications such as ISO 9001, EN 1090, IATF 16949, or equivalent standards.
  • Full control over delivery times and costs, a particularly valued aspect in just-in-time manufacturing environments.

In Belgium, reliability and responsiveness are just as important as price. An industrial subcontracting supplier that consistently delivers on its commitments has a much greater chance of establishing a strong and lasting presence in this market.

Subcontratación industrial en Bélgica 1 Subcontractació industrial a Bèlgica 1 Industrial outsourcing in Belgium1 Sous-traitance industrielle en Belgique 1

2. Trends Driving Industrial Subcontracting in Belgium

Industrial Subcontracting in Belgium is undergoing a period of transformation driven by digitalization, sustainability, and the search for more efficient solutions. Among the key trends increasing demand for industrial subcontracting are:

  • Shortage of skilled labour: many companies cannot internally cover their entire production capacity and therefore rely on external suppliers for key operations.
  • Growth in automation: customers increasingly seek partners with advanced robotics and robust quality control systems to improve competitiveness.
  • Outsourcing of non-core activities: allowing companies to focus on design, innovation, and marketing while leaving manufacturing to specialized partners.
  • Commitment to environmental sustainability: there is a growing preference for suppliers that use renewable energy, optimize material usage, and reduce waste.

These trends create significant opportunities for companies capable of providing innovative, efficient, and sustainable manufacturing solutions.

3. Sectors with the Greatest Potential for Industrial Subcontracting in Belgium

Industrial subcontracting in Belgium is present across many sectors of the Belgian economy, but some industries offer particularly strong opportunities for new suppliers:

  1. Aerospace and Defence
    Belgium is home to leading aerospace companies and research centres. Demand focuses on high-precision components, lightweight metal structures, and complex assemblies.
  2. Automotive and Electric Mobility
    The Belgian automotive industry, together with its network of component manufacturers, is evolving towards sustainable mobility. Opportunities exist in the production of parts for electric vehicles, batteries, and auxiliary systems.
  3. Renewable Energy
    Both the wind and solar energy sectors require metal structures, support systems, and components for energy generation and storage projects.
  4. Pharmaceutical and Cosmetics Industry
    Belgium is one of the world’s leading pharmaceutical exporters. There is strong demand for packaging machinery, production lines, handling systems, and precision-engineered components.
  5. Metalworking and Industrial Boiler Manufacturing
    This is a cross-sector industry serving multiple markets. Demand includes custom-built structures, pressure vessels, and turnkey industrial solutions.

4. Strategies for Entering the Industrial Subcontracting in Belgium

Successfully entering the industrial subcontracting in Belgium requires a well-defined strategy that combines marketing, physical presence at industry events, and a clear value proposition. Some key recommendations include:

  • Adapt your communication: having a catalogue and website available in French, Dutch, and English is essential for building trust.
  • Participate in trade fairs and B2B events: exhibitions such as Subcontracting in Charleroi and Machineering in Brussels provide excellent opportunities to establish direct business contacts.
  • Respond quickly to quotation requests: responsiveness is highly valued, particularly for urgent or short-term projects.
  • Demonstrate customization capabilities: tailor-made projects are common in Belgium, and logistical flexibility can be a significant competitive advantage.
  • Work with local agents or business developers: having a representative with in-depth market knowledge can greatly facilitate initial operations and accelerate commercial development.
Subcontratación industrial en Bélgica 2 Subcontractació industrial a Bèlgica 2 Industrial outsourcing in Belgium 2 Sous-traitance industrielle en Belgique 2

5. Advantages of Building Commercial Relationships in Belgium

Working with Belgian customers not only opens the door to the local market but also provides access to the wider Western European region. Key advantages include:

  • Strategic location: Belgium offers rapid access to France, the Netherlands, Germany, and the United Kingdom.
  • Political and economic stability: the country benefits from a solid legal framework and a business-friendly international trade environment.
  • High purchasing power: reducing pressure to compete solely on price.
  • Collaborative business culture: many Belgian companies seek long-term strategic partnerships rather than one-off commercial relationships.

Conclusion

The market may be small in geographical size, but it offers substantial opportunities for industrial subcontracting in Belgium, for companies capable of delivering quality, flexibility, and reliability. Its advanced technical environment, strategic location, and openness to international collaboration make it an ideal destination for companies looking to expand across Western Europe.

Businesses that position themselves as strategic partners—rather than simply suppliers—will enjoy a clear competitive advantage in gaining market share and building strong, long-lasting relationships within one of Europe’s leading industrial hubs.

Industrial subcontracting in Belgium represents a high-value opportunity for companies offering quality, reliability, and strong technical capabilities. Contact Barcelona Export to explore how we can help you successfully enter this attractive market.

CDTI Grants 2026: Funding for Innovation and How Barcelona Export Can Help You Secure It

barcelonaexportadmin on June 16, 2026

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The CDTI grants 2026—managed by the Centre for the Development of Technology and Innovation, an agency under the Spanish Ministry of Science, Innovation and Universities—will mobilise more than €1.8 billion in 2026 to support the entire business innovation cycle.

If your company develops technology, innovates in processes, or works on new product development, you may be overlooking one of Spain’s most powerful sources of public funding.

The challenge is that accessing these grants without expert support involves a steep learning curve.

At Barcelona Export, we have spent years helping companies structure, write and manage their R&D&I projects. In this article, we explain what the CDTI grants 2026 are, which funding calls will be available in 2026 and, above all, why having an experienced project manager can make the difference between securing funding and missing out.

What are the CDTI grants 2026?

The Centre for the Development of Technology and Innovation (CDTI) is Spain’s leading public body for business innovation funding.

Its mission is to promote research, technological development and innovation among Spanish companies through two main types of financial instruments:

  • Partially repayable funding: subsidised loans linked to the EURIBOR interest rate, with long grace periods and repayment terms. Although these are not direct grants, their conditions—up to 10 years for repayment with a 3-year grace period—make them highly attractive.
  • Competitive non-repayable grants: through programmes such as NEOTEC, Science and Innovation Missions and the EIC Seal of Excellence, CDTI offers non-repayable funding ranging from 35% to 100% of eligible project costs.

In short, CDTI grants 2026 projects that significantly advance the technological state of the art, including new products, new manufacturing processes, new services, or the integration and adaptation of technological innovations that create a genuine competitive advantage.

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Main CDTI grants 2026

CDTI plans to mobilise more than €1.8 billion in 2026, combining competitive grants, partially repayable funding and public-private co-investment schemes, with a strong focus on collaborative R&D, strategic challenges and internationalisation.

These are the most relevant CDTI grants 2026:

R&D Projects (PID) — Permanent Open Call

This is the most widely used funding line for SMEs and large companies. It supports projects lasting between 6 and 24 months, with repayable funding of up to 75% and a non-repayable component of 5%. The interest rate is linked to EURIBOR, with a 10-year repayment period and a 3-year grace period. For many companies, this is the main gateway into the CDTI ecosystem.

Direct Innovation Line (LDI) — Permanent Open Call

The Direct Innovation Line is specifically designed for innovation projects that are smaller in scale and complexity than traditional R&D projects. It enables SMEs to access funding for technology developments that are closer to market deployment. It is ideal for companies that innovate but are not yet ready to undertake full-scale R&D activities.

Science and Innovation Missions 2026 — €60 Million in Grants

The CDTI Missions programme has become one of Spain’s leading instruments for funding large-scale R&D projects with a clear strategic focus. It supports collaborative initiatives designed to address predefined national challenges in areas such as ecological transition, digitalisation, healthcare and security. Funding is targeted at business consortia made up of several independent companies, with mandatory SME participation and business leadership in all cases.

NEOTEC — For Technology Start-ups

NEOTEC is aimed at funding technology-based start-ups and small companies in Spain. Its objective is to support innovative projects based on proprietary technology and knowledge. NEOTEC grants can cover up to 100% of eligible costs through non-repayable funding.

International Cooperation: Eurostars and Horizon Europe

CDTI will allocate €32 million to international technological cooperation initiatives, strengthening the participation of Spanish companies in international R&D consortia through programmes such as Eurostars-3 and Horizon Europe.

The biggest challenge of CDTI grants 2026: technical proposals and reporting

This is where many companies struggle. CDTI grants 2026 are not automatically awarded. Applicants must submit a rigorous technical proposal demonstrating the project’s innovative nature, economic viability and expected impact.

Once funding has been approved, project monitoring and cost justification requirements are equally demanding.

The most common mistakes leading to rejected applications include:

  • Poorly substantiated technical proposals: failure to clearly demonstrate the state of the art and the project’s technological advancement.
  • Poorly structured budgets: inclusion of ineligible costs, incorrect allocation of personnel expenses or inaccurate overhead calculations.
  • Lack of consistency between the technical and financial proposals: the project narrative and budget do not align.
  • Reporting issues: inaccurate timesheets, incorrectly allocated invoices or missing supporting documentation.

These mistakes can not only result in an initial rejection but may also lead to the recovery of previously awarded funds during the reporting phase, with significant financial and reputational consequences.

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How Barcelona Export manages your CDTI grants 2026 from start to finish

At Barcelona Export, we provide a comprehensive R&D&I project management service for CDTI grants 2026, covering the entire project lifecycle—from the initial assessment to final reporting.

1. Eligibility assessment and preliminary diagnosis

Before drafting a single line of the proposal, we assess whether your project meets the criteria for CDTI funding and identify the most suitable programme. Many companies spend weeks preparing applications for calls that are not the best fit for their projects.

2. Technical proposal writing

The technical proposal is the core of the application. Our team prepares it using a rigorous methodology, including:

  • State-of-the-art analysis
  • Definition of technological advancement
  • Work plan with milestones and deliverables
  • Risk assessment
  • Results exploitation plan

A well-structured proposal not only increases approval chances but also simplifies future reporting requirements.

3. Financial proposal structuring

CDTI grants 2026 have specific eligibility rules. We define and optimise eligible cost categories—including internal staff, subcontracting, consumables, depreciation and indirect costs—to maximise the project’s eligible budget within regulatory limits.

4. Project monitoring and control

Once the project has been approved, we take operational responsibility for project management:

  • Milestone tracking
  • Systematic recording of staff hours
  • Monitoring actual versus budgeted expenditure
  • Regular communication with the assigned CDTI project officer

5. Full reporting and justification management

Reporting is just as critical as the application itself. We prepare all supporting documentation, including:

  • Technical progress reports
  • Cost certifications
  • Timesheets
  • Invoices and subcontracting agreements

We also coordinate project audits whenever required.

Why choose Barcelona Export for your CDTI grants 2026?

Managing a CDTI grants 2026 internally without prior experience often requires hundreds of hours from highly qualified staff, diverting them from their core innovation activities.

Working with a specialised external partner such as Barcelona Export provides:

  • Lower rejection risk thanks to robust technical and financial proposals.
  • Peace of mind during reporting, as we know exactly which documents CDTI requires and how to present them.
  • Real time savings for your technical team, allowing them to focus on innovation instead of administrative tasks.
  • A strategic perspective, helping you plan not only your current project but also your medium-term R&D&I funding roadmap.

CDTI grants 2026 are among the most powerful innovation funding instruments available in Spain.

With more than €1.8 billion allocated in 2026, there are opportunities for almost any company genuinely committed to innovation.

The question is not whether your company qualifies for these grants, but whether you have the right support to secure them.

Do you have an R&D&I project in mind? Contact Barcelona Export and within 48 hours we will tell you whether your project fits CDTI funding criteria and which programme is best suited to your needs.

Barcelona Export supports companies in the application, management and reporting of public innovation grants, including CDTI programmes, Horizon Europe and regional R&D&I funding schemes.