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