In many companies, exporting begins with what feels like a straightforward opportunity. A potential partner reaches out at a trade show. A distributor sends an email asking for a price list. A consultant offers to open doors in a new market.
For small and medium-sized enterprises, especially those managing growth, it’s easy to say yes. Why not ship a few pallets abroad? It’s more volume, after all… and every sale counts! But after more than a decade working in international markets, I’ve learned that this way of thinking is not only short-sighted, it’s risky.
Export is not just a sales channel. Export is a business model!
Treating international sales as an extension of domestic operations often leads to a pattern of reactive decisions: inconsistent pricing, opportunistic partnerships, product misalignment, and a lack of brand presence. While it may bring in some revenue in the short term, it rarely delivers sustainable growth. That’s because export isn’t a side hustle. It’s a strategic commitment!
The missing link between ambition and an export plan is an export vision – here’s how to build yours
When companies view export as merely a sales transaction, they tend to operate in what I call “pallets and paperwork” mode. Get the order, ship the goods, move on. Success is defined by how much product you move, not whether the market is truly working for the brand.
The result is often fragile. When competition intensifies or a distributor loses interest, there’s no foundation to fall back on. Sales dry up, and the market disappears as quickly as it emerged.
From reactive tactics to strategic thinking
But when companies begin to treat export as a business model, everything changes. They stop chasing short-term orders and start asking longer-term, strategic questions. They begin to understand that international markets are not extensions of their home market, they are different ecosystems, with unique consumers, competitive landscapes, cultural dynamics, and regulatory environments.
With that mindset shift, export becomes more than a commercial activity, it becomes a transformational one!
Why export requires company-wide alignment
In this model, export is no longer the responsibility of a single sales team. It becomes a cross-functional initiative that touches every part of the organization.
- Product and R&D must assess whether formulas, claims, or packaging need adaptation.
- Marketing must rethink how to position the brand for unfamiliar consumers.
- Operations must prepare for lead times, logistics, and local compliance.
- Leadership must view export as a core growth driver, not an afterthought.
Without this alignment, even the best opportunities falter.
If your internal teams aren’t prepared to support export markets, results will be inconsistent and hard to scale. Growth will remain tactical rather than strategic.
The evolution of the export manager
This shift also redefines the role of the export manager. In a transactional model, the Export Manager is a dealmaker. But in a strategic model, the export manager becomes a business architect, someone who can connect internal capabilities with external needs, orchestrating everything from pricing and compliance to long-term partner development.
That requires a blend of strategic thinking and operational expertise. Export Managers must understand market dynamics, cultural context, commercial frameworks, and internal systems. They must be empowered to lead, not just execute. They are no longer just shipping products, they are building businesses.
Better questions lead to better outcomes
One reason companies fall into a sales-channel mindset is the volume of inbound interest. You get approached at trade fairs. Distributors promise volumes. Consultants offer shortcuts.
It’s tempting to respond.
But if every export decision is driven by who asks first, rather than who needs your product most, you end up chasing deals instead of building markets.
This reactive posture may feel like momentum, but it rarely leads to scale.
Strategic export leaders ask better questions:
- Who is our consumer in this market?
- What value do we bring that local brands don’t?
- What kind of partner fits our long-term ambitions?
- What does success look like beyond the first shipment?
This is how companies move from volume to value. They stop reacting and start designing. Instead of settling for any growth, they pursue the right growth.
Redefining success in export
Success in a strategic export model goes far beyond initial sales. It’s measured in repeat purchases, brand visibility, partner alignment, local relevance, and operational resilience.
Volume matters but only when it’s sustainable. Profitability matters but only when it doesn’t erode brand equity. What you want is repeatable success: a system that works, a brand that resonates, and a business model that can grow.
Say no more often
One of the clearest signs of strategic maturity is knowing when to say no. When export is a business model, you gain filters. Not every market is worth your attention. Not every distributor deserves your brand. Not every opportunity aligns with your ambitions.
With clarity comes discipline. With discipline comes control.
Export is not a shortcut to growth. It’s a journey.
And like every serious journey, it needs a map.
This article was reproduced with permission of the author from the Food & Drink Export Business newsletter. Check it out and subscribe on LinkedIn for more of Luis’ insights on the food & drink export business.
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