From Italy to the World: How to Plan the Launch of a Food Product on International Markets
13 June 2026
Every year, thousands of Italian food SMEs decide to “try their hand abroad.” Many turn back before the 18-month mark.
Not because the product wasn’t worth it. Because they didn’t have a plan.
Exporting without a strategy is not export: it is commercial tourism. This guide provides you with the essential map to avoid the most frequent mistakes and build a lasting international presence.
The market is there. The problem is how you enter it.
Italian agri-food exports reached €72.4 billion in 2025, with a growth of +4.9% over the previous year. The USA is the leading non-EU market with €7.8 billion (+16%), followed by Germany and France. Japan and Australia are growing by over 18%.
The global demand for Made in Italy food is real and structural. The problem is not finding it — it is intercepting it in the right place, through the right channel, at the right time for your company.
Having a good product is a necessary condition. It is not a sufficient condition.
The majority of exports are generated by large, structured groups. SMEs participate — but often in an episodic way, without a method, and with inconsistent results.
Before starting: 3 questions to answer honestly
If the answer to any of these is no, it is advisable to work on it before investing in internationalization.
① Is my product ready?
Packaging in the local language? Shelf life suitable for international logistics? Certifications required by the target market (FDA for USA, Halal, Kosher)?
② Do I have the resources to withstand the timelines?
Exporting does not generate revenue in the first few months. International sales cycles are longer. Do you have the liquidity to cover 6–12 months without returns?
③ Is there someone dedicated to following it?
Exporting cannot be managed in your spare time. You need a person — internal or external — to carry out business development with continuity.
The 5 phases of an export strategy that works
Phase 1 — Product analysis and positioning. Do you have a real competitive advantage in foreign markets? Not perceived: real. Is the final price to the consumer — after duties, logistics, and distributor margins — still competitive?
Phase 2 — Market selection. “We want to do Europe” is not a strategy. Choose a specific market based on data (ICE, SACE), not personal preferences. The wrong market will not produce results even with an excellent product.
Phase 3 — Channel selection. Ho.Re.Ca., retail, or e-commerce: each requires different resources, volumes, and structure. For those approaching export for the first time, Ho.Re.Ca. via a specialized importer is often the most sustainable starting point.
Phase 4 — Commercial and financial plan. Build your pricing starting from the acceptable price for the final consumer in the target market — not from your Italian price list. Include duties, logistics, distributor margin, and commercial expenses. The export margin is almost always lower than expected.
Phase 5 — Market presence. Exporting is not launched: it is built. Periodic visits to the distributor, translated materials, monthly sales monitoring. A distributor who does not hear from the supplier stops pushing the product.
You know what to do. It remains to be understood when to do it: in the guide From Italy to the World you will find the operational roadmap month by month, from product validation to the first shipment.
The 4 mistakes that cause export failure — even with a good product
① Choosing the market based on personal preferences. “I love Germany” is not a criterion. Use ICE and SACE data for a short list of 2–3 markets, then choose where your product has the most defensible competitive advantage.
② Exporting without adapting the packaging. A label only in Italian is already a handicap. In markets such as the USA, Canada, and Australia, non-compliance with local regulations can block goods at customs.
③ Relying on a single distributor without performance clauses. The risk is real: they sign the exclusivity, place a first order, and then stop pushing the product. Always include minimum purchase targets and the possibility of termination.
④ Ignoring hidden costs. Duties, packaging adaptation, samples, trade shows, travel, legal assistance: the real export margin is almost always lower than expected. Build a conservative scenario before making any offer.
Do you want the complete guide?
Download the extended PDF version: cost analysis tables, market selection criteria, distributor contract structure, and first-year KPIs.
Download the complete guide →Or speak to us directly about your project — without obligation.
Sources: ISMEA Agri-food Report 2025, ICE Bulletin H1 2025, Coldiretti / ISTAT 2024
