The weight of mindset in the decision to export
Exporting companies are more resilient in times of crisis and grow faster than those operating only in the domestic market. Brazil is a large, but competitive and unstable market. Therefore, opening channels abroad means risk diversification, access to customers with greater purchasing power, and brand strengthening. But if the opportunities are there, why don't so many SMEs export?
At the event promoted by ABIMAQ and ApexBrasil, Professor Diego Bonaldo Coelho brought up an essential point:
“To start thinking about internationalization: if your company is in the world, you can think about trading with it. But the decision to internationalize does not depend on the size of the company — but on the executive's vision. It's a matter of mindset.”
In other words, the first barrier is not in the company's structure, but in the manager's mindset. Many SMEs believe that exporting is a privilege of large corporations, when, in fact, the differentiator lies in strategic vision, readiness, and capacity for cultural adaptation.
Behavioral and cultural barriers
The biggest obstacles to exporting are not technical, but behavioral and cultural:
- Differences in negotiation and communication styles generate noise right from the start.
- In many countries, relationship and trust come before price.
- Lack of behavioral flexibility prevents adaptation to international expectations.
- Lack of knowledge of local rules increases legal and contractual risks.
Internationalization requires technical preparation, but also cultural sensitivity and the ability to build sustainable relationships.
Mindset change: the decisive factor
More than structure, it is necessary to cultivate an export mindset. This includes:
- Readiness: acting even knowing that learning is continuous.
- Mobilization: aligning teams and processes to serve foreign markets.
- Systemic vision: thinking beyond the sale — after-sales, partnerships, support, and international presence.
- Associativism: understanding that success abroad requires cooperation, support networks, and exchange of experiences.
- Relativism: understanding external differences.
(Event “The Art of International Negotiation” at ABIMAQ headquarters in São Paulo)
Companies that develop intangible assets such as networking and global positioning increase their competitiveness and productivity.
Export Steps for SMEs: An Overview
The export process ranges from product planning and adaptation to international logistics and nationalization at the destination. Each stage requires technical knowledge and strategy. However, prior to any step, two fronts should be prioritized: market research and building brand awareness and perceived value.
√ The Importance of Market Research
Research is the cornerstone of strategic exporting. Companies that conduct market research reduce risks and avoid misguided investments. It allows you to understand customer behavior, market size, the level of competition, and identify real opportunities — and risks that can be avoided.
Why does a market analysis make all the difference?
Market research combines consumer behavior and economic trends to validate product demand and reduce risks from the outset, guiding your strategic planning with concrete data.
Applying competitive analysis helps make your company unique by identifying gaps in the market, benchmarking competitors, and identifying opportunities for competitive advantage.
According to a consultant at MarketResearch.com, “doing business without market research is like navigating without a compass. It reduces risks, identifies options, increases confidence, and provides an objective perspective to guide growth.” These insights reinforce that it's not enough to offer a competitive price — your company must be found online, offer perceived value, and be aligned with the real needs of the target market.
√ Brand and Added Value: Competitive Differentiators
Exporting is not about competing on low prices, but on added value. And the brand is what sustains trust and the perception of quality in the international market. According to Wyse, in a market where decision-makers rarely buy alone, reliable brands function as a silent consensus within B2B companies. Therefore, an SME ready to compete outside Brazil must:
• Build a solid brand that inspires confidence.
• Clearly show how your product solves real customer problems.
• Invest in strategic digital communication, since between 80% and 90% of B2B buyers already have a list of suppliers in mind even before they officially start their buying journey. (Bain & Company)
Conclusion: Internationalization Begins with Mindset
Exporting is not just a commercial operation, but a growth strategy. The starting point is the manager's global mindset, followed by market research, cultural adaptation, and the construction of a solid and reliable brand. Exporting is less about the size of your company and more about your readiness to think globally.
Will you transform internationalization into a lasting competitive advantage — or will you allow others to occupy the space that could be yours?
At RBS Consulting, market analysis is not an isolated step — it is part of the DNA of every project within the go-to-market strategy that we build with each company.
