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Doing Business in China: Opportunities for Manitoba Companies
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There has been a lot of conversation lately about global markets, and honestly, things rarely feel as simple as the headlines make them sound. But here’s what I’m seeing from Manitoba businesses: China is still very much on the radar. And with thoughtful planning and smart engagement, it’s a market where real opportunities can still open up.
Recent insight from the KPMG’s 2025 MNC China Outlook Survey, one of the most comprehensive looks at how multinationals are navigating this market, makes this point clear. Despite the uncertainty, most multinational companies aren’t packing up and leaving China. Actually, 94% of the companies they surveyed are still investing there, and about three‑quarters plan to keep going or even put in more.
These companies aren’t being unrealistic. They’re just adjusting how they operate. They’re focusing more on profitability than fast growth, tightening up their local supply chains, and putting extra energy into R&D.
The Market Is Maturing and that Creates Openings
China’s economy is transitioning from a high-growth developing market to a more mature one. That shift changes the game. What’s replacing it is a market that rewards quality, trust, and specialisation, which I believe is a value proposition that Manitoba companies can credibly offer.
China’s newly approved 15th Five-Year Plan (2026–2030) reinforces where the opportunities are heading: advanced manufacturing, clean and renewable energy, digital innovation, agri-food, and health-related industries. These are investment signals and several of them map directly onto what our province does well.
Where Manitoba Fits In
Looking at Manitoba’s strengths alongside China’s stated priorities, there are clear areas of opportunity, and I will share these below;
Education and talent
Manitoba’s post-secondary institutions have long-standing research and training partnerships in China – RRC Polytechnic, for example, has maintained an active collaboration with the Shenyang Institute of Engineering for nearly 40 years. For Chinese companies focused on building global capability, these existing connections are a credible starting point.
Agri-food
China’s growing middle class estimated at around 700 million consumers are increasingly health-conscious and willing to pay more for quality and safety. Manitoba’s canola and protein products fit this demand. The Manitoba Government has recently taken a great step to open Asia-Pacific channels, including a new partnership with the Hong Kong Trade Development Council specifically to connect Manitoba producers with buyers in mainland China.
Clean technology
China is the world’s largest investor in renewable energy spending USD $625 billion in 2024 — 31% of the global total and is deepening that commitment under its new Five-Year Plan. Manitoba’s clean energy expertise and hydroelectric advantage are genuine differentiators in this conversation.
Advanced manufacturing and testing
Our extreme-climate testing capabilities and manufacturing know-how are assets that align with China’s push toward higher-value, technology-driven production.
What This Means Practically
For businesses to succeed in this market, you need to spend real time there- listening to what buyers actually care about and adjusting your approach accordingly. China isn’t a simple market, but if you have a strong product and you’re willing to put in the effort, it remains a market worth paying attention to. Our upcoming Doing Business in China webinar is a great place to start exploring what that could look like.
Ready to explore what this means for your business?
Join us for the Doing Business in China webinar — practical insights, real-world guidance, and direct access to expertise tailored for Manitoba companies navigating this evolving market.
Optimize Your Global Value Chain Part 2: What Happens After You Make the Sale?
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Most business owners focus heavily on launching products, but few stop to think about what happens when those products are returned. Reverse logistics, which involves managing returned, recalled, or end-of-life products, is often overlooked in product-based businesses. If handled poorly, it can reduce profits, upset customers, and cause chaos when issues arise. When you manage it well, it protects your reputation, helps you recover value you might otherwise lose, and gives you useful data to improve future products.
Why Returns Happen
Some returns are simple. Maybe a product arrives damaged because of improper packaging or carrier mishandling. Maybe a customer receives the wrong item due to a clerical error. Maybe a retailer sends back unsold seasonal stock at the end of a sales period. These are operational issues that better upstream systems can often prevent.
Other returns are more complicated. A product might come back for warranty repairs or replacement. A defective batch might trigger a surge of customer complaints. A retail partner might discontinue your product line and return the remaining inventory during their closeout. Each situation comes with different costs, timelines, and resolution options.
It’s important to remember that a returned product isn’t automatically a loss. Depending on its condition and the reason for the return, you might be able to restock it as‑is, refurbish and resell it at a discount, or salvage usable parts. Acting quickly to evaluate and process returns helps you preserve more value.
Having a Returns Policy Before You Need One
It’s always easier to set up a returns process proactively, before any problems arise. Your policy should outline when returns are accepted, the time limit for starting a return, who pays for shipping, and how refunds or credits are issued. For sales to retailers or distributors, include these terms in your sales agreements.
What to Do When a Return Arrives
When a product comes back, your first task is to sort and assess it quickly. Ask yourself: is it resalable as‑is? Does it need repair or repackaging?
Your answer determines what happens next. A product in good condition can go straight back into inventory. A slightly damaged one might be refurbished and sold at a discount, sent to a liquidator, or donated. Anything that can’t be saved needs to be disposed of safely and in compliance with relevant regulations. Each category should have a clear path.
Tracking returns by reason code — whether it’s shipping damage, a product defect, a clerical error, or a customer change of mind — will reveal patterns over time. Those patterns show where your process is breaking down, whether in manufacturing, packaging, shipping, or customer communication. A spike in damage returns might point to a packing issue. A pattern of defect returns might signal a quality‑control issue.
If you’re selling internationally, returns can get even more complicated. Cross‑border shipping costs can easily exceed the value of the product itself, which means your options for handling an overseas return look different. In many cases, offering a replacement or store credit and disposing of the item locally is more cost‑effective than shipping it back. Having a clear international returns policy, and communicating it upfront, saves you from costly case‑by‑case decisions later.
The Bigger Picture
Building a full in‑house reverse logistics operation isn’t always realistic. Third‑party logistics providers can handle returns processing, sorting, refurbishment, and disposal on your behalf, often more cost‑effectively than doing it internally. If you’re shipping internationally, this becomes even more relevant, since managing cross‑border returns without established infrastructure is complex.
Businesses that manage returns effectively usually share a few key traits: a clear policy, a quick assessment process, and a defined plan for each type of returned product. When those pieces are in place, you save money, maintain strong customer relationships, and keep your supply chain running smoothly.
Next Steps
If you have questions about how this applies to your business, book an appointment with a Trade Advisor.
Optimize Your Global Value Chain Part 1: How to Pick the Right Global Supplier
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For many Manitoba SMEs, sourcing across borders is a strategic necessity. But international procurement brings real complexity: currency volatility, regulatory exposure, and supply chain risk that ad hoc vendor selection cannot manage. That means you need a structured process which makes those risks into manageable variables.
Here’s how you can do it:
Step 1: Assess Internal Needs and Strategic Fit
Before you look at any supplier, benchmark your current sourcing performance with a SWOT and gap analysis to confirm that any new supplier relationship aligns with your organization’s direction.
Clarify the strategic goal: are you pursuing low-cost leadership, or differentiation through quality or capabilities unavailable locally? The answer shapes the decisions that follow.
Step 2: Market Assessment and Total Acquisition Cost (TAC) Analysis
Once your strategy is clear, identify viable source countries and assess their market structures. This is also where a Total Acquisition Cost (TAC) analysis becomes essential, because the unit price is only part of what you’re actually paying.
TAC includes:
- Landed costs: duties, tariffs, and brokerage fees
- Inventory costs: warehousing, buffer stock, and tied-up capital
- Quality failure costs: rework, returns, and reverse logistics
- Financial risks: exchange rate exposure and payment terms
Running a TAC analysis before shortlisting suppliers helps prevent surprises after contracts are signed.
Step 3: Supplier Due Diligence
Due diligence spans four areas:
- PESTLE (Political, Economic, Social, Technological, Legal, and Environmental) analysis of the supplier’s home country
- Compliance and legal screening against Global Affairs Canada sanctions lists, the Export and Import Permits Act, and, for qualifying companies, the Fighting Against Forced Labour and Child Labour in Supply Chains Act.
- ESG and sustainability standards
- IP protection: Be sure to confirm ownership and registration of any proprietary processes before sharing them
Step 4: Choose a Sourcing Strategy
The right sourcing model depends on how critical the input is to your operations and how much risk your company can absorb. Common options include:
- Direct purchase via RFP/RFQ for standardized inputs
- Contract manufacturing
- Strategic partnerships or licensing
- Technology transfer
- Acquisition, for deeper integration
Inputs with higher criticality typically require more comprehensive contractual agreements and increased supplier oversight.
Step 5: Contracting
Work with legal counsel experienced in international trade. Contracts should specify:
- Governing law and dispute resolution mechanism
- Service Level Agreements (SLAs) with measurable performance standards
- Bid bonds where appropriate
- Payment terms
Step 6: Transition and Ongoing Performance Management
A structured transition plan should cover communication protocols, logistics, and escalation procedures. From there, monitor supplier performance through KPIs, some examples of possible KPIs are:
- On-time delivery rate
- Reject rate and fill rate
- Supplier responsiveness
- Audit compliance
Regular reviews catch issues early and build the foundation for lasting supplier relationships.
Support Available to Manitoba SMEs
Manitoba companies can utilize three essential resources throughout this process.
- WTC Winnipeg for local trade advisory and connection to an international network
- Export Development Canada (EDC) for financing, credit insurance, and political risk management
- Trade Commissioner Service (TCS) for on-the-ground support internationally
Looking to go deeper and boost your international trade and supply chain skills?
Register for our upcoming FITTskills Global Value Chain course starting on May 7.
You’ll get the tools and resources you need to source and procure goods and services in international markets more effectively, understand compliance and regulatory requirements, minimize your supply chain and transportation risks, leverage inventory management systems, and much more!
How to Prepare for Your Trade Shows and Trade Missions
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Preparation is often the difference between simply attending a trade show and generating results from it.
From our experience at World Trade Centre Winnipeg, businesses that approach trade shows and missions with intention and a plan outperform those that rely on presence alone. The opportunity is real, but only if you’re ready to make the most of it.
So, how do you prepare in a way that turns conversations into outcomes?
1. Start with clarity: define your objectives
Before you register, get specific about what success looks like. Are you trying to meet qualified buyers? Explore a new market? Find a distributor or partner? Without clear goals, it’s easy to leave an event feeling busy but not productive.
2. Know your market and your message
As you prepare for logistics, you will also need to have a strategy.
Understand who will be in the room, what they care about, and where your offering fits. Just as important, be able to clearly articulate your value.
A well-defined message will take you further. When you can confidently explain your solution to a problem and why it matters, your conversations become more meaningful and more effective.
3. Build your schedule before you arrive
Successful trade show participants go beyond relying on foot traffic by planning their engagement in advance.
Leverage matchmaking platforms, event tools, and your network to secure meetings in advance. A well-planned schedule ensures your time is spent on focused, high-value conversations.
4. Prepare to listen, not just present
One of the most valuable lessons shared by a Manitoba-based company is this: early on, they approached trade shows by trying to showcase everything they had built.
Over time, they shifted their approach. Instead of leading with demonstrations, they started leading with questions.
What challenges are you facing? What’s not working? What would make your job easier?
This shift from talking to listening changed everything. It led to better conversations, deeper insights, and stronger leads. Preparation, in this sense, is about being ready to learn, not just to sell.
5. Choose the right events for your stage of growth
Not all trade shows are created equal.
While large-scale events offer visibility, they can also bring a high volume of unqualified leads
Smaller, more targeted events often provide higher-quality interactions and better access to decision-makers. For many growing companies, these environments create more meaningful opportunities.
Preparation is as much about choosing the right place as it is about how you show up.
6. Equip your team for meaningful engagement
Your team represents your brand. Make sure they’re aligned, informed, and ready to engage.
This means understanding your objectives, knowing how to communicate your value, and being prepared to adapt conversations based on whom you’re speaking with.
Materials are important, but meaningful conversations matter more.
7. Plan your follow-up before the event ends
Too many opportunities are lost after the event. Before you even leave, have a system in place: how will you track contacts, prioritize leads, and follow up?
Timely and thoughtful follow-ups are what transform initial conversations into ongoing relationships, and ultimately, business results.
Trade shows and missions can drive international growth, but only when approached with purpose. Preparation is what transforms opportunity into advantage.
Manitoba businesses are well-positioned to grow internationally, supported by strong local networks and accessible programs that help reduce the cost and risk of entering new markets. At World Trade Centre Winnipeg, we help companies identify the right opportunities, prepare with purpose, and turn those efforts into export growth.
Ready to put your preparation into action?
See how Manitoba companies are putting these strategies into action at GBF 2026 — follow WTC Winnipeg on LinkedIn to follow along with our delegation.
Expanding into global markets is exciting, but it is rarely straightforward. Many businesses see opportunity and move quickly, only to realize that growth demands more than demand alone. It requires structure, alignment, and the ability to connect strategy with execution.
Recognize the Need for Structure
Your market entry strategy is only the starting point. The real impact comes when you translate that strategy into clear, practical actions. Your marketing plans need to reflect local realities. Your sales processes must be measurable, repeatable, and tied directly to your business goals. Too often, you invest in planning but struggle to operationalize it across regions.
Adapt to Market Differences
Every market behaves differently. Customer expectations shift. Buying habits evolve. Even small details such as product positioning, pricing, or usage can vary more than you expect. What resonates in one region may fall flat in another. When you listen, learn, and adjust, you build stronger, more sustainable relationships.
Balance Global Consistency with Local Relevance
Consistency builds recognition and trust, but rigid messaging can feel disconnected if it ignores local culture. A strong international brand stays recognizable while allowing flexibility in how that identity is expressed.
Execution and Customer Experience Matter
Customer experience extends far beyond the point of sale. Reliable logistics, clear delivery timelines, and responsive communication shape how your brand is perceived. When you deliver a seamless experience, you build confidence, encourage repeat business, and strengthen long-term loyalty.
Cross Team Alignment is Essential
Your marketing, sales, and operations teams must work together to deliver a consistent experience from the first touchpoint to post purchase support.
E-Commerce Adds Complexity
E-commerce allows you to reach new markets efficiently, test demand, and scale without heavy infrastructure. But it also requires localization. Language, currency, content, payment methods, and UX standards must match local expectations. Even small friction points can impact conversions.
Build Alignment for Sustainable Growth
Global expansion is about more than entering new markets. It is about aligning your strategy, marketing, sales, and operations so they work together in real conditions, not just on paper. This requires time, structure, and a disciplined approach, but the payoff is significant.
Strengthen your international sales and marketing skills
If you want to build these capabilities, our upcoming FITTskills course on international sales and marketing starts on April 9, 2026. This course will help you develop practical skills to plan, execute, and manage international growth.
How the Canadian Commercial Corporation Helps Manitoba Businesses Win Government Contracts Abroad
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If you’re a Manitoba business with export-ready products or services, the biggest untapped market in the world may not be a consumer segment at all— it could be a foreign government.
Governments are among the largest and most reliable buyers on the planet, spending trillions annually on everything from defence and aerospace components to infrastructure, clean technology, and information systems.
The challenge isn’t whether your business has what these buyers need. The real challenge is getting in the door.
That’s precisely what the Canadian Commercial Corporation (CCC) is designed to help you do.
The CCC is a federal Crown corporation that helps Canadian businesses secure contracts with foreign governments. It provides international contracting expertise, commercial advocacy, collaborative project development, and government-to-government (G2G) contracting support at the national, state, and municipal levels.
The G2G Advantage
The core of what makes the CCC so powerful is its role as prime contractor. When your company works with the CCC, every G2G contract signed has the legal effect of being signed in the name of the Government of Canada — and it comes with an assurance of contract performance.
For a foreign government weighing competing bids, that distinction is significant. It transforms a contract from a transaction with an unknown company into a sovereign commitment from Canada itself.
Worth noting: the CCC works exclusively with Canadian businesses. That means every resource, relationship, and contracting mechanism the CCC provides is aimed directly at helping companies like yours succeed internationally. For Manitoba businesses, that’s a federally backed partner whose success is directly tied to your success.
This G2G model helps reduce political, corruption, and payment risks. Payments and cash flows are executed through the CCC as part of its role as prime contractor, protecting you from many of the financial uncertainties that make international government contracts feel out of reach.
Finding Opportunities Before the Competition Does
One of the CCC’s most underutilized tactical advantages is its ability to pursue opportunities before they ever go to public tender. Based on the CCC’s experience, it has the greatest impact and is most successful when working with Canadian businesses to deliver unsolicited proposals during the pre-solicitation phase.
By connecting with the CCC and Canada’s Trade Commissioner Service in-market, you can spot opportunities before they’re widely known — and shape the conversation before a formal bidding process even begins.
The CCC also runs the Global Bid Opportunity Finder (GBOF), a free online tool that lets you search for commercial opportunities with foreign governments in over 200 jurisdictions. If you’re just beginning to explore selling to foreign governments, it’s an easy, no-cost place to start.
Reducing Risk, Improving Cash Flow
The CCC offers financial supports such as progress payments and advance payment guarantees to help Canadian exporters manage cash flow and reduce financial risk.
For small and mid-sized businesses, this can be the difference between confidently taking on a major international contract and feeling like you need to walk away from it.
Who Should Be Paying Attention
The CCC supports companies across defence, aerospace, ICT, infrastructure, and clean tech — but if you’re a Manitoba business with a scalable, export-ready product or service that a government buyer might need, it’s worth understanding whether this pathway applies to you.
To qualify, you should be prepared to demonstrate a few things: i.e., technical expertise to fulfill opportunities in their stated sector, a management team capable of sustaining delivery for the duration of a contract, and a balance sheet strong enough to handle the scope of the work without putting the Government of Canada at undue financial risk.
There’s no formal international procurement certification required to work with the CCC — but you should expect a rigorous due diligence process before being approved for a G2G contract.
Want to learn more?
The World Trade Centre Winnipeg is hosting a webinar on March 31, 2026, featuring the CCC. It’s a chance for Manitoba businesses to hear directly how the program works, whether you qualify, and how to take your first step. Register now — seats are free and limited.
Market Entry Strategy 101: A Practical Guide for Exporters
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Entering a new international market can be a powerful growth opportunity, but from what I see, success depends on having the right strategy and preparation in place.
Many companies start their first step into the exporting world based on demand inquiries or on chance leads. And while these instances can be exciting at first, they can also be time-consuming and eventually lead to nothing. In the long run, a good market entry strategy will be the reason for success in global markets.
A market entry strategy aids exporters in determining their next location, choosing the mode of entry and having the right approach to competing. It minimizes the risk factors, gets the internal resources in sync, and also boosts the chances of the international market being both profitable and sustainable.
What is a Market Entry Strategy?
A market entry strategy is an organized scheme that describes how the business aims to bring the products or services to a foreign market.
It is much more than the exporting activity itself. A well-devised strategy takes into account all the factors such as market demand, consumer behaviour, competition, legal aspects, pricing, and operational readiness.
This means exporters can make the right decisions instead of going by assumptions… even though the markets may seem good at first sight.
Picking the Right Market
One of the biggest mistakes I see exporters make is trying to enter too many markets at the same time. The truth is, not every market will be the right fit for your product, your business model, or your current capacity.
When selecting a market, it’s important to take the time to assess factors such as:
- Market size and growth potential
- Customer needs and purchasing behaviours
- Level of competition
- Legal and compliance requirements
- Logistical considerations and business environment
By evaluating these elements, exporters can compare several markets and focus their resources on the ones that offer the strongest return on investment.
Getting to Know the Market, Customers and Competitors
After you select a market, it’s important to dig a little deeper. As an exporter, you must learn about your customers — what drives them to purchase and what the market decision-making process looks like in that market. Usually, these inquiries uncover significant differences from your home market, whether in cultural expectations, price sensitivity, or distribution channels.
On top of that, the competitors’ positioning and strengths need to be examined. Knowing who your competitors are, how they position themselves, and what makes them different will help you locate the part of your business that can provide value and truly be noticed.
Selecting an Entry Approach
No matter what, there is no universal method to get into a new market. The most common methods are direct exporting, working with distributors or agents, forming strategic partnerships, or licensing. Each option has its pros and cons, especially when it comes to cost, control, speed, and risk.
The right decision depends on your product, your available resources, your risk tolerance, and your overall goals. With a clear entry strategy, you can be confident that the approach you choose will help your business grow instead of creating operational stress.
Managing Risk and Building Readiness
Exporting introduces new risks — regulatory changes, currency fluctuations, payment challenges, and supply chain disruptions, among others. Proper market entry planning helps identify these risks early, giving you the chance to create your own risk-management strategies.
Setting the stage internally is equally vital. You need to evaluate whether your operations, finances, and internal processes are strong enough to support entry into a foreign market. Ensuring alignment across sales, logistics, finance, and compliance is a prerequisite for successful exporting.
Turning Strategy into Sustainable Growth
While a clear market entry strategy does not guarantee success, it significantly improves decision-making and long-term flexibility. It allows you to stay confident, react more quickly to market changes, and keep your team aligned as you grow.
If you’re already involved in exporting or thinking about it, World Trade Centre Winnipeg is here to help. We provide exporters with meaningful and impactful market intelligence, and can assist in custom export strategy development that aligns with your business goals.
If you are interested in discovering new markets or improving your export strategy, schedule a consultation with a Trade Advisor to explore how we can assist your next growth phase.
Reduce Your Export Risk and Scale Faster with a Strategy Process Map
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Many businesses treat export strategy as purely a planning exercise instead of an iterative decision-making process.
Planning is important but it won’t guarantee success in a new market.
To compete effectively abroad, you need a structured process that helps you test assumptions, make clear choices, and adapt as real market feedback comes in.
Put another way: Strategy isn’t a document, it’s a choice.
That’s why you need to follow a process that leads you to taking effective action.
For example: If you’re looking to export to a new market, you can’t just complete an export plan document (although this is a crucial step!), call this “business strategy”, then cross your fingers and wish for success.
Ultimately, you’re going to need to reality-test your assumptions.
Just like business planning, the best plans are ones that were executed and iterated upon in real-time, by engaging with real people with real needs – not imagined ones.
As Steve Blank has famously said, “No business plan survives first contact with customers.”
How can you get started on strategizing better and making smarter choices?
One great method comes from IDEO U’s human-centered strategy playbook:
The Strategy Process Map
The SPM is a framework you can use to reduce risk and increase your chances of success.
Here’s a brief rundown.
1. Identify Your Strategic Problem
- Definition: Clarify the core decision to be made, not just the symptom.
- Example: A Manitoba healthy snack company wants to enter the U.K. market. Strategic problem: “How can we launch our granola bars in a way that maximizes early adoption without overextending production or marketing spend?”
- Consideration: Avoid framing the problem too broadly, e.g., “We need to sell in Europe.” Narrow focus prevents wasted resources and scattered pilot tests.
- Why This Is Important: A clearly defined problem ensures every subsequent step is aligned. Without it, pilots, marketing, and resource allocation may target the wrong priorities, wasting time and money.
2. Frame a Strategic Question
- Definition: Transform the problem into a guiding question that drives exploration.
- Example: “Which U.K. consumer segment is most likely to pay a premium for functional, protein-packed granola bars?”
- Consideration: Don’t assume your Canadian market translates directly. Test your question with local insights or market intelligence first.
- Why This Is Important: A well-framed question focuses research and testing. It prevents scattered efforts and ensures the team is exploring relevant, high-value opportunities.
3. Generate Strategic Possibilities
- Definition: Brainstorm multiple viable options without judging them yet.
- Example: Sell in organic grocery chains, partner with online snack subscriptions, or launch through gyms targeting active consumers.
- Consideration: Avoid defaulting to the largest, most obvious channel. Smaller niche channels often provide faster feedback and stronger early adoption.
- Why This Is Important: Generating multiple options increases the chances of discovering a high-potential approach. Limiting possibilities too early can miss unexpected, lucrative opportunities.
4. Ask “What Would Have to Be True?”
- Definition: Identify the assumptions required for each option to succeed.
- Example: Gym distribution assumes consumers value protein content, natural ingredients, and convenience.
- Consideration: Don’t skip this step — untested assumptions are where most export failures begin. List them explicitly.
- Why This Is Important: Testing assumptions early prevents costly mistakes. If a core assumption is false, the strategy fails before it scales.
5. Identify Barriers
- Definition: Map operational, regulatory, cultural, and market obstacles.
- Example: U.K. food labeling requirements, import tariffs, cold-chain logistics, and strong competition in the protein bar segment.
- Consideration: Avoid underestimating logistics and compliance. These can kill profitability even if demand is high.
- Why This Is Important: Knowing barriers upfront allows proactive mitigation. Ignoring them can derail even the most promising market entry.
6. Test to Learn
- Definition: Validate assumptions with small-scale experiments or pilot runs.
- Example: Ship a small batch to one U.K. gym chain and online customers to test flavors, packaging, and pricing.
- Consideration: Don’t overinvest. The goal is learning, not perfection. Keep pilots small, fast, and measurable.
- Why This Is Important: Testing reduces risk and informs decisions. Real-world feedback reveals gaps you can’t see on paper.
7. Make a Choice
- Definition: Decide on a market entry strategy based on validated insights, prioritizing options with manageable risk and high potential.
- Example: Focus on organic grocery stores and online sales; delay gym partnerships until evidence supports it.
- Consideration: Avoid “analysis paralysis.” Use pilot data to make a clear decision, then commit resources to execute.
- Why This Is Important: Decisions guided by evidence maximize ROI and accelerate market traction. Without committing, momentum and resources are wasted.
This approach turns exporting from guesswork into a repeatable, evidence-driven process, helping you scale internationally with clarity and confidence.
If you’re looking to make a winning export strategy, use the Strategy Process Map framework and apply it while you work through your export plan.
Don’t have an export plan yet? All good – we’ve got you covered!
Download our free Export Plan Template and we’ll reach out for additional support if needed.
From Guesswork to Growth: Using Market Intelligence to Find New Export Markets
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If you’re like many small or medium‑sized exporters, you may feel overwhelmed by the prospect of researching new markets. Paid reports are expensive, and investing in the wrong market can set you back months. That’s why it’s crucial to make full use of the no‑cost resources at your disposal.
The International Trade Centre’s Global Trade Helpdesk is an excellent first step, a digital one-stop shop designed to make international market research easier for businesses. The platform brings together data from the ITC, WTO, and UNCTAD to provide free, consolidated access to trade flows, tariffs, taxes, rules of origin, and market access requirements across over 190 economies.
You can also explore product-specific demand trends, compare export potential across destinations, and review import procedures and standards that may affect your product. By using the Helpdesk, exporters can quickly narrow down where their products are most competitive, understand key regulations before committing resources, and build an evidence-based shortlist of viable markets.
Once you’ve identified those high-potential markets, complement your findings with IBISWorld’s paid industry reports to gain a more detailed and forward-looking view. IBISWorld provides in-depth analyses of industry performance, supply-chain structures, competitive dynamics, and trade exposure.
Many reports include an International Trade section outlining current export and import drivers, major destination markets, and risk factors that influence success abroad. This information can help you validate market assumptions, estimate growth potential, and identify areas that may require adaptation or investment before entry.
While IBISWorld subscriptions can be costly, the World Trade Centre Winnipeg offers Manitoba businesses complimentary access to these premium data sources through our in-house market intelligence services. Our trade advisors can not only help you retrieve the right reports but also interpret the data for your export plan.
Make Data Work for Your Business
Book a trade consultation to learn how we can help you access IBISWorld and other data sources to save time, cut research costs, and make confident, data-driven export decisions.
Negotiating Trade Finance Terms for Export Success
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In today’s global marketplace, the difference between a profitable international transaction and a costly mistake often comes down to one critical skill: negotiating the right trade finance terms.
For Manitoba businesses aiming to grow through exports, success takes more than just a quality product, it requires the ability to navigate payment methods, terms, and conditions that protect your cash flow while keeping you competitive abroad.
The Export Opportunity for Manitoba
Whether you are a seasoned exporter or shipping abroad for the first time, understanding trade finance and mastering your negotiation skills can be the difference between a successful venture or an expensive learning curve. Manitoba’s geographical position, diversified economy and access to primary trade route positions our business up for export success but only if we have the right knowledge and resources.
International trade isn’t just about moving goods across borders, it’s about navigating complex payment terms, managing currency risks, understanding cultural nuances, and structuring deals that protect your interests while building lasting partnerships.
The Hidden Costs of Poor Planning
Many businesses enter international transactions focusing solely on the product and price, overlooking crucial elements that can make or break a deal. Here are some important elements to bear in mind:
- Payment terms could expose you to unnecessary risk if not selected properly
- Incoterms that shift liability in ways you didn’t anticipate
- Currency fluctuations that can wipe out your profit margin overnight
- Cultural misunderstandings that damage relationships before they begin
The solution to this is having comprehensive knowledge of trade finance instruments and negotiation techniques that not only safeguard your business interests, but also support clear, efficient transactions with international partners.
To be successful in international trade here are some of the things you need to understand:
Structure good payment terms using instruments like letters of credit, documentary collections, and export credit insurance. Each of these instruments are suited to different risk profiles and relationship stages.
Leverage trade finance tools strategically to improve cash flow, reduce risk, and make their offerings more competitive to international buyers.
Navigate cross-cultural negotiations with cultural sensitivity, recognizing commercial practices in Asia, Europe, or Latin America may be significantly different from Manitoba’s business culture. For example, In many Asian cultures, decisions may follow a strict hierarchy, with senior leaders making final calls while In Manitoba, business is more collaborative, encouraging open dialogue across all levels.
Plan for contingencies by building flexibility into contracts and understanding the risk mitigation tools available through banks and trade finance providers.
Ready to strengthen your skills?
Consider enrolling for the next FITT course on International Trade Finance where you will gain practical strategies for negotiations and planning that drive successful international transactions.
This course provides the framework you need to negotiate favorable terms, structure secure transactions, and build a competitive advantage in global trade.
At World Trade Centre Winnipeg, we’re here to support Manitoba companies on their export journey. Connect with one of our trade advisors today to discuss your international business goals.