UK exports: The view from abroad
How overseas business leaders and politicians view the UK as an exporting nation
Winning Overseas: Read the full report (pdf)
Winning Overseas: Read the summary (pdf)
'The UK has the potential to build upon its world-class design, engineering and manufacturing expertise to compete in markets around the world. This can only be achieved if the UK government aligns its trade and industrial strategies, recognising the opportunities and risks on the competitiveness of its industry when removing barriers to trade. The UK government should support multiand bilateral free trade agreements only if they are fair, provide real market access to UK goods and are based on the principle of reciprocity'
Stephen Odell, Chairman and CEO Ford of Europe
'Diageo sees tremendous potential for growth in a number of emerging markets, such as Brazil, India and Russia. These markets also tend to be where we face significant market access challenges, including high tariffs, complicated regulatory regimes and discriminatory tax practices. In these markets, and elsewhere, support from UK embassies is essential in helping us to level the playing field. Historically we have received strong support from British embassies and we welcome the new, increased emphasis on commercial diplomacy, which we have already witnessed in our relationships with a number of key embassies around the world."
Paul Walsh, CEO, Diageo
'Government support is at its most useful when it is on the ground in the markets you are exporting to. Finding relevant information is extremely difficult, and surprisingly the internet age has made this harder in some ways. Having a commercially-minded contact within the embassy that can provide you with often the simplest information can be invaluable'
Mike Plaut, MD, Northmace & Hendon
'My impression is that UK businesses tend to rely on the US and continental Europe as their main export markets, so maybe they don't feel they need to go to emerging markets. Why take the risks when they have huge established markets in their own backyard?'
Indian banking executive
'In my view, [Africa] is a competitive environment and [UK companies] shouldn't expect to be able to compete successfully in every area. But they should decide which areas they can compete in and which they can't, and target those areas in a more focused way'
Senior African banking executive
'In a world that is increasingly built on partnerships and alliances, flexibility and adaptability are key and I believe that the UK needs to think differently about its approach to supply chains in order to bring down costs and drive margins'
Executive Chairman, Middle Eastern international franchise operator
'In terms of their international reputation, I don't think UK businesses have a problem. But as regards marketing themselves outside the UK, there must be a reason why they haven't been as successful as companies from other European countries, such as Germany and France'
Indian banking executive
'When I'm working with a company I look for three things: advanced technology, a flexible organisation enabling quick decision-making and competitive pricing. I don't think UK businesses are in the top ranks on any of these'
Chairman, Mexican automotive parts manufacturer
'Overall, I think the UK and its companies should pick the right battles and the right countries, and focus on specific sectors within those markets. There's a lot of goodwill out there that's not being exploited'
Senior African banking executive
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