Team Scotland Export Promotion Practitioner Consultation

This report is part of a wider Team Scotland evaluation of export promotion support led by the Scottish Government and published in 2026.  

This support is delivered through its partners: Scottish Enterprise, including its international brand Scottish Development International (SDI), Highlands and Islands Enterprise (HIE), South of Scotland Enterprise (SOSE) and Scottish Chambers of Commerce (SCC).

The purpose of the wider evaluation is to examine the effectiveness and impact of support delivered to companies and identify potential areas of improvement using a mixed methods evaluation approach. This mixed methods approach includes a survey of export promotion practitioners within the above delivery partners and Scottish Government.

On behalf of Team Scotland partners, Scottish Enterprise commissioned Frontline to undertake this survey of export promotion practitioners which is the subject of this report.

The commission focussed on gathering qualitative feedback from practitioners via an online survey and one to one consultations. It aimed to capture practitioners’ perspectives, including themes and operational insights on a wide range of issues rather than precise quantification of impact or effects of support. There were 79 respondents in total from across the Team Scotland partners.

The survey and consultations were carried out between April and June 2025 alongside a parallel commission for inward investment practitioners which is the subject of a separate report. Scottish Enterprise commissioned a similar exercise for export promotion practitioners in 2022.

The report presents emerging findings which will feed into the wider evaluation mixed methods approach. Export practitioners reported the following:

• For early stage exporters, the biggest barriers to exporting were lack of knowledge, experience/skills and regulatory issues, these were seen as lesser issues for existing exporters. Financial and cost issues were barriers to both new and current exporters along with a lack of understanding of market opportunities/fit as well as time and resource considerations. Building contacts and partnerships were more of a barrier for existing exporters.
• Brexit was seen as the most significant change related to exporting barriers in recent years as well as tariff and trade war uncertainties and increased wider geopolitical tensions (noting the survey was conducted immediately prior to and after the start of USA tariff changes).
• Technological developments were believed to have made some aspects of exporting easier. However, others believed that nothing was easier and noted a number of increased difficulties including Brexit, tariffs, geopolitics and the availability of finance.
• Company resources (people and money) were the main internal factors influencing companies’ exporting journeys as well as knowledge of how to best exploit exporting opportunities.
• The changing global environment relating to geopolitics, trade barriers and tariffs alongside increased costs and changing Net Zero ambitions has caused uncertainty and reduced confidence.
• Opportunities identified included increasing awareness of the need for sustainability, exploring new markets beyond the EU as well as new trade agreements. Specific to the Middle East and Asia, a better understanding of these markets and their cultures plus rising demand for Scottish/UK developed products and technologies were seen as opportunities in these growing economies.
• The legacy of Brexit was seen to still pose challenges in relation to trade agreements and policy changes as well as the increased cost of doing business, staffing challenges and reduced access to markets and supply chains. Opportunities included diversification following Brexit and the UK being seen as a more attractive market to do business with.
• The most effective public sector supports were identified as one to one in market specialist support, funding and grant support, overseas trade events and missions, bespoke support packages and support for strategy development and action plans.
• Suggested improvements to support related to less online support, increased follow up activity and improving buyer and customer engagement at market events.  Market access grants, grant writing support and export skills development were seen as current gaps in support.
• No particular combinations or timings were identified as most effective. Instead, a bespoke coordinated approach was believed to be the most beneficial together with in-market activities, multi-year funding and strong client management. It was noted that exporting also drives/stimulates innovation, investment and revenue as well as providing exposure to new ideas and opportunities.
• One to many training and education along with exposure to markets were believed to add the most value to new exporters. Market insights, in-market networking and senior level contacts were seen to add most value to existing exporters. Spending time in market, company senior leadership commitment and ambition as well as a clear exporting strategy were noted as key factors that make a difference to companies.
• Respondents were aware of companies who had utilised their export support learning to access additional markets without the need for further support, as well as instances where companies had dropped out of support e.g. due to support requirements exceeding what is available or a lack of company preparedness.
• Additionality of support was noted in relation to scale (i.e. company growth, new markets, increased revenue and jobs) as well as timing (i.e. acceleration, faster to market) and higher quality export activity as a result of export support.
• The majority of respondents believed support aligned with the Scottish Government’s Trade Vision. However, some felt that key areas of inclusive growth, sustainability, net zero and good governance were ambitions rather than drivers of export growth.
• Respondents noted aspects that worked well with the Export Growth Plan (EGP) approach, including that it supports prioritisation, segmentation (sectoral/markets) and its focus on key exporters. The EGP had assisted with operational delivery of impactful projects including strengthening Team Scotland coordination, improving cross-agency communication, and clarifying messaging. Areas for improvement included the need for more flexibility and a review of classifications as well as the need for it to be updated regularly.  
• The key differences in the support requirements for new exporters were around market awareness, access, and entry as well as basic education, guidance, and confidence building. For existing exporters, it was more around expansion into new markets, sales channels, and partnerships and targeted technical support and issue-specific strategies.
• Gaps in the current offering included the importance of practical, growth-oriented support to strengthen export success. Key priorities included buyer introductions, market visits, and entry facilitation to boost international engagement. Equally valued were opportunities for sales and marketing skills development, alongside increased access to investment and investor networks.
• Respondents highlighted strong partnership working through the Team Scotland/public sector trade support system including cross-border collaboration and sector-specific activities. Areas for improvement included addressing duplication and cluttered support systems, siloed working between agencies and weak communication across Scotland and UK-level organisations.
• An effective trade support ecosystem was believed to include strong collaboration, robust infrastructure, transparent communication, and seamless pathways with shared data.
• Business awareness of the range of available supports was believed to be mixed or limited and often shaped by prior engagement. Navigating the business support landscape was seen as difficult for companies. However, some noted that websites such as the Finding Business Support portal and access to trade specialists or advisors were helpful.
• In the next five years, challenges from external pressures were noted in relation to geopolitical instability, shifting trade policies, and compliance challenges. Opportunities included targeting specific markets and sectors, particularly where Scotland holds strategic potential. Leveraging technologies such as AI and digital commerce was seen as essential for competitiveness and reach. 

Recommendations are considered as part of the wider Team Scotland evaluation study.