by Marijke Nijdam | Sep 10, 2026 | Uncategorized
AI can make market research faster, improve buyer communication and streamline everyday business processes. But using AI is the easy part. Using it responsibly, turning it into practical solutions and transferring that knowledge to SMEs? That takes skills.
That is exactly what sequa set out to strengthen through its intervention under the GIZ programme EU-German Global Access and Trade Expertise. Globally Cool’s Onno delivered a five-day Train-the-Trainer programme on AI Solutions for Export Promotion in Phnom Penh from 31 August to 4 September 2026. The goal was clear: equip Cambodian consultants, business-support professionals and other SME-support actors with practical AI skills they can use themselves, and pass on to companies across Cambodia.
Five days. One practical AI journey.
We designed the programme around one principle: learning by doing. Rather than spending five days talking about artificial intelligence, participants worked with it. They researched markets, challenged AI-generated answers, created buyer communication, built AI-supported workflows and ultimately developed their own training and advisory services.
And throughout the programme, one message remained central: AI is only useful when reliable sources, verification and human judgement stay firmly in the loop.
Starting with responsible AI
Participants explored how AI can produce unsupported or overly confident answers and learned how to recognise hallucinations and assumptions. They compared AI assistants, practised verification and developed structured Golden Prompts based on role, context, task, requirements and output format. They also experimented with NotebookLM to turn trusted source material into learning content.
Why start here? Because good AI for export promotion is not about asking a chatbot a question and copying the answer. It is about knowing how to brief AI properly, challenge its output and decide what can, and cannot, be trusted.
Putting AI to work for export market research
Once the foundations were in place, we moved into one of AI’s most useful applications for exporters: market research. Participants used Deep Research and complementary sources to explore potential export markets, buyer needs, channels, competition, market-entry requirements and trends.
But there was a catch: the first AI answer was never automatically the final answer. Participants had to cross-check important findings before turning the research into buyer-focused value propositions, written communication and visuals. This evidence-first approach makes AI faster without sacrificing the quality of the market intelligence behind an export decision.
And it clearly resonated. Participants rated their ability to use AI for export market research and buyer communication at 4.7 out of 5, the programme’s highest self-assessed learning score.
From one-off prompts to reusable AI workflows
AI becomes much more interesting when it stops being a one-off tool and starts supporting repeatable business processes. Participants designed and tested AI assistant concepts using approved knowledge, rules and guardrails. They looked for repetitive export-related tasks where AI could save time or improve consistency and used structured ChatGPT Work processes to create business communication and digital content.
Just as importantly, they reviewed their outputs from the perspective of an international buyer. The objective was not to automate human judgement away. It was to understand where AI can take over repetitive work while people remain responsible for the decisions that matter.
Turning AI skills into services SMEs can actually use
Knowing how to use AI is one thing. Building a service around it is another. On day four, we changed the question from “Which AI tool can I use?” to “Which customer problem can I solve?”
Participants researched the Cambodian market, defined target customers and developed service propositions, Business Plans and 90-day launch actions. They also created Trainer Manuals, exercises and supporting materials that could help them transfer their new skills to SMEs, colleagues and other professionals.
This step was essential to the Train-the-Trainer approach. The aim was never just to create a group of better AI users. It was to build local capacity for practical, responsible and potentially sustainable SME export support in Cambodia.
The Final Challenge: time to prove it
In the end, four teams had to bring everything together and present a Business Plan, training or advisory concept and evidence showing how AI had contributed to their solution.
Across the four concepts, participants combined tools including ChatGPT, Claude, Perplexity, NotebookLM, Synthesia and Deep Research. Their outputs ranged from market research and business plans to Trainer Manuals, infographics, buyer communication and videos. The impressive part was not how many AI tools they used. It was how purposefully they used them.
From AI skills to stronger export services
By the end of the programme, participants had moved well beyond experimenting with prompts. They were using AI to conduct export market research, improve buyer communication, create repeatable workflows, design training and build services around real SME challenges. That creates a strong starting point for locally anchored AI-enabled export support in Cambodia. Now comes the most exciting part: turning those ideas into real services, testing them with Cambodian SMEs and learning what creates the most value in practice.
Want to strengthen your organisation’s export services with practical AI solutions and hands-on capacity building? Get in touch with us.
by Marijke Nijdam | Sep 9, 2026 | Uncategorized
Last week, Globally Cool’s Alfons had the opportunity to contribute to the Global Shrimp Forum in Utrecht, bringing some of the exciting technological developments taking place in Vietnam to the attention of international market players.
More than 40 representatives from Vietnam’s shrimp industry, associations and government joined over 30 European importers, buyers and other market players for our session, “The New Vietnam Shrimp Story: Resilience, Responsibility and Premium Potential.”
The session was hosted by CBI, together with the Dutch Fish Importers Association (VIV), as part of a Dutch government-supported programme aimed at strengthening the innovation, sustainability performance and international market position of Vietnam’s shrimp sector. And this is certainly a market worth paying attention to.
According to Grand View Research, the global shrimp market was valued at around USD 79 billion in 2025 and is projected to reach USD 121 billion by 2033. These are impressive figures, but they also point to a market attracting increasingly strong competition.
Vietnam is already one of the key players in the global shrimp market, particularly when it comes to value-added shrimp. But its position cannot be taken for granted. Ecuador continues to expand rapidly, while India, Indonesia and other producing countries are strengthening their positions. For Vietnam, competing purely on volume or price will become increasingly difficult. The opportunity lies elsewhere: keep adding value. And increasingly, that value can come from sustainability.
There is a lot happening in Vietnam
Through Dutch government-supported Combi Track initiatives in Vietnam, promising technologies and new production approaches are being developed and tested throughout the shrimp value chain. These include innovations aimed at:
- reducing the carbon footprint of shrimp farming;
- improving genetics and disease resistance, drastically reducing the need for antibiotics;
- making production more resource-efficient and responsible;
- improving animal health and welfare; and
- developing innovative farming systems that combine productivity with better environmental performance.
At the Global Shrimp Forum, we also discussed Vietnam’s progress in areas such as ASC-certified production, zero-antibiotic farming and disease-resistant genetics.
Some of these solutions are now reaching a stage where they could be scaled much more widely across the industry. And that is where things become particularly interesting from a market perspective. Imagine Vietnam being able to position a significant part of its shrimp industry around a clear ambition towards antibiotic-free and carbon-neutral production at scale. That would be much more than an environmental achievement. It could become a completely new layer of value addition and differentiation for Vietnamese shrimp.
Better production is not enough
This was perhaps one of the most important messages emerging from the discussions in Utrecht. Technological innovation alone does not automatically create market value. European buyers need to understand what is changing. Sustainability claims need to be credible and measurable. Improvements in production also need to translate into benefits that matter to customers: quality, reliability, responsible sourcing, reduced risk, innovation and, ultimately, a stronger product proposition. In other words, the next challenge is not only technological. It is also commercial.
How can Vietnam turn these individual innovations into a convincing story for the international market? How can sustainability become part of the reason why a buyer chooses Vietnamese shrimp? And importantly: which sustainability improvements will the market actually recognise and reward?
That is why bringing producers and buyers together is so important. At Globally Cool, an important part of our work is to connect these two sides of the market: helping Vietnamese companies understand where European markets are heading, while giving European buyers a much closer view of the transformation taking place in Vietnam. The Global Shrimp Forum provided an excellent setting for exactly that dialogue. It was encouraging to see Vietnamese producers, industry organisations, government representatives and European market players exchanging perspectives, asking critical questions and exploring where future business opportunities could lie.
From sustainability performance to market positioning
Vietnam already has an important international position. But its future story should not simply be: we produce shrimp. It can become a much stronger proposition:
Resilient. Responsible. Innovative. High-quality. And increasingly premium.
Over the coming year, as part of the CBI | Transforming Trade Together programme, contracted through Globally Cool – International business made easy, we will work with Vietnamese industry actors, government organisations and strategic partners to explore how these developments can be translated into a strong branding and promotion strategy for Vietnamese shrimp. That means looking beyond individual technologies and asking how they can collectively strengthen Vietnam’s competitive position. Because sustainability should not become another label or claim added to the packaging. Done well, it can become part of the Vietnam shrimp value proposition.
At Globally Cool, we believe that the global food system needs to become less dependent on animal protein. At the same time, the animal protein that we do produce and consume needs to become dramatically more sustainable. Vietnam’s shrimp sector has an opportunity to show what that transition could look like in practice — and potentially turn it into a competitive advantage at the same time. So stay tuned.
Value addition for shrimp from Vietnam is about to get a much stronger sustainability meaning.
by Marijke Nijdam | Aug 17, 2026 | Uncategorized
How do you turn complex EU labour rules into online learning that people can understand, remember and use? The European Labour Authority (ELA) is providing self-paced online courses for professionals across the European Union. Together with Straight Circles, Globally Cool is turning approved legal, technical and operational content into clear, accessible and engaging learning. We design the course structure and activities so learners can apply EU labour mobility rules in their work.
Turning specialist content into effective online learning
ELA is creating a catalogue of free, self-paced online courses on EU labour mobility and social security coordination for public officials, HR professionals, social partners, workers and the general public. The courses will give learners across Europe access to specialist knowledge wherever and whenever they need it.
The challenge is not simply to put approved information online. We turn legal rules, technical systems and operational procedures into a clear learning journey. This journey should help learners understand, remember and use the information. Together with Straight Circles, we are supporting ELA with courses on topics such as EU social security coordination and tachographs in road transport. As e-learning architects, we turn specialist knowledge into structured online learning that meets learners’ needs.
Designing learning, not digitising documents
A source script may contain all the correct information. However, this does not automatically make it a good online course. Long blocks of text or a series of videos can leave learners watching and reading without taking an active role.
Our starting point is therefore not to ask how we can put a document online. We begin by asking what learners should understand, decide and be able to do after they complete the course. The answer guides the learning goals, course structure, order, level of detail and choice of media. It also helps us decide where a video is useful, where a diagram can explain a process and where learners should practise using a rule.
Our approach combines short videos and animations with scenarios, decision questions, exercises, knowledge checks and detailed feedback. This creates an active self-learning experience rather than an online information archive.
Creating a clear learning structure
EU labour mobility topics often bring together law, technical details, procedures, professional duties and exceptions. If learners see all this information at once, they may feel overwhelmed and miss the main message.
As e-learning architects, we divide complex subjects into smaller, connected steps. Each section has a clear purpose and prepares learners for the next one. Short explanations and clear visual cues help learners follow the course. At the same time, they can still access the legal or technical detail they need. Depending on the subject, this may involve:
- short key messages and visual summaries;
- rule cards, diagrams and process blocks;
- clear transitions between explanation and practice.
The approved scripts remain the official source. Our role is to reshape this material so it is easier to learn, without changing its meaning or accuracy. Where we adapt sensitive legal or technical wording, the relevant ELA subject expert must check and approve it. This review protects the accuracy of the content while allowing us to present it in a clearer format.
Turning real situations into learning experiences
Scenarios are central to our approach because many ELA topics require more than remembering facts. Learners may need to assess a situation, tell similar cases apart, choose the right rule or follow a set procedure. A basic question can check whether someone remembers a definition. A well-designed scenario can show whether they can use that knowledge in a real situation.
These scenarios are not decorative additions. They connect official information to professional life. This helps learners build confidence and remember what they learn.
Making courses easy to update
It is equally important to make the courses easy to update. EU law, institutional procedures and professional learning needs may change.
Editable source files and supporting technical materials will allow ELA to update individual parts when needed. A clear learning structure makes these updates easier because the content consists of separate, reusable parts. This allows ELA to update a rule, example or visual without redesigning the whole course.
From official knowledge to practical use
The course catalogue includes technical subjects such as pensions under EU social security coordination and tachographs in European road transport. These subjects provide the specialist content. However, the wider purpose of our work is to create a reliable way to turn complex expertise into effective online learning.
By combining a clear learning structure, practical scenarios, purposeful media, active recall and useful feedback, we help learners do more than recognise information. We help them understand how to use it in professional situations. That is the value of e-learning architecture: it connects official expertise with the decisions that people need to make in their work.
Do you need to turn specialist knowledge into an accessible and engaging online learning experience? Contact us to explore how strong e-learning architecture can support your organisation and your learners.
by Girda Safitri | Aug 11, 2026 | Uncategorized
Asia remains the world’s most populous and dynamic region. Nearly 60% of the global population lives here, and the 10 ASEAN countries alone represent almost 672 million people. With ASEAN on track to become the world’s 4th-largest economy by 2045, opportunities for international trade and collaboration are only growing.
But to succeed in this diverse landscape, cultural fluency is just as important as strategy; the ability to navigate hierarchies, digital social norms, and decision-making rituals that differ significantly from Western models. Below is your 2026 guide to Asian business etiquette with country-specific nuances.
The ritual of exchanging business cards
The exchange of business cards is far more than an administrative detail. It is a symbolic act of mutual recognition. Cards should always be presented and received with both hands, with the text facing the recipient. Taking a moment to look at the card before placing it neatly into a holder, rather than slipping it hastily into a pocket, signals genuine respect. In countries like China, Japan, and South Korea, bilingual cards that feature English on one side and the local language on the other demonstrate professionalism and preparedness.
In 2026, executives across Asia are incorporating QR codes on their cards, linking directly to WeChat, LINE, KakaoTalk, WhatsApp, or LinkedIn, reflecting the region’s embrace of digital networking. The “QR-to-WeChat/WhatsApp” hand-off is standard, but the method of exchange remains traditional. This blend of tradition and technology underscores the importance of being attentive to detail while adapting to modern practices.
Navigating hierarchy: the “Gatekeeper” Dynamic
B2B buying groups in Asia are often larger and more hierarchical than in Europe or North America, leading to stalled deal cycles when marketers focus solely on the “decision maker.”
The solution is to map the full influence ecosystem. Invest in the “middle management” tier: the technical stakeholders who influence the final signatory. Research indicates that in 2026, B2B sales cycles in Asia are 20% faster when firms invest in “consensus building” across departments rather than top-down lobbying.
In Asian business cultures, respect and hierarchy are key. While customs vary -from Japan’s bows and the use of “-san” to China’s formal address and South Korea’s two-handed gestures- the standard is to prioritise formality. Always follow your host’s lead, and when in doubt, choose a more respectful approach.
Building trust through shared meals
Much of Asia’s business rapport is built outside the boardroom, at restaurants and banquets. In China, elaborate dinners remain a central ritual, with multiple courses and toasts that strengthen bonds. Guests are expected to wait until the host begins eating and declining to join a toast can be seen as impolite. Japan emphasises subtle courtesy at the table: drinks are poured for others, never for oneself, and seating arrangements reflect rank. South Korea’s dining culture also places weight on hierarchy, with the eldest person at the table dictating when drinking begins. In India, formal dinners often involve cutlery, but in more traditional settings, eating with the right hand is customary. In Muslim-majority Indonesia and Malaysia, halal dietary standards shape business meals, making it essential to avoid offering alcohol or pork unless certain of your counterpart’s preferences. Across all these contexts, the safest principle is to observe closely, adapt, and follow your host’s lead.
Gift-giving as a sign of respect
Gift-giving is another cultural dimension where meaning outweighs material value. In China and Japan, presenting a carefully chosen gift demonstrates respect, though care must be taken to avoid taboos such as clocks, sharp objects, or items associated with the unlucky number four.
Wrapping and presentation are nearly as important as the gift itself. In South Korea, modest gifts are common, usually offered and received with both hands, and often opened later rather than in front of the giver. In India and much of Southeast Asia, branded corporate items or traditional sweets are well received, but gifts made of leather should be avoided when dealing with Muslim partners. The consistent theme is thoughtfulness and cultural awareness: a small but appropriate token often opens doors to stronger, more trusting partnerships.
Communication protocols: speed vs. substance
With digital communication now the backbone of global business, Asia has developed its own platform preferences that professionals must respect. Utilise the dominant regional app for relationship maintenance, but reserve formal negotiations for structured, agenda-led emails.
In China, WeChat is not only a messaging app but also an essential business tool, often serving as the first channel for introductions and follow-ups. Japan and Thailand lean heavily on LINE, while KakaoTalk dominates every aspect of professional and personal life in South Korea. In India, Vietnam, Singapore, and Indonesia, WhatsApp has become the universal medium for quick exchanges.
Messages on these platforms should be concise and timely, with longer discussions moved to email for record-keeping. Acknowledging messages promptly, even if only to confirm receipt, is viewed as respectful and professional.
Industry analysis in 2026 indicates that international firms utilising localised messaging apps for relationship-building see a significant increase in vendor trust and deal velocity compared to those relying exclusively on traditional email chains.
Punctuality and decision-making in meetings
Time and hierarchy set the rhythm of business meetings in Asia. In Japan, South Korea, and Singapore, punctuality is non-negotiable and arriving even a few minutes late can damage credibility. In India and parts of Southeast Asia, schedules can be more flexible, but foreign professionals are nonetheless expected to show up on time.
Meetings often begin with small talk before shifting into business, and in many cultures, decision-making rests firmly with senior leaders. Junior staff may attend discussions but rarely hold the authority to conclude deals. Written agendas, circulated in advance, are highly valued as they allow participants to prepare thoroughly. The most effective approach is to confirm meeting details through the local preferred messaging app and follow up with a clear email and calendar invitation, combining personal connection with professionalism.
Navigating compliance and local regulations
Beyond etiquette, companies entering Asian markets must grapple with a fast-changing regulatory environment. Each country enforces its own rules on company formation, hiring, taxation, advertising, and consumer rights, often with sharp differences between neighbouring markets.
The safest path for foreign firms is to engage experienced local legal advisors before making commitments around staff, marketing, or operations. Understanding and respecting not only cultural but also legal expectations is a non-negotiable step in building lasting business success in Asia.
Thriving in Asia’s business landscape
Business in Asia is not only about opportunity, but also about mutual respect and adaptation. Cultural fluency is a competitive advantage. It bridges the gap between being a foreign vendor and a trusted local partner. By understanding local etiquette, you reduce friction, build trust, and accelerate results.
At Globally Cool, we help companies go beyond etiquette and build market intelligence, strategy, and digital growth. If your team is preparing for Asia in 2026 and beyond, let’s talk.
by Alfons van Duijvenbode | Jul 21, 2026 | Uncategorized
Europe can still help your business grow, but in 2026, the requirements for entering, staying in and growing in the market are becoming stricter faster than many exporters expect. European buyers no longer ask only whether you have a sustainability story. They want proof, data and traceability, and many now include compliance requirements in contracts, supplier scorecards and tender conditions.
In other words: responsible exporting is no longer a “nice extra”. It now affects your access to the market and your commercial strategy. Below are the main regulatory and buyer-led changes shaping EU trade in 2026. You will also learn what they mean for your business and how you can prepare.
The Green Deal is being “simplified” but the direction is not changing
Yes, Europe’s political debate has changed. Since 2025, the EU has followed an “Omnibus” simplification plan. This includes changes and delays to some sustainability reporting and due diligence requirements.
But simplification does not mean that businesses can return to their old ways. The EU is still moving in the same direction: it wants more transparency, more responsibility and more evidence for each product. And even where legal deadlines change, buyers rarely wait.
Traceability is non-negotiable: deforestation rules are delayed, not cancelled
The EU Deforestation Regulation, or EUDR, clearly shows what exporters can expect in 2026. Deadlines may move, but the requirement is still coming, and buyers are already preparing their supply chains.
As of the EU’s December 2025 update, the main EUDR duties apply from 30 December 2026 for large operators and from 30 June 2027 for micro and small enterprises.
If you export goods linked to coffee, cocoa, rubber, wood, soy, palm oil or cattle, or supply these goods to another company, 2026 is your year to prepare. You should map your supply, collect geolocation data where needed, improve your chain-of-custody records and agree who will provide each item of evidence before enforcement begins.
Strategic takeaway: treat EUDR preparation as a way to compete. Suppliers who can provide clear and reliable traceability may win better buyers and longer contracts.
“Show me your ESG data”: reporting and due diligence demands are moving down the supply chain
Two forces are shaping what European buyers ask from suppliers in 2026:
- Sustainability reporting is already in place for many large companies. The first companies covered by the Corporate Sustainability Reporting Directive, or CSRD, applied the rules to their 2024 financial year. They published their reports in 2025. Reporting continues to grow, using the EU’s sustainability reporting standards, known as ESRS.
- Due diligence expectations are becoming stricter. The Corporate Sustainability Due Diligence Directive, or CSDDD, came into force in July 2024. And while the EU has delayed parts of the rollout, including some CSRD and CSDDD milestones, the direction remains the same. Larger companies must understand the risks and effects linked to their value chains.
What this means for exporters in 2026?
Even if EU reporting laws do not directly cover your business, buyers may still ask you for evidence about:
- labour standards and wage compliance;
- grievance systems and worker protection;
- environmental controls for water, chemicals and waste;
- carbon and energy data; and
- traceability documents and audit results.
Start with an “answer-ready” data pack now, because buyer questionnaires, audits and contract terms are becoming routine. Your pack should include both your policies and clear proof that you follow them.
Carbon now carries a border cost: CBAM enters its definitive regime in 2026
If your products use carbon-intensive materials, either directly or through their components, 2026 is a major turning point. The EU Carbon Border Adjustment Mechanism, or CBAM, moves from its reporting-only transition period to its full system in 2026.
Even when the EU importer must make the formal declaration, the importer will need information from you. You may need to provide reliable information about the emissions linked to your products, together with stronger documents and checks.
Emissions data is quickly becoming part of the “price of entry” for EU supply chains. When you provide reliable figures, you can reduce delays, shorten negotiations and protect your profit margins.
Packaging becomes a frontline compliance issue from August 2026
Packaging is no longer only about branding and logistics; it must also meet legal requirements. The EU Packaging and Packaging Waste Regulation, or PPWR, came into force on 11 February 2025. It generally applies from 12 August 2026.
For exporters, this is where compliance often becomes clear and immediate. Requirements for labels, materials, packaging formats and recyclability may change. Buyers may also add their own requirements. Packaging that does not meet the rules can lead to rejected shipments, relabelling costs or lost product listings.
Do review your packaging now with EU requirements in mind, especially if you sell packaged consumer goods, food, cosmetics or household products.
Product compliance is tightening: Digital Product Passports are the next wave
Beyond sustainability claims, Europe is moving towards greater transparency for individual products. The Ecodesign for Sustainable Products Regulation, or ESPR, came into force on 18 July 2024. It supports future requirements such as Digital Product Passports for selected product groups.
You don’t need to change everything overnight, but you do need to prepare for a future in which buyers may ask for organised product data. This may include information about materials, repairability, durability and supply chain features.
Start organising product data in a way that can grow with your business. Exporters who do this early will be easier to buy from.
You still need a responsible EU presence for many consumer goods
EU product safety rules are now stricter. In practice, many exporters based outside the EU need a clearly responsible party within the EU supply chain when they sell consumer products.
This party may be an importer, an authorised representative or another recognised economic operator. You will also need strong technical documents and correct labels.
If you have not formally agreed who is responsible for your products in the EU, do this before your next growth push. This will help you avoid delays, delistings and last-minute problems.
The 2026 exporter readiness checklist
If you want Europe to be a growth market rather than a risk, prioritise these actions:
Europe still buys, but it increasingly chooses suppliers who present less risk, keep good records and are easy to audit. Exporters who treat compliance as a business strength, rather than a last-minute task, can win better partners, build a stronger market position and protect their access to the market.
Need help turning these rules into a practical plan and building the documents and data systems that European buyers will accept? We can support you with tailored coaching, e-learning and hands-on advice, so you can step up with confidence.
by Joost van derKooij | Jul 14, 2026 | Uncategorized
CAPEX-Comoros is working to strengthen the services available to private-sector businesses in the Comoros. This support is particularly important for local producers and exporters seeking to understand international market requirements, identify gaps in their operations and prepare for sustainable export growth.
Globally Cool is supporting CAPEX-Comoros by combining export expertise with practical digital innovation. During a recent mission to the Comoros, Joost worked with project partners, entrepreneurs and local companies to advance the development of an AI-supported Export Readiness Checker. The initiative is designed to make export support more accessible, targeted and responsive to the needs of Comorian businesses.
Building on the Comoros’ distinctive export potential
The Comoros has compelling export stories to share. Products such as vanilla, cloves and ylang-ylang are deeply connected to the country’s natural resources, local knowledge and craftsmanship. These products offer commercial opportunities while also reflecting the identity of the islands and the communities that produce them.
However, having a distinctive product is only one part of becoming export-ready. Businesses must also understand market requirements, quality expectations, production capacity, logistics and the steps needed to approach potential buyers. Clear and practical guidance can help entrepreneurs assess these areas and make informed decisions about their export journey. This approach lies at the heart of the collaboration with CAPEX-Comoros: creating tools that respond to real business challenges while recognising the ambitions and experience of local entrepreneurs.
Developing an AI-supported Export Readiness Checker
Together with CAPEX-Comoros, we are developing an AI-supported Export Readiness Checker to help both experienced and aspiring exporters evaluate their current position.
The tool will guide businesses through a structured assessment of their export readiness. By analysing their responses, it will help them understand where they stand, identify areas that require further attention and determine practical next steps. This is expected to make export guidance more relevant to each company. Rather than offering general advice, the checker will support businesses in recognising their specific strengths and challenges. This can help entrepreneurs focus their time and resources on the actions that are most important for their development.
The tool will also provide CAPEX-Comoros with valuable insights into the needs, gaps and ambitions of Comorian companies. These insights can strengthen the organisation’s private-sector services by enabling it to develop more targeted programmes and respond more effectively to recurring business challenges.
Testing ideas with local entrepreneurs
Engagement with the private sector is essential when developing a practical export support tool. During the mission, we discussed the Export Readiness Checker with entrepreneurs and companies working with distinctive local products, including Wutamu Comores, Vanicacom and Nemako. These discussions created an opportunity to compare the proposed tool with the realities businesses face. Direct input from entrepreneurs can help ensure that the questions, recommendations and overall user experience are clear and relevant.
By involving companies during the development process, the project is grounding digital innovation in local experience. This strengthens the likelihood that the final tool will be useful not only in theory but also in the day-to-day decision-making of Comorian exporters.
Turning business insights into stronger export support
The Export Readiness Checker is intended to benefit both individual companies and the wider export support system. For entrepreneurs, it will provide a clearer overview of their preparedness and help them prioritise their next actions. For CAPEX-Comoros, the combined results can reveal wider patterns across the private sector. These may include common capacity gaps, recurring information needs and areas where additional technical assistance could have the greatest impact.
Analysing these patterns will allow CAPEX-Comoros to enhance its services and develop support that is more closely aligned with business needs. In this way, the tool can contribute to more practical and future-oriented private-sector development in the Comoros.
Next step: a more data-informed support system
The next phase will focus on finalising and launching the Export Readiness Checker. A new CAPEX portal is also planned, creating another channel through which businesses can access information and export support. Together, these developments aim to make assistance for Comorian exporters more visible and easier to use. They also represent an important step towards a more data-informed support system, in which services can continue to evolve in response to the needs of local companies.
We are looking forward to continuing our collaboration with CAPEX-Comoros, UNIDO APILE Industrie and the entrepreneurs contributing their knowledge to the process.
Want to explore how practical export tools and market intelligence can strengthen your organisation’s support to businesses? Get in touch with us.
