Export Readiness
Assessment
Export from Suriname
Take Your Business Global
Expanding into international markets can transform your business. It unlocks new opportunities for growth, visibility, and long-term success. Yet the big question remains: is your company truly ready to face the challenges and complexities of exporting?
That’s exactly what our Export Readiness Tool is designed to help you discover. Through a guided questionnaire, you’ll gain valuable insights into your company’s preparedness for international trade. The assessment covers critical areas such as management, financial health, product adaptability, production capacity, and sales and marketing strategies. Each question carries a value that is calculated into an overall readiness score, giving you a measurable benchmark of your export preparedness.
The results will provide you with a clear picture of your strengths and areas for improvement, empowering you to make informed decisions and build a strategic roadmap for your export journey.
Don’t leave your export success to chance take the Export Readiness Assessment today, receive your readiness score, and start planning with confidence.
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Management Cultural
Internationalisation is not yet part of the company's DNA and is not a priority issue within it. It is more a reaction to a possible demand than a company initiative or a vocation to seek opportunities in foreign markets. Participation in any advisory service can be a first step to initiate a process of change in this factor. Management, business strategy and organisational culture must be aligned for the process to be successful.
Although internationalization is not a priority right now, participating in advisory services for the international development of your company can help you lay the groundwork. Align management, business strategy and organizational culture so that, little by little, a global vision is integrated into your company. Consider exploring a nearby and well-known market.
There is a desire within the company to make internationalization a component of its business strategy, although there are certain shortcomings in this factor that still need to be overcome in order to take a further step and turn foreign markets into a key part of the business. Management, business strategy and organizational culture must be aligned for the process to be successful.
Your company has the necessary enthusiasm, but it needs to strengthen certain key areas, such as strategic planning and organizational commitment. Use public internationalization support programs as a guide to close those gaps and develop a clear and sustainable long-term internationalization strategy.
Internationalization is part of the company's DNA and is a priority issue within it. There is a business mentality that looks to the medium and long term and that has the right predisposition to tackle projects abroad. Management, business strategy and organizational culture are aligned for the process to be successful.
You are in a prime position to capitalize on your global mindset. Focus on optimizing processes, identifying key markets, and establishing strategic partnerships that will allow you to scale your operations abroad. Continue to promote an organizational culture oriented toward the international market.
What are the main reasons for your company's export/internationalisation?
Specific request (reactive)
Interest in internationalisation. Solution to the fall of the national market, surplus production, export competition (reactive)
The company is interested in diversifying operational risks. (proactive)
Company strategy - international vocation
Does the company have an internationalisation plan? For help with your strategy please contact trade@sita.sr
It has no objectives or internationalisation strategy
It aims at internationalisation but without a concrete strategy
The company has a defined international strategy but not written down
The company has a written internationalisation plan or roadmap
What is the company's culture regarding internationalisation?
Staff reluctance to internationalise
Low predisposition to internationalisation due to the changes it entails (schedules, travel, etc.)
Willingness to internationalise only at certain levels of the company
High predisposition to internationalisation. Company with international vocation
Economic And Financial
The process of going abroad involves a significant investment in both time and financial resources. Currently, the company's economic and financial situation is not supported by ratios suitable for undertaking a process of going abroad with guarantees for both its viability and for it not to negatively affect current business lines.
Although the current economic situation is not ideal, this does not mean that you cannot prepare for the future. Optimize your current operations, strengthen the local market and consider seeking financial support or strategic partnerships that will allow you to lay the foundations for a solid international project.
The process of going abroad involves a significant investment in both time and financial resources. The company is in a good economic and financial situation, although it must carefully measure the investments directed towards the internationalisation process, since they could negatively affect the development of the current market if they were not under control.
Your company has a stable financial base, but it is important to carefully plan investments in internationalization to avoid compromising local market development. Prioritize low-risk markets, create detailed budgets, and monitor results regularly to ensure success.
The process of going abroad involves a significant investment in both time and financial resources. The company's economic and financial position is based on very positive ratios. This does not mean that an uncontrolled investment project can be carried out, but it does mean that certain factors are identified that allow certain risks to be assumed when investing in new markets.
Leverage your financial stability to explore strategic markets. Maintain a balanced approach to investments and proactively manage risks. With proper planning, you can diversify your international presence and boost long-term growth.
What has been your company's turnover over the last year?
Less than 1 million SRD (approximately 24,999 USD)
Between 1 million and 4.9 million SRD (approximately 25,000 to 124,999 USD)
Between 5 million and 24.9 million SRD (approximately 125,000 to 624,999 USD)
25 million SRD and over (over 625,000 USD)
How did the company cope financially last year
Losses
Low profit
Reasonable profit
High profit
What is the current liquidity situation of the company?
There are many difficulties
Moderate liquidity difficulties
The company has operational liquidity
The company has operational and investment liquidity
Does your company have financial resources and/or credit possibilities for export/internationalisation?
Lack of export resources
Limited export resources. No access to financing.
Limited resources. Access to financing
It has extensive export resources
Product
The product factor is one of the main generators of competitive advantages in any market, local or international. As a first step, a product or service with characteristics that make it different from the competition can be defended against price competition. The product marketed by the company does not have most of the characteristics that could give it a competitive advantage.
Identifying and developing competitive advantages in your product will be key to entering international markets. Evaluate how you can differentiate yourself in terms of quality, innovation or price. Work on creating a product that is not only attractive locally, but also in the global context.
The product factor is one of the main generators of competitive advantages in any market, local or international. Although it is not ruled out that the product marketed by the company may work in foreign markets, there is a risk of encountering difficulties in differentiating it and creating an attractive and sustainable offer over time.
Your product has potential, but you will need to work on its positioning and differentiation to ensure sustainability in international markets. Research the needs of your target markets and adapt your offering to create a unique value proposition that stands out from the competition.
The product factor is one of the main generators of competitive advantages in any market, local or international. The product marketed by the company has characteristics that enable it to obtain a competitive advantage in foreign markets, making it capable of resisting a possible price attack by the competition.
With a solid and competitive product, you are ready to take on new markets. Invest in marketing strategies and strengthen your distribution channels. Continue to innovate to maintain your competitive advantage and diversify your target markets to maximize the reach of your product.
Does your product/service have a differential value?
No, they do not have qualitative differentiation with respect to other products or services on the market
My products offer little differentiation from the competition.
The product or service is not a differentiator, but other aspects such as quality, after-sales service, customer service, etc. are.
Highly specialisedproduct or service
Can your product/service be adapted to international demands?
We don't know
Product/service that cannot be modified
Limited transformation possibilities
Adaptable product/service
Does your product/services have trademark registrations?
Product without trademark registration
Product with limited trademark registration
Product with national trademark registration
Product with international trademark registration.
Production
A good production structure allows companies to be able to adapt to possible changes in demand that may be generated by a successful international promotion activity. The characteristics studied in this variable denote low levels of adaptation of production to the aforementioned challenges. Although the available resources are sufficient to serve the current marketing environment, there are serious doubts as to whether the current level of efficiency could be maintained with the same production capacity.
Increasing production capacity and flexibility will be key to preparing for the challenges of internationalization. Invest in technological improvements, process optimization and staff training to ensure that you can respond effectively to the demands of international markets.
Good production structure allows companies to adapt to possible changes in demand that may be generated by successful international promotion activities. The company's production capacity allows it to undertake internationalization, although, as the process progresses, it will be necessary to seek short-term improvement in some of the variables studied.
You have a solid foundation, but you’ll need to plan for improvements as international demand grows. Assess your current capacity and prioritize investments in key areas to ensure you can maintain efficiency and quality as you scale your operations overseas.
A good production structure allows companies to adapt to possible changes in demand that may be generated by successful international promotion activities. Many of the variables studied in this factor meet key conditions for undertaking the internationalization process.
Your production capacity is a competitive advantage. Use this strength to respond quickly to demand in new markets. Consider exploring product diversification and expansion options in high-potential markets to maximize your growth opportunities.
What is your company's current production capacity to enter new markets?
There is no idle production and storage capacity
Limited possibilities for increased production and investment
Capacities between 10-50% of production
Capacities of more than 50% of production
What is the number of employees in the company?
Microenterprise (1 to 9 workers)
Small business (10 to 49 employees)
Medium-sized company (50 to 249 employees)
Large (more than 250 workers)
What is the structure of your company?
Company with rigid internal structure
Poorly adaptable internal structure of the company
Company structure with adaptation limitations
Very flexible company structure
Does your company's workforce have training in internationalisation for their job?
No
Yes, general training on internationalisation in some positions (management, direction or technical staff)
The department team is trained in how internationalisation affects them (production, financial, HR.)
Yes, the company's current team is trained and specific training is required for new additions.
How many languages do you have staff who are fluent in?
1 language
2 or 3 languages
3-5 languages
More than 5 languages
Does your company have quality systems or quality certifications valid in the international market?
We do not have quality systems or quality certifications
We are studying the possibility of starting certification processes
We have quality systems and/or certifications for national interests
We have quality systems and/or certifications with international validity
Commercial And Sales
Commercial structure that is adequately prepared for the internationalization process allows the company to make the most of its resources and to effectively capitalize on the efforts made. The company's commercial structure does not have most of the characteristics that allow for optimal development of sales abroad, and may embark on poorly planned ventures with little chance of success.
Building a solid business structure will be essential. Train your team in export skills, establish clear processes and seek external support if necessary. Participating in this program can help you define an appropriate business strategy to enter international markets.
A commercial structure that is adequately prepared for the internationalisation process allows the company to make the most of its resources and to make the efforts made profitable. The company's commercial structure has the usual resources of a company that is beginning its development in international markets, but these could be insufficient in the medium term.
Your commercial structure has a functional foundation, but you will need to strengthen it to effectively address the challenges of international growth. Implement tools such as specialized CRM, form strategic alliances and train your team to face the complexities of foreign trade.
Commercial structure that is adequately prepared for the internationalization process allows the company to make the most of its resources and to effectively capitalize on the efforts made. The company's commercial structure has more than enough characteristics for optimal development of sales abroad.
With a solid commercial structure, you are in an excellent position to maximize your resources in international markets. Prioritize advanced strategies such as digital marketing, international fairs and strategic partnerships to expand and consolidate your presence abroad.
What resources are allocated to export/internationalisation?
There are no resources allocated to internationalisation
Internationalisation is the direct responsibility of ownership or management only
It has the export/internationalisation functions distributed among one or several departments of the company
The company has its own export/internationalization department, or it outsources a specific team for these tasks
Do you have a systematized approach to identifying opportunities?
We do not conduct market research. Lack of information
We conduct specific market studies. Without access to sources
We conduct market research. Limited access to information sources
We conduct market research. Access to reliable sources of information
Do you participate in prospecting and commercial promotion actions to identify international opportunities?
We do not participate in promotional or prospecting actions (such as agendas, missions, fairs...)
We sporadically participate in promotional or prospecting actions (such as agendas, missions, fairs, etc.)
We selectively participate in promotional or prospecting actions (such as agendas, missions, fairs) only at the national level
We selectively participate in national and international promotional/prospecting actions (agendas, missions, fairs)
Regarding your turnover in the last fiscal year, what percentage corresponds to sales in other markets?
0%
Between 1 and 25%
Between 25 and 50%
More than 50%
What is the sales/market concentration abroad?
There are no sales abroad
Less than 2 markets
3 and 5 markets
More than 5 markets
What steps have you taken to position your brand in international markets?
None
The target market(s) have been defined
The target market(s) have been defined and a situation analysis has been carried out in them
Target markets have been defined, a situation analysis and positioning and communication strategy have been developed
Internal Processes
The company has a low level of development in new technologies and innovation in key internal processes for its activity, such as product development, process changes, management or new commercial tools, and generally shows no interest in incorporating processes with a greater technological component that lead to an increase in productivity and increased sales in foreign markets.
Incorporating technology will be key to improving your productivity and competitiveness. Consider starting with simple tools that can automate processes and increase efficiency. Participating in innovation programs can be an excellent starting point to transform your company.
The company is somewhat concerned about the development of new technologies and innovation in key internal processes for its activity, such as product development, process changes, management or new commercial tools, and is willing to incorporate processes with a greater technological component that will lead to an increase in productivity and increased sales in foreign markets.
You have a foundation for moving forward. Prioritize the implementation of technologies that directly impact productivity and international sales. Evaluate technological tools and innovative processes that can make a competitive difference in international markets.
The company maintains a high technological level and has the initiative to develop strategies related to investment in new technologies at the productive and commercial level, continuously establishing mechanisms that result in greater productivity and competitive position in the market, and constantly promoting a transformation in key processes.
Your technological position is a key competitive advantage. Use this leadership to diversify your markets and explore new applications for your products or services. Invest in R&D to continue transforming your offering and ensure long-term sustainable growth internationally.
How is your company positioned in terms of technological competitiveness?
Weak. Very low technological capacity and initiative
Follower. Low/Medium technological initiative
Strong. Pioneer in some developments. High technological initiative
Dominant. Technology leader
Does your company have a digital marketing plan? For help with your strategy please contact trade@sita.sr
The company has not considered establishing a digital marketing plan
The company has carried out an analysis of its digital situation
The company has carried out the digital situation analysis and has established the objectives and strategies to follow
Has conducted digital situation analysis, established objectives and strategies and designed action and monitoring plans
What percentage of turnover is allocated to R&D?
It is not invested
Less than 2%
Between 2 and 5%
More than 5%
Percentage of turnover from new products (less than 3 years on the market)
They don't have
Less than 5%
Between 5 and 20%
More than 20%
The company is not prepared to face the challenge of exporting and does not have a clear internationalization strategy. In this case, the organizational structure does not respond adequately to serve international markets and management does not present clear indications in which to prioritize international expansion. Current investments and resources appear not to be oriented toward expansion, which can generate long-term risks if export is chosen without adequate planning.
Despite the low export capacity, there are several opportunities that can prepare your company to export from Suriname. The key is to establish a solid foundation, first by optimizing the internal situation of the company. We recommend that you start with a thorough analysis of your current capabilities, assess the available resources, and work on developing a business strategy that includes internationalization. Take advantage of the support available through public and private advisory and financing programs to improve key areas, such as training of the export team, and establish a basic business structure. The international market offers opportunities for companies willing to make an effort in their strategic preparation and approach.
The company has certain foundations to address internationalization, but still faces significant challenges in terms of infrastructure, financial resources or organizational alignment. While there are efforts to strengthen internationalization, the company still needs to improve areas such as strategic planning, financial risk management and product adaptation to international markets.
Your company already has a global mindset and a vision for growth, but it needs to strengthen some key aspects to ensure success in exporting. Demand for products and services offered in Suriname is growing in international markets and you can take advantage of the situation by establishing local strategic alliances or adapting products to market needs. We suggest you invest in market research, make adjustments to your offer to align it with local requirements and improve internal processes through the use of new technologies. Do not neglect the commercial structure; make sure your team has the necessary skills to address the complexities of foreign trade. A good action plan and the support of internationalization support programs can help you close those gaps and consolidate your international presence.
The company is already experienced or fully prepared to meet the challenges of internationalization. Its export strategy is well suited to addressing international markets, its infrastructure is adequate and its financial resources are well managed. The organization is aligned with international objectives and has the ability to quickly adapt to new markets, including managing the risks associated with global expansion.
You are in an excellent position to expand into different international markets. With a solid internationalization strategy, your company can quickly take advantage of emerging opportunities in foreign markets. Leverage your competitive advantage in products or processes and optimize your production and marketing capabilities. We recommend that you remain flexible and explore new market niches that could benefit from your products. Use financial resources prudently to manage any risks associated with expansion, and stay focused on strengthening local business relationships and strategic alliances. Investing in technologies and optimizing internal processes will allow you to scale operations in the long term, ensuring continued growth in international markets.
