Add in shifting geopolitics, rising demand from emerging markets, and the need for stronger, more secure supply chains, and it’s clear that agility and foresight are more important than ever.

In our annual look ahead, we break down the top 10 global trade trends we’ll be watching, reacting to, and writing about in 2026.

Read on for our 10 2026 trends.

Curious about our past predictions? Check out what we thought 2017-2025 had in store.

1. Global trade hits record high in 2025 but faces slower growth in 2026

Global trade reached a record US$35 trillion in 2025, demonstrating strong resilience despite rising geopolitical tensions, higher costs, and increasing trade barriers. According to UN Trade and Development (UNCTAD), trade expanded by about 7% year over year, driven by higher volumes in both goods and services, with particularly strong contributions from East Asia, Africa, and South–South trade.

However, UNCTAD warns that momentum is slowing and expects weaker trade growth in 2026 as economic uncertainty, higher trade costs, and fragmentation weigh on global flows.

The World Trade Organization (WTO) echoes this outlook. Global merchandise trade grew faster than expected in early 2025 as firms front-loaded imports ahead of anticipated tariff increases and demand for AI-related products surged, especially in Asia and North America.

As a result, the WTO revised its 2025 merchandise trade growth forecast upward to 2.4%, while sharply lowering its 2026 forecast to just 0.5%, reflecting a cooling global economy and the full-year impact of higher tariffs.

Trade in commercial services remains more resilient but is also slowing. The WTO expects services export growth to ease from 6.8% in 2024 to 4.6% in 2025, and 4.4% in 2026, as weaker goods trade and slower output growth spill over into services.

Together, the UNCTAD and WTO assessments point to a global trade environment that is structurally strong but increasingly constrained, supported in the short term by technology investment and resilient demand, yet facing slower growth ahead as protectionism, economic cooling, and fragmentation reshape global trade dynamics.

2. Sustainable & carbon-sensitive trade

Sustainable policies (Electricity Demand & AI)

As electrification and digitalization accelerate, trade policies are increasingly aligning with climate and energy goals to support clean energy infrastructure and carbon-sensitive trade.

Global power demand is surging—driven in part by data centers and AI workloads—forcing energy systems to evolve and integrate more renewables.

Policies are beginning to incentivize renewable electricity generation, grid modernization, and clean technology exports to manage this growth sustainably while maintaining climate objectives.

Trade in renewable energy technologies (e.g., solar, wind, electrolyzers) is expanding rapidly, reshaping energy markets from fossil-fuel dominance toward clean trade flows that include grid equipment and storage systems. Export of these technologies supports carbon-sensitive value chains and opens new trading corridors as countries compete to lead in clean tech deployment. News Release Archive

At the policy level, many countries are implementing clean electricity investment tax credits, carbon pricing, and regulatory frameworks to encourage grid upgrades and clean power trade. For example, Canada’s Climate Competitiveness Strategy aims to boost clean energy and critical mineral supply chains globally, enhancing trade competitiveness while cutting emissions. Canada

Sustainable supply chain management

In 2026, sustainable supply chain management is becoming central to reducing climate impacts across international trade. Trade agreements and sustainability initiatives are increasingly tying environmental performance to supply chain practices, encouraging cleaner logistics, emissions tracking, and resilient value chains.

A recent OECD working paper emphasizes that trade policy can foster environmentally sustainable supply chains by integrating sustainability standards and climate objectives into trade agreements and corporate practices.

AI and advanced analytics are playing a transformative role by enabling companies to monitor emissions, optimize logistics for lower carbon output, and enhance transparency across multi-tier networks, helping firms make data-driven decisions that reduce carbon footprints while improving efficiency.

These developments reflect a shift from cost-only supply chain metrics toward carbon and environmental risk evaluation, with sustainability strategies embedded into procurement, production, and logistics planning.

Stronger collaboration among trading partners on carbon disclosure and low-emission practices would build resilience while aligning commercial incentives with net-zero goals.

3. Rise of emerging market demand

Emerging markets, particularly those in Southeast Asia and Africa, are becoming increasingly important demand centers in global trade. Countries in the ASEAN region, including Vietnam, Indonesia, the Philippines, Malaysia, and Thailand, are expanding their imports of manufactured goods, agricultural products, pharmaceuticals, and electrical machinery, driven by robust industrial expansion and stronger trade partnerships.

Africa’s major economies like Nigeria, Kenya, Egypt, Tanzania, South Africa, and Ghana are also growing their imports of food products, engineering goods, consumer goods, and medicines as rising populations and urbanization boost domestic consumption.

This shift is widening export opportunities for suppliers outside traditional Western markets and encouraging exporters to diversify into high‑growth developing regions where demand is rising faster than in advanced economies.

4. Competition & customer service shortening delivery times

In 2026, last‑mile delivery remains one of the most complex and important parts of the supply chain, shaped by evolving consumer expectations and ongoing market challenges. Logistics providers will need to address three key areas to stay competitive:

Big and bulky items: Demand for doorstep delivery of oversized goods like furniture and appliances is growing, but many carriers avoid these due to complexity. Specialized networks can turn this into a strategic advantage.

Reliability over speed: A shift in customer priorities shows that most shoppers (about 90%) prefer reliable delivery within 2–3 days rather than ultra‑fast service, highlighting the importance of consistent performance.

Transparent options: Providing clear estimated delivery dates at checkout and flexible delivery choices reduces cart abandonment and improves customer satisfaction.

Overall, successful last‑mile strategies in 2026 will combine specialized services, reliable performance, and delivery transparency to meet shifting consumer needs.

5. Scenario planning a strategic necessity for international businesses

In 2026, international businesses face geopolitical fragmentation, rapid technological change (especially AI), economic volatility, and rising sustainability and regulatory demands.

Scenario planning moves beyond traditional forecasting by exploring multiple plausible futures, helping companies build resilience and agility in global operations.

It uses “digital twins” to simulate different outcomes. Such a tool becomes critical in an unpredictable market. Any situation, even truly disastrous, can be simulated, tested, and solved virtually. So, the company gets a clear action plan before issues happen.

Key drivers include shifting trade alliances and tariffs, accelerating AI and automation with new cybersecurity and workforce implications, fluctuating interest and exchange rates, and increasingly complex ESG and data regulations. Supply chains remain vulnerable to natural disasters, conflicts, and strikes, highlighting the need for diversification and visibility.

Common scenarios that are run through scenario planning technology: Multipolar Patchwork (fragmented global blocs), Global Managed Trade (negotiated flows with policy shifts), and Localization/Self-Sufficiency (nearshoring to reduce geopolitical risk).

6. Shortening supply chains & localized manufacturing

Many companies are working to shorten cross-border supply chains and bring manufacturing closer to end consumers, whether on a national level or within regional trade blocks. For instance, many energy companies are acquiring manufacturing assets in, or shifting production to the Middle East to service regional customers, regardless of where the business is headquartered.

Additionally, there is a desire among multinational companies to develop close relationships and bring local partners into overseas markets where they might historically have sought to grow organically.

That is in part a recognition of a broader desire among customers to work with local counterparts and it often results in joint venture transactions that can bring local operational knowledge.

7. Services trade outpacing merchandise

The World Trade Organization (WTO) and other forecasting bodies indicate a steady, albeit slightly decelerated, growth for services trade in 2026. This contrasts with a significant slowdown projected for merchandise (goods) trade due to ongoing geopolitical tensions and increased tariffs.

Key global trends and factors include:

• Steady Growth: Services are expected to continue outpacing goods trade growth in 2026.
• Service exports a large proportion of Canadian trade growth: Between 2014 and 2024, Canadian service exports more than doubled to $232 B, now representing 23% of total exports and over 7% of GDP, accounting for 62% of the country’s real export growth while goods exports remain largely flat.
• Key Drivers: Growth is particularly strong in digital and business services. The demand for AI-related goods and services is also a significant driver.
• Headwinds: The overall global economic environment remains challenging, with trade disputes, high operating costs, and rising business insolvencies creating uncertainty.

8. Digital currencies transforming cross-border payments

Digital currencies issued or regulated by governments—such as Central Bank Digital Currencies (CBDCs) and stablecoins—are becoming a faster, cheaper way to move money across borders.

Today’s global trade payments still rely on slow, complex banking networks that add delays and fees.

CBDCs and regulated stablecoins offer a modern alternative, allowing funds to move almost instantly between trading partners while maintaining the stability of traditional currencies.

Unlike cryptocurrencies that fluctuate in value, stablecoins are backed 1:1 by real-world currencies, making them suitable for everyday trade, treasury, and settlement payments. Their digital design also enables automated payments tied to delivery or contract milestones.

For businesses, the benefits include quicker settlement, lower costs, and greater transparency. Studies show many companies are already achieving double-digit cost savings, and financial institutions expect digital currencies to handle a meaningful share of global payments by 2030.

As regulators in major economies advance real-world adoption, the biggest opportunities will be for platforms that support digital-currency payments seamlessly across international trade.

9. AI becomes the defining competitive advantage for manufacturing in 2026

Deloitte’s 2026 Manufacturing Industry Outlook highlights that artificial intelligence (AI) will be a key driver of competitiveness as manufacturers respond to lingering challenges from 2025—including rising costs, trade policy uncertainty, and slower growth.

According to the report, many manufacturers plan to increase investment in smart manufacturing technologies such as automation, advanced analytics, cloud platforms, and agentic AI, which can independently make decisions to improve productivity, quality, and capacity.

AI’s role is expanding beyond traditional automation to include functions like identifying alternative suppliers during disruptions, capturing retiring workers’ expertise, and improving customer service processes.

Advanced physical AI, such as autonomous robots and robotic systems, is also set to grow, with adoption expected to more than double within two years.

Manufacturers are increasingly using AI to strengthen supply chain resilience, employing AI-driven analytics to monitor risk, forecast disruptions, and rebalance networks in real time. The technology also supports a shift from reactive to predictive services, boosting equipment uptime and customer satisfaction.

Despite talent shortages, AI itself can help capture workforce knowledge and accelerate training. Deloitte concludes that companies that invest strategically in AI and smart manufacturing will be better positioned to navigate uncertainty and widen their competitive advantage in 2026.

10. Growing focus on cybersecurity in supply chains

Heading into 2026, cybersecurity is rising as a core priority in international trade supply chain management, driven by the increasing digitalization of global logistics, manufacturing, and trading systems.

As cross-border commerce relies on interconnected IT systems, cloud platforms, AI-driven operations, and third-party partners, vulnerabilities are expanding, making cybersecurity essential not only for IT teams but for strategic supply chain and trade risk management.

Key aspects shaping this trend:

• Expanded attack surface: Complex global supply chains now include multiple vendors, logistics systems, and digital interfaces. Cyber threats exploit weak links in this ecosystem, with third-party and multi-tier vendor vulnerabilities increasingly leveraged by attackers.
• Regulatory drivers: Standards and regulations like the EU’s NIS2 and broader risk disclosure requirements are pushing businesses involved in international trade to embed cybersecurity compliance and governance into their supply chain protocols.
• Operational risk and resilience: High-impact cyber incidents—such as ransomware attacks disrupting freight operations—underscore the operational risks to global trade flows and reinforce the need for robust cybersecurity measures across partners and transport networks.
• Integrated visibility and trust: In 2026, firms are moving toward end-to-end security visibility, continuous monitoring, and zero-trust frameworks that secure data and operations from origin to delivery across international borders.

In 2026 cybersecurity will no longer be a niche technical concern but a strategic imperative for global trade supply chains. Protecting digital infrastructure and partner networks is critical to ensuring uninterrupted trade operations, regulatory compliance, and confidence among trading partners.

The post Top 10 global trade trends we’ll be watching in 2026 appeared first on Trade Ready.

It’s that time again where we like to look ahead at the incoming year and pinpoint the biggest trends to keep an eye on in the global trade environment. 2019 was another year full of challenges, surprises, and continued volatility. This year looks to be less explosive, with fewer conflicts but a general slowdown in trade growth. However, more small businesses are jumping into international markets than ever before, and new trade deals and tech continue to bring ample opportunities for those willing to make the leap.

Here’s what we’ll be watching in 2020.

1. Slowing economic growth

After a difficult 2019, most global outlooks were projecting subdued 2020 global trade growth late this year. This was largely due to a sharp downturn in manufacturing activity and global trade volatility with Brexit and China-US relations.

“The weakness in growth is driven by … higher tariffs and prolonged trade policy uncertainty damaging investment and demand for capital goods,” stated the IMF blog.

In Canada, specifically, global growth forecasts were downshifted in EDC’s fall update to the 2020 outlook.

“With the slowing global economy and lingering trade tensions weighing more heavily on Canada’s exports than previously expected. EDC now forecasts export growth to moderate further to 2.6% in 2020, revised down from the 3.4% growth forecast in spring 2019.” – EDC Global Export Forecast 2019

However, with the very recent and significant progress made on the Canada-US-Mexico Trade Agreement and the “phase one” US-China trade deal, growth forecasts into 2020 may soon be revised again, to the positive this time.

2. Service export opportunities growing in new regions

Canadian trade in services continued to grow for the 9^th year in a row, with industries such as travel, finance, resource development, technology, transportation, and agriculture presenting the best opportunities. While the U.S. is still the biggest importer of Canadian services, the fastest growing relationship in commercial service exports was with African nations (13%).

In the U.S. service exports are increasing as well, reaching $71.1 billion for the year as of October.

Service exports also seem to have been immune to the downturn weakening goods exports.

“Goods exports have been more negatively impacted by softening global conditions and are expected to grow at a modest 3.3% in 2019, slowing further to 2.3% in 2020. ”

“Alternatively, services – exports have been resilient, and continue to be steady with forecasted growth of 5.1% this year and 3.9% next year.” –EDC Global Export Forecast 2019

3. China – “Decoupling,” or in “phase one” of renewing trade relations?

After almost three years of escalating tensions and retaliatory tariffs between the US-China and Canada-China, talk began to emerge of a “decoupling” strategy. This would see China drastically reduce trade with North America, replacing it with domestic inter-regional trade.

Already, China’s foreign direct investments in the U.S. dropped 88% from 2016-2018. The potential for a drastic drop in China-U.S. trade is raising alarms about possible tech wars, and remapping supply chains to leave out the west all together.

However, this fall saw the U.S. and China put much of the contention behind them and most recently, sign off on “phase one” of a China-U.S. trade deal. Details have yet to be released, but during a press conference it was announced that,

“Trump agreed to scale back some tariffs (which was China’s top demand and was cheered on Wall Street). In exchange, China said it will buy more U.S. farm products (which Beijing had wanted to do anyway), enhance its intellectual property protections and allow U.S. banks and credit card companies full access to China.” – according to the Washington Post

Canada is watching the developments between China and the U.S. closely, as increased trade between the two nations could have either a positive or negative effect on Canada’s energy and agricultural exports.

The shifting dynamics between China and North America will send shockwaves through the global market so we will certainly be watching for any developments.

4. Tariff workarounds

Because of the continued uncertainty between China – North America trade, companies have started looking for workarounds to avoid getting caught by tariffs. Other nearby regions, such as Vietnam, South Korea and Taiwan, as well as Mexico have been seeing increased imports as North American companies have tweaked their supply chains to reroute around China.

A little less on the up-and-up, some North American-based companies have been exploiting loopholes in trade policy to circumvent paying increased tariffs on Chinese-manufactured goods. Specifically, section 321 of the Tariff Act of 1920’s de minimis rule. Some are stretching the legitimate rules, which U.S. Customs is aware of and claims to be cracking down on. Others are using the rule to apply correctly to their goods.

Either way, some of those that can’t avoid China-North American trade uncertainty are finding ways around paying the tariffs, for now. We’re keeping an eye on new manufacturing hot spots as they pop up and trade policy continues to shift. It’s a good time to be a trade lawyer.

5. More new supply chain tech

The adoption of buzzworthy technology, such as artificial intelligence, blockchain, drones and robotics have been revolutionizing supply chains for the past few years. This is reaching a new level of maturity as companies big and small take agility and automation to the next level into 2020.

Some predictions we’re seeing illustrate the level of adoption of this technology,

“By the end of 2021, half of all manufacturing supply chains will have invested in supply chain resiliency and artificial intelligence (AI), resulting in productivity improvements of 15%. And,

By the end of 2020, half of all large manufacturers will have automated supplier and spend data analysis, resulting in a 15% procurement productivity gain.” – MH&L Magazine

Shippers are recognizing this and have gotten on board in a big way. Two of the world’s leaders in moving containers, Maersk and DAMCO, are doubling down on streamlining logistics processes with higher integration of inland services. This will help shippers to route their transportation at reduced cost, as the two companies connect sea and land, beyond the port of call. Digitization plays a huge role in this integration, giving them access to real-time data and creating more agile and efficient processes and operations.

See more 2020 supply chain trends to watch here.

6. Beyond greenwashing – Demand for truly sustainable products/services increasing

Research is showing that people are voting for sustainability with their wallets. According to a 2019 study by NYU Stern’s Center for Sustainable Business, 50% of the growth in consumer packaged goods from 2012-2018 came from sustainable products, accounting for 16.6% of the total market. That’s a 29% jump in that five year time period.

A recent report from the International Trade Centre found that consumers in the EU are increasingly seeking sustainable and ethical products and have increased savviness on what makes a product or company truly “sustainable.”

The numbers are compelling –

85% of retailers report increased sales of sustainable products over the past five years and 92% of retailers expect sales in sustainable products to increase in the next five years.

The message from the report is clearly summed up by Arancha González, Executive Director, ITC in the introduction:

“This report carries an important message for small businesses seeking to export to major industrial nations in the European Union: Retailers consider sustainability key, when buying from suppliers.”

We’ll be watching to see how impactful the growth of sustainable business practices and purchasing behavior is in 2020, and how businesses respond.

7. Localization in supply chains and communications

The last three trends – tariff work arounds, new supply chain tech, and increased demand for green/sustainable goods – together usher in a new era of localization. Businesses are looking for ways to bring manufacturing closer to their consumers, allowing them to sidestep tariff uncertainty. They are engaging new tech in wringing every last drop of inefficiency and waste out of their supply chains, a move that will please their climate conscious consumers.

As consumers are getting increased access to a wider range brands and products and the concern for climate issues accelerates, many are also turning to products and services that speak more directly to them and come from closer by. Here’s where the other type of localization – adapting your product or service to a local market – will be increasingly important into 2020.

The need for proper translation and transcreation is growing, alongside machine translation and video creation.

8. SMEs going global from the outset

Today, more companies are born with a global mindset than ever before. Companies are often factoring in global market entry from the outset, and a majority are planning on going into at least one international market within the first five years. This is a major change from the recent past where international business was seen as a large corporation’s game.

According to Rochester PR Group’s UK Market Entry Index,

“64% of Canadian respondents stated that the vision for their companies had always been global rather than local. The peak age of a Canadian business first starting to trade overseas was 2–5 years at 39%, compared to 23% for under a year.”

In an article for Hockeystick Deanna Horton, a Fellow at the University of Toronto’s Munk School of Global Affairs and Public Policy explains further,

“One always thinks that companies, especially small companies, need to be a certain size before they expand to other markets. But the digital economy is different. Canadian tech companies in particular are going global from a very early stage. For them, going global means opening a small office with a few people in another country. So, it’s not always as complex as it can be for manufacturers.”

But many SMEs still feel too intimidated or unprepared to make the international leap. Here’s where training in the right areas can make a big difference in a company’s global market entry success. Doing the right research to be prepared to face the local competition, draft your business plan, build the right team, and adapt your products/services are the main keys to success. Fortunately, there are a multitude of training, resources and support for businesses preparing to make the journey.

9. Consumer-driven data privacy

Privacy issues have been in the spotlight over 2019 with several large organizations being scrutinized for data leaks and questionable practices. With the implementation of the European Union’s General Data Protection Regulation (GDPR) in May, 2018 companies were more or less forced to sit up and take data protection seriously.

Into 2020 companies will continue to feel the implications of GDPR around the world, and other regulations are making their way through approval processes as well, such as the California Consumer Privacy Act (CCPA) which will come into effect on January 1, 2020. South Korea and Brazil are also working on similar protection policies.

E-Privacy and the transferring of personal data will also be under the microscope this year, along with the application of artificial intelligence technology. Companies who have put little priority into complying with privacy regulations should re-evaluate their stance, as more companies are being outed for breaches in privacy and data leaks, which comes with fines, fees, and often significant losses.

We’ll be watching to see how oversight and consumer behaviour changes alongside the developments in online technology in 2020.

10. Global trade volatility easing

After a few years of increasing uncertainty and upheaval, most outlooks are finally showing a trend for an easing of global trade volatility into 2020.

Towards the end of 2019 massive uncertainty around the state of North American trade relations started to dissipate with some of the last hurdles being cleared in the ratification of the United States Mexico Canada Agreement. Canada and the U.S. agreed to revised terms in December and it is expected to be signed in early 2020.

Tensions between China and U.S. that have seen the U.S. impose tariffs on more than $350 million worth of Chinese goods have been eased by “phase one” trade agreement reached last week. Already additionally scheduled tariffs have been cancelled and  some of the existing ones have been cleared as well. Exporters dealing in the regions can breathe a tentative sigh of relief for the year ahead.

In the UK, Brexit uncertainty seems to be clearing as well after a decisive election has paved the way for the conservative party to move forward on their plans to leave the European Union. It remains to be seen what Canada’s trade relationship with the UK may look like after the UK-EU split.

Another massive piece of trade policy is on track to be signed in 2020. The world’s largest ever trade agreement, the Regional Comprehensive Economic Partnership or RCEP, is made up of 15 mostly Asian nations and includes all 10 ASEAN members as well as China, Australia, New Zealand, Japan and South Korea.

If the last few years have taught us anything, it’s that in the global trade environment, nothing is certain and staying on top of the latest developments is the best way to plan for the years ahead.

Here’s to a peaceful and prosperous new decade!

The post 10 global trade trends we’ll be watching in 2020 appeared first on Trade Ready.

On August 22, 2019, the CanExport funding program undertook two significant updates that impacted how the program operated and the value it provided to Canadian exporters. The first and most notable update was to the program’s contribution amount, while the second focused on company eligibility. Previously, agriculture and agri-food companies were unable to apply; these types of applicants are now encouraged to submit funding applications.

Applicants are now able to access up to 75% of eligible expenses to a maximum $75,000. These had previously been set for 50%/$50,000.

All new applications will be considered for the new contribution rate and eligibility criteria, but any applications submitted prior to August 22 will be evaluated under the program’s old rules. Please note that companies can only have one active project funded by the program at a time; despite the program update, all previous successful applicants still need to wait until their supported project activities have completed and all project claims have been processed before they can apply again.

What are CanExport and AgriMarketing grants?

CanExport is a Canadian government grant that offsets the cost of export marketing projects, such as participation in trade shows or missions. Provided federally, businesses and organizations across Canada can apply for this funding to expand export marketing budgets and get more value out of export expansion projects.

AgriMarketing is a now-closed Canadian government funding program that provided funding for many of the same projects and activities supported through CanExport. The biggest difference between the two programs was that AgriMarketing only supported agricultural producers and agri-food processors whereas CanExport supported all other applicant types.

How did these export marketing grants change?

Changes rolled-out to both the CanExport and AgriMarketing funding programs had a direct impact on the way funds are administered:

1. Contribution Increase: CanExport and AgriMarketing grants have historically provided up to 50% of eligible project expenses to a maximum $50,000 per application. As of August 22, 2019, CanExport’s new funding contribution amount increased to 75% of eligible project expenses to a maximum $75,000 per application. This is a significant increase that greatly reduces a business’ export marketing costs.
2. Program Realignment: Now closed, AgriMarketing will no longer process new applications. All applicants, even agricultural producers and processors, are encouraged to use the CanExport program for all new applications. CanExport’s expanded eligibility criteria supports previously ineligible companies, so long as your marketing activities and target market are eligible for funding.

How can businesses apply for CanExport funding?

To apply for CanExport marketing grants, businesses must complete a comprehensive application that includes a detailed plan for expanding sales in global markets. Applicants need to show the value of the project (new leads or revenue), a detailed breakdown of project expenses, and explain why the new market is of strategic importance. Businesses must receive application approval prior to incurring funding-eligible expenses.

To discuss your upcoming project and discuss if it’s a good fit for Canadian export marketing grants, please contact Mentor Works.

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In order to best use service development resources, it is important to follow a process that suits the organization’s corporate model, overall business strategy, service type and current service offerings. Most models involve:

• Idea generation: Development of ideas for new service offerings or adaptations based on a continuous, systematic approach for identifying and analyzing service opportunities.
• Idea distillation or screening: Elimination of unsound ideas prior to allocating resources through the assessment of the idea based on criteria such as cost and perceived benefit to consumer.
• Concept definition and development: Similar to the beta testing process for products, this involves the presentation of ideas or feedback received from consumer test groups that measure their attitude towards the new offering or adaptation to improve or refine the new service concept.
• Test marketing: Process using quantitative and qualitative methods to evaluate consumer response to the service experience, to assess potential uptake and further refine service offering or marketing plan.
• Service launch: Implementation of the complete marketing plan with a full introduction of service offerings to potential customers; this does not apply to contracted services where the request for services is through a bidding process and implementation is determined through sales contract negotiation.

Want to learn more about how to make your services more useful, usable and desirable? Check out the FITTskills Service Development online workshop!

The development processes for services as illustrated in Figure 2.1 and Figure 2.2. have feedback loops to provide continuous feedback for future adaptation or on-the-spot tweaking. There are also service development models that are more suited for addressing problems or issues, such as the double diamond process illustrated in Figure 2.3. This model may be used for developing value propositions for specific project proposals or bids, such as engineering services.

Figure 2.1 has four main stages: design, analysis, development and launch. The first two stages focus on planning, while the second two stages focus on execution. This process is facilitated by enablers–the people, products, technology and systems that are involved in the design of the service.

Figure 2.2 displays another process for service development. This process begins with idea generation. Each idea is assessed and the most promising ones selected. A deeper analysis of the idea is undertaken to outline the specific resources needed for the new service. Once the resources are determined, they are allocated to the service.

At this point, the service is tested. The testing phase is specifically designed to detect problems with the service, however the process can move backwards at any stage to facilitate further refinement. Finally, if the service passes the testing stage, it will be implemented and introduced to the market.

The double diamond process, shown in Figure 2.3, has two phases that are broad in scope, and two phases with a deliberate narrowing of scope. The first phase seeks to identify problems that exist with current services or that could be solved by new services. This phase is exploratory and seeks to gather as much information as possible to broaden knowledge.

The second phase seeks to make sense of the information gathered in the first phase. The findings of phase one are analysed and synthesized into a limited number of potential service solutions that can be acted upon.

In the third phase, the potential solution(s) are developed and tested. Again, there is a broadening of scope as information and feedback are collected and used to refine different components of the service. Finally, the fourth phase narrows to a well-defined service that meets the needs identified in the first phase, and it is made available in the market.

Using a systematic approach to service development enables a rational, inclusive approach to continued growth. It provides essential information with which to build a business case for new services or innovations to existing services, as well as a means to reasonably allocate organizational resources.

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Tara Kelly is a self-described “serial innovator” with a passion for using technology to help people—and with a little assistance from a program to help Canadian exporters, she hopes her software will change lives around the world.

Kelly is president and CEO of SPLICE Software, an Alberta-based company that also has offices in Chicago and Toronto. SPLICE is an artificial intelligence (AI)-based software suite with the ability to deliver personalized messages via multiple channels, including phone, short message service (SMS) messaging, and speech-to-speech technologies like Alexa and Google Home.

Growing with the help of CanExport

SPLICE Software has seen an impressive amount of success since its inception in 2006, and Kelly credits the Canadian Trade Commissioner Service (TCS)—part of Global Affairs Canada (GAC)—with being tremendously supportive and helpful in identifying opportunities to help her achieve success outside of Canada. Kelly networks through the TCS’s Business Women in Trade (BWIT) group. She says GAC’s CanExport program is a particularly valuable tool for Canadian companies looking to do business abroad. Her company received funding from the CanExport program in 2017.

CanExport is a five-year, $50-million program providing direct financial assistance to small and medium-sized enterprises (SMEs) seeking to develop new export opportunities and markets, especially high-growth emerging markets. The CanExport program reimburses up to 50 percent of eligible expenses to participating companies, contributing up to $99,999 in matched funding.

“If you know you’re getting 50 percent back, that helps a lot,” Kelly says, adding she found out about the CanExport program from a Canadian trade commissioner in Los Angeles, CA. “It’s nice that they are supportive of the commercialization, not just the development of the technology.”

Finding opportunities to expand internationally

In order to become a global leader in the industry, SPLICE must compete with other businesses from known technology hubs around the world, including California and Eastern Asia. GAC—through its CanExport program and its network of trade commissioners around the world—has been extremely helpful in her efforts to find more opportunities to expand SPLICE in the international market, Kelly says.

One of the first things the government does a really great job of, is just creating a network of colleagues and peers that are doing business abroad. The matchmaking services that they offer are pretty sophisticated.The CanExport program is really awesome if you’re looking at expanding into a new country that you haven’t done business with in a significant way.

Kelly previously worked in health services, creating reminders for doctors and health practitioners, where she found that such highly personal relationships should require highly personalized reminder services.

“Any organization that’s committed to a strong brand relationship with their customer really should be using a more personalized approach,” she says. SPLICE Software specializes in insurance, finance, and retail, focusing on large enterprise with the goal to humanize the digital experience.

One of SPLICE Software’s advantages, Kelly says, “is the data security of our platform and the ability to offer customers access to the right information at the right time without putting their private information at risk.”

Harnessing the power of AI technology

AI technology is rapidly becoming a regular part of everyday life. It is becoming more normal to be able to speak to your car, your refrigerator, your dishwasher, and other household appliances and have them speak back to you. SPLICE is on the forefront of this new technological movement, she says.

“We’re unbelievably excited about what the future holds,” Kelly says. While some people may worry about potentially negative impacts of AI technology, she is confident that computers will only be as smart as humans train them to be.

“I think that artificial intelligence is going to require human assistance for a significant period of time,” Kelly says, adding she believes AI technology is very valuable in healthcare and in many other fields, “as long as there’s a human factor present.” Society need not fear AI technology, but rather should embrace it, she says.

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What 2019 global trade trends should you be looking out for? Here’s a preview of what could be dominating the headlines and your work conversations throughout the next 12 months.

1. Will the new USMCA be ratified?

After over two years of anti-NAFTA rhetoric from President Trump and many rounds of negotiations, a replacement deal to govern North American trade, the US-Mexico-Canada Agreement (USMCA) was finally signed by the leaders of Canada, the U.S. and Mexico on November 30, 2018.

Before coming into effect, however, the deal must be ratified by the legislatures of all three countries. This step could be particularly challenging in the U.S., where a newly elected Democratic Congress may object to some aspects of the deal or simply be unwilling to give Trump a victory on the issue.

While the general sentiment is hopeful for a full ratification in 2019, a significant roadblock in any of the three countries could leave the issue open-ended for at least several more months.

2. Brexit is coming

With a March 29, 2019 date set for the UK to officially leave the EU, Theresa May’s government has little time left to gain domestic support for the Brexit deal she has negotiated. While a December vote was postponed due to a lack of support, May has survived a non-confidence vote and re-scheduled the Brexit vote for the week of January 14.

If a deal is not reached by the March 29 deadline, the UK will face a “hard Brexit” with no guidelines determining significant UK-EU issues like the Irish border, migration, travel, and trade. Despite UK government plans for this contingency, a no-deal Brexit could send the British economy spiralling downward with negative implications for the global economy as well.

3. Is your data safe?

As major corporate data breaches become increasingly common headlines, and the value of data seemingly increasing every day, companies face a conundrum: how can they gather the data they need, but also keep it safe?

Adding extra levels of online security and authentication for customers, as well as changing internal processes to improve passwords, store data more securely and eliminate potential security gaps may all need to be added to your 2019 to-dos to ensure a high level of trust between you and your customers, suppliers and partners.

4. Addressing gender inequality to improve economic opportunities

Despite a growing awareness and focus on the importance of women’s entrepreneurship, studies show that many challenges remain. According to a policy research paper published by the World Bank, the “gender gap in business ownership remains high in many economies around the world”, and “the gap in female entrepreneurship is especially apparent in low-income economies, where women are much less likely than men to start a new business.”

New research from PayPal Canada and Barraza and Associates also indicates that in Canada, “on average, women-owned businesses earn $68,000 less than men who run similar businesses.”

As issues like access to venture capital and corporate procurement opportunities continue to face women-run businesses, one area of success is in e-commerce businesses. 50% of new e-commerce businesses started in the last two years in Canada are run by women, compared to just 34% 10 years ago.

5. AI tools becoming increasingly commonplace

AI has several applications in international trade, from analyzing metrics and economic trends or optimizing warehouse and inventory management to linguistic translation and online sales or chat services, not to mention exporting AI tools themselves.

As technology is refined and these tools are more widely understood, questions regarding data security and IP protection are starting to come to the forefront. But for businesses willing to take the leap, AI has the potential to transform some of their business practices and give them a competitive advantage in their industry.

6. The CPTPP comes into effect – how could it affect you?

As of December 30, 2018, the Comprehensive and Progressive Trans-Pacific Partnership (CPTPP) comes into effect. This trade deal replaced the TPP after President Trump withdrew the U.S. from that agreement in January 2017 but still includes the other eleven countries from that deal: Australia, Brunei, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore and Vietnam.

The agreement removes the vast majority of tariffs and other trade barriers, and enforces new standards for human rights and environmental and labour practices.

Will there be a noticeable increase in trade between businesses in these countries? And with opportunity for new countries to join the deal at a later date, could early successes entice any other countries to take steps towards entering the agreement?

7. The fading appeal of Bitcoin and other cryptocurrencies

A year ago, the potential for Bitcoin or other cryptocurrencies to serve as a transformative tool in global finance seemed high. Bitcoin’s value had never been higher, and increasing numbers of banks and other financial institutions were taking steps into the cryptocurrency arena.

What a difference a year can make.

After a December 2017 high of $20,000, Bitcoin is currently valued around $3,500. Other major cryptocurrencies are also valued at 85-90% below their all-time highs. Public excitement has turned to skepticism in some corners, or concerns about fraud and scams in others.

Even if values increase in 2019, significant changes will be needed to restore trust and support in cryptocurrencies before its wider acceptance in international trade can be re-considered.

8. Accelerated growth of service export industry should continue

Service exports can cover a multitude of areas: international customer service, financial, legal or consulting services, research and development, online services and platforms, and more.

In Euler Hermes’ 2019 forecast, they predict service exports to be the fastest-growing trade economic sector, with an estimated global growth of $365 billion USD, similar to 2018 growth levels.

As service export opportunities continue to grow in the world’s largest economies and emerging economies alike, businesses should look for ways to expand their service offerings through methods like servitization, or service exports directly connected to your existing product exports.

9. Personalizing is key to reach new customers or businesses

With the increasing numbers of ads, emails and content out there competing for attention, more businesses are trying to apply the personal touch in an effort to stand out.

From using increasing amounts of data to target specific ads to personalizing email offers and even web pages around user behaviour and interests, there are more ways than ever to make someone feel like your efforts were created just for them.

On the other side, businesses are increasingly turning back to old practices that had fallen by the wayside. Personal calls, direct mail and printed media like magazines or booklets are returning to the marketing playbook, as what was once cliché is now a novel or unique approach again.

10. Small businesses need employees ready to help grow and expand to new markets

According to a Business Development Bank of Canada (BDC) survey, about 40% of small businesses are unable to find the right employees to grow. EDC also noted fewer Canadian businesses are newly exporting or planning to export to new markets in the near future.

To overcome these challenges, small businesses require employees able to research international markets, assess potential risks, create and implement market entry strategies and manage the international logistics, finance, marketing and sales, and other areas.

Looking for practical, flexible training to take your business into new international markets with confidence? Check the full list of EDC-FITT online courses and workshops to see which options work best for you.

We face an eventful year ahead, full of innovation, political risks, and important new opportunities for business growth.

What trends will you be most interested in throughout 2019?

The post 10 global trade trends we’ll be watching in 2019 appeared first on Trade Ready.

If you’re a small business aiming to expand into new global markets, you may be wondering about the best way to approach it. Entering global markets can be a significant undertaking, and like any undertaking, it requires know-how, and developing or securing that know-how will require an investment of time and money.

So, in practical terms, what’s the value of investing in trade know-how?

Who better to ask than our own Certified International Trade Professionals (CITPs)?

Survival Systems Limited – Trish Tully, MBA, CITP, VP – Marketing & Sales

As a leader with 25 years of experience at Survival Systems Limited, Trish has played a key role in growing the company’s international reputation as the leader in delivering premier water survival training center equipment and services to commercial training operations and military services worldwide.

She earned a Bachelor’s Degree in Commerce and an EMBA from Saint Mary’s University and is a Certified International Trade Professional (CITP), having completed the global trade training program with the Forum for International Trade Training (FITT).

Trish is responsible for Survival Systems Limited’s new business development, contracts management, and a broad array of marketing and sales related activities. She has travelled worldwide to negotiate sales and to form long-term business relationships that garner repeat trade. She has also built strong industry references and business-to-business partnerships.

We asked Trish to tell us more about Survival Systems Limited.

What problem does your business solve, and how?

Survival Systems Limited is committed to the preservation of human life through the development of simulation technologies that provide realistic survival and safety training while addressing risk at all levels of the process. We enhance and preserve workers’ lives through safety education, training technologies, and applied research and development.

Our products and services include producing, commissioning, and servicing high-quality Modular Egress Training Simulators (METS®) for delivering underwater egress; integrated Personnel-Rated Lift Systems for hoisting METS® into and out of a pool water environment; high-fidelity Environmental Training Aids (wind, wave, downwash, rain, etc.) for Survival Training Simulation Theaters; and Modular Fire & Rescue Simulators.

How is your business involved in global trade?

Survival Systems Limited (SSL) has been exporting its simulators and services around the world since 1987 (over 30 years) which involves:

• Researching potential clients and agents to qualify capabilities
• Traveling to market to meet in person
• Hosting potential clients, existing clients, agents, government departments, and others at SSL’s Survival Training Simulation Theater (STST)
• Working with Global Affairs, Trade Commissioner Services, ACOA, NSBI, and other government departments
• Preparing proposals and pricing
• Responding to tenders
• Negotiating and securing contracts
• Providing after-sales services

How has FITT training/ know-how contributed to the success of your business?

After graduating with a Bachelor’s Degree in Commerce in 1997, I undertook an EMBA congruent with the time when I became more heavily involved with marketing and sales at Survival Systems Limited. In 2007, I completed the Strategic Marketing Management program at Harvard.

I had also been aware of the global trade training offered by FITT. After taking the training, I was pleasantly surprised that the course materials and lecturers delivering the program were very practical, detailed, and offered present and real case scenarios applicable to any small business either exporting their wares currently or wishing to do so.

What are some of your secrets of success?

The importance of building relationships and becoming a trusted advisor to clients; understanding their needs to address customized solutions; offering assistance and expertise to solve their (training) challenges; reacting quickly; fluent communications; keeping promises; standing behind our product and services by always doing the right things.

What is the most important lesson you ever learned?

By following these secrets of success, we have formed long-term business and personal relationships with our clients and a solid network of people who genuinely wish to help those being trained and who act as SSL’s ambassadors in a niche industry. The best and most reliable source for validation and advertising!

The post CITP Business Spotlight – Survival Systems Limited appeared first on Trade Ready.

The fastest growing type of exports is services. Although it makes up a smaller share of cross border trade, the current growth rate of international trade in services exceeds that of trade in goods.

A service export is any service provided by a resident in one country to people or companies from another.

Many companies are already exporting services without realizing it. Some types of services that are exported from the North America every week:

• Know-how supplied to a foreign franchisee (think of McDonald’s providing its operating template to a franchise in China)
• Architects and engineers designing a project in Asia (even if they never physically leave their offices in North America)
• A team of consultants traveling to a foreign destination to assist with an installation or trouble-shooting equipment
• Call center support provided to users from outside the country
• Tax advisors in North America providing advice to foreign companies
• Internet & Cloud-Based Software Cloud service providers whose platform is used by companies based outside their home country

4 types of service exports

1. Cross border trade: The service itself crosses the border, e.g. online delivery of website design, architectural drawings, translation
2. Consumption abroad: The consumer travels to consume the service, e.g. tourism, foreign student, medical tourism
3. Commercial presence: The service provider establishes a presence in the target market, e.g. setting up an office, an affiliate, subsidiary or representative in the market
4. Presence of natural persons: The service provider travels to deliver the service, e.g. trainer, consultant, performer

Introducing your service into a new market

If you are exporting services, you may wonder if there is anything you need to worry about. Some of the challenges associated with service exports include export compliance, VAT and income tax, work visas and immigration, tariffs and duties, and data privacy considerations. Whether these issues will be a major concern or not depends on the service you’re exporting and how you provide it.

Bringing a new service to a foreign market can be challenging. For smaller or new service providers that are inexperienced in new international markets, they may need to make significant investments in market research and marketing plans.

If the target market has different regulations, legal systems, cultures or ways of conducting business, these conditions will be challenging for an organization that is inexperienced in global trade. Service providers must check the regulations for business operation in the target country:

• Domestic regulations, e.g. labour standards, business regulations, finance and banking regulations
• Export requirements or a schedule of commitment limitations, e.g. ownership and entry restrictions

Businesses need to ensure that the type of service, the technologies being used and the mode of delivery are not restricted and are compliant with domestic laws and regulations. Anyone providing services–including third-party technology providers–must have the standards, qualifications and any licences required to operate within the target market.

Want to learn more about how to make your services more useful, usable and desirable for clients? Check out the FITTskills Service Development online workshop!

Use these strategies to minimize the risk:

• Research laws and regulations, scheduled commitments, dispute resolution mechanisms and unwritten business practices in potential markets, especially regarding customer rights and intellectual property protection in target markets
• Research domestic laws and regulations to determine potential liability of providing services in other countries, e.g. restrictions in exporting technology and data offshore
• Research processes and costs of exporting services to target markets
• Consider financial safeguards such as insurance and performance bonds
• Negotiate detailed codes of conduct, acceptable practices, key performance indicators, and penalties and incentives as part of the contract

5 quick tips to export services

Use these 5 tips from Marie-Elaine Beaudoin, BDC’s expert on exporting services.

1. Understand your client

Do your research. Consider visiting the country where you hope to do business to get a full picture of your new target market.

You really need to learn about your client—understand how they think, what their needs are, their culture and how they do business.

Marie-Elaine Beaudoin

2. Adapt your product, sales and marketing material

Consider how you will communicate your unique value proposition to your target market. Your marketing and communications, including your website and brochures should be tailored to your new clients. Account for the need to translate materials and also take different time zones into account.

3. Watch out for visa issues

Doing business in a new international market may require travel. Make sure that you are adequately prepared, including making complete travel arrangements. You may need a temporary business visitor visa and perhaps other documentation as well. Every country has its own entry requirements. Consider checking with a lawyer who is familiar with the country you want to do business with.

4. Understand the tax implications

“Depending on which country you are selling your services in, you’ll sometimes pay taxes on your profits and sometimes pay a value-added tax (VAT), as is the case in the EU,” Beaudoin explains.

Consider checking with a finance expert to determine how exporting your services will affect your taxes.

5. Anticipate the risks

Before travelling to deliver services in another country, inform yourself about any potential risks before you go. You can find travel advisory information by consulting  Global Affairs Canada’s website. Don’t forget to check and see what is covered by your health insurance and look for further coverage if needed.

The post 5 tips to grow your business with service exports appeared first on Trade Ready.

To grow your business globally today, you need to understand why many traditional sales tactics are not working and how to develop an effective sales strategy that works.

With increasing competition among businesses every day, a well-crafted sales strategy is necessary for successful business growth. Below, I’m going to share some expert strategies that you can deploy to grow your business sales now.

1. Increase penetration in your existing markets

Why do so many businesses stick to selling only within their existing market? All the business systems are set up, the team knows and understands what is expected, you have a good understanding of who your customers or clients are, and even have a niche market share.

Considering that your business has a good reputation in the market, you need to capitalize on this further. Find more ways to further penetrate your current market and create a stronger foundation for your business. Understanding your current customers by analyzing existing data will help you make the right decisions, so you can improve your productivity and strengthen your business performance and relationships.

2. Introduce new product lines

Thriving in global business is not easy, especially for businesses that sell products to consumers. Your existing products alone may not be the key to sustained long-term growth. Smart businesses re-evaluate their product lines and take a deeper look at their customer needs and expectations to come up with better ways to please them.

Adding new product lines such as promotional products to complement your existing offerings is a good way to improve customer loyalty.

Consider re-examining your product names in your current markets, give your business logo, product branding and packaging another look, and make sure that everything about your product line conveys your core business message. Broadening your product line also opens up new sales opportunities in your existing market.

3. Open up new channels of distribution

Product distribution can be a headache for international businesses. Even with existing distribution channels, businesses can easily stagnate when sales decrease by a significant margin. If you want to grow your business and increase sales, you need to aggressively open up new channels of distribution. For instance, Marlin Steel, a wire product and metal fabrication company, sold steel products to large factories and pharmaceutical companies for years. But over the last decade they’ve added catalog houses to their distribution channel.

Adding a new distribution channel helped them smooth out erratic purchases from their existing client base and increased their sales. Finding new channels for your business will not only strengthen your brand globally, but will also make your business less vulnerable to the ups and downs of your existing distribution channels. Businesses should maintain quality in delivering or distributing their products so they can keep sales coming.

4. Offer new services to your existing clients

Offering quality services on top of existing products can be the key to strengthening the bond between you and your clients. If opportunities are available, introduce a new line of services geared to both solve problems for your clients and make your business more profitable. Any service that meets the needs of existing or potential future customers will enable your business to see increased sales and improve client relationships. Ask yourself what new, unique services you can offer that will bring more leads and sales for your company.

5. Look out for new client segments

Focusing on new client and market segments can be the key to powering strong growth. Businesses need to be more observant of market trends and changes in how their clients interact with them and other businesses, including competitors. What other products or services are your existing clients getting elsewhere that you could provide for them?

By broadening your client segments, you open opportunities for your business to grab additional clients for your existing or new product lines and services.

Especially when your prospects already have confidence in your brand, it can make for easier growth, improved customer interaction and more sales under the same roof.

6. Target new export segments

Most companies, whether in the U.S, the UK or even Canada, don’t export at all. This oversight leads to massive missed opportunities overseas that can rapidly grow any business. Even companies already exporting may be missing new opportunities in other markets they haven’t considered or worked in before.

If you’re planning to go global or want to increase your international sales, targeting new export markets is a great way to power growth. Over 30% of respondents in a recent National Association of Manufacturers study are already deploying this strategy to drive growth and increase sales.

Bottom line: never stop looking for new opportunities

Focusing on ways to increase sales alone will not guarantee successful business growth. Smart businesses that want to gain an edge in global markets have to constantly uncover the best practices for improving product and service quality, streamlining delivery and distribution channels, and strive for improved productivity, innovation and growth.

Have any of these tactics or others proved successful for you? What advice would you give to others looking to use these tactics?

Ashley is a writer from Studyclerk and super-connector who helps businesses find their audience online through outreach, partnerships, and networking. She frequently writes about the latest advancements in digital marketing and focuses her efforts on developing customized blogger outreach plans depending on the industry and competition. You can learn more about her here: https://studyclerk.com/research-paper-writing.
Original article: https://tradeready.ca/author/ashley-lipman/

The post 6 international sales tactics to grow your business appeared first on Trade Ready.

Service providers often deal with confidential and proprietary customer information. Depending on the type of services being offered, the ability to maintain the confidence of customers is essential to a service provider’s competitive advantage and reputation.

It is also important to ensure information security and confidentiality to prevent breach of contract that could result in litigation procedures from customers.

Service providers need to ensure that contracts or service agreements clearly specify these 8 key aspects:

1. Security measures to protect customer’s private and proprietary information.

For example, service providers must work and store all private customer information in a secure online site.

2. Licence agreements for third-party intellectual property being used by the service provider and the limitations of those agreements for customers.

For example, if a service provider has a licence to use Microsoft or Adobe applications to provide their service, it must be sure what the conditions of those agreements are, especially if the applications are accessed by customers.

3. Licence agreements with third-party intellectual property being used by customers and the limitation of those agreements with service providers.

For example, service providers must be aware of the agreements that customers have with any other service providers to ensure they are legally allowed to access and use any programs their customers use.

4. Allowable use of licensed intellectual property and the number of licences permitted (e.g. software programs) over the lifetime of the contract.

For service providers using proprietary applications, it is important to stipulate what the customers or licensees are allowed to use the applications for, how many can use the application at any given time, and for how long.

Interested in a broader look at adapting your business to an international market? Then the FITTskills Products and Services for a Global Market course is for you!

5. Copyright ownership over material produced by the service provider for the customer.

This could include statistics, data and any information that has been produced based on proprietary information. For example, a consultant may produce a report for a customer that is copyright protected and owned by the customer, or an educational consultant might provide workbooks for a course that are property of, and copyright protected by, the service provider.

6. Copyright ownership over material produced collaboratively as an outcome of the service contract with the customer and the service provider.

This is especially important to stipulate in contracts where research, development and testing services are being provided. The share of ownership needs to be negotiated when there are potentially profitable outcomes.

7. Share of patent protection for processes or materials produced collaboratively as an outcome of the service contract with the customer and the service provider.

This is generally negotiated in advance where there are potentially profitable outcomes.

8. Sales and territorial restrictions for service licensees.

Licensing agreements can differ depending on market conditions in other jurisdictions and potential licensees. These agreements are important to mitigate conflict between licence holders.

Whether a service provider patents their service, or plans to operate under the open source philosophy, it is necessary to have a complete understanding of their service, the mode of delivery, their target markets, their competition, the regulatory environment and their intellectual assets in order to make decisions about how to best protect intellectual assets and customers in target markets.

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