Exporting to the United Kingdom: What Italian Companies Need to Know Today
Over the past year, our work has focused on the Genoa–London axis, supporting Italian companies interested in expanding into the United Kingdom.
To better understand the dynamics of this market and the right steps to take, we decided to interview Selena Pellegrini, co-founder of FoodAllLab Ltd and BriseUp Ltd, an expert in UK export and a lecturer on the Export Techniques Training Programme organised by Liguria International in collaboration with the ICE Agency, where she contributes her expertise in branding and storytelling for international e-commerce.
Below are the key takeaways from our conversation: four focused questions that provide a clear snapshot of how to do business in the UK today, drawing on Selena’s extensive experience.
1. How has the UK market changed from when you first arrived in London to today?
I arrived between the end of 2018 and the beginning of 2019, when there was still a strong sense of the “European London” euphoria. It was perceived as an accessible market, with a strong pound and the widespread belief that simply being there would create opportunities. For both individuals and companies, it was the classic mindset of “I’m moving to London, just like my cousin did.”
Then Brexit and the pandemic arrived, one after the other. For the British, it was complex but manageable: they are used to upheaval, having always lived at the intersection of monarchic tradition and progressive pragmatism. For many European companies, however, doing business in the UK became much more difficult. It is no longer a land of plenty for seasonal or short-term workers, nor for those lacking solid business tools.
Today, the post-EU United Kingdom is neither an intuitive nor a forgiving market: it requires preparation, structure, and real investment. “Light” export no longer exists. Entering the UK means building a project, an organisation, and a medium- to long-term vision.
Those who understood this are still here; the others often left, blaming the market instead.
2. What strikes Italian companies the most when they arrive here? Which aspects do they tend to underestimate and then have to come to terms with once they are operating in the UK?
The level of complexity and competition. It is an expensive market, just as it is expensive to live here. That’s why it needs to be understood in depth: direct and indirect competitors, pricing dynamics, channels, and expectations. And above all, it must be clear that Made in Italy alone is not enough.
The value of the country may open a door, but it does not close a sale. What wins here is the brand: clear, consistent, and distinctive. Without a strong value proposition, companies are quickly overtaken by more structured competitors, even non-Italian ones.
Many companies also underestimate the level of professionalism required: business plans, budgets, strategy, KPIs, response times, and processes. This is a results-driven market with little tolerance for improvisation. Communication, too, must be rethought rather than simply translated: tone, messaging, and value must speak to a pragmatic and multicultural audience.
Finally, time and local presence matter. Results are not immediate, and operating “remotely” from Italy rarely works. It quickly becomes clear who is genuinely committed to the market and who is merely testing it.
3. What really makes the difference in the food & beverage sector? What should Italian companies focus on when looking to expand into the UK?
In F&B, what really makes the difference is the ability to adapt the business model to the UK market, rather than replicating the Italian one.
Companies need to start from consumption habits, usage occasions, and the expectations of an extremely diverse audience. London is multicultural: what feels familiar to an Italian consumer may be distant or even incomprehensible to others.
It’s not enough to say, “we’ll run an international campaign,” because London is made up of dozens of different ethnic communities. You either need to think in a highly “vertical” way for each of them, or have the strength to become a truly global brand like Nutella—known and loved by everyone, even if few people realise it is Italian.
This requires serious competitor analysis, especially of local and international players, and an awareness that the market is mature and highly crowded. A traditional Italian product can work only if it is clearly explained, properly contextualised, and correctly positioned.
The ecosystem also matters: a distributor alone is not enough. You need a local team working every day on the brand, buyers, visibility, and business development. And you need a clear strategy, with coherent positioning, branding, and pricing.
In F&B, it’s not just the good product that wins, but the one that is understandable, recognisable, and well positioned.
A frequently overlooked point concerns distributors themselves: they also need tools to stand out. Their catalogues are full of Italian products.
The real question is: what does the company offer to support sell-in and sell-out? Professional materials, training, a clear value proposition, and concrete commercial and marketing support activities.
A distributor is not a saviour; it is a partner that needs to be put in the right position to succeed.
4. What advice would you give to those looking to enter the UK market tomorrow?
First of all: stop random attempts. Events, trade fairs, or exhibitions chosen “because they’re cheap” do not build a business. Every action must have a clear objective and a strategy behind it.
Second: start with a serious assessment of opportunities and risks. This is not a market for everyone, and not every product is suitable. Understanding this upfront saves both time and money.
Third: don’t rush to look for distributors as a shortcut. You need to design a strategy that allows the company to retain control of its own path, rather than outsourcing success to third parties.
Fourth: trust those who live and work here, not those who observe the UK market from afar through an Italian lens.
Finally, one fundamental rule: without a budget, you go nowhere. Competing in the UK is expensive, just as living here is expensive. “Success fees” or sales-based commissions are not considered professional language in this market.
Here, you invest, you plan, and you build over time.
This is not a market for everyone: it is a true professional Champions League, suited only to those who are ready to play it all the way.
The interview with Selena Pellegrini confirms a point that is central to us: the UK is not a “test” market, but a highly competitive, selective, and professional environment that rewards only those who arrive with a clear strategy, strong positioning, and a willingness to invest over the long term.
Made in Italy remains an important asset, but on its own it is no longer enough. Strong brands, business models adapted to the local market, a presence on the ground, and a medium- to long-term vision are essential.
Exporting to the UK today means stopping improvisation and starting to build. It’s not a path for everyone, but for companies ready to fully play the game, it can represent an extraordinary growth opportunity.
If you are considering the United Kingdom as a market for expansion and want to understand if, how, and when it makes sense to enter, discussion is always the first step: talking it through together allows you to turn an export idea into a concrete project.
