The mid-year release of Wave 10 from the annual NSRB offers a timely snapshot of how UK firms are engaging with international trade. The data illuminate not only concrete exporting activities but also the attitudes and perceptions that shape decision-making at the firm level. Taken together, these insights provide a nuanced view of the current export landscape, the obstacles perceived by businesses, and the strategic considerations guiding export growth in the months ahead.

Key findings on exporting behaviour
– Export activity remains a critical growth lever for many UK companies. A substantial portion of respondents report ongoing or planned export engagements, underscoring a continued commitment to international markets despite macroeconomic headwinds.
– There is notable diversification in destination markets. Firms are expanding beyond traditional export partners to emerging markets, driven by growth opportunities, risk management considerations, and the stabilising effects of diversified trade routes.
– The role of digital platforms and e-commerce continues to strengthen. Firms leveraging digital channels for international sales report higher export intensity and greater reach, highlighting the importance of digital readiness in modern exporting strategies.
– Supply chain resilience intersects with export planning. Companies recognise that resilient supply chains enable more confident export activity, with those prioritising diversification of suppliers and nearshoring showing higher export momentum.

Attitudes towards exporting
– Confidence in export success remains mixed but generally positive among active exporters. Firms that have recently expanded or intensified exports tend to report better forecast accuracy and stronger revenue attribution from international sales.
– Strategic importance of export markets is increasingly tied to product differentiation. Companies emphasise that exporting is not merely about volume but about finding markets where their products provide unique value or align with regulatory or consumer trends.
– Collaboration and information-sharing are valued. Firms benefit from industry associations, trade bodies, and government services that provide market intelligence, regulatory guidance, and matchmaking opportunities with potential buyers.

Perceptions of trade barriers
– Regulatory complexity and divergence across markets continue to be perceived as significant frictions. Compliance costs, varying standards, and documentation requirements influence export decisions and timing.
– Tariff uncertainty remains a concern, though many firms report adaptive strategies. Some businesses have adjusted product configurations, sourcing, or pricing models to mitigate tariff exposure.
– Non-tariff barriers, such as certification and packaging regulations, are frequently cited as operational hurdles. Streamlining these processes could unlock additional export potential for a broad range of sectors.
– Access to finance and currency risk management feature prominently in risk assessments. Firms increasingly seek hedging solutions and working-capital instruments to support sustained international activity.

Implications for policy and practice
– Policy focus on simplification and alignment of standards could reduce barriers for UK exporters. Encouraging greater harmonisation where feasible and improving the clarity of regulatory requirements would support faster market entry and compliance.
– Targeted support for SMEs remains vital. Tailored guidance on market selection, regulatory compliance, and cost-efficient entry strategies can help smaller firms realise export opportunities.
– Investment in export capability is prudent. Businesses should prioritise digital readiness, data analytics for market intelligence, and supply chain resilience to sustain export growth in a volatile environment.

Practical takeaways for businesses
– Assess market diversification as a strategic priority. Identify new destinations with demand for your products and map regulatory pathways early.
– Invest in compliance and regulatory intelligence. Build or access up-to-date resources that simplify standardisation, documentation, and certification requirements across target markets.
– Strengthen export finance planning. Explore finance options and currency hedging to manage cash flow and risk associated with cross-border sales.
– Leverage external support networks. Engage with trade associations, government trade services, and cross-border partner programmes to access market insights and opportunities.

Concluding thoughts
Wave 10 provides a compelling snapshot of UK exporters navigating a complex global landscape. While barriers persist, many firms are adapting through market diversification, digital enablement, and resilient operational practices. For policy makers, the data underscore the ongoing value of reducing friction in cross-border trade and delivering targeted support that helps firms—particularly smaller ones—transform opportunities into sustained export growth. For business leaders, the message is clear: understanding evolving market dynamics, strengthening compliance capabilities, and building robust, flexible export strategies will be essential to capitalise on the opportunities that lie ahead.

2026-02-25T09:30:06Z
官方统计：DBT 注册企业出口行为、态度与需求的国家级调查中期表 2025
https://www.gov.uk/government/statistics/dbt-national-survey-of-registered-businesses-exporting-behaviours-attitudes-and-needs-mid-year-tables-2025
年度 NSRB 第10波中期数据表，提供英国企业的出口行为及对出口的态度的见解，包括对贸易壁垒的认知。

阅读更多中文内容： 英国企业出口行为洞察：第十波年度 NSRB 的中年数据表解读与态度分析