With the increase in customs duties introduced under Donald Trump, Belgian companies aiming for the American market are facing a more costly equation. Some are choosing to adapt without compromising their identity.
For several years, exporting to the United States was a natural choice for the Belgian food industry, but the situation has changed. Since Washington raised its customs tariffs, crossing the Atlantic has become more complex. Faced with a faltering dollar, squeezed margins and local competition, exporting companies must be even more flexible to continue to attract American consumers. Geneviève Roberti Lintermans, International Business Development at Didden, analyses the consequences and strategic choices this implies.
When every euro spices up the bill
Before these measures, European products were taxed between 3% and 6%. Today, the bar is set at 15%. Added to this burden is the devaluation of the dollar, which further widens the gap. The result: a product that used to cost $1.03 upon arrival on American territory now costs $1.17. ‘The net increase, once customs duties and exchange rates are taken into account, is around 24%,’ explains Geneviève Roberti Lintermans.
And that's just the beginning of the chain. Transport, storage, promotion, successive distributor margins: these are all layers that are added before the product reaches the consumer. According to her, the final impact is around 15%, but it varies with the dollar, which is a constant uncertainty that complicates exporters' strategies.
Standard or niche products: which ones delight at the dinner table?
Not all companies are affected in the same way. Producers of standardised goods such as basic sauces, biscuits or ‘budget’ mayonnaise find themselves in direct competition with their American counterparts. Local products, local ingredients, no taxes: the price difference is becoming difficult to absorb. ‘In this case, exporters either cut their margins or consider local production,’ notes the expert.
Conversely, niche products are holding up better. Chocolates, waffles, abbey beers and fine specialities continue to appeal to a wealthy and curious American clientele seeking the authenticity of ‘made in Belgium’ products. ‘In specialised shops, consumers are willing to pay more for a product that tells a story,’ she continues. On these shelves, the increase is more often attributed to US policy than to European producers.
The example of Didden: the “made in Belgium” recipe
Didden, a century-old family business, is a prime example of a Belgian company's ability to meet American expectations, particularly with its sauces and confits, which have already been adapted for other international markets. Larger formats, recipes adjusted to comply with local health regulations, packaging in black, yellow and red colours highlighting the Belgian flag: the product range is tailored without ever losing its authenticity.
‘We prefer to invest in research and development for products that appeal to consumers, rather than cutting corners on the value of what we do,’ insists Geneviève Roberti Lintermans. For Didden, as for many others, loyalty to quality and its Belgian identity takes precedence over simple price logic. This choice allows them to remain competitive in a demanding market, while asserting their difference. Taxes only add an additional filter to strategic thinking.
An American market that remains appetising
Although customs duties are holding some back, the United States continues to attract. With its huge market, consumers who appreciate European cuisine, and relatively simple logistics compared to other regions of the world, the equation remains attractive. Sometimes it's easier to export to New York than 'to certain Asian destinations where health barriers are even more complex than taxes”, notes the international business expert.
This paradox sums up the situation for Belgian exporters: the balance between administrative obstacles and commercial opportunities remains delicate. The question is not whether the American market is attractive, but how to enter it without losing one's stability.
The Belgian Dream, subject to tax
Belgian companies aiming to export must be prepared to juggle several factors at once: costs, margins, geopolitics, local expectations and their own identity. Didden, like other family businesses, shows that it is possible to think internationally without succumbing to short-term temptations. ‘The only answer is constant adaptation.’
In this changing environment, Didden and others continue to rely on their expertise and identity to maintain their position in the American market. This proves that, even when faced with barriers, Belgian culture retains an appealing flavour that transcends borders.
Would you like to export your products outside the European Union? Ensure that your documents are correct! Beci issues the ATA Carnet, your passport for your goods. More information here