Preparing to export

Founded by Linda Stinson in 2016, Bellamianta has grown into an award winning tanning and cosmetics brand recognised for its innovative formulations, strong branding and dedicated global customer base.

Audrey Tuck, Head of Sales for Bellamianta UK, Ireland and International, shares their approach to exporting, including how they choose new markets, manage export contracts, logistics, and payment terms and how they address any challenges.

Preparing to export

“Bellamianta currently exports to the Republic of Ireland, Lithuania, Latvia, Estonia, Greece, Romania, Croatia, and Australia.”

“Our initial focus was on nearby European markets, where logistics, regulatory alignment, and consumer behaviour were more familiar. Australia was a strategic choice due to its large Irish community, strong tanning culture, and a clear gap in the market for a premium brand like Bellamianta. Research showed strong demand and a genuine love for the brand in these regions.”

“To prepare for these regions, we conducted detailed case studies for each country to understand the market landscape before engaging with distributors. This included analysing regulatory compliance, labelling laws, import duties, and local compliance requirements unique to each market.”

“Exporting now plays a central role in our growth. It allows us to reach new customers, expand sales beyond the UK and Ireland, and reduce reliance on any single region. International expansion has also driven internal innovation, as different markets have unique preferences and expectations.”

“We assessed our export readiness by reviewing where the gaps existed and invested in training and external support to ensure we could scale sustainably without compromising service or quality.”

“Later we appointed a dedicated account manager to oversee international accounts so we could continue this growth. The business also introduced a new stock system and moved into a custom-built 20,000 sq ft warehouse to support efficient stock management and fulfilment.”

Choosing export markets

“We worked closely with Invest Northern Ireland and the Department for Business and Trade. Their support played a key role in our market research and decision-making. We participated in several trade missions, including Cosmoprof in Bologna, a trade mission to Milan, and Beautyworld Middle East in Dubai.”

“These in-person events were invaluable for meeting distributors and retailers, building relationships, and communicating our brand strategy face-to-face. They also gave us confidence in selecting the right partners for each market.”

“We combined trade mission insights with market report analysis, distributor feedback, and existing market contacts. This multi-layered approach provided valuable data, market insight, and practical guidance that gave us the confidence to validate market opportunities before entering them.”

Meeting market requirements

“Each market presented different requirements, particularly around cosmetic regulations and product compliance; labelling and language requirements; cultural preferences and buying behaviour; and logistics and shipping processes.”

“As we prepare to enter the Middle East, regulatory standards are even more detailed, particularly around ingredient compliance, product registration, and cultural considerations. This has required additional planning, specialist advice, and longer lead times.”

Market entry and contracts

“Bellamianta’s strategy focused on selecting strong, reputable distributors with beauty sector experience supported by controlled product launches to test demand. An export marketing plan guided this process, ensuring brand consistency while allowing flexibility for local market adaptation.”

“The Department for Business and Trade’s Business Academy provided valuable guidance on export contracts and Incoterms, payment terms and risk management, logistics planning and cost control.”

“The key lesson was the importance of clear contracts and upfront expectations when entering new markets.

Challenges

“One of the biggest challenges was navigating different regulations across multiple countries, exporting is not a one-size-fits-all process. We addressed this through thorough research and by relying on local experts and contacts.”

“Another challenge was the lengthy time required to establish export channels. In hindsight, we would have set more realistic timelines and expectations for market entry.”

Support and guidance

“The most valuable support we received came from various sources including Invest NI, the Department for Business and Trade, Business Academy webinars as well as industry networks and local market advisors.”

“These organisations provided expertise, funding guidance, and access to international contacts that would have been difficult to secure independently.”

“Financial and advisory support allowed us to reduce risk by giving us access to specialist export knowledge. This ultimately allowed us to make more informed and confident decisions. It also supported us to accelerate our learning curve and helped us avoid costly mistakes.”

“Competition for funding and business support was strong, so the team invested time in data-driven applications and relationship building with support organisations.”

“Looking back, we would have allowed more time for regulatory approvals, set longer lead-in times for market launches and started distributor conversations earlier.”

“These learnings have shaped how we approach new markets today.”

“Exporting is critical to Bellamianta’s growth strategy. It has enabled the business to scale faster, diversify revenue streams, and build long-term brand equity globally. International sales now form a key pillar of our overall growth plan.”