Ideas For Market Diversification in Caithness's Food, Drink, and Seafood Sectors

20th January 2026

For food and drink producers in Caithness—particularly those involved in whisky, other spirits, beverages, and fish—the case for market diversification is both economic and structural.

These industries are capital-intensive, exposed to regulatory change, and highly sensitive to trade barriers such as tariffs, customs delays, and certification requirements.

If access to the US market becomes more costly or uncertain over the long term, small producers in the far north of Scotland must look outward to a wider range of international customers while preserving margins and brand value.

The first recommendation is to prioritise markets that reward provenance, quality, and traceability, rather than volume alone. Scotch whisky already benefits from strong geographic indication protection, while Scottish seafood is widely associated with clean waters and sustainability.

Markets such as the EU, Japan, South Korea, and parts of the Gulf place a premium on origin stories, craftsmanship, and regulatory compliance—areas where Caithness producers can compete effectively despite their remote location. By contrast, competing primarily on price in distant markets with weak brand differentiation exposes small firms to exchange-rate risk and rising logistics costs.

Second, businesses should recognise that exporting premium food and drink is relationship-driven, particularly outside the US and UK. In continental Europe, Japan, and the Gulf, importers, distributors, and hospitality buyers often expect long-term partnerships rather than transactional sales.

Negotiations may involve repeated meetings, shared tastings, and careful brand positioning. In these contexts, language competence—even at a basic or intermediate level—can materially improve trust and reduce friction. Being able to discuss flavour profiles, production methods, sustainability practices, or fishing quotas in a buyer's own language reinforces authenticity and seriousness in a way that translated materials alone rarely achieve.

Third, language learning should be aligned with specific product-market matches rather than pursued generically. For Caithness whisky and spirits producers, German and French offer immediate value within the EU, while Japanese can be strategically important for premium and limited-edition releases where storytelling and brand ritual matter greatly.

For fish and seafood exporters, French and Spanish are particularly relevant given their large domestic seafood markets and strong culinary traditions, while Arabic can support access to Gulf importers where seafood demand is growing and certification standards are exacting. In most cases, functional business language—supported by interpreters for contracts—is sufficient.

However, the fourth recommendation is to combine language capability with rigorous regulatory and logistics planning, especially for perishable goods. Seafood exports face complex requirements relating to catch certification, health documentation, cold-chain integrity, and border inspections. Whisky and spirits must navigate labelling rules, alcohol duties, and distribution licensing that vary widely by market.

Language skills can improve communication with regulators, certifying bodies, and logistics partners, but they cannot substitute for technical compliance. Small businesses should therefore invest in shared export expertise—through cooperatives, local trade bodies, or regional export hubs—to spread costs and reduce duplication.

Fifth, Caithness producers should use language and cultural knowledge as part of their branding, not just their sales process. Whisky distilleries and seafood businesses alike benefit from strong narratives around place, environment, and tradition. Communicating these stories in-market—through translated tasting notes, distributor training, trade fairs, and hospitality engagement—can significantly enhance perceived value. Even modest linguistic engagement by founders or senior staff can strengthen brand credibility and distinguish small producers from larger, less personal competitors.

Finally, diversification should be approached as a long-term resilience strategy for remote economies, not a short-term response to tariff pressure. For Caithness, where distance already shapes costs and labour availability, building export capability means investing steadily in skills, relationships, and reputation.

Language learning supports this by embedding outward-facing capacity within the business, reducing dependence on a single market or intermediary, and enabling firms to respond more flexibly as global trade patterns evolve.

Finally, for whisky, drinks, and fish producers in Caithness, successful diversification into new markets depends on aligning premium products with markets that value quality, trust, and origin. Learning new languages—applied selectively and strategically—can enhance relationships, strengthen brand storytelling, and reduce friction in export operations.

When combined with regulatory competence and collaborative infrastructure, linguistic and cultural capability becomes not an optional extra, but a practical tool for sustaining growth in an increasingly fragmented global trade environment.

Advice should be sought from bodies such as Caithness Chamber of Commerce and Highland and Islands Enterprise.