WCMA Notes: Turning Export Potential into Performance: Lessons from Wisconsin

The U.S. dairy industry has long understood that its future depends not only on domestic demand, but on sustained, strategic growth in global markets. Yet for many processors – particularly small and mid-sized companies – the path from export interest to execution remains steep, technical, and resource-intensive. However, a forward-thinking Wisconsin initiative offers a clear lesson: modest, targeted investments in export development on the part of government can help overcome trade barriers and build pathways to greater global competitiveness.

The Wisconsin Export Expansion Grant Program, part of the $1 million-per-year Wisconsin Initiative for Agricultural Exports, provides a compelling case study in how public-private collaboration can drive measurable export success. Initially championed by the Wisconsin Cheese Makers Association (WCMA) and now administered in part by our team, the program engages 19 dairy companies and cooperatives – and, in the past year of reporting, delivered a 200-to-1 return on investment.

Of course, industry export expansion is led at scale by the impactful U.S. Dairy Export Council (USDEC), alongside state and regional partners like Dairy Farmers of Wisconsin, promoting U.S. dairy products around the world to the tune of $9 billion annually. But, WIAE grants complement those efforts by focusing upstream, equipping individual processors with the tools, knowledge, and connections needed to take full advantage of the global demand USDEC and others help to cultivate.

At the company level, the barriers to exporting are well known: complex regulations, unfamiliar logistics, product adaptation challenges, and limited access to trusted in-market partners. Wisconsin’s program addresses these constraints directly through hands-on consultative support, provided by WCMA’s on-call expert, Jacqueline Cook of Cook Alpine. Participating companies receive no-cost guidance on compliance, documentation, pricing strategy, and market entry – reducing time-to-market and transforming businesses from export-curious to export-capable.

Equally important is the program’s investment in logistics and execution. Exporting dairy requires more than identifying a buyer; it demands coordinated shipping, cold chain management, and regulatory precision. By supporting these operational elements, the program removes friction that has historically limited export participation to only the largest processors.

Then there is the impact of direct, in-market exposure. Through trade shows, buyer missions, and targeted sampling programs, Wisconsin dairy products are placed directly in front of decision-makers. In Saudi Arabia, nearly 1,000 pounds of cheese were featured in sampling events and chef-led trainings, positioning U.S. products as premium ingredients. In Thailand, participation in a major food exhibition sparked interest from buyers across Asia, validating demand for specialty cheeses in emerging markets.

Efforts in the Middle East and North Africa have built a structured pipeline for market entry, including participation in Gulfood and high-visibility promotional events that elevate brand recognition. In Australia, Wisconsin companies in our program navigated complex import requirements to introduce cheeses with novel ingredients – laying the groundwork for entirely new product categories in that market.

These are not theoretical wins. Participating companies have secured buyer relationships, advanced regulatory approvals, and, in several cases, entered multiple international markets. Others have achieved critical breakthroughs in product classification and certification, unlocking access to high-value regions that were previously out of reach.

The broader takeaway is straightforward: export growth does not happen by accident. It requires coordinated investment in knowledge, infrastructure, and market access. And, this raises a timely question for policymakers and industry leaders alike: what would happen if complementary programs like this were scaled nationally?

While federal initiatives such as the Market Access Program and Foreign Market Development play an essential role, a gap remains at the processor level, where companies need hands-on support to become export-ready and execute in global markets. Closing that gap – perhaps via the new America First Trade Promotion Program – could significantly expand the number of export-active dairy processors, diversify market exposure, and increase the total value of U.S. dairy exports.

The Wisconsin model offers a practical blueprint. It shows that targeted consultative investments – paired with strong national leadership from organizations like USDEC – can move companies from the sidelines into the global marketplace.

Ultimately, the future of U.S. dairy will be shaped by its ability to meet growing global demand. The question is not whether to invest in exports, but how strategically – and how boldly – we do so. Wisconsin has demonstrated what is possible with a new element of partnership. A fully aligned, nationwide commitment could take it even further.