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Beef and batteries

After a quarter-century of haggling, Europe and South America have struck a trade deal

January 14, 2026

5 min read

January 14, 2026

5 min read

Photo: Dreamstime.

Twenty-five years is a long time to negotiate a trade deal. Children born when the EU and Mercosur began talking in 1999 are now old enough to have children of their own. France is on its fourth president since negotiations began. Counting those who have held the post provisionally, Argentina is on its 12th. Meanwhile, an entire generation of trade negotiators have come and gone. On January 9, however, EU member states finally gave the green light to the world’s largest free-trade zone.

The agreement brings together more than 700 million consumers across Europe and Mercosur—Argentina, Brazil, Paraguay and Uruguay—into a single trading bloc. It comes at a time when both sides need alternatives. Donald Trump’s tariffs have battered European exporters; Brazil faces an additional 40 per cent levy on top of baseline American duties. China’s dominance of critical-mineral supply chains has concentrated minds in Brussels. And the Mercosur countries, having watched their regional influence wane as Beijing hoovered up commodity exports, are hungry for a partnership that offers more than extraction.

The art of the possible

Ursula von der Leyen, the European Commission president, called the deal a “win-win”. For once, the cliché is justified. Mercosur will eliminate duties on 91 per cent of EU exports over 15 years; the EU will reciprocate for 92 per cent of Mercosur goods within a decade. European companies stand to save four billion euros annually in customs duties. The Commission reckons EU exports to Mercosur could grow by 50 billion euros by 2040, creating more than 440,000 jobs across the bloc.

For the Mercosur four, this is their first major external trade agreement—a remarkable fact for economies that collectively represent the world’s sixth-largest. The deal positions them ahead of both China and America in securing preferential access to the EU’s 450 million consumers. Once fully ratified, the EU’s trade network will cover 97 per cent of Latin America’s GDP, double the market penetration enjoyed by Washington. Beijing, for all its infrastructure loans and commodity purchases, has managed just 14 per cent.

Steak and stakes

French farmers have, predictably, denounced the agreement as a betrayal. Tractors have blockaded Paris; agricultural unions speak darkly of cheap Brazilian beef flooding European supermarkets. Their concerns are sincere but overstated. The 99,000-tonne beef quota represents just 1.5 per cent of total European production—less than half of current Mercosur imports. As one Atlantic Council analyst noted, it amounts to roughly one South American steak per EU citizen per year.

Regardless, the EU, ever wary of its agricultural lobby, has built in safeguards. A dedicated regulation allows Brussels to suspend imports of sensitive produce if they cause market disruption. Only deforestation-free products may enter the European market—beef, soya, palm oil and the rest. Stringent sanitary standards remain unchanged. Any importer failing to meet EU requirements will find the door firmly shut, deal or no deal.

Digging for victory

The real prize, perhaps, lies underground. Latin America sits on half of the world’s lithium reserves, more than a third of its copper and roughly a fifth of its nickel and rare earths. Brazil alone accounts for 88 per cent of global niobium production, a metal essential for high-strength steel alloys and superconducting magnets. Argentina, alongside Bolivia and Chile, forms the ‘lithium triangle’ containing about half of the world’s measured reserves of the battery metal.

Europe’s dependence on China for these materials is acute. Beijing supplies 98 per cent of the EU’s rare-earth elements and dominates the processing of lithium, cobalt and copper. The Mercosur agreement establishes binding provisions that prohibit export restrictions and eliminate the opaque licensing procedures that have long frustrated European buyers. Lower tariffs on processed materials should encourage Mercosur to develop local value-added industries rather than simply shipping raw ore to Chinese refineries. For European battery-makers and carmakers, diversification of supply is no longer a strategic aspiration but an operational necessity.

Southern comfort

Mercosur’s gains extend well beyond commodity exports. The agreement protects 344 European geographical indications—Parmigiano-Reggiano, Champagne, Prosciutto di Parma—from imitation in South American markets. But it also opens European public procurement to Mercosur firms and grants Latin American service providers access to EU markets in digital technologies and finance. The EU is already Mercosur’s largest foreign investor, with a stock of 390 billion euros. This deal will likely add more.

For Brazil, the bloc’s economic anchor, the timing is particularly fortuitous. President Luiz Inácio Lula da Silva, who will seek a new term in office in October, called the agreement a “victory for dialogue” in a world of growing protectionism. Environmental clauses that once threatened to scupper negotiations now position Brazil to expand exports in renewable energy, biofuels and green hydrogen. The country’s farmers gain preferential access to a market where European tariffs on beef currently run at 12.8 per cent plus a variable levy, on poultry at 26 per cent, and on sugar at prohibitive levels.

The waiting game

Obstacles remain. The European Parliament must still approve the deal, and there are plenty of MEPs have vowed resistance. Furthermore, full ratification of the partnership agreement requires consent from all 27 national parliaments—a process that could take years. But the interim trade agreement, covering the commercial provisions, falls within the EU’s exclusive competence and requires no national ratification. It should enter into force relatively swiftly.

Critics who dismiss the deal as marginal—adding perhaps 0.05 per cent to EU growth—miss the point. At a time when America has weaponised tariffs and China has cornered critical supply chains, the value of rules-based trade agreements should not be measured in GDP points alone.

The Mercosur deal took 25 years. Given what it delivers—market access, supply-chain security, geopolitical ballast—that may prove to have been time well spent.

Photo: Dreamstime.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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