The present study aimed to conduct a strategic analysis and formulate international marketing strategies for the national food industry in the Middle East region. In terms of purpose, the research was applied, while in terms of nature, it was exploratory and based on strategic analysis. Data were collected through in-depth semi-structured interviews and questionnaires administered to 15 academic and executive experts in the fields of the food industry, exports, and international marketing. Participants were selected using purposive sampling, and the interview process continued until theoretical saturation was achieved. Interview data were analyzed using thematic analysis. After refining, comparing, and integrating similar concepts, the findings were organized into 42 sub-themes and four main themes.
The results of the Internal Factor Evaluation (IFE) Matrix indicated that the national food industry possesses relatively favorable internal capabilities and strengths. In contrast, the External Factor Evaluation (EFE) Matrix revealed a relative weakness in strategically responding to opportunities and threats in the regional environment. Accordingly, the strategic position of the national food industry was classified within the Strengths–Threats (ST) quadrant. Subsequently, five strategic alternatives—Standards-Based Trust Building, Regional Green Corridor, Smart Market Portfolio, Neighborhood Advantage, and Competitive Indigenous Brand—were developed and prioritized using the Quantitative Strategic Planning Matrix (QSPM). The findings identified the Competitive Indigenous Brand strategy as the most appropriate strategic orientation for advancing the international marketing of the national food industry.