This study aimed to retain Dutch prominence in the global maritime cluster by enabling the Dutch shipbuilding and marine equipment industry to respond to Canada’s National Shipbuilding Procurement Strategy opportunities through identifying and proposing solutions to the market entry barriers existing in the Canadian shipbuilding industry. The reviewed literature focuses on internationalizing theories, market entry barriers and various tools to assess the attractiveness of international markets and industries. Michael Porter’s Five Forces Model was applied to acquire a preliminary understanding of the Canadian shipbuilding industry. Subsequently, Pankaj Ghemawhat’s CAGE Framework was used for the identification of the entry barriers existing in this industry. The methodology of the research was qualitative in nature, and both the primary and secondary data was collected to carry out the research. The secondary data was primarily collected from industry reports. The primary data was collected using the semi-structured interviews, which were conducted in two stages. During stage one, three Dutch maritime firms and a Canadian-based agent were interviewed to identify the entry barriers to the Canadian shipbuilding industry. During stage two, five industry experts from both the private and public sectors were interviewed to explore feasible solutions to the entry barriers. The collected data revealed 10 entry barriers in total. Of these barriers, the following were identified as primary impediments to a market entry: Canadian business culture, local content requirements, information gaps regarding the local content requirement, high capital requirements, and Canada’s large geographical size. In response, multiple solutions were proposed for dealing with each identified barrier to the market entry.