financing greek exports export strategy: gaining international competitiveness
DESCRIPTION
Financing Greek Exports Export Strategy: Gaining International Competitiveness Dr. Tasos Alexandridis Exec. Vice President, SEVE Athens, 21/05/13. Sections: Part A. Greek Export Support System – What’s going wrong? Part B. What needs to be done - SEVE’s proposal - PowerPoint PPT PresentationTRANSCRIPT
Financing Greek Exports
Export Strategy: Gaining International Competitiveness
Dr. Tasos Alexandridis
Exec. Vice President, SEVE
Athens, 21/05/13
2
Sections:
Part A. Greek Export Support System – What’s going wrong?
Part B. What needs to be done - SEVE’s proposal
Part C. Focusing on International Best Practices
3
1. Lack of National Extroversion Vision
2. Lack of National Strategy, Goals and Directions for Exports
4. Lack of Targeting and failure to adapt Greek Products to new facts
8. Lack of accurate information to the Export
Business
7. Lack of systematic training in the Area of
Exports
5. Non – Active role of extroversion Actors
LACK OF COHERENCE AND COORDINATION OF NATIONAL EFFORTS LACK OF COHERENCE AND COORDINATION OF NATIONAL EFFORTS TO BOOST EXTROVERSIONTO BOOST EXTROVERSION
Lack of common vision, strategy, objectives and
guidelines
6. Unequivocal orientation of Export
Support Actions
3. Lack of Supporting framework for exporting
businesses
Large Number of Extroversion Bodies
Overlapping Responsibilities
Lack of Coordination
Absence of Monitoring and
Supervision Mechanisms
WEAKNESSES OF EXISTING WEAKNESSES OF EXISTING GREEK EXPORTS’ SUPPORT GREEK EXPORTS’ SUPPORT
SYSTEMSYSTEM
A. Greek Export Support System – What’s going wrong?
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Specific Vision for the country’s national extroversion
Dynamic National Extroversion Strategy
Clear Priorities for the national extroversion policies and actions
United framework for the support of exporting companies
Restructure of the National Extroversion and Exports Support System
Efficient mechanisms for coordinating, monitoring and supervising extroversion bodies
Avoid overlaps between Extroversion support Actions
Better use of extroversion support resources
Improve effectiveness and efficiency of extroversion support actions.
Maximize Relevance & Optimization of Coordinating National attempts for Extroversion Support
Clear Directions Coordination and
Monitoring Saving Costs
Establish the “General Secretariat for Extroversion”
The benefits
B. What needs to be done – SEVE’s proposal
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Coordination of Foreign Relations
Network
Knowledge Database /
Documentation
Design & Award extroversion
activities
Financial Support for External trade
National Exports Strategy, specializing in its key "pillars"
Support the Implementation of a National Exporting Strategy
Develop Foreign Relations Networks
Collect & DiffuseExport Market Information
Finance Extroversion Actions
Design, Award and Support extroversion
activities
Develop a National Exports Strategy Management Team for
Supporting Extroversion Actions
Indicative Structure
B. What needs to be done – SEVE’s proposal
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Gre
ek E
xpo
rts
of
go
od
s&se
rvic
es a
s %
GD
PYear
2013 2020
25%.
45%
New Markets, New Products, New Businesses
Increase Exports % GDP to 45% (EU average) by 2020
1. Food
2. Metals
3. Chemicals and Plastic
4. Textiles & Clothing
5. Oil
6. Machinery & Appliances
7. Non-Metallic Minerals
8. Vehicles
9. Drinks & Smoke
10. Wood & Paper
Indicative Products - Targets
1. Russia
2. Turkey
3. China
4. USA
5. Germany
6. Italy
7. UK
8. Netherlands
9. Sweden
10. Denmark
Indicative Markets - Targets
B. What needs to be done – SEVE’s proposal
7
Access to current market reports, country information, business opportunities, sector-specific news, trade events and more…
Single-service window to information and international business services to the client’s sector and markets of interest
Free service available 24/7 Secure, direct access to our partners and over 1.000 trade commissioners in Canada
and abroad Quality and up-to-date content
Personalized online experience…anytime, anywhere
Canada’s Virtual Trade Commissioner (VTC)
1. Networking best practice:
C. Focusing on International Best Practices
8
NL Central Organ for promoting international presence of Dutch companies EVD organizes approximately 60 major international promotional – matchmaking
events In-depth knowledge of international markets Contact with international trade experts, decision makers, potential customers,
overseas partners Key sectors: Agriculture & food, creative industries, chemicals industry, energy, high
tech industries, horticulture, life sciences, logistics, water
The Netherlands: A trading nation
Holland’s EVD
2. Promoting International Trade best practice:
C. Focusing on International Best Practices
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ITM Worldwide Foundation offers four different concepts to SMEs: Export Trainee International Management Trainee Export Managers Export Sales Representative
We turn knowledge into action
Sweden’s International Trade Management Worldwide (ITM)
3. Trade training best practice:
C. Focusing on International Best Practices
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4. Financing best practice: Italy’s SIMEST
C. Focusing on International Best Practices
Company activities Company activities SIMEST instrumentsSIMEST instruments
Search of business opportunities
Technical Assistance and training programmes
Development programmes
Investing in foreign companies
Export of capital goods
Business scouting and match making activities
Subsidised financing of technical assistance programmes
Beneficial-rate loans for programmes for the inclusion on foreign markets
Interest rate subsidy and stabilization for export credits
In non EU countries: SIMEST (and Venture Capital) equity
participation in the foreign company Interest rate reduction on the financing of the
Italian Company equity shareIn EU countries: SIMEST participation in the capital stock of
Italian companies and for their subsidiaries in EU
Improving and safeguarding SMEs equity solidity Financing of the capitalization of exporting SMEs
Feasibility studies or technical assistance programmes in non EU countries tied to Italian investment abroad
Financing with subsidiazed interest rate
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Establishment of Joint Action Groups (public & private sector) Border In and Border Out approach Joint marketing Export clusters
Focus on 3 “client” categories:
1. new-to-export companies, 2. new-to-market companies, 3. further-in-market companies
Stretching for growth
New Zealand’s Trade New Zealand (TNZ)
5. Export Strategy’s holistic approach best practice:
C. Focusing on International Best Practices
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Thank you for your attention