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World imports of coffee
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1
2
3
4
5
6
7
8
9
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5
10
15
20
25
30
35
40
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Mill
ion
s t
on
s
Bill
ion
USD
World Import (Quantity)
World Imports (Value)
Source: Trade Map
-
10,000
20,000
30,000
40,000
50,000
60,000
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Ton
s
Tho
usa
nd
USD
Worldimports (inquantity)
Worldimports (invalue)
World imports of cardamom
Source: Trade Map
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
To
ns
Mil
lio
ns
US
D
Tea (Worldimports invalue,,millions)
Tea (Worldimports inquantity)
World imports of tea
Source: Trade Map
Export Development Strategies that Succeed
• Setting priorities (everyone has opinions on what should be done, but…)
• Allocating limited resources to these priorities.
Why Strategy?
Why Sector Export Strategy?
• Export constraints that impede international competitiveness and export growth
need to be addressed through an integrated response.
• Export development and competitiveness involves a range of stakeholders, public
and private.
SES objectives and expected outcomes KEY OBJECTIVES OF A SES:
• To facilitate decision-making at the national level in matters relating to competitiveness and export
development;
• To introduce a national framework within which the country can effectively allocate scarce resources
(financial, institutional and human) to specific initiatives that are designed to achieve export development
objectives;
• To establish the capacities and competencies required to effectively design, manage and refine national
sector export strategy.
KEY TANGIBLE OUTCOMES THAT AGGREGATE
INTO IMPROVED EXPORT COMPETITIVENESS:
• Prioritization of scarce resources available for export development
• Effective framework for the public and private sectors to work within
a partnership to achieve mutually beneficial objectives
• Improved service delivery of Trade Support Institutions (TSIs) that is
responsive to the needs of the export sector
SOCIO-ECONOMIC GROWTH
ACCOMPANIES EXPORT
GROWTH:
• Poverty reduction
• Job creation
• GDP growth
• Gender equality
• Long-term productivity increases
• Environmental sustainability
• Regional integration
Sector Export Strategies:
ITC’s Approach
Country-owned
Inclusive and consultative
Capacity-building oriented
Builds on, and integrates
national plans
Comprehensive in Scope
Sets needs-based,market-led priorities
Specific and measurable
Seven fundamental principles constitute the critical success factors of the sector
development strategy design process:
Export Development Strategies that Succeed
As important as the content of the strategy is the process by which it is
reached.
The key to this process is OWNERSHIP.
Those responsible for managing and monitoring a strategy, those who
implement it and those who stand to benefit from it need to be involved in its
formulation. If not, there is no commitment and limited interest.
Country-owned
Export Development Strategies that Succeed
An effective PPD involves a process of consultation:
• within and among Ministries (public sector);
• among local business representatives (private sector);
• between public and private sector.
The process combines a top-down with a bottom-up approach.
• The public and private sector jointly establishes priorities and target for the
sector
Inclusive & Consultative
Export Development Strategies that Succeed
Builds on and integrates national plans and ongoing development projects
SES builds on, and
integrates national plans
National Plans: ADS and NTIS
Trade Studies +
NTM Survey
Ongoing Development
Projects
Export Development Strategies that Succeed
Comprehensive Scope:
Goes beyond the traditional
emphasis on market access and
market promotion, towards:
• Export development
• Export competitiveness
• Supply-side capacities
• Quality of business
environment
• Market entry
• Developmental impact
Export Development Strategies that Succeed
Market-led value chain driven priority setting
Sets Needs-based, Market-led Priorities
National Component of the Value ChainMain Market # 3
Tools
Supplier
Technology /
Know-How
Supplier
Seed
Supplier
Grower
Pesticide
Supplier
International
Transporter
Importer /
Wholesaler
Disposal /
Recycler
Fertilizer
Supplier
Value
Industrial
Consumer
Main Market # 1
Importer /
Distributor
Re-Packer
Retailer ConsumerDisposal /
Recycler
Main Market # 2
Importer /
Retailer
Disposal /
RecyclerConsumer
Processor /
Manufacturer
Machinery
Supplier
Buyer /
Collector /
Transporter
Packaging
Materials
Supplier
Export Development Strategies that Succeed
Design and implementation management framework
Specific & Measurable
Export Development Strategies that Succeed
The Principal Output
An endorsed, coherent, comprehensive and prioritised
National Sector Strategy document completed with a
detailed plan of action and implementation management
framework.
Pre-engagement
mission
•Validate sectors
•Establish Navigators
•Confirm process and workplans
ITC distance support
•Sector teams complete baseline sector analysis
•Preparation for Value-Chain diagnostic workshop
VC Diagnostic Workshops
•Identify market opportunities and sector issues
•Identify agro cross-sector issues
•Coach specialized team
ITC distance support
•Confirms sector issues
•NTM results
•Identify potential sector solutions
•Compile list of functional issues
ITC distance support
•Drafts sector action plans
•Confirm institutional capacities
Validation Workshops
•Validate action plans
•Identify quick wins activities
•Define sectors implementation framework
ITC distance support
•Finalize sector strategy documents
•Finalize cross-sector functional strategy documents
•Consolidate final strategy document.
•Launch in Nov.
ITC Mission
March
Work by National Specialized teams and
Navigators ITC Mission
June
Work by Sector Core team and Navigator ITC
Mission Sept.
Work by National Specialized teams,
Sector Core team and National Focal Point
Estimated Timeline 6/8 months
Steps of the sector development strategy process
Indicative Workplan
Activities Date
Pre-engagement mission 14-18 March
VC Diagnostics Workshop:
Sector specific value chain analysis and diagnostics including value chain mapping, 4-gear
analysis, and NTM survey results
June
Validation Workshop: Identify strategic solutions to identified competitiveness constraints, and to explore value
options
Validate action plans Identify quick wins activities
Define sectors implementation framework
September
Strategy Launch Event November
The Navigator maintains ultimate authority over the SES
design process and is accountable for the delivery of the final SESs document. S/he is the ‘face’ and the ‘heart’ of the
SESs, the manager and the leader and doer. The Navigator is ideally a senior official from
the public sector who is reassigned and empowered to
manage the NES for the duration of the design process.
The sector Core Team is composed of between 8 and
10 principal stakeholders covering each export sectors;
they support, assist and advise the Navigator. They meet
regularly and makes decisions at key points in the strategy
process. There must be a balance of public and private sector representation. Each
team is composed of about 8-10 key stakeholders.
All public, private and civil society stakeholders that have
a bearing on export development and
competitiveness are consulted throughout the design
process. They will determine the orientation of the sector
strategy and provides substance and content. Between 25 and 30 representatives from the
Sector Strategy Stakeholders.
The National Consultant is recruited by ITC for a period of time over the duration of the
SES design process. S/he works closely with the
Navigator, the Sector Core Teams and sector
stakeholders.
The Consultant conducts research, analyses, records
inputs from consultations and prepares drafts of the output
documents.
ITC assigns one or more experts and international
consultants to lead technical assistance .
ITC provides guidance and expertise, briefing notes and
tools, feedback, technical inputs and commentaries, and
facilitates consultations and workshops. ITC works closely
with the the Navigator, the Sector Core Teams and sector
stakeholders.
Navigator Sector Strategy Stakeholders
National Consultants
ITC Experts and Lead
International Consultant
Sector Core Teams
Key Players and Roles
Key players and roles
The Navigators and the Sector Core Teams will be the key driving forces in the design stages of the
strategy
Coffee, Tea, Large Cardamom
#2 #4 #25p/sector
Navigator(s)
The Navigators are critical to the success of the Sector Strategies.
The role and responsibility includes:
- Lead the process of SES design
- Being the key point of liaison between ITC and the export strategy makers
- Ensuring the process is highly consultative with continued communication with
all relevant stakeholders
- Securing the engagement of the public sector, private sector and civil society
representatives
- Establishing and managing the Sector Core Teams and monitoring their work
in progress
- Coordinating and leading consultations to ensure substantive output is
produced
- Taking corrective action in cases of non-performance
Sector Core Team
1. The Core Team, chaired by the Navigators, meets regularly and makes
decisions at key points in the strategy process.
2. Typically, each Sector Core Team is constituted of a balanced mix between
the public and private sector.
3. The Sector Core Team will work throughout the strategy design process in
terms of technical and coordination based aspects at a national and
sectorial level.
4. On an ongoing basis, the Core team:
i. Champions the sector strategy,
ii. Monitors the progress of the strategy design, and,
iii. Resolves issues as they may arise at a political and technical level.
• Be ready to make decisions and to prioritize;
• Have the courage to acknowledge challenges so that they can
be addressed;
• Willingness to change opinions and positions;
• Focus on quick, short-term wins, but also on medium- and
longer-term goals;
• Sector strategy belongs to all stakeholders: from the small
farmholder to the minister of commerce
• Beyond rhetoric, down to action.
Final thoughts
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