Presentation on theme: "REPUBLIC OF TURKEY THE MINISTRY OF ECONOMY General Directorate of Exports Department of SMEs and Clustering Supports Emrah SAZAK Head of Department SME."— Presentation transcript:
REPUBLIC OF TURKEY THE MINISTRY OF ECONOMY General Directorate of Exports Department of SMEs and Clustering Supports Emrah SAZAK Head of Department SME Cooperation and Clustering Project Directorate of Project Coordination Unit INTERNATIONAL COMPETITIVENESS AND COOPERATION CONFERENCE 4-5th of June, 2013
Scope of the Presentation Origin of the UR-GE Communication Vision of the UR-GE Communication Stages of the UR-GE Projects Why Needs Analysis? How should the Needs Analysis be Managed? Role of the Cooperation Organizations Results and Assessments
Origin of the UR-GE Communication (1) “80% of the firms consist of 5% of the exports.” and we need to increase this rate. –Total number of exporting companies in the last 10 years is 140,214 –Total number of exporting companies in 2012 is 56,256 –The share of companies exporting every year within the last decade in the total exporting companies is 6,3%. –Companies exporting continuously within the last decade consist of the two-thirds of the total exports every year.
Origin of the UR-GE Communication (2) Our companies; The manufacturers would like to export their products but they don't know where to start and how to do that. They cannot set targets assessing their power, limits and opportunities. They cannot see the external world and the opportunities within the ecosystem beginning from their own environments. They don't know their competitors and cannot see the best successful business models. The needs of the companies change depending on the industrial structure, geography and the company scale. A single solution is not possible for everybody.
UR-GE Communication to Reach the Target SOLUTION Making the companies steering exports and continuously exporting their products more powerful in the new markets improving their qualifications and increasing the number of continuously exporting companies. Setting reachable targets for our companies. Guiding these companies in reaching the targets in a sector-specific manner and in line with meeting the requirements.
Vision of the UR-GE Communication (1) "Initiating an export mobilization under the leadership of the cooperative organizations by ensuring the activation of the local dynamics that take the project and clustering approaches as basis." “Increasing our competitiveness and level of exports.”
Vision of the UR-GE Communication (2) "Initiating an export mobilization under the leadership of the cooperative organizations by ensuring the activation of the local dynamics that take the project and clustering approaches as basis." Clustering Concept It analyses the sector-specific competition areas in a specific geographical scope. It aims to turn the local competitive advantages into a global opportunity under the scope of a common problem, a common opportunity and a common vision. Milestones of the UR-GE Projects A flexible, dynamic and integrated approach It provides the services of meeting the requirements of not a single company but of the companies that would create a collective power and quick win-based education- consultancy and marketing and promotional activities for them Export-Based Understanding It is intended to have sustainable exports. Therefore, it ensures the improvements of the necessary skills for exports and access to information. It is operational. 3 Cooperation Understanding Cooperation is an essential element in projects. The inter-company and public- university-industry cooperations throughout the global and national value chains are essential. 4
Stages of the UR-GE Project Project Application of a Cooperation Organization Needs AnalysisEmployment Education and/or Consultancy Activities International Marketing and/or Purchasing Committee Individual Consultancy
Why is the Needs Analysis an Industrial Strategy? –It analyses the information, capacities, means and methods required for the companiesto be able to compete together with them based on not a general but an industrial perspective. –It analyses the industrial trends, assesses the companies within their geographical scope and determines a strategic location, –It provides the future opportunity areas to the companies analyzing the market trends and market opportunities, –As well as the intra-company competition areas, it shows the competition advantages out of the company within the ecosystem and how to activate them, –It sets targets in the light of the analysis-oriented realistic identifications. –It is the strategic road map that would help reach the target.
Needs Analysis and Following Activities Exports International Marketing and/or Purchasing Committee Activities Education and Consultancy Activities Needs Analysis Setting targets and developing a strategy based on the industrial, regional, company and market analyses Improving the company capacities and developing cooperations. Actions for the target markets Common Vision Common Training Common Marketing
Identifi cation Target Strateg y Action 1. Industry Analysis 2. Regional Analysis 3. Company Analysis 4. Market Analysis 1.Determining a common vision 2.Setting Export Targets and Target Markets 1. Determining Strategic Steps with the Foresight- Insight-Cross Sight Concept 2.Determining the Success Factors 1.Planning the actions with common sense and participatory understanding 2.Result-focused implementation Identify Set a Target Develop a Strategy Go into Action 1234 How should the Needs Analysis be Managed? (1)
Industrial Strategy Methodology for the SME Cooperation and Clustering Project How should the Needs Analysis be Managed? (2)
How should the Needs Analysis be Managed? (3) Preparation Phase for the Active Project: Selection of the correct industry and correct companies, creating the team to lead the process and quality service procurement Assessing the Industry in Turkey and in the Region: Analyzing the industry status through shareholder meetings and company analyses, requirement forecasting. 1 Target Market Analysis: Determining the target markets via value chain approach 3 6 Illustrating the International Best Business Models and Implementatio ns: Analyzing the business models making difference and creating value in business and production processes 7 Sharing and Embracing the Common Vision Sharing the information and target markets determined with the companies and determining a "Common Vision" 4 Determining the Stages of the Common Vision Entering the target markets, determining the critical steps and competition areas for continuous exports 5 Preparing the Road Map Determining, planning and budgeting the activities 8 Making Comprehensive Literature Research: Analyzing the industry status with a comprehensive desk-based study, requirement forecasting. 2
Critical Issues for a Good Industrial Strategy –Importance was attached to the preparation phase and time and efforts were made. –It is based on the active participation of the companies. –It requires a detailed desk-based study. –It is based on the comprehensive company analyses made face to face with them, –It includes the industry trends, –Determines the target markets and gives information, –Analyzes the successful implementation examples and takes lessons from them. –Looks for the restrictions in the current status and the ways to change them, –Provides concrete, applicable actions that would ensure quick wins, –Presents a net and reachable target, –It is a strategic road map to help reach the target.
The leaders of the Cooperation Organization adopting the process, guiding the companies and initiating the cooperation process, Employment of the Cluster Leader, Seeing the Needs Analysis as a target-focused and strategic road map, Getting the best quality service, Designing and implementing activities that would create added value with the "Tailor-made" solution approach, Seeing and managing the process as an opportunity to change, Ensuring the sustainability and the active participation of the companies in the training, consultancy and market activities. Role of our Cooperation Organizations
The UR-GE Communication that we put into practice in 2010 helps gradually more companies reach their targets and our industries are recognized in international markets more. Since 2010; 116 UR-GE Project supported, 76 Cooperation Organizations and 2102 companies. UR-GE Projects (1)
The bigger this picture gets, the larger our enterprises get. We would like to thank our Cooperation Organizations. As the Ministry of Economy, we are supporting our regions, enterprises and Cooperation Organizations. We are waiting for the Cooperation Organizations not included in this picture yet as well. Successful UR-GE Projects (2)
WE INVITE ALL THE COMPANIES and COOPERATION ORGANIZATIONS TO COOPERATE and WAIT FOR THEIR PROJECTS WE INVITE ALL THE COMPANIES and COOPERATION ORGANIZATIONS TO COOPERATE and WAIT FOR THEIR PROJECTS
Thank you for listening. M.Emrah SAZAK Head of the Department of SMEs and Clustering Supports SME Cooperation and Clustering Project Directorate of Project Coordination Unit