1. the dti Offerings Part 1: Current Offerings Part 2: Offering Renewal 30 July 2002

2. Part 1: Current Offerings New perspective: “The economy grows when our customers grow” What value do we add, where and how? 1 st Offerings Register produced in 2001 More than 200 offerings in group – complex organisation – difficult to see the wood from the trees

3. Growth Employment SMMEs BEE Competitiveness Geographic spread Investment Exports WE eg Prog1 KPI - 1 KPI - 2 KPI - 3 eg Prog 2 KPI - 1 KPI - 2 KPI - 3 Prog 20 etc Prog 3 etc Offering A Offering B Offering C Offering D Project E Project F Offering E Project H Project I Project J The Strategic Goals,.. realised by Programmes,…by contributions from Offerings & Projects Some considerations for DTI Offerings and Projects must cause the strategic Intent

4. Integrating the current 200 Offerings Offering Type  (= Policy Instruments) Customer Need Type Policy CertaintyInternational MarketAccessRegulatoryEnvironmentRegistrations,Authorisations &CertificationInformation, Adviceand FacilitationIncentives, Rebatesand FinanceChange Programmes(projects) Investing Starting & Operating Competing & Growing Exporting & Importing Protecting Consumers Working with Stakeholders Detailed and integrated at www.thedti.gov.za or phone 0861 the dtiwww.thedti.gov.za

5. Investing Needs: Why invest in SA Understand Regulatory environment Understand living and working in SA How to do business Investing made easy Offerings: Fine but can improve by integrated offerings eg. Register once for company, tax, labour DFA becoming an agent

6. Starting and Operating Needs: Advice on how to start, easy to start Access to finance Advice on how to manage, access to training Access to opportunity information Access to support Offerings: Regulatory environment complex Information and advice needs to strengthen Many finance schemes, easier access needed - integrating financial offerings

7. Competing and Growing Needs: Advice on how to compete and grow Access to finance Advice on how to manage, access to training Access to opportunity information Access to support Offerings: Information and advice needs to strengthen -give effect to knowledge intensity from IMS -Simplified, integrated offering Many finance schemes, easier access needed Finance to be channeled to strategic focus areas

8. Exporting and Importing Needs: Learn to Export Make starting to export easy Information about opportunities and competition Access to foreign Markets Access to support Offerings: Information and advice needs to strengthen Electronic documentation for exporting Rebates have worked well for the Motor- and Clothing &Textile Industries Explore impact of tarrifs DFA becoming an agent Connect electronically to big buying networks (B2B)

9. Protecting Consumers Needs: Understand their rights Know how to take action against offenders Offerings: Strengthen info and advice Stronger protection Improve access

10. Working with Stakeholders Needs: To know what and how the dti is doing To know how to engage with the dti Offerings: Improving access to information Improving channels for easier access Improve integration across economic cluster (17) Improve cooperation with Provinces Improve collaboration with all stakeholders

11. Part 2: Offering Renewal Project Higher Impact and Simplification Strategic Alignment Easier Access to Offerings

12. Higher Impact and Simplification Integrate into solutions Repackage to simplify Reduce low impact offerings Introduce more focused, higher impact offerings

13. Strategic Alignment Can we say with certainty that our current Offerings and Projects is the most effective solution to support the Micro Economic Reform Strategy?

14. VISION 2014 By 2014, following the successful implementation of the microeconomic reform strategy and complemented by continued macroeconomic stability and a process of sustainable social development, South Africa will have a restructured and adaptive economy characterized by growth, employment and equity, built on the full potential of all persons, communities and geographic areas. The requirements to realize this vision include the following: A geographic spread of social and productive investment. An integrated manufacturing economy capable of high degrees of value added. An extensive ICT and logistics system capable of speed and flexibility. A high degree of knowledge and technology capacity. Greater diversity of enterprise type and size. Skilled, informed and adaptable citizens. An efficient, strong and responsive state structure.

15. Strategy Integration Framework supports Vision 2014 A geographic spread of social and productive investment. An integrated manufacturing economy capable of high degrees of value added. An extensive ICT and logistics system capable of speed and flexibility. A high degree of knowledge and technology capacity. Greater diversity of enterprise type and size. Skilled, informed and adaptable citizens. An efficient, strong and responsive state structure. growth, employment and equity

16. Regulatory Environment f( promotes competitive, fair and efficient markets) Sector Competitiveness Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale Customer Relationships Integration into International Customer’s supply chains (for easy e-purchasing) Trusted brand as reliable: -Suppliers (on time) -Quality (to agreed spec) -Leading product (design) features Strategy Integration Framework Empowerment (SME, BEE, WE) Small business regulatory Compliance exemptions Access to Finance Access to Business skills Preferential Access to Markets, government procurement Government Procurement Incl. IP Geographical Location Investment Competitiveness Access to quality Infrastructure: - Basic (Space, Power, Safety,…) - Logistical (Road, Rail, Ports) - Informing economic (incl. ICT) Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services Investment Promotion Growth = Sum of Enterprise Growth Supplier work Enterprise competi- tiveness Demand for Employment Profitability Leads to organic growth Growth from new Investments Trade Market Opportunity Intelligence Removal of Barriers To Trade Preferential Trade Agreements Competitor Intelligence -Key Players -Benchmarks -Technology drivers Trade Administration A geographic spread of social and productive investment. An integrated manufacturing economy capable of high degrees of value added. An extensive ICT and logistics system capable of speed and flexibility. A high degree of knowledge and technology capacity. Greater diversity of enterprise type and size. Skilled, informed and adaptable citizens. An efficient, strong and responsive state structure. growth, employment and equity

17. Regulatory Environment f( promotes competitive, fair and efficient markets) Sector Competitiveness Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale Customer Relationships Integration into International Customer’s supply chains (for easy e-purchasing) Trusted brand as reliable: -Suppliers (on time) -Quality (to agreed spec) -Leading product (design) features Strategy Integration Framework Empowerment (SME, BEE, WE) Small business regulatory Compliance exemptions Access to Finance Access to Business skills Preferential Access to Markets, government procurement Government Procurement Incl. IP Geographical Location Investment Competitiveness Access to quality Infrastructure: - Basic (Space, Power, Safety,…) - Logistical (Road, Rail, Ports) - Informing economic (incl. ICT) Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services Investment Promotion Competitive Enterprises Grow Supplier work Investing Starting & Operating Competing & Growing Exporting & Importing Demand for Employment Profitability Leads to organic growth Growth from new Investments Trade Market Opportunity Intelligence Removal of Barriers To Trade Preferential Trade Agreements Competitor Intelligence -Key Players -Benchmarks -Technology drivers Trade Administration

18. Regulatory Environment f( promotes competitive, fair and efficient markets) CCRD, CIPRO Sector Competitiveness Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale Customer Relationships Integration into International Customer’s supply chains (for easy e-purchasing) Trusted brand as reliable: -Suppliers (on time) -Quality (to agreed spec) -Leading product (design) features TISA Empowerment (SME, BEE, WE) Small business regulatory Compliance exemptions Access to Finance Access to Business skills Preferential Access to Markets, government procurement Government Procurement Incl. IP EID Geographical Location Investment Competitiveness Access to quality Infrastructure: - Basic (Space, Power, Safety,…) - Logistical (Road, Rail, Ports) - Informing economic (incl. ICT) Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services Investment Promotion EID TISA Growth = Sum of Enterprise Growth Supplier work Enterprise competi- tiveness Demand for Employment Profitability Leads to organic growth TEO Growth from new Investments Trade Market Opportunity Intelligence Removal of Barriers To Trade Preferential Trade Agreements Competitor Intelligence -Key Players -Benchmarks -Technology drivers Trade Administration ITED, ITA TISA Projects Offerings Strategy Integration Framework

19. Offering Renewal Process 1.Take stock of current offerings 2.Report on offering throughput monthly 3.Evaluate offerings Customers, Audit Impact, Analyse fit with strategy 4.Identify priorities: add, delete, modify 5.Initiate projects to change 6.Measure impact annually It is a 18 - 24 month project

20. How to Participate in Offering renewal Market research on offerings per customer type – focus groups Welcome to participate in the focus groups - up to 20% of participants, not to skew the samples

21. Access to Offerings The current offerings of the dti are not easy enough to access. Customers are not adequately informed Application processes are complex and take to long Offerings are often only available from one location in the country

22. Easier Access Establish Customer Care Centre Establish Website Establish face-to-face / agent network Review distribution strategy of offerings to move delivery closer to customer Review internal business processes to speed up responsiveness and delivery

23. Call centre By June 2002, 99.3% of over 1000 daily phone calls were being answered in a helpful manner, with an average waiting time of only 8 seconds

24. The new Web Site

25. The challenge of Face to Face Access It cost about R3 mil. p.a for a competently staffed business centre. We need about a hundred centres (R 300 mil), with agents that cover remote areas. There are many existing service providers, that have to date not proven world class ability. There are many stakeholders with diverse views.

26. Contact us Much hard work is behind us, more will need to be done Work with us to build a better life for all Offering or Programme related issues: The new website at www.thedti.gov.zawww.thedti.gov.za the call centre: 0861 the dti / 0861 84 33 84