Export Plan Peru

8/3/2019 Export Plan Peru

1/15

Need for a

strategic

export plan

in Peru

Index

1. Introduction

2. Bases Del Plan

3. Rows of high export potential

4. Peruvian Current Situation

5. Colombian Model

6. Concluding Remarks

1. Introduction

There is broad consensus about the enormous importance of the expansion and diversification ofexportable products to achieve sustainable income growth and employment in the country, giventhe limited possibilities of development offered by the small domestic market to domesticproducers.

This is urgent, given the poor export performance registered by the Peruvian economy incomparison with neighboring countries of similar size, which is evidenced by their slow growthand low participation in foreign trade as a percentage of GDP.

Therefore, if we are to achieve a sustained increase in production and domestic use shouldprioritize the development and implementation of a strategic export plan that includes anintegrated set of policies that encourage domestic and foreign private investment, equal in
http://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.htmlhttp://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.htmlhttp://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.htmlhttp://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.html


2/15

development of activities with high export potential of both goods and services in differenteconomic sectors, incorporating a high added value and are, preferably, labor-intensive.

To achieve measurable results in the short and medium term, it is urgent and unavoidable,develop and implement without delay the strategic export plan as the central instrument of

economic policy in the country, which must be equipped with the highest possible resolutioncapacity with a wide range of authority in the coordination of activities with ministries,governmental institutions and associations representing the private sector.

The plan must be comprehensive, multifaceted and consistent with the purpose of improvingproductivity and competitiveness of domestic production to achieve an effective penetration offoreign consumer markets, integrating the functions currently carried out various governmentagencies with its own objectives but uncoordinated against a target common to boost our exportproduction.

2. Bases Del Plan

The strategic plan should contain and deepened in the following without being exhaustive:

1). Define a priority in a participatory, consistent and effective management of trade policy bythe State in the negotiation of regional integration agreements (or blocks) and bi-national tradeagreements, in order to achieve tariff benefits domestic exporter and protection against unfairtrade practices that limit their access to external markets.

2) Complementary to the previous point, you should incorporate guidelines and concrete actionsto boost state agreements with countries that are potential investors in Peru, which must bereinforced by a very aggressive pipeline management and promotion of investments in private

export goods and services.

The executing agency should be able to continuously identify opportunities to continuouslypromote investment between private investors (domestic and foreign) administering a portfolioof strategic projects with proven private profitability, high value-added and high employmentpotential.

3) Implement a transparent tax and regulatory framework that provides broad guarantees ofstability over time and become attractive and competitive investment in production in Peru,contemplating the elimination of various surcharges that affect their internationalcompetitiveness: review of the various tax regimes (IGV, IES, CSI, IR), streamlining the

management of import tariffs on capital goods and inputs and the exemptions and tax refunds(drawback); review of tax depreciation systems, streamlining customs procedures and quality(ISO 9000); remove bureaucratic obstacles and other hidden costs to the investor, etc..

4) Promote the marketing of exportable abroad by opening channels of information in the mainconsumer markets, developing and aggregates presence with sales offices in strategic places;outsourcing product promotion campaigns Peruvians abroad, and supporting the participation ofproducers national trade fairs and international events.
http://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.htmlhttp://www.centrorisorse.org/need-for-a-strategic-export-plan-in-peru.html


3/15

5) Encourage the formation clusters or activities linked to a group of small and mediumproducers linked to a geographic region, and the maquila promote projects through thedevelopment of industrial zones, commercial and service-oriented foreign market

6) Coordinate development projects in physical infrastructure in areas of export potential through

private concessions that lower the cost of the chain of export support services (means oftransport, customs, storage, telecommunications, ports, airports, etc..).

7) To promote the importation, local adaptation and development of new technologies orproducts or services linked to export, this includes: providing ease of installation and migrationof skilled personnel from abroad, coordination of needs with the trade associations andindividual producers, to encourage private regulated entities Plant health support andimplementation of environmental standards; attract independent bodies to facilitate the ISOquality control of exports, among

others.

Provide education and modern technology to domestic and foreign human capital related tovarious projects and should include the development of technical skills and inventiveentrepreneurs training in order to be experts in international marketing, recruiting experts andmake international trade agreements, operating with the support of unions and associations ofproducers and potential investors.

9) Implement stabilization funds export commodities to ensure the regularity of foreign trade andincome stability of domestic producers

10) To design financial mechanisms that facilitate access to credit and liquidity give exporting

firms in terms of cost-competitive at the international level, and while granting credit facilities toenable foreign buyers of our products. It shall give special emphasis to the medium-term creditused to finance contributions of shareholders in capital increases aimed at modernizing andintroducing technology export-oriented facilities, as well as chains or support projects and thoseof improving the physical infrastructure of regions particular export potential.

3. Rows of high export potential

Here are some activities that have qualities to boost exports with high value added and labor-intensive:

* Agribusiness exports (fresh fruits and vegetables, dried and processed, medicine and naturalfoods, seafood and fresh fish for human consumption and processing, aquaculture, beekeeping,silkworm, processed and processed timber, fresh and artificial flowers, floral arrangements andornamental plants, coffee, tea and aromatic herbs, etc.).

* Artistic ceramics and fine craftsmanship of natural materials (windows, etc.).

* Home Textiles made of natural fibers (alpaca, vicuna, etc.).


4/15

* Gold and native jewelry with unique designs.

* Manufacturing of maquila in various areas such as microelectronics, apparel and sportinggoods

* Leather and footwear with native designs in general

* Electrical energy, petrochemicals and gas derivatives.

* Tourism receptive ().

* Transportation and machinery (faucet, structures, basic equipment).

* Information technology services, education, food, health, engineering, logistics, audiovisual,graphic design, tourism, financial, etc.

* Services of tourism infrastructure (road and air transport, hotels, ecotourism, dining,sightseeing, tourism clusters, resorts, etc.).

4. Peruvian Current Situation

The results achieved by Peru during the past years in terms of exports has been positive, fromU.S. $ 3.500mm in 1989 to U.S. $ 6,100 MM in 1999, but lower when compared to that achievedby neighboring countries such as Chile (U.S. $ 18,000 MM) and Colombia (U.S. $ 11,600) in1999, leaving Peru, more aligned with the levels of Bolivia and Ecuador, countries withrelatively smaller.

The Peruvian government action in this area has been fragmented and disjointed. Has beendistributed in 5 main areas: 1). MINTINCI in negotiating international treaties and bilateralintegration, 2) The Export Promotion CommissionPROMPEX, promoting the development offoreign markets, 3) the Commission Promotion of Peru PROMPERU in charge of promotingforeign direct investment, 4) the Office of Economic Development of the Ministry and itsaggregates business in different countries, and finally 5) the Directorate General of Customs toadminister collection of tariffs, customs procedures and issuance of certificates of returndrawbacks and finally 6) the Development Finance CorporationCOFIDE offering discountlines to trade through local banks.

Sometimes the efforts of these 6 government agencies have operated according to its own

objectives, not always coincide with the interests of international competitiveness and in somecases leaving gaps in the chain of services required by exporters, all because there is no planningintegral to the export sector.

In order to achieve results in the next 10 to 15 years in terms of export growth suggests lookingmore closely the steps developed in the 80s and 90 neighboring countries that have succeeded inimplementing aggressive export strategy as in the case of most similar neighbors, Chile andColombia.


5/15

EXPORT MARKETING PLAN

Mostentrepreneursare not very keen on planning, which they consider of lower priority than the solving of day-to-dayproblems. Some seventy percent of all enterprises in the world lack good planning systems, particularly the SME. Indeveloping economies, planning is not always embedded in the local culture, when short termvision might lead to

opportunism.

Planning is essentially the main task of management - where strategic vision and operational insight are broughttogether, translated into action. Management knows where the company should go in the future, management knowsthe company and is debriefed on the state of businesson a frequent, often daily basis. Management is responsiblefor providing resources but primarily for providing direction (as the new ISO directives postulate). Therefore, theplanning methodology should be one of the most important managerial tools.

Since TPO's are charged with the health of their business clients, they should make sure that all managerialinstruments are available and used well. Focussing on international business, planning is an even more essentialinstrument because strategy and implementation are separated by a distance which is hard to bridge. The productsare designed and manufactured in the home country, their selling (and after-sales follow-up) is taking place abroad.That distance may lead to mistakes. When the distance is great, management can not come and solve problems onthe spot. That is simply too far away. So management better think ahead, trying to foresee what will, may and should

happen in order to avoid such mistakes. Customers expect no less. A good planning system is vital for exports.

As explained before, all elements of doing business abroad and brought together, combined in a 'mix' which throughthat combination leads to optimal effectiveness of the company's output. An Export Marketing Plan does just that. Italso serves the reliability of forecasting over a longer period of time and provides an estimate on costs (and profits,when calculating feasibility).

Striking feature of an EMP is the chronological sequence of the activities required to prepare the export venture.

1. Purpose, function and form of an Exportmarketing plan

Basically, the Exportmarketingplan (EMP) shows everything you have devised for your commercial operationsabroad. Its purpose, function and contents make it one of the most important strategic and tactical documents in your

company.

The purpose of the Export-Marketingplan (EMP) is:

to bring all relevant marketing instruments together in a productive "mix";give direction to all your planned activities for optimal effect. That direction is outlined in the objectives;estimate when the activities should take place. This timing will clarify the logical sequence. The sameapplies to the very moment results can be expected. That facilitates good management and sound decision-making;estimate how much the activities are going to cost, in order to make the money available whenevernecessary;

estimate the feasibility, deducting all costs from the profit to establish if the results are worth those costs.

The function of the plan is:

to inform all people involved about the objectives of the export operation;to give them specific instructions as to what their contributions to the export activities will be;to provide a certain justification for the money that will be spent in the export process. This justification ismeant to convince the directors and owners of the company.
http://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htmhttp://www.infomipyme.com/Docs/GT/empresarios/exportar/marketplan.htm


6/15

The form of the EMP:

the exportmarketing plan should be in written form (although some advanced Western exporters incorporateexport planning in their computer-driven corporate planning). Parts of the EMP can - selectively - bedistributed within your company and your Trade Partner's;the plan should be short, factual, precise and complete. It is not a manual nor a short story. Basically, it is aset of instructions, backed up by logical analyses and considerations.

A brief outline for an exportmarketingplan follows hereafter.

2.a. Exportmarketingplan: General contents

EMP structure

1. Background information

strengths and weaknesses of the organizationcorporate analysis, highlights from Export Auditpresent performance

'rationale' (arguments and considerations) as the basis for the decision to internationalise.

2. Product/Market Match (or combination)

Specifying which product has been selected to sell to which foreign market; including the motivation for that P/M -selection.

3. Objectives

Marketing objectives (Turnover or T/O, sales, market share)financial objectives (profit/contribution)feasibility calculation (1-3 years).

4. Means

Marketing mix (-instruments)organizational support requiredassistance from third partiestotal costs.

5. Action plan

description of organizational tasks,project planning and timing schedule.

2.b. Exportmarketingplan: specification of plan elements

1. Background information

description of present corporate situation. General commercial and financial situation. Ownership. History (ifrelevant). Main activity. Main policies / social justification etc. -

1.1. Product

(if not brought under second heading) Including packaging


7/15

specification (type, sort, size, dimensions, weight)technical detailsqualityunique selling proposition / competitive advantage.

1.2. Past performance

Show 3-5 years' historical performance: sales/turnover/profit/return per market, per product (category).

1.3. Users - (for consumer products: end-users or buyers)

Profile customer / consumer, motivation for use, buying behaviour, spending power buying frequency etc.

1.4. Market

Market characteristics (main markets only)trends, development, changesmain competition (plus product range offered and prices quoted)general selling and promotion methods used by main competitors.

1.5. Distribution

General description of distribution channels or methods to reach buyerssame for entry strategies present export marketrelative importance of these channels / entry methods.

1.6. Promotion

General description of promotional methods presently utilised at various levels of distribution and entryrelative importance of those methods.

2. Export product/market match

2.1. Market selection

Criteria for country selectioncountry selectioncriteria for market (segment) selectionmarket (segment) selection

2.2. Size of market selected

Total demand in:

volume (past/present/future)value (past/present/future); or:

derived demandhypothetical demand.

2.3. Customer / consumer

Specification of 2.2.:

numberslocation


8/15

other details required for market targeting.

Comparison with 1.3.

2.4. Competition

Competitive suppliers, product range/pricespossible product substitutescomparison strengths/weaknesses vs. own products.

2.5. Export product

Specification (compare with 1.1.)

special (health, safety and other) regulations and norms governing export market selling. CE marking

3. Objectives

Export Marketing Plan covers at least 1, preferably 3 (operational) years

3.1. Marketing Objectives

sales volumemarket sharebrand awarenessproduct improvement/adaptation/developmenttarget pricing policydistribution channels and entry strategy decided upon.

3.2. Financial objectives

production coststransport and distribution costspromotion costsgross mark-up (operational)operational results.

3.3. Organizational objectives

organizational measures, organigramtask descriptionscommunication plan (with trade partner)training required.

Feasibility calculation covers 3 (operational) years and should calculate cumulative results / break -even point.

4. Means

covering marketing mix to achieve the plan's yearly objectives -

4.1 The export product

Technical aspectsquality standards and control proceduresperformance standard, design, colour, flavour etc.


9/15

packagingterms of delivery.

4.2. Pricing

price break-down / bottom-up price calculationterms of paymentinsurancecurrency aspectscredit system selected; costs of interest for supplier's credit.

4.3. Distribution

target customer / consumer groupdistribution & shipping methodsdescription of trade partner(s) selectedmain items trade partner contractpre- and after sales services (design, repair maintenance, training etc.).

4.4. Promotion

brand image / supplier's reputationselection of mediaresearch.

Total promotional costs.

5. Action plan (operational year)

What specific activities to be carried out when by which member in the organization at what costs ('what, when, bywhom, how much').

6. Supportive plans (operational year)

liquidity (assessing liquidity requirements per month)debtors (assessing credit to buyers: per month)stock (requirements for product in stock per month)

7. Optional: contingency plans

A prudent manager will ask himself what to do if conditions change so much that his plan loses its basis. Examples:the price of raw materials is going up unexpectedly, or the competition suddenly drops its prices strongly, anewcomer is entering the market with a much better proposition, pushing you out of a profitable account.

Most managers can foresee such calamities and decide beforehand what to do if they actually happen, mostlythrough saving costs, making additional budgets available or introducing a new product variety. Foreseeing impliesplanning; such plans are called contingency plans ('what happens if...').

JLT 02-2001

Request More Information

Home>
http://www.intracen.org/requestInformation.aspx?pagename=/country/peru/http://www.intracen.org/requestInformation.aspx?pagename=/country/peru/http://www.intracen.org/http://www.intracen.org/http://www.intracen.org/http://www.intracen.org/requestInformation.aspx?pagename=/country/peru/


10/15

select

Mission and objectives

How ITC works

o Our role in the UN and WTO

o Management

o ITC structure

o Joint Advisory Group

Programme 2011

o Impact

Evaluation policy (pdf) Evaluation guidelines

ITC external evaluation (pdf)

Client survey

Evaluation and monitoring

Consultant openings

Where are we working?

o Regions

o Least Developed Countries

o Land-locked Developing Countries

o Small Island Developing States

o

Multi-country projects AAACP

Cariforum creatives

Project components

Activities highlights

Related links and resources

EnAct (Arab states)

About EnAct

Activities

Components

Enact in the news

Algeria

Egypt

Jordan

Morocco

Tunisia

NTF II

Bangladesh

Kenya

Senegal
http://www.intracen.org/about/mission-and-objectives/http://www.intracen.org/about/mission-and-objectives/http://www.intracen.org/about/how-itc-works/http://www.intracen.org/about/how-itc-works/http://www.intracen.org/about/itcs-role-in-un-and-wto/http://www.intracen.org/about/itcs-role-in-un-and-wto/http://www.intracen.org/about/management/http://www.intracen.org/about/management/http://www.intracen.org/about/itc-structure/http://www.intracen.org/about/itc-structure/http://www.intracen.org/about/jag/http://www.intracen.org/about/jag/http://www.intracen.org/about/jag/programme-2011/http://www.intracen.org/about/jag/programme-2011/http://www.intracen.org/about/impact/http://www.intracen.org/about/impact/http://www.intracen.org/about/impact/evaluation-policyhttp://www.intracen.org/about/impact/evaluation-policyhttp://www.intracen.org/about/impact/evaluation-guidelines/http://www.intracen.org/about/impact/evaluation-guidelines/http://www.intracen.org/about/impact/itc-external-evaluationhttp://www.intracen.org/about/impact/itc-external-evaluationhttp://www.intracen.org/about/impact/client-survey/http://www.intracen.org/about/impact/client-survey/http://www.intracen.org/about/impact/evaluation-and-monitoring/http://www.intracen.org/about/impact/evaluation-and-monitoring/http://www.intracen.org/about/impact/consultants/http://www.intracen.org/about/impact/consultants/http://www.intracen.org/about/regions/http://www.intracen.org/about/regions/http://www.intracen.org/about/least-developed-countries/http://www.intracen.org/about/least-developed-countries/http://www.intracen.org/about/land-locked-developing-countries/http://www.intracen.org/about/land-locked-developing-countries/http://www.intracen.org/about/small-island-developing-states/http://www.intracen.org/about/small-island-developing-states/http://www.intracen.org/current-projects/http://www.intracen.org/current-projects/http://www.intracen.org/projects/aaacp/http://www.intracen.org/projects/aaacp/http://www.intracen.org/projects/cariforum-creatives/http://www.intracen.org/projects/cariforum-creatives/http://www.intracen.org/projects/cariforum-creatives/project-components/http://www.intracen.org/projects/cariforum-creatives/project-components/http://www.intracen.org/projects/cariforum-creatives/activities-highlights/http://www.intracen.org/projects/cariforum-creatives/activities-highlights/http://www.intracen.org/projects/cariforum-creatives/related-links-and-resources/http://www.intracen.org/projects/cariforum-creatives/related-links-and-resources/http://www.intracen.org/projects/enact/http://www.intracen.org/projects/enact/http://www.intracen.org/Projects/Enact/About-Enact/http://www.intracen.org/Projects/Enact/About-Enact/http://www.intracen.org/projects/enact/activities/http://www.intracen.org/projects/enact/activities/http://www.intracen.org/Projects/enact/Components/http://www.intracen.org/Projects/enact/Components/http://www.intracen.org/Projects/Enact/news/http://www.intracen.org/Projects/Enact/news/http://www.intracen.org/projects/enact/Algeria/http://www.intracen.org/projects/enact/Algeria/http://www.intracen.org/projects/enact/Egypt/http://www.intracen.org/projects/enact/Egypt/http://www.intracen.org/projects/enact/Jordan/http://www.intracen.org/projects/enact/Jordan/http://www.intracen.org/projects/enact/Morocco/http://www.intracen.org/projects/enact/Morocco/http://www.intracen.org/projects/enact/Tunisia/http://www.intracen.org/projects/enact/Tunisia/http://www.intracen.org/projects/ntf-ii/http://www.intracen.org/projects/ntf-ii/http://www.intracen.org/projects/ntf-ii/bangladesh/http://www.intracen.org/projects/ntf-ii/bangladesh/http://www.intracen.org/projects/ntf-ii/kenya/http://www.intracen.org/projects/ntf-ii/kenya/http://www.intracen.org/projects/ntf-ii/senegal/http://www.intracen.org/projects/ntf-ii/senegal/http://www.intracen.org/ByCountry.aspxhttp://www.intracen.org/ByCountry.aspxhttp://www.intracen.org/ByCountry.aspxhttp://www.intracen.org/projects/ntf-ii/senegal/http://www.intracen.org/projects/ntf-ii/kenya/http://www.intracen.org/projects/ntf-ii/bangladesh/http://www.intracen.org/projects/ntf-ii/http://www.intracen.org/projects/enact/Tunisia/http://www.intracen.org/projects/enact/Morocco/http://www.intracen.org/projects/enact/Jordan/http://www.intracen.org/projects/enact/Egypt/http://www.intracen.org/projects/enact/Algeria/http://www.intracen.org/Projects/Enact/news/http://www.intracen.org/Projects/enact/Components/http://www.intracen.org/projects/enact/activities/http://www.intracen.org/Projects/Enact/About-Enact/http://www.intracen.org/projects/enact/http://www.intracen.org/projects/cariforum-creatives/related-links-and-resources/http://www.intracen.org/projects/cariforum-creatives/activities-highlights/http://www.intracen.org/projects/cariforum-creatives/project-components/http://www.intracen.org/projects/cariforum-creatives/http://www.intracen.org/projects/aaacp/http://www.intracen.org/current-projects/http://www.intracen.org/about/small-island-developing-states/http://www.intracen.org/about/land-locked-developing-countries/http://www.intracen.org/about/least-developed-countries/http://www.intracen.org/about/regions/http://www.intracen.org/about/impact/consultants/http://www.intracen.org/about/impact/evaluation-and-monitoring/http://www.intracen.org/about/impact/client-survey/http://www.intracen.org/about/impact/itc-external-evaluationhttp://www.intracen.org/about/impact/evaluation-guidelines/http://www.intracen.org/about/impact/evaluation-policyhttp://www.intracen.org/about/impact/http://www.intracen.org/about/jag/programme-2011/http://www.intracen.org/about/jag/http://www.intracen.org/about/itc-structure/http://www.intracen.org/about/management/http://www.intracen.org/about/itcs-role-in-un-and-wto/http://www.intracen.org/about/how-itc-works/http://www.intracen.org/about/mission-and-objectives/


11/15

South Africa

Uganda

Yemen

PACT II (Africa)

About Pact II

Programme strategy

Resources and documents

In the news

TCCEP

Organic Products

Biodiversity

Climate Change

Greenhouse Gas Mitigation Strategy

Women and Trade

o By country

Aid for Trade

o Media

o Photo Gallerieso Regional Reviews

o Information Resources

o Press Releases

Millennium Development Goals

o Women and Trade Programme

o Poor Communities & Trade Programme

o Trade and Environment Programme

Working with ITC

o Donor information

o Jobs

o Procurement Procedure for Supplier Registration

UN Supplier Code of Conduct

Zero Tolerance for Gifts/Hospitality

UN guidelines for approving payments to vendors

Procurement statistics

Current contracts

Major business opportunity notices

General conditions for contracts and for invitations to bid

General conditions for grants

Award procedure

Contact and organizational chart

Links

Global compact

General business guide

Buyers sellers meetings

Corporate Documents

o Annual report

o Strategic plan

o Consolidated Programme Document (CPD)
http://www.intracen.org/projects/ntf-ii/south-africa/http://www.intracen.org/projects/ntf-ii/south-africa/http://www.intracen.org/projects/ntf-ii/uganda/http://www.intracen.org/projects/ntf-ii/uganda/http://www.intracen.org/projects/NTF-II/yemen/http://www.intracen.org/projects/NTF-II/yemen/http://www.intracen.org/projects/pact-ii/http://www.intracen.org/projects/pact-ii/http://www.intracen.org/projects/pact-ii/about/http://www.intracen.org/projects/pact-ii/about/http://www.intracen.org/project/pact-ii/programme-strategy/http://www.intracen.org/project/pact-ii/programme-strategy/http://www.intracen.org/projects/pact-ii/resources-and-documents/http://www.intracen.org/projects/pact-ii/resources-and-documents/http://www.intracen.org/projects/pact-ii/In-the-news/http://www.intracen.org/projects/pact-ii/In-the-news/http://www.intracen.org/projects/tccep/http://www.intracen.org/projects/tccep/http://www.intracen.org/exporters/organic-products/http://www.intracen.org/exporters/organic-products/http://www.intracen.org/exporters/biodiversity/http://www.intracen.org/exporters/biodiversity/http://www.intracen.org/exporters/climate-change/http://www.intracen.org/exporters/climate-change/http://www.intracen.org/projects/tccep/greenhouse-gas-mitigation-strategy/http://www.intracen.org/projects/tccep/greenhouse-gas-mitigation-strategy/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/current-projects/http://www.intracen.org/current-projects/http://www.intracen.org/about/aid-for-trade/http://www.intracen.org/about/aid-for-trade/http://www.intracen.org/about/aid-for-trade/media/http://www.intracen.org/about/aid-for-trade/media/http://www.intracen.org/about/aid-for-trade/Aid-for-Trade-Photo-Galleries/http://www.intracen.org/about/aid-for-trade/Aid-for-Trade-Photo-Galleries/http://www.intracen.org/about/aid-for-trade/regional-reviews/http://www.intracen.org/about/aid-for-trade/regional-reviews/http://www.intracen.org/about/aid-for-trade/information-ressources/http://www.intracen.org/about/aid-for-trade/information-ressources/http://www.intracen.org/about/aid-for-trade/press-releases/http://www.intracen.org/about/aid-for-trade/press-releases/http://www.intracen.org/about/millennium-development-goals/http://www.intracen.org/about/millennium-development-goals/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/exporters/ethical-fashion/http://www.intracen.org/exporters/ethical-fashion/http://www.intracen.org/projects/tccep/http://www.intracen.org/projects/tccep/http://www.intracen.org/about/donor-information/http://www.intracen.org/about/donor-information/http://www.intracen.org/about/jobs/http://www.intracen.org/about/jobs/http://www.intracen.org/about/procurement/http://www.intracen.org/about/procurement/http://www.intracen.org/about/procurement/procedure-registration/http://www.intracen.org/about/procurement/procedure-registration/http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/supplier_code.pdfhttp://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/supplier_code.pdfhttp://www.intracen.org/about/procurement/zero-tolerance/http://www.intracen.org/about/procurement/zero-tolerance/http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/UN-Guidelines-for-Approving-Payments-to-Vendors.pdfhttp://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/UN-Guidelines-for-Approving-Payments-to-Vendors.pdfhttp://www.intracen.org/about/procurement/procurement-statistics/http://www.intracen.org/about/procurement/procurement-statistics/http://www.intracen.org/about/procurement/current-contracts/http://www.intracen.org/about/procurement/current-contracts/http://www.intracen.org/about/procurement/business-opportunity/http://www.intracen.org/about/procurement/business-opportunity/http://www.intracen.org/about/procurement/general-conditions/http://www.intracen.org/about/procurement/general-conditions/http://www.intracen.org/about/procurement/general-conditions-grants/http://www.intracen.org/about/procurement/general-conditions-grants/http://www.intracen.org/about/procurement/award-procedure/http://www.intracen.org/about/procurement/award-procedure/http://www.intracen.org/about/procurement/contact-organizational-chart/http://www.intracen.org/about/procurement/contact-organizational-chart/http://www.intracen.org/about/procurement/links/http://www.intracen.org/about/procurement/links/http://www.intracen.org/about/procurement/global-compact/http://www.intracen.org/about/procurement/global-compact/http://www.intracen.org/about/procurement/general-business-guide/http://www.intracen.org/about/procurement/general-business-guide/http://www.intracen.org/about/procurement/buyers-sellers-meetings/http://www.intracen.org/about/procurement/buyers-sellers-meetings/http://www.intracen.org/about/annual-report/http://www.intracen.org/about/annual-report/http://www.intracen.org/about/strategic-plan/http://www.intracen.org/about/strategic-plan/http://www.intracen.org/about/consolidated-programme-document/http://www.intracen.org/about/consolidated-programme-document/http://www.intracen.org/about/consolidated-programme-document/http://www.intracen.org/about/strategic-plan/http://www.intracen.org/about/annual-report/http://www.intracen.org/about/procurement/buyers-sellers-meetings/http://www.intracen.org/about/procurement/general-business-guide/http://www.intracen.org/about/procurement/global-compact/http://www.intracen.org/about/procurement/links/http://www.intracen.org/about/procurement/contact-organizational-chart/http://www.intracen.org/about/procurement/award-procedure/http://www.intracen.org/about/procurement/general-conditions-grants/http://www.intracen.org/about/procurement/general-conditions/http://www.intracen.org/about/procurement/business-opportunity/http://www.intracen.org/about/procurement/current-contracts/http://www.intracen.org/about/procurement/procurement-statistics/http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/UN-Guidelines-for-Approving-Payments-to-Vendors.pdfhttp://www.intracen.org/about/procurement/zero-tolerance/http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Working_with_the_ITC/Procurement/supplier_code.pdfhttp://www.intracen.org/about/procurement/procedure-registration/http://www.intracen.org/about/procurement/http://www.intracen.org/about/jobs/http://www.intracen.org/about/donor-information/http://www.intracen.org/projects/tccep/http://www.intracen.org/exporters/ethical-fashion/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/about/millennium-development-goals/http://www.intracen.org/about/aid-for-trade/press-releases/http://www.intracen.org/about/aid-for-trade/information-ressources/http://www.intracen.org/about/aid-for-trade/regional-reviews/http://www.intracen.org/about/aid-for-trade/Aid-for-Trade-Photo-Galleries/http://www.intracen.org/about/aid-for-trade/media/http://www.intracen.org/about/aid-for-trade/http://www.intracen.org/current-projects/http://www.intracen.org/projects/women-and-trade/http://www.intracen.org/projects/tccep/greenhouse-gas-mitigation-strategy/http://www.intracen.org/exporters/climate-change/http://www.intracen.org/exporters/biodiversity/http://www.intracen.org/exporters/organic-products/http://www.intracen.org/projects/tccep/http://www.intracen.org/projects/pact-ii/In-the-news/http://www.intracen.org/projects/pact-ii/resources-and-documents/http://www.intracen.org/project/pact-ii/programme-strategy/http://www.intracen.org/projects/pact-ii/about/http://www.intracen.org/projects/pact-ii/http://www.intracen.org/projects/NTF-II/yemen/http://www.intracen.org/projects/ntf-ii/uganda/http://www.intracen.org/projects/ntf-ii/south-africa/


12/15

o Financial reports

Press

e-Shop

o Printed books

o Trade statistics CD

o Online trade statistics

PeruDevelopment Challenges

The Peruvian government has continued its policy of gradual economic liberalization inrecent years. In 2011, Peru was said to have one of the worlds fastest-growingeconomies. Principally based on services, followed by the manufacturing of textiles andextractive industries such as agriculture, fishing and mining, the economic growth hasbeen fueled by macroeconomic stability, improved terms of trade, rising investment andconsumption. Perus main exports are copper, gold, zinc, textiles, and fish meal.

However, Peru faces development challenges, including:

o Poverty and high levels of inequality

o Underemployment

o Corruption

o Growing cocaine production

o Poor infrastructure

o Informal economy

o Natural resources depletion and deforestation

o High dependent on minerals and metals exports and imported foodstuffs that subjects

the economy to fluctuations in world prices

Key Trade Issues

o Instability of politics and economy

o Informality

o Centralization of trade and industry in the capital
http://www.intracen.org/about/financial-report/http://www.intracen.org/about/financial-report/http://www.intracen.org/about/press/http://www.intracen.org/about/press/http://www.intracen.org/about/e-shop/http://www.intracen.org/about/e-shop/http://www.intracen.org/about/e-shop/printed-books/http://www.intracen.org/about/e-shop/printed-books/http://www.intracen.org/about/e-shop/trade-statistics-cdhttp://www.intracen.org/about/e-shop/trade-statistics-cdhttp://www.intracen.org/about/e-shop/online-trade-statisticshttp://www.intracen.org/about/e-shop/online-trade-statisticshttp://www.intracen.org/about/e-shop/online-trade-statisticshttp://www.intracen.org/about/e-shop/trade-statistics-cdhttp://www.intracen.org/about/e-shop/printed-books/http://www.intracen.org/about/e-shop/http://www.intracen.org/about/press/http://www.intracen.org/about/financial-report/


13/15

o High opposition in rural areas to Government extractive projects financed by foreign

investment

o Need to completely recover from two-decade conflict - roughly from 1980 to 2000 -

between the state and the leftist guerrilla groups, the Shining Path and the Tupac Amaru

Revolutionary Movement

Government Priorities

o To promote tourism

o To reduce the national poverty rate

o To continue Perus free-trade path

o To increase regional and international integration especially with the United States,

Canada, Singapore, China, Korea, and Japan

o To continue attracting foreign investment

o To enhance competitiveness

o To ensure a smooth democratic political transition

Trade and Tariff Graphs

Open >

Graphs of the countrys export markets, its export performance in a key sector and tariffs

exporters of a sample product face.

Trademap sample: The map uses color codes to illustrate the relative size ofdifferent markets in the overall exports of the country shown in pink.

Trademap sample: The vertical axis shows import values by key importing

countries, while the horizontal axis shows export values by the country for

the same sector. I.e. the country has gained market share in the case of an

importing country at the bottom right of chart and lost market share for

countries top left. The size of circles is proportional to market size.

Market access map sample: The world map shows trade values and tarifflevels for a key export product by importing countries. Color codes indicate

protection levels. Red circles denote trade volumes.
http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.trademap.org/previews/DevelopingCountry2.aspx?lang=en&CountryCode=604&ProductCode=230120&CountryName=Peru&text=The%20world%20map%20shows%20trade%20values%20and%20tariff%20levels%20for%20a%20key%20export%20product%20by%20importing%20countries.%20Color%20codes%20indicate%20protection%20levels.%20Red%20circles%20denote%20trade%20volumes.http://www.trademap.org/previews/DevelopingCountry1.aspx?lang=en&CountryCode=604&ProductCode=23&CountryName=Peru&text=The%20vertical%20axis%20shows%20import%20values%20by%20key%20importing%20countries,%20while%20the%20horizontal%20axis%20shows%20export%20values%20by%20the%20country%20for%20the%20same%20sector.%20I.e.%20the%20country%20has%20gained%20market%20share%20in%20the%20case%20of%20an%20importing%20country%20at%20the%20bottom%20right%20of%20chart%20and%20lost%20market%20share%20for%20countries%20top%20left.%20The%20size%20of%20circles%20is%20proportional%20to%20market%20size.http://www.trademap.org/previews/DevelopingCountry3.aspx?lang=en&CountryCode=604&ProductCode=TOTAL&CountryName=Peru&text=The%20map%20uses%20color%20codes%20to%20illustrate%20the%20relative%20size%20of%20different%20markets%20in%20the%20overall%20exports%20of%20the%20country%20shown%20in%20pink.http://www.trademap.org/previews/DevelopingCountry2.aspx?lang=en&CountryCode=604&ProductCode=230120&CountryName=Peru&text=The%20world%20map%20shows%20trade%20values%20and%20tariff%20levels%20for%20a%20key%20export%20product%20by%20importing%20countries.%20Color%20codes%20indicate%20protection%20levels.%20Red%20circles%20denote%20trade%20volumes.http://www.trademap.org/previews/DevelopingCountry1.aspx?lang=en&CountryCode=604&ProductCode=23&CountryName=Peru&text=The%20vertical%20axis%20shows%20import%20values%20by%20key%20importing%20countries,%20while%20the%20horizontal%20axis%20shows%20export%20values%20by%20the%20country%20for%20the%20same%20sector.%20I.e.%20the%20country%20has%20gained%20market%20share%20in%20the%20case%20of%20an%20importing%20country%20at%20the%20bottom%20right%20of%20chart%20and%20lost%20market%20share%20for%20countries%20top%20left.%20The%20size%20of%20circles%20is%20proportional%20to%20market%20size.http://www.trademap.org/previews/DevelopingCountry3.aspx?lang=en&CountryCode=604&ProductCode=TOTAL&CountryName=Peru&text=The%20map%20uses%20color%20codes%20to%20illustrate%20the%20relative%20size%20of%20different%20markets%20in%20the%20overall%20exports%20of%20the%20country%20shown%20in%20pink.http://www.trademap.org/previews/DevelopingCountry2.aspx?lang=en&CountryCode=604&ProductCode=230120&CountryName=Peru&text=The%20world%20map%20shows%20trade%20values%20and%20tariff%20levels%20for%20a%20key%20export%20product%20by%20importing%20countries.%20Color%20codes%20indicate%20protection%20levels.%20Red%20circles%20denote%20trade%20volumes.http://www.trademap.org/previews/DevelopingCountry1.aspx?lang=en&CountryCode=604&ProductCode=23&CountryName=Peru&text=The%20vertical%20axis%20shows%20import%20values%20by%20key%20importing%20countries,%20while%20the%20horizontal%20axis%20shows%20export%20values%20by%20the%20country%20for%20the%20same%20sector.%20I.e.%20the%20country%20has%20gained%20market%20share%20in%20the%20case%20of%20an%20importing%20country%20at%20the%20bottom%20right%20of%20chart%20and%20lost%20market%20share%20for%20countries%20top%20left.%20The%20size%20of%20circles%20is%20proportional%20to%20market%20size.http://www.trademap.org/previews/DevelopingCountry3.aspx?lang=en&CountryCode=604&ProductCode=TOTAL&CountryName=Peru&text=The%20map%20uses%20color%20codes%20to%20illustrate%20the%20relative%20size%20of%20different%20markets%20in%20the%20overall%20exports%20of%20the%20country%20shown%20in%20pink.http://www.intracen.org/country/peru/


14/15

Trade and Investment Data

Open >

Detailed data on the countrys export performance, key imports and foreign investment,

grouped by product and service categories (HS and BOP).

Trade Information Sources

Open >

A listing of country specific print and online publications on trade related topics. Includes

information from both ITC and external sources.

Trade Contacts

Open >

The most important trade contacts, including importers and exporters associations, trade

support institutions, trade promotion organizations and institutions providing business

development assistance.

Country Projects

Current Projects

Non-tariff measures - increasing transparency and understanding > Women and trade - Linking

women business enterprises to corporate and institutional buyers > Export development in

Peru's northern corridor > Empowering women enterprises to enter the US market > Latin

Pharma 2011 >

Planned Projects

Recent Projects

Peru - Programme development and support of the Peruvian national export plan > Peru -

Strengthening the Export Competitiveness of Women Entrepreneurs >
http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1317http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=10632http://www.intracen.org/Latin-Pharma-2011/http://www.intracen.org/Latin-Pharma-2011/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1423http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1442http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1442http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1423http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1423http://www.intracen.org/Latin-Pharma-2011/http://www.intracen.org/Latin-Pharma-2011/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=10632http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=10632http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1317http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1317http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/http://www.intracen.org/country/peru/


15/15

Recent Events

Projects in the region

Current Projects

APEX Brasil - Enterprise competitiveness > Mexican foreign trade representatives regional

training events > Non-tariff measures - increasing transparency and understanding > Women

and trade - Linking women business enterprises to corporate and institutional buyers > Uruguay

- national trade intelligence platform > Export-led & tourism-led poverty reduction programmes

> Empowering women enterprises in the jewellery industry >

Planned Projects

Recent Projects

APEX Brasil - Trade intelligence > APEX Brasil - Foreign trade training > APEX Brasil - Marketanalysis >

Recent Events
http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1442http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1442http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1442http://www.intracen.org/projects/APEX-Brasil-Enterprise-competitiveness/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1313http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1329http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1329http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1348http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1348http://www.intracen.org/Empowering-Mexican-women-enterprises-in-the-silver-jewellery-and-beads-industry/http://www.intracen.org/projects/APEX-Brasil-Trade-intelligence/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1243http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1243http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1243http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1243http://www.intracen.org/projects/APEX-Brasil-Trade-intelligence/http://www.intracen.org/projects/APEX-Brasil-Trade-intelligence/http://www.intracen.org/Empowering-Mexican-women-enterprises-in-the-silver-jewellery-and-beads-industry/http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1348http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1348http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1329http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1329http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1319http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1313http://www.intracen.org/layouts/three-column.aspx?pageid=49080&id=1313http://www.intracen.org/projects/APEX-Brasil-Enterprise-competitiveness/http://www.intracen.org/projects/APEX-Brasil-Enterprise-competitiveness/