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?

4

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

5

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

6

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

9

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

10

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

11

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

12

Thank you for your attention