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Why we must understand Caribbean firms better

Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

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Page 1: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Why we must understand

Caribbean firms better

Page 2: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people
Page 3: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Proud PeopleWe have many accomplishments.

Beautiful people. . .

Page 4: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

And beautiful places. . .

Page 5: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

Real GDP per capita (relative to Small Econ.)

CCB and OECS Bahamas Barbados Guyana

Jamaica T&T Suriname

Sub-optimal growth rates have contributed to steady declines in relative per capita incomes.

Page 6: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

A cursory diagnostic shows investment levels do not explain the difference.

0

0.5

1

1.5

2

2.5

3

3.5

1980

1981

1982

1983

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1989

1990

1991

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1993

1994

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1996

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1999

2000

2001

2002

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2005

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2008

2009

2010

ratio

CCB+OECS/ROSE

Suriname/rose

ROSE/ROSE

Page 7: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Besides population growth rates, there is more. . .

0.00

0.20

0.40

0.60

0.80

1.00

1.20

198219841986198819901992199419961998200020022004200620082010

ratioCCB+OECS/ROSE SUR/ROSE ROSE

Page 8: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

High growth but does the source of growth matter?

Economic growth equals inputs (investment & labour) plus total factor productivity

Total factor productivity, TFP, is a means of getting something for nothing, i.e. economic growth over and beyond inputs (labour and capital).

Empirical cross-country evidence suggests that sustained high growth is more based on TFP growth than input growth.

Suriname’s recent economic growth is due more to inputs than to total factor productivity.

Page 9: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Weak TFP growth plays an important role in the growth outcomes for the sub-region.

Page 10: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

. . . we also observe attendant social and economic problems. Crime Indebtedness Poverty

. . . Policy makers say that it is a vicious cycle that can be broken with just a little bit more growth.

But, why is it so hard to grow?

Page 11: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Yet, very little is known about productivity in the Caribbean (and of which all are about country level macro variables).

Senhaji (2000) Lederman (1999) Quijada (2006) Daude and Fernandez-Arias (2010) Pages-Serra (2010) Hutchinson (1999), but not really. . . Lall (2002)* World Bank (2005) Thacker, Perrelli & Acevedo (2012)

Page 12: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Greenfield: productivity at the firm level?

USE WITH EXTREME CAUTION

Page 13: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

We needed to strengthen our understanding of Caribbean firms. On-going since 2010 in the context of LACES, FINGEN, and

PROTEqIN

Page 14: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

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Background:

Follow-up survey - conducted by EEC Canada in 2011 - of the Latin American and Caribbean Enterprise Surveys (LACES) implemented jointly for the IADB, Compete Caribbean, and the World Bank (WB)

Countries included in survey: Barbados, Guyana, Suriname, Trinidad & Tobago, Belize, Jamaica and 6 OECS countries: Antigua & Barbuda, Dominica, Grenada, Saint Kitts & Nevis, Saint Lucia, Saint Vincent & the Grenadines

Objectives Update data on enterprises and explicitly draw information on Productivity, Technology and Innovation at the firm level Skill survey component is to probe deeper in identifying human resource requirements and skill gaps from the viewpoint of employers, and to use this information to shape the debate to make both education systems and labor markets more conducive to growth

Page 15: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

ÉTUDE ÉCONOMIQUE CONSEIL (EEC CANADA)

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A private Canadian firm– Established in 1981 – Headquarters in Montreal– Specialized in applied economics, strategy and financial

engineering– Professionals with experience in more than 100 countries,

simultaneously active in about 30 countries at any point in time

Major clients– Development Finance Institutions – DFIs

(IADB, WBG, EBRD, AsDB, AfDB, UN Agencies) – Bilateral Development Agencies– Governments– Private and Public enterprises

Page 16: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

A COMPREHENSIVE QUESTIONNAIRE. . .

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At the Firm level

At the Establishment

level

Page 17: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULES A & B

CONTROL INFORMATION

• Establishment's name• Respondent's name• Type of establishment

GENERAL INFORMATION • Legal status• Type and percentage of ownership• Gender composition (owner/Management team)• Year of starting operation• International certification• Formally registered• Top manager years of experience

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QUESTIONNAIRE OVERVIEW

Page 18: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULES C & D

INFRASTRUCTURE & SERVICES

Over the last 2 years / typical month / last fiscal year

• Application submittal: if applicable, administrative delay...(electrical, water, telephone, internet)

• Experience of outages/interruptions• Use of e-mail, website, cell phones...

MARKETS, SUPPLIES, FOREIGN TRADE AND COMPETITION

• Sales composition in % (manufacturing/services)• Methods of payment in % (incl. online)• Profile of principal buyer

• Main product representing largest proportion of annual sales / what % does it represent

• Main market• Local market share• Competitors (number and profile)

Last fiscal year • Percentage of national vs direct exports• Average # of days (to clear customs) when goods are

exported• Material inputs

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QUESTIONNAIRE OVERVIEW

Page 19: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULE E: INNOVATION

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QUESTIONNAIRE OVERVIEW

Innovation refers to the implementation of:

•a new or significantly improved product, namely good or service

•a new process

•a new marketing method

•a new organizational method

– in business practices

– workplace organization or

– external relations

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QUESTIONNAIRE OVERVIEW

• Machinery, equipment, software acquisition

• Use of licensed technology• Changes in the production

method / process• Changes in the organizational

structure• roles & responsibilities existing

staff• new skills required• recruitment new employees• training

• Distribution methods• Sales networks• Franchising• Online promotion / only sales...

• Innovation / improvement made alone or in partnership (category)• Source of financing of innovation development• Patents, trademarks, industrial design, copyright registration• Level of spending / % of sales accounted for by innovation• Level of importance of innovation impacts in the last 3 years

• Presence of obstacles (rating)

In the next 2 years, plan to pursue innovation in:•good / service•production process / service delivery •marketing•organizational

Page 21: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULES F, G & H

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QUESTIONNAIRE OVERVIEW

LEGAL ENVIRONMENT / CONFLICT RESOLUTION

Resolving business disputes (i.e. matters of payment for goods or services, liability and property right enforcement; labour disputes not incl.)

CRIME AND PREVENTION

• Amount /% of total sales allocated to security • Amount /% of total sales of losses as a result of

theft, robbery, vandalism or arson• Crimes committed in the premises of the

establishment (if any: per category of incident, how many times, profile of perpetrator(s), report to the police...)

• Electronic/ cyber criminality• Equipment/ in place• Kidnapping issue

BUSINESS-GOVERNMENT RELATIONS

• Time spent by senior management dealing with requirements imposed by government regulations

• Frequency and time allocation of officials visits• Requirements to "get things done"• Application submittal (import license...)

Page 22: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULE I: LABOUR AND SKILLS

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QUESTIONNAIRE OVERVIEW

WORKFORCE PROFILENumber/average wage

• Full-time permanent• Full-time seasonal/temporary• Part-time• Level of education requirement per category and

average level of education of actual workforce

AT RECRUITMENT STAGEIMPORTANCE RATING

• Job related characteristics (education, previous experience, reference from people...)

• Personal characteristics• Core skills• Job related skills

FOR EACH RELEVANT TYPE OF JOB

• Difficulty finding candidates with the appropriate personal characteristics, core skills, job related skills

• Vacancies (current in weeks/ average time needed to fill vacancies in weeks)

SHORTAGES/OBSTACLES

• Potential cause of skills shortages• Obstacles recruiting new employees / productivity of

employees• Reason of running or not training programs• Difficulty in finding new skilled employees

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The objective of the Employer Survey of Skill/Labor Demand is to determine: – the extent to which the country has an education and training system relevant to meet labor market

needs and which can provide opportunities for life-long learning– the main constraints in matching labor supply to demand (policy and market failures); and – the main steps that could be taken to improve the system to make it more responsive.

Specifically, the survey is going to be designed to help answer the following main groups of questions:

1. What kinds of jobs (in terms of their skill content) are being created? What kinds of jobs are being destroyed? Is labor demand moving away from less skilled jobs towards more skilled jobs?

2. What are the characteristics of job vacancies (skill requirements and wage offered)? What skills are in high demand? What skills are in low demand? Are the skills of the available workforce a constraint to hiring, firm growth and good performance on the job? How difficult is it to find a worker with required skills? Is the skill mismatch (gap) a significant problem? Where are the main skill gaps? How does the demand for skills vary between small vs. large firms, national vs. multinational firms, firms producing for the domestic market vs. exporting firms, and firm activity? What is the impact of changing work practices on the demand for skills?

3. What is the role of training? Do firms provide such training and to which workers? If not on-the-job training, then do firms offer access to training conducted by either public or private enterprises?

A BIT MORE ABOUT THE LABOUR & SKILLS COMPONENT

Page 24: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

MODULES J, K, L & M

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QUESTIONNAIRE OVERVIEW

Financing • Financial statements checked and certified by external auditor• Existence of overdraft facility• Sources of financing• Line of credit or loan (type of financial institution)• Collateral requirement• Application for loans or lines of credit (last fiscal year)

Performance • Total sales (2001/2012)• Establishment's key costs (2012)• Last fiscal year's purchases (Machinery, land...)• Net book value (Machinery, land...)• Cost of replacement

Business Environment

• Rating of list of factors as obstacles that can affect operations

Business strategy and support programs

• Awareness of existing program available• Current benefit from any technical assistance programs per

functional areas (impact expected)• Interest in receiving such assistance• Strategy to achieve list of goals

(supported by public resources / was it successful?)(Increase market share, promote exports, improve quality...)

Page 25: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Delivery

Comprehensive data set linking LACES 2010, FINGEN, and PROTEqIN will be available for download on November 1, 2014 (excluding The Bahamas, which will be available on December 15, 2014).

Preliminary analyses have been done for some countries:– Innovation profile ( especially new to firm);

– Export orientation

– Ownership

– Constraints to Doing Business (and can we trust these?)

Page 26: Why we must understand Caribbean firms better. Proud People We have many accomplishments. Beautiful people

Stay tuned. . .

www.competecaribbean.org

Musheer Kamau ([email protected])

Sylvia Dohnert ([email protected])

November 1, 2014

December 15, 2014